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152 views36 pagesAiag Cqi 21 2012
AIAG CQI 21
Uploaded by
George LituCopyright
© © All Rights Reserved
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Available Formats
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/ 36
COl-21
Effective Problem Solving
Leader Guide
1* Edition
Insight
Expertise
Results
The Catalyst for Peak Performance AIAG2> CcQl-21
ABOUT AIAG
Purpose statoment
Founded in 1852, AIAG is a glbaly recognized erganzation hare OEMs ad supple une fo adess an rescve
ues flectng te workvide aiomebve sup cha. AIAG's gol fa educa cost and cameenytNough
boratn, mprove produ! quay, heal, sfa, athe enuronmen and optimize speed a make taghout
Ihesippiychane
{AG organization
‘AIAG is made up ofa board of rectors, an execs arene, xazulves on an fam member orgriations,
{stocetecrecon, a flame st and volnioars srg on poet eas. Oresor daparant manages
‘rogram manager ple, dre and ezordnale he aseaoato'sseWvlles under tne decton othe execu rector
AIAG Projects
Volunieer cerites focus en business processes or suspring ches and methadlogias. They conduct
Bapars, and guldeines n the ens of autre eneaton, CADICAN Ebisectone common cantnue
‘uniy improvement, hath focus, melas and projet maragerer occapaonal healt sey, retumabie
onamners nd packaging sysam, ensporatonisastoms sed tuck § heat equa
“ka PUBLICATIONS
‘4 AAG pete rect corso of oes cancomeuih sop nd pvr. An
‘ks ptcton rand» gn rare asa ad ors pole The
‘itr of ar AAG ret das ot mo ee! rece syare fn marta, etn,
ches or ong psu processes arses ft canon io pus
Te Pb ort mak ny pesto ora. eps ond ain on etn
‘pba rh ards sss ea int rt sy, apes
(tures tyrone pun
‘caumonary nonce {
AIG pbc am stot para reve anus ay astra anne ans.
-acoeig a hs AAG pen meyer a ieamatincas, AAG hs ali minonnce
‘ern Pee mrs ano al Fart Sot mont a os
Autonodve nas Beton Group
"220 Lahr Rae Suite 20
‘South enigan 809,
Pn: 3082870: P (3505253
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(9222 Autatne nosy Aon Gu, ret copy i acne aso yp fang wrk pep by 2 US
{tal gor o ar empl ap pea fe doe
Esc as aud aor. aoe ecened by AAG ara para ee mtr my be od ari, stein
fave sta eared. mary fom ay man tae phsecopns mci are wot pt
Seton perro taney sen Ga Can gon haan ro hi Sc
‘AAG ana Atenave Indust Aton Group me rept tics male Aone nasty Aton Group, Alot
Indy Acton Group ate oc loan Toatmakc! ahs py. adoro patos heed ae ae
Ae proery fhe especie coer
(©2012 Autor ns Aen Gee
‘sane 408942869 90000 cal-21
Etective Problom Solving Leader Guide
FOREWORD
1k was reporeé by leadership of OEMS and suppliers that problem
solving inthe automotive industy is not effective. A Project Team was
convened at AIAG to address the problem due to
‘+ Tumoverfnew hires new job responsibilities;
4 Lack oefetive leadership suppor;
‘Leadership misunderstanding of problem solving ;
* Undersunding the appropriate tolsproblem complexity;
+ Lack oftriggers to apply tools and processes andlor methods to
dent.
4+ Lack of appropriate metrics to identity problem trends and status
‘The concer as identified was not that there i lak of tol, but rather 3
lack of implementation.
So, as leader, what should you do next?
Do what you do best: Jead and reinforce the values and behaviors that,
you already know are important o your business
Protect he customer first
+ Develop 2 good understanding ofthe problem solving process;
© Lead byexample;
‘+ Ask theright questions which will dive right behaviors:
‘+ View probtems as opportunites for improvement;
‘+ Ensure tat he organization has competency in appropiate
problem solving tools and methods;
‘+ Empower the people;
+ Remove roadblocks to success;
‘+ Monitorstatus to ensure timely resolution of sues
Leading an organization with the right Effective Problem Solving (EPS)
values can ensue the right behaviors by insisting that your culture
responds to the sight measures and metrics of effective problem solving,
‘When alls saidand done, for EPS tobe effective in an organization, the
top leaders and managers a all levels rust get involved and "lesd by
example.” This Gude provides the foundation. It's upto you to act. cal-21
Erective Problem Solving Leader Guide
‘erson nes
AIAG
Eo Tecate
ACKNOWLEDGEMENTS
AIAG would
cto recognize and thank the member organizations and
‘work group members responsible fortis document:
Busha, Lor
Down, Mi
Jessee, Rebecca
Mrozinsk, David
etd, Dan
Zhou, Stanley
Zio, Lue
Federal-Mogul Corporation
General Motors Company’
Honda of America Manufacturing, In.
Satur Electonics & Engineering, Inc.
Orme, ne.
Nissan North America
Ford Motor Company
Nissan
AIAG
CChryler Group LLC
‘Toyota Motor Engineering &
Manufacturing North Amerea, Ine. AIAG tc ln on Lens
TABLE OF CONTENTS
TABLE OF CONTENTS...
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| PROBLEM SOLVING ~ ROLE OF TOP EXECUTIVES nnn
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tloctive Problem Solving Lear Guide
INTRODUCTION
Quilty pioneers Edwards Deming, Joseph Juran and Philip Crosby
among. others, began their careers as quality practitioners, e
statisticians. As their experience grew, each shifted their attention fom
the tools for quality to foeus on top leadership and creating. an
organizational culture where quality canbe nurtured and achieved. I is
ro different today. Edwards Deming pointed ou thatthe commitment of
top management to quality and productivity is nat enough. He said “they
‘musi know what its that they are committed 'o—that is, what they must
do. These obligations cannot be delegated. Supporti not enough: action
is required.” Deming also said, “Quality is made in the boardroom,
‘When I want to know what an organization stands fr, look fis othe
actions of senior managers
Inthis Guide, we will provide leaders with helpful guidance for how they
can stay invalved overtime to drive effective problem solving into their
coulere
iiivetelaesenes
a wm rca
‘tcnoms
‘raining
Figure 1, Executive Leaders and Problem Solving
Figure 1 shows the critical elements of an organizational culture
aecessary for Effective Problem Solving (EPS) as well at the actions
leaders should take for engagement with individual problems that may
arise over tne, The individual problem ations ae grouped By the steps
in the PDCA cyele, also known as the Deming or the Shewhen eyele,
sumed ater Quality pionsers who widely promoted rete ete ohn Let ut AIAG
aries neem
EPS Understanding (overview)
PS culture
‘Align Vision
Adress €PS nthe Stvategi lan
Allocate Resources
[Empower People
Constancy of Purpose
EPS knowledge (How To)
"Know Who" vs. "know HOw”
EPS Understanding (detailed)
‘Seven Basic Quality Tools
Tactical Plans
ecalate lesved
Recognize Right Behavior
Remeve Roadblocks
Project Management|
Execute Pans
‘Advanced Tools Expertise
R
R
R
a
R
R
R
3
s
5
rN
aR
3
A
v
Sta [sim see
Figure 2. Problem Solving RASIC
Figure 2 describes the roles of key stakeholders for problem solving
acres the organization. The elements tobe discussed inthis document
sae listed inthe first column. The AIAG Project Team selected these as
key content to be included which adresses cultural ond competency
issues needed for effetive problem solving. One ofthe key benefits of
‘sing a RASIC charts to highlight who isto be informed, In a lerge
‘organization, communieation is dificult and must be worked on inorder
tobe elective, AIAG tect Proton Sting Ls
1 PROBLEM SOLVING - ROLE OF TOP EXECUTIVES
1.1 Obtain Problem Solving Process Overview
Executive leaders should have 8 good understanding of the high-level
problem solving process. The AIAG Effective Problem Solving Process
Is depicted in Figure 3. “This process is taken fom the AIAG Effective
Probiem Solving Practtoner Guide (CQV-20),
sac Cutouts
‘non ben org ae ten gsm
T
eae Ea Stranen Seto
T
Problem Solving Statement Fetture Mode ecpe F
co Crm a tl
£ “True Root Causes for
rec roses ——
i nie pec
Troe fn anne os Corrective Verified Occurrence CA,
eee veto
‘seme sie reyes
os T ate
‘Verified Qecurrence CA rreiennian, PA Deployed
aoe nt) eee
Figure3. Effective Problem Solving Process (see CO1-20)
‘A leader's knowledge and understanding should enable ther to:
+ Determine what euturl changes re needed Greer osm Sonng Landolt AIAG
‘Sesame 12 The cn ee ree”
‘+ Determine how best to align problem solving with the
‘organizational vision;
‘Ask the eight questions to make sure the tue root cause as been
idemified and addressed to prevent recurrence. FMEAs canbe 8
good source of information for asking questions about the
Potential cause ofthe concer. See Appendix A to evaluate the
effectiveness of the Problem Solving activity. Additionally,
leaders can use these three simple questions (Figure 4) t insti
the righ problem solving behaviors within the organization to
Figure 8, Identify Process Metrics
Me
eamsen onacae’an 6 ae'eane o eeeeeeia 0 aaeenee ace AIAG»
cQl-21
‘ttectve Problem Solving Leader Guide
-Meitcs drive behavior. Right metics drive the right behavior, To drive:
4 culture for effective problem solving, leaders should retain fom
Counting the number of coneative action request isved asa metric for
oor quality. It is beter to focus on the metrics that have significant
lmpact onthe process.
Consider using measures to “lear as well as “prove” when establishing
setries.
1.5 Monitor Progress
Top leadership should use established meties for monitoring the
‘organization's performance
Top leadership should establish te expectation that problem solving
teams will eport on problems using a standard format which requires
that relevant objective data be clearly and formally communicated. The
periodic Management Review required by ISO 9001 and ISO/TS16949
provides @ good opportunity for leaders to review the continuing
‘suitability and effectiveness ofthe problem solving system and process.
1 hwough monitoring, leader cetermine ongoing, problem. solving
elfors are ineffective, consider reviewing Appendix B Inhibitors 10
lfcient problem resaltion,
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caQl-21
Etectve Problem Solving Leader Guide
2 PROBLEM SOLVING — ROLE OF MIDDLE MANAGEMENT
2.4 Obtain Effective Problem Solving Knowledge (How To)
“Managers must have a good understanding of problem solving tools and
their application Subject matter experts and others on the problem
solving team can execute the tsetical plan and tools required but
‘managers should provide appropiae guidance and establish prioies.
2.2 “Know Who" vs. “Know How”
Managers have to support the employees in problem solving. Integral to
this is selecting the right people to engage inthe process a appropriate
sages. I is likely that for comglex problem solving, subject matter
‘expen will be needed. Some may need to work onthe problem solving
team, while others could effectively supplement the team’s resources for
particular asks, e.g esting, experimenting
It may also be helpful to engage Creanizational Development resources
to help with deployment ofthe corective and preventive actions aeos=
the organization, First to implemert policies that recognizes and rewards
employees who demonstrate the correct behaviors, A true and effective
(Organizational Development function ean work with top management to
Jmplement an effective change management procese and_ assist in
secuting resources with the competency to effet the necessary change.
e Problem Solving Process
‘Managers mast understand and use effective problem solving as part of
the job. This has two key benefits, Fis, renfores the imporance of
eifectve problem solving tothe employees. Second, it demonstrates that
all employees are problem solvers t some level and are accountable toa
higher-level problem over.
‘Look interaly frst. Customers stould make it practice to investigate
whether a problem was eased internally before taking the issue to ther
supplier. This behavior reinforces a problem solving culture within an
‘organization and reduces their time spent to actualy solve the problem
by eler, 1) owning the problem and rightly solving it internally or 2)
providing evidence of the problem, ©. pars photos, analysis fa the
Supplier which in turn speeds up thee problem solving prooes
Know the deals of how your product work inthe customer's process
and product. Know how the fale modes of your product affect the
eustomer. For each potential fare mode foe your processor product,
‘what the potential effet on the easter? stb
cal-21
Ettective Problem Solving Leader Guide
2.4 Incorporate the Seven Basic Quality Tools
Kora Ishikawa believed that the large majority of @ company's
problems could be improved using seven basic quality tool. See MAG
{Effective Problem Solving Practitioner Guide, (CQF-20) for guidance on
using the tools within the EPS process. Managers shouldbe familiar with
these tools and ensure that everyone in their organization is competent to
tse these seven tals:
‘© Cause and Effector Fishbone Diagrams
‘The Cause-and-Effet Diagram (ls refered to asa Fishbone or
Ishikawa diagram) i used to review all aspects ofthe possible causes
‘of a panicular effet (or problem). It should be used by a team 0”
people to identify, explore, and graphically display, in detail, ll the
possible causes related toa problem or condition o discover its root
‘ause()- It helps to Teada team past the symptoms to the root case
Mater etnod Man Power
overt aneage
—— Tce Catt\ pens Comme” \:cotmeinvmet
Peter Sing
contamaston
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sey
cron Pemina’\ ozeumanaton
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Step Tempero //Muiay
Figure 9, Cause and Effet Diagram AIAG
00
000
2000
Count
2000
100
Detect
count
‘cums
CQl-21
Etfecive Problem Solving Leader Gulde
+ Pareto Charts
Pareto Analysis shows the fequency of occurence of items and
arranges them from the most fequent to the last frequent. It ean be
sed to:
1. Prioritize problem-solving efforts and focus resources where
‘they are most needed
2. Separate the most frequent ascurring causes of a problem
(Qhe ‘vital few") from the less frequent occurring ones
(Ctivial many).
3. Measure the impact ofan improvement by comparing before
and after results,
‘When giving presentations, Pareto charts are a visually effective
means of displaying the relative importance of eauses, problems, oF
ther conditions.
Py
©
Percent
a ct et | a
Pats ch ih al eat gah ag
Figure 10. Pareto Chart -20-
cQl-21
Ettective Problem Solving Leader Guide
+ Flow Charts
A flowchart i a clesr graphic representation of a process and related
sectivtes fom Beginning to end. It identifies the actual flow oF
Sequence of evens in a process that any product or service follows
Flowchars should use a Standard set of symbols which communicate
clear understanding ofthe inputs and ouput of a process.
=>
=)
A
=]
A
Gam
Figure 11, Flow Chart
Laee enna naawadecacimaecaneneecaa CcQl-24
‘Etective Problem Solving Leader Guide
Yon end 02942
+ Roun Charts
‘A Run Charis a simple graphic representation ofa characterise of|
» process. It shows ploted values of data gathered from the process
and central line. Aran is defined a a consecutive numberof points
sistent increasing or decreasing or above or below the central
‘A Run Chart can determine if process improvement of
deterioration is occuring and also may indicate randomness of the
sata
& ve wee fed eh
Figure 12, Run Chart
+ Scatter Pots
The Scatter Diagram (also called the Scatter Pot) provides a piture
of the relationship between two variables ina process. The shape of
he plot gives the clue as to what, if any, relationship exists. The
‘ore reglar the dsrbution of points (eg, clustered along a straight
ine or eurve rather than randomly scattered), the more likly itis
that a relationship exists between the factors. However, a scatter plot
slone does not prove that a relationship exists, and this should be
Kept in mind to prevent jumping to premature and invalid
onclsions. If scatter plot scems to indleate that a relationship
‘exists, further analysis should be done to confirm that a relationship
really does exis,
Figure 13. Satter Plot Ent el ohn Leder ot AIAG
Be
Control Charts
‘A Control Chat is graphic representation of a characteristic of «
process showing ploted values of some statistic gathered from that
‘characteristic, a central line, and one ce two contol Timi. I has 60
basic uses: as a judgment to deternine if a process has been
‘operating in statistical contol, and te aid in maintaining statistical
contre
“There are numerous types of conto carts, the most commonly used
being the X bar and R chart (See AIAG Staistical Process Control
Reference Manual)
Figure 14. Control Chart (Xbar and R example)
+ Histograms
‘A Histogram is graphical representzion ofthe frequency display of