1、S D BELLAMY-Group Total Quality Manager-22 August 2000(5TH Revision-Health Version)PDCAProblem Solving GuideA Guide to a Team Approach to Problem SolvingPLA NPLA ND OD OCH ECKCH ECKA CTA CTIN VEST IG AT EIN VEST IG AT ECLARIFY O BJECT IVESID EN T IFY PO SSIBLE CAU SESBEN CH M ARK BEST PRACT ICEID EN
2、 T IFY T EAM RO LESIM PLEM EN T Q U ICK FIXEV A LU A T E&V A LID AT EEV A LU A T E&V A LID AT EPILOT STUDY SOLUTIONTO VERIFY DATACOUNTERMEASURETRAININGCOMMUNICATIONC O R R ECT&C O R R ECT&ST A N D A R D ISEST A N D A R D ISEREVIEW FEED BACK&M AK E CO RRECT IO N SST AN D ARD ISE D O,CH ECK,ACTEN LIG
3、H T EN&EN LIG H T EN&IM PLEM EN TIM PLEM EN TCA R R Y O U T T R IA LS T OCA R R Y O U T T R IA LS T OPR O VE CA U SESPR O VE CA U SESA N A LYSE D A T A T OA N A LYSE D A T A T OU N D ER ST A N D H O WU N D ER ST A N D H O WPR O BLEM O CCU R SPR O BLEM O CCU R SID EN T IFY PO SSIBLEID EN T IFY PO SSI
4、BLESO LU T IO N SSO LU T IO N S第1页，共28页。1 Introduction to PDCA Problem Solving Cycle.2 PDCA Cycle.3 Key Steps in PDCA.4 Defining the Problem5 Selection of TQ Techniques used in PDCA.6 Using the 14 Techniques.7 PDCA Reviews-Racetrack.8 Using PDCA Workbook.9 SummaryPLANPLAND OD OCH ECKCH ECKA CTA CTIN
5、 V EST IG A T EIN V EST IG A T ECLARIFY O BJECT IVESID EN T IFY PO SSIBLE CAU SESBEN CH M ARK BEST PRACT ICEID EN T IFY T EAM RO LESIM PLEM EN T Q U ICK FIXEVALU AT E&VA LID A T EEVALU AT E&VA LID A T EPILOT STUDY SOLUTIONTO VERIFY DATACOUNTERMEASURETRAININGCOMMUNICATIONCO R R EC T&CO R R EC T&ST AN
6、 D A R D ISEST AN D A R D ISEREVIEW FEED BACK&M AK E CO RRECT IO N SST AN D ARD ISE D O,CH ECK,ACTEN LIG H T EN&EN LIG H T EN&IM PLEM EN TIM PLEM EN TCA R R Y O U T T R IA LS T OCA R R Y O U T T R IA LS T OPR O VE CA U SESPR O VE CA U SESA N A LYSE D A T A T OA N A LYSE D A T A T OU N D ER ST A N D
7、H O WU N D ER ST A N D H O WPR O BLEM O CCU R SPR O BLEM O CCU R SID EN T IFY PO SSIBLEID EN T IFY PO SSIBLESO LU T IO N SSO LU T IO N S第2页，共28页。PDCA was created by W Edwards Deming in the 1950s as an easy to follow Problem Solving Cycle.Deming was tasked with helping Japan rebuild its economy in th
8、e 1950s.His purpose was to use PDCA with a Continuous Improvement process to help rebuild Japanese industries so that they could compete in the world market in the future.PLA NPLA ND OD OCH ECKCH ECKACTACTIN VEST IG AT EIN VEST IG AT ECLARIFY O BJECT IVESID EN T IFY PO SSIBLE CAU SESBEN CH M ARK BES
9、T PRACT ICEID EN T IFY T EAM RO LESIM PLEM EN T Q U ICK FIXEV A LU A T E&V A LID AT EEV A LU A T E&V A LID AT EPILOT STUDY SOLUTIONTO VERIFY DATACOUNTERMEASURETRAININGCOMMUNICATIONC O R R EC T&C O R R EC T&ST A N D A R D ISEST A N D A R D ISEREVIEW FEED BACK&M AK E CO RRECT IO N SST AN D ARD ISE D O
10、,CH ECK,ACTEN LIG H T EN&EN LIG H T EN&IM PLEM EN TIM PLEM EN TCA R R Y O U T T R IA LS T OCA R R Y O U T T R IA LS T OPR O VE CA U SESPR O VE CA U SESA N A LYSE D A T A T OA N A LYSE D A T A T OU N D ER ST A N D H O WU N D ER ST A N D H O WPR O BLEM O CCU R SPR O BLEM O CCU R SID EN T IFY PO SSIBLE
11、ID EN T IFY PO SSIBLESO LU T IO N SSO LU T IO N S第3页，共28页。PLA NPLA ND OD OCH ECKCH ECKA CTA CTCustomerSatisfactionPLA NPLA ND OD OCH ECKCH ECKA CTA CTIN VEST IG AT EIN VEST IG AT ECLARIFY O BJECT IVESID EN T IFY PO SSIBLE CAU SESBEN CH M ARK BEST PRACT ICEID EN T IFY T EAM RO LESIM PLEM EN T Q U ICK
12、 FIXEV A LU A T E&V A LID AT EEV A LU A T E&V A LID AT EPILOT STUDY SOLUTIONTO VERIFY DATACOUNTERMEASURETRAININGCOMMUNICATIONC O R R ECT&C O R R ECT&ST A N D A R D ISEST A N D A R D ISEREVIEW FEED BACK&M AK E CO RRECT IO N SST AN D ARD ISE D O,CH ECK,ACTEN LIG H T EN&EN LIG H T EN&IM PLEM EN TIM PLE
13、M EN TCA R R Y O U T T R IA LS T OCA R R Y O U T T R IA LS T OPR O VE CA U SESPR O VE CA U SESA N A LYSE D A T A T OA N A LYSE D A T A T OU N D ER ST A N D H O WU N D ER ST A N D H O WPR O BLEM O CCU R SPR O BLEM O CCU R SID EN T IFY PO SSIBLEID EN T IFY PO SSIBLESO LU T IO N SSO LU T IO N S第4页，共28页
14、。Define the Problem-Who,What,Where and When.Write Team Mission statement.Brainstorm potential causes of problem using simple Brainstorming or a Cause&Effect Diagram.Identify&agree potential Root Causes prioritising using Paired Comparisons or by Consensus Rankings and asking the 5 WHYs Set up method
15、s to capture REAL data.Implement QUICK FIXES to protect the customer Make Process Flow DiagramAnalyse REAL DATA&show graphically.Benchmarking-Compare Best PracticesBrainstorm where else may they have this problem,find out what they do to resolve it.PLA NPLA ND OD OCH ECKCH ECKA CTA CTI IN N V V E ES
16、 S T T I IG G A A T T E ED D E ET T E ER RM M I IN N E E N N E EE ED D S SD D I IA A G G N N O O S S T T I IC C:R RE EV VI IE EW W C CU U R RR RE EN N T TP PR RA A C CT T I IC CE ES S.B BE EN N C CH H M M A A R RK KI IN N G G:S S U U M M M M A A R RI IS S E E A A N N D DC CO O M M P PA A R RE E B BE
17、 ES S T TP PR RA A C CT T I IC CE ES S.E EN N L LI IG G H H T T E EN N&I IM M P PL LE EM M E EN N T TD D E EF FI IN N E ER RE ES S P PO O N N S S I IB BI IL LI IT T I IE ES S:W W H H Y Y,W W H H A A T T&H H O O W WR RE EC CO O G G N N I IT T I IO O N N.R RE EC CO O G G N N I IS S E E T T H H E E C C
18、O O N N T T R RI IB BU U T T I IO O N N O O F F O O T T H H E ER RS S.E EV V A A L LU U A A T T E E&V V A A L LI ID D A A T T E EPILOT TRAININGPROGRAMFEEDBACKC CO O R RR RE EC CT T&S S T T A A N N D D A A R RD D I IS S E EREVIEW FEED BA CK&M A KE CO RRECT IO N SS T A N D A RD IS E D O,CH ECK,A CTPur
19、pose:-To INVESTIGATE the current situation&understand fully the nature of the problem being solved.第5页，共28页。Brainstorm solutions.Rank solutions to identify best impact.Carry out Failure Prevention Analysis.Carry out Solution Effect Analysis.Create Project Plan to implement solutions.Put measures of
20、performance in place using Control Charts or Check Sheets.Implement Carry out Project Plan.Educate,train&communicatePLA NPLA ND OD OCH ECKCH ECKA CTA CTI IN N V V E ES S T T I IG G A A T T E ED D E ET T E ER RM M I IN N E E N N E EE ED D S SD D I IA A G G N N O O S S T T I IC C:R RE EV VI IE EW W C
21、CU U R RR RE EN N T TP PR RA A C CT T I IC CE ES S.B BE EN N C CH H M M A A R RK KI IN N G G:S S U U M M M M A A R RI IS S E E A A N N D DC CO O M M P PA A R RE E B BE ES S T TP PR RA A C CT T I IC CE ES S.E EN N L LI IG G H H T T E EN N&I IM M P PL LE EM M E EN N T TD D E EF FI IN N E ER RE ES S P
22、PO O N N S S I IB BI IL LI IT T I IE ES S:W W H H Y Y,W W H H A A T T&H H O O W WR RE EC CO O G G N N I IT T I IO O N N.R RE EC CO O G G N N I IS S E E T T H H E E C CO O N N T T R RI IB BU U T T I IO O N N O O F F O O T T H H E ER RS S.E EV V A A L LU U A A T T E E&V V A A L LI ID D A A T T E EPILO
23、T TRAININGPROGRAMFEEDBACKC CO O R RR RE EC CT T&S S T T A A N N D D A A R RD D I IS S E EREVIEW FEED BA CK&M A KE CO RRECT IO N SS T A N D A RD IS E D O,CH ECK,A CTPurpose:-To Enlighten the Team as to the Real Problem by analysing the Data and defining and implementing a solution plan.第6页，共28页。Colle
24、ct data to monitor performance improvements.Involve&train those affected by solution plan.Communicate&feedback.Validate Resolve any issues by finding Countermeasures to ensure solution plan continues.PLA NPLA ND OD OCH ECKCH ECKA CTA CTI IN N V V E ES S T T I IG G A A T T E ED D E ET T E ER RM M I I
25、N N E E N N E EE ED D S SD D I IA A G G N N O O S S T T I IC C:R RE EV VI IE EW W C CU U R RR RE EN N T TP PR RA A C CT T I IC CE ES S.B BE EN N C CH H M M A A R RK KI IN N G G:S S U U M M M M A A R RI IS S E E A A N N D DC CO O M M P PA A R RE E B BE ES S T TP PR RA A C CT T I IC CE ES S.E EN N L L
26、I IG G H H T T E EN N&I IM M P PL LE EM M E EN N T TD D E EF FI IN N E ER RE ES S P PO O N N S S I IB BI IL LI IT T I IE ES S:W W H H Y Y,W W H H A A T T&H H O O W WR RE EC CO O G G N N I IT T I IO O N N.R RE EC CO O G G N N I IS S E E T T H H E E C CO O N N T T R RI IB BU U T T I IO O N N O O F F O
27、 O T T H H E ER RS S.E EV V A A L LU U A A T T E E&V V A A L LI ID D A A T T E EPILOT TRAININGPROGRAMFEEDBACKC CO O R RR RE EC CT T&S S T T A A N N D D A A R RD D I IS S E EREVIEW FEED BA CK&M A KE CO RRECT IO N SS T A N D A RD IS E D O,CH ECK,A CTPurpose:-To monitor effect of implementation of proj
28、ect plan&find Countermeasures to further improve the solution.第7页，共28页。Decide if solution is effective&either integrate into normal working practice or abandon.If plan is abandoned,ask what has been learned by the process and,restart the project.Determine new target&start PDCA cycle again.PLA NPLA N
29、D OD OCH ECKCH ECKA CTA CTI IN N V V E ES S T T I IG G A A T T E ED D E ET T E ER RM M I IN N E E N N E EE ED D S SD D I IA A G G N N O O S S T T I IC C:R RE EV VI IE EW W C CU U R RR RE EN N T TP PR RA A C CT T I IC CE ES S.B BE EN N C CH H M M A A R RK KI IN N G G:S S U U M M M M A A R RI IS S E E
30、 A A N N D DC CO O M M P PA A R RE E B BE ES S T TP PR RA A C CT T I IC CE ES S.E EN N L LI IG G H H T T E EN N&I IM M P PL LE EM M E EN N T TD D E EF FI IN N E ER RE ES S P PO O N N S S I IB BI IL LI IT T I IE ES S:W W H H Y Y,W W H H A A T T&H H O O W WR RE EC CO O G G N N I IT T I IO O N N.R RE E
31、C CO O G G N N I IS S E E T T H H E E C CO O N N T T R RI IB BU U T T I IO O N N O O F F O O T T H H E ER RS S.E EV V A A L LU U A A T T E E&V V A A L LI ID D A A T T E EPILOT TRAININGPROGRAMFEEDBACKC CO O R RR RE EC CT T&S S T T A A N N D D A A R RD D I IS S E EREVIEW FEED BA CK&M A KE CO RRECT IO
32、N SS T A N D A RD IS E D O,CH ECK,A CTPurpose:-To Review Continuously the Performance Measure&make adjustments as required.Integrate new situation into Normal Working Practice.Start PDCA Cycle again.第8页，共28页。PLANDOCHECKACTCustomerSatisfactionChecklist of PDCA Approach:Have you got:aSponsor-(Person w
33、ho instigates the Problem Solving Session)bTeam Leader.cFacilitatordTeam MembersProblem Solving Process:P 1 Define Problem&Objective(&Do Quick Fix)P 2 Identify Likely CausesP 3 Identify Major&Root CausesP 4 Develop Solutions/Agree Action PlansD 5 Implement action PlanC 6 Determine Effectiveness of p
34、lanA 7 Standardise Results/Implement in all relevant areas.PLA NPLA ND OD OCH ECKCH ECKA CTA CTIN VEST IG AT EIN VEST IG AT ECLARIFY O BJECT IVESID EN T IFY PO SSIBLE CAU SESBEN CH M ARK BEST PRACT ICEID EN T IFY T EAM RO LESIM PLEM EN T Q U ICK FIXEVALU AT E&VALID AT EEVALU AT E&VALID AT EPILOT STU
35、DY SOLUTIONTO VERIFY DATACOUNTERMEASURETRAININGCOMMUNICATIONCO R R ECT&CO R R ECT&ST AN D AR D ISEST AN D AR D ISEREVIEW FEED BACK&M AK E CO RRECT IO N SST AN D ARD ISE D O,CH ECK,ACTEN LIG H T EN&EN LIG H T EN&IM PLEM EN TIM PLEM EN TCA R R Y O U T T R IA LS T OCA R R Y O U T T R IA LS T OPR O VE C
36、A U SESPR O VE CA U SESA N A LYSE D A T A T OA N A LYSE D A T A T OU N D ER ST A N D H O WU N D ER ST A N D H O WPR O BLEM O CCU R SPR O BLEM O CCU R SID EN T IFY PO SSIBLEID EN T IFY PO SSIBLESO LU T IO N SSO LU T IO N S第9页，共28页。Techniques to use with PDCA -Selection ChartTechniquePACD1BRAINSTORMIN
37、G2CAUSE&EFFECT3CHECK SHEETS4PARETO ANALYSIS5CONCENTRATION DIAGRAMS6PROCESS FLOW CHARTS.85 WHYS&5W1H9PAIRED COMPARISONS 10 IMPACT DIAGRAMS 14FAILURE PREVENTION ANALYSIS13SCHEDULE or PROJECT PLAN12SOLUTION EFFECT DIAGRAM11 FORCE FIELD ANALYSIS7 PERFORMANCE MEASURINGP PL LA A N ND D O OC CH H E EC CK K
38、A A C CT TCustomerSatisfaction第10页，共28页。It is the first step in the PDCA problem solving cycle.To ensure that the whole Team is clear about what their Goal is.At the first Team meeting.The Team.How de we do it?By considering each of the following aspects of the issue being addressed.Who is the probl
39、em experienced by(Stakeholder)?What is the problem?Where is the problem?When is the problem experienced?Use these statements as a“Sanity Check”to refer back to at later stages of the project to check if on track.P PL LA A N ND D O OC CH H E EC CK KA A C CT TCustomerSatisfactionDefining the Problem i
40、n SMART form.第11页，共28页。a statement using the following SMART rules.SpecificMeasurableAchievableRealisticTime basedExamplesTo reduce“Annual Lost working Days due to Back related Problems”in the“Stores Department”by 50%in 6 months.To reduce“Risk of causing Back Related Injuries”in the Packing Departme
41、nt by 30%in 5 days.P PL LA A N ND D O OC CH H E EC CK KA A C CT TCustomerSatisfactionWriting a Team Mission Statement in SMART form.第12页，共28页。P PL LA A N ND D O OC CH H E EC CK KA A C CT TCustomerSatisfactionThe Quick Fix -This is a way of protecting the Customer from the Effect of the Problem being
42、 investigated.(It stops the patient bleeding to death.)-Immediately the problem is identified.-The Team Several Lifts where one is the normalAdditional but time-consuming lifting gear100%Manual Inspection of product on line by operatorAudit Inspection after final Operation.Multi Pass Operations.Pre
43、Process Manual Inspection.They are usually,but not always,Time Consuming and Expensive.If,for example,the problem was a“leaking roof due to a cracked tile“The quick fix could beTo put a bucket under the leak.The final solution could beReplace the Tile,Check condition of other tiles annually.第13页，共28
44、页。W hat i s i t?-It i s a m ethod of generati ng Ideas or suggesti ons veryqui ckl y and creati vel y.W hy do i t?-S o every m em ber of the T eam contri butes.W here i s i t used?-M ost often i n the T eam room,and otherw i se anyw here thatthere i s a T eam and a Fl i pchart.W hen i s i t used.?-U
45、 sual l y w hen the probl em bei ng sol ved i s i denti fi ed anddefi ned.W ho uses i t?-Can i nvol ve anyone.H ow i s Brai nstorm i ng D one?-S T EP 1Fi nd a qui et room w i th a Fl i p Chart and have Pens,Post Its,D ryw i pe M arkers,Bl ue T ac avai l abl e.D eci de w ho w i l l act as the T eam S
46、 cri be.W ri te dow n the Probl em or S i tuati on bei ng S tudi ed or Investi gated at the T O Pof a Fl i p Chart.S T EP 2G i ve al l the T eam M em bers a few Post Its.T hen i ndi vi dual l y for 5 m i nutes w ri te dow n on the Post Its(1 i dea per sheet)any i deas or suggesti ons.W hen i deas ha
47、ve dri ed up,S ti ck al l the i deas onto a Fl i p Chart and G roup anysi m i l ar i deas.T hen for up to 10 m i nutes,w orki ng around the room ,add any further i deasthat m ay have been m i ssed.S S T T E EP P 3 3A s a T eam di scuss each i dea and deci de i f they are T T o ot ta al l l l y y,P P
48、a ar rt ti i a al l l l y y o or rN N o ot t i n the Control of the T eam.S eparate out the T T o ot ta al l l l y y i deas.Pri ori ti se them usi ng I Im m p pa ac ct t D D i i a ag gr ra am m s s o or r P Pa ai i r re ed d C Co om m p pa ar ri i s so on ns s.S S T T E EP P 4 4T he T eam m ust deci
49、 de i f there i s a need to i nvol ve som eone el se,i n theT eam,to resol ve the P Pa ar rt ti i a al l l l y y o or r N N o ot t i i n n C Co on nt tr ro ol l i tem s.P PL LA A N ND D O OC CH H E EC CK KA A C CT TCustomerSatisfactionTechnique 1-BRAINSTORMING第14页，共28页。Over Size BoreMENMachinesMater
50、ialsMethodsMachine not CapableNo Post bore GaugeMachine Gauging FaultyWrong Grade Grinding WheelCoolant Mix WrongOperator not TrainedWrong Master Issued.W W h ha at t i i s s i i t t?-It i s a m ethod of B Br ra ai i n ns st to or rm m i i n ng g C Ca au us se es s of a probl em or si tuati on.W W h
