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L4M16

This document outlines the contents and learning objectives of a module on problem solving and continuous improvement. It includes definitions of problems and discusses safety requirements, statistical tools, identifying problems related to improvement elements, classifying and prioritizing problems, establishing activity plans, analyzing causes, examining solutions, implementation, assessing effectiveness, and standardizing operations. The module uses tools like fishbone diagrams, PDCA cycles, 5S, and SOPs to solve problems and continuously improve processes.

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kiros adhena
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48 views8 pages

L4M16

This document outlines the contents and learning objectives of a module on problem solving and continuous improvement. It includes definitions of problems and discusses safety requirements, statistical tools, identifying problems related to improvement elements, classifying and prioritizing problems, establishing activity plans, analyzing causes, examining solutions, implementation, assessing effectiveness, and standardizing operations. The module uses tools like fishbone diagrams, PDCA cycles, 5S, and SOPs to solve problems and continuously improve processes.

Uploaded by

kiros adhena
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
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MODULE CONTENTS:

Introduction to the module

LO1. Identify and select theme/problem


What is a Problem?
The definitions that we are most concerned with while learning about the creative problem solving
process are:
“any question or matter involving doubt, uncertainty, or difficulty,” and
“a question proposed for solution or discussion.”

1.1. Following safety requirements


may include but not limited to: (os)
OHS requirements include legislation, material safety, managements system,
hazardous substances and dangerous goods code and local safe operating procedures
Work is carried out in accordance with legislative obligations, environmental legislations,
relevant health regulation, manual handling procedure and organization insurance
requirements
1.2. Using statistical tools and techniques

may include but not limited to:(OS)


7 QC tools may include:
Stratification
Pareto Diagram
Cause and Effect Diagram
Check Sheet
Control Chart/Graph
Histogram
Scatter Diagram
QC techniques may include:
Brain storming
Why analysis
What if analysis
5W1H

The 7 QC tools are simple statistical tools used for problem solving.

7 QC tools are the means for collecting data, analyzing data, identifying root causes and measuring
the results.

7 QC tools are not only used for quality problems, but also for productivity Kaizen, cost reduction,
delivery date improvement etc.

Why 7QC TOOL ?

1)They are easy to use. They can be mastered in a few hours of study. “Simple is beautiful”.

2)They are easy to understand.

3)They can be used by everybody working together.

4)95% 0f problems encountered in work places can be solved with these 7 tools.

Continuous improvement (CI) is a management philosophy


that approaches the challenge of product and process improvement as a never-ending process of
achieving small wins.
Steps toward CI
Train employees in the methods of statistical process control (SPC) and other tools.
Make SPC methods a normal aspect of operations.
Build work teams and encourage employee involvement.
Utilize problem-solving tools within the work teams.
Develop a sense of operator ownership in the process.

It is an integral part of a total quality management system.

Continuous improvement seeks continual improvement of machinery, materials, labor utilization, and
production methods through application of suggestions and ideas of team members.
Tools & Procedures of CI
Varies from simple suggestion system based on brain storming to structured programs utilizing statistical
process control tools (SPC Tools)
Deming wheel (PDCA) cycle
Zero defect concept
Bench Marking
Kaizen
SPC Tools (Also known as Tools of TQC)
Check Sheet
Process flow chart
Pareto analysis
Histogram
Scatter diagram
Causes & effect diagram (Fish Bone )
Control charts

1.3. listing and identifying all problems related to kaizen elements


may include but not limited to: (OS)
Quality
Cost
Productivity
Delivery
Safety
Moral
Environment
Gender equality

1.4. Classifying problems

1.5. Selecting critical factors like number of customers

1.6. Priorities of Kaizen Elements

LO2. Grasp current status and set goal

2.4 Defining extent of the problem

2.5 Setting appropriate and achievable goal

LO3. Establish activity plan


1. Problem Confirmation

QC circle practitioners have long realized that "no activity is possible without a plan, no examination is
possible without activity, and no growth is possible without examination."

2. Define the extent of the problems

2.1 Select a high priority problem

The choice of a high priority problem is based on the data collected in step 1.If data is not readily
available, the QC Circle can use a matrix diagram to arrive at a high priority problem.
2.2 Define the extent of the problem

The extent of the problem must be defined in quantifiable terms.

Example:

From January to March 2002, 30 percent of the orders were not processed correctly.

3.1. Confirming the problem

3.2. Selecting high priority problem

3.3. Defining the extent of the problem

3.4. Establishing activity plan as per 5W1H:

may include but not limited to: (OS)


Who: person in charge
Why: objective
What: item to be implemented
Where: location
When: time frame
How: method

LO4. Analyze causes of a problem

When the cause of the problem is not known, such as in trouble shooting operations, you can look at the
what,
where, who, and extent of the problem to help define it.
What? - “What” questions help to identify the problem.
Where? - “Where” questions help to locate the problem.
When? - “When” questions help discover the timing of the problem.
Extent? – Questions that explore the magnitude of the problem.

4.1. Listing causes of problem


4.2. Analyzing cause relationships using 4M1E

may include but not limited to: (OS)


Man
Machine
Method
Material and
Environment

4.3. Selecting root causes

4.4. Selecting creative idea generation


may include but not limited to: (OS)
Brainstorming
Exploring and examining ideas in varied ways
Elaborating and extrapolating
Conceptualizing

4.4.1. Role of females as a solution seeker.

4.5. selecting the root cause directly related to the problem

4.6 listing all possible ways to eliminate the root cause

4.7 Testing and evaluating suggested solutions

4.8. Preparing summaries of action plan

LO5. Examine counter measures and their implementation


5.1. Implementing action plan by medium KPT members
may include but not limited to:
5S
4M (machine, method, material and man)
4P (Policy, procedures, People and Plant)
PDCA cycle
Basics of IE tools and techniques

5.2. Monitoring implementation

LO6. Assess effectiveness of the solution

6.1. Identifying tangible and intangible results


may include but not limited to:
Tangible result may include:
Quantifiable data
Intangible result may include:
Qualitative data

6.2. Verifying the results

6.3. comparing tangible result using various types of diagram


may include but not limited to:
Line graph
Bar graph
Pie-chart
Scatter diagram
Affinity diagram

LO7. Standardize and sustain operation


7.1. Standardizing new procedures

7.2. Training employees on Standard Operating Procedures (SOPs).


may include but not limited to:
The customer demand
The most efficient work routine (steps)
The cycle times required to complete work elements
All process quality checks required to minimize defects/errors
The exact amount of work in process required

7.3. Verifying SOP

7.4. Selecting the next problem

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