Tough times require searching for things that we can change and making them better. But so often problems are solved with 'band-aids' and not root cause solutions. This approach is getting too expensive and at best only helps companies tread water. To combat these issues and adopt a fresh approach, teams can use the methods and tools of Root Cause Problem Solving to first view problems as opportunities for improvement, identify root causes and implement solutions to prevent recurrence. Benefits include improved quality and customer satisfaction, reduced operation costs, and greater employee knowledge of work processes.
This proven 8-step approach to problem solving will help improve operational and financial performance by identifying causes and implementing solutions to significant or recurring problems. This approach to problem solving is used by many major automotive manufacturers.
- Describe the 8-Step Problem Solving Methodology
- Define the difference between Symptom and Root Cause
- Use tools and techniques to solve problems
- Evaluate effectiveness of problems solving efforts
- Describe the role of problem solving in continuous improvement
- Write an action plan to apply problem solving to a specific concern
- Manufacturing managers, supervisors and team leaders
- Manufacturing engineers
- Design engineers
- Quality engineers and technicians
- Technical managers
- Project team leaders
- Problem solving and quality improvement facilitators
- Anyone whose role includes problem solving; therefore all supervisors and lead personnel
- Overview
- Following a process approach
- What is a problem?
- Inhibitors to effective problem solving
- 8-step problem solving process overview
- Step 1: See the Problem as an Opportunity
- Framing the problem solving effort
- Identifying team members
- Team roles
- Step 2: Describe the Problem
- Symptoms vs. Causes
- Methods for describing the problem
- Using and charting data
- Problem Is/Is-Not analysis
- Step 3: Implement Containment
- Protect the Customer
- Process Control Plan
- Step 4: Recognize Potential Root Causes
- Identifying possible causes
- Process Maps
- Cause-Effect diagrams
- 5-Why tool
- Step 5: Design Solution
- Solutions that don't work
- Process Controls and Error Proofing
- Standardized Work
- Step 6: Implement Permanent Corrective Actions
- Plan the work
- Complete system changes
- Verify effectiveness
- Step 7: Prevent Recurrence
- Was the problem eliminated?
- Layered audits
- Leverage learnings with FMEA
- Step 8: Recognize Efforts
- Team debrief and lessons learned
- Evaluate and celebrate success
- Summary
- Sufficiency checklist for effective problem solving
- Continuous Improvement
Murray has over 22 years experience in operations management, strategic planning, new process launches, financial analysis, quality systems and process improvement. During the past ten years, Murray has focused his work on supporting automotive OEMs and suppliers with their quality and productivity improvement efforts, especially in the areas of Advanced Product Quality Planning (APQP), Failure Mode and Effects Analysis (FMEA), variation reduction and Problem Solving.
Before entering the consulting field in 1994, Murray served as director of distribution support and quality systems for Gelman Sciences. While there, he led a successful 15-month effort to obtain ISO 9000 quality system registration and had the role of project manager for a highly publicized groundwater contamination dispute. Murray holds a Master of Science in Industrial Administration from Carnegie Mellon University. He earned his undergraduate degree in industrial engineering from the University of Pittsburgh.
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