Continuous Improvement Toolkit. How-How Diagram

Transcription

1 Continuous Improvement Toolkit How-How Diagram

2 The Continuous Improvement Map Managing Risk FMEA Understanding Performance Check Sheets Data Collection PDPC RAID Log* Risk Assessment* Fault Tree Analysis Traffic Light Assessment Lean Measures Bottleneck Analysis** Process Yield Capability Indices Gap Analysis* Reliability Analysis Benchmarking** Data collection planner* Questionnaires Force Field Analysis Decision Tree Kano Analysis Interviews Control Charts Focus Groups Observations Critical-to Tree KPIs Graphical Analysis MSA Decision Balance Sheet Break-even Analysis Cost of Quality* OEE Descriptive Statistics Probability Distributions Histograms & Boxplots Run Charts Sampling Brainstorming Deciding & Selecting Pick Chart QFD Matrix Diagram Pugh Matrix Voting Pareto Analysis ANOVA 5 Whys Fishbone Diagram SCAMPER** Importance-Urgency Mapping Cost Benefit Analysis Paired Comparison Prioritization Matrix C&E Matrix Hypothesis Testing Morphological Analysis Affinity Diagram Mind Mapping* Suggestion systems Chi-Square Multi vari Studies Scatter Plots TPN Analysis Four Field Matrix Portfolio Matrix Correlation Root Cause Analysis Design of Experiment Tree Diagram* Attribute Analysis Relationship Mapping* Lateral Thinking Creating Ideas DMAIC Understanding Cause & Effect Confidence Intervals Regression How-How Diagram** Flowcharting Planning & Project Management* MOST SWOT Analysis Project Charter A3 Thinking SIPOC* PDCA Data Snooping Daily Planning RACI Matrix Kaizen Events Cross Training Value Analysis Mistake Proofing Simulation Waste Analysis Flow Process Charts IDEF0 Stakeholder Analysis Improvement Roadmaps Policy Deployment Standard work Pull Flow Visual Management Process Redesign Spaghetti Diagram Control Planning TPM PERT/CPM Activity Networks Gantt Charts Document control Implementing Solutions** Ergonomics Automation Just in Time 5S Quick Changeover Time Value Map Value Stream Mapping Service Blueprints Process Mapping Designing & Analyzing Processes

3 Once you have discovered why a problem occurs, you then need to find a permanent solution to the problem. In many cases, you don t even need to analyze the root causes of a problem. You just need to solve the problem right away. These low hanging fruits may be quick wins or larger projects that may involve capital expenditure.

4 For example, after reviewing a process, you may have identified non-value added activities that you want to reduce or eliminate. Other examples: Modify a procedure. Train employees. Improve management reports. Error proof a process. Change workplace layout. Infrastructure initiatives.

5 How-How Diagram is used when seeking a practical solution to a problem. It works by repeatedly asking: 'How can this be solved?. It provides an effective structure for organizing and sequencing possible options as well as the rewards and risks associated with each option. At each stage, there might be multiple answers to the How questions, and the result is a hierarchical tree-structure.

6 Drawing the Diagram: State the problem clearly then write it on a post-it card. Place it to the left of a large work area on the wall. Ask 'How can this problem be solved?'. Let the team write their answers on a post-it, then stick them up. Repeat this sequence of breaking down the problem once more. Keep asking "How" until you have no more answers or until you are satisfied with the improvement ideas. Prioritize then select the key and applicable solutions to implement.

7 Example Reduce the Amount of Energy: Create power consumption map High Energy Consumption Improve energy monitoring Change oven burner type Daily monitoring and reporting Weekly energy meeting Purchase best quote

8 Example Identify Ways to Reduce Spoilage: Analyze breakdowns New system High Spoilage Reduce breakdowns Reduce changeover time Train operators Monitor and report Train operators Internal OR External Control system Identify clear responsibilities Allocate responsibilities SMED workshop

9 Further Information: It is similar to the 5 Why s but a different question is asked (an adaptation of the root cause analysis). It is especially useful when creating or exploring a plan of action. It helps to break down the solution into more explicit elements. It shows a range of possible solutions all in one place.