Operation Management Project
Root Cause Analysis Fishbone Analysis Spaghetti Diagrams Brainstorming Trystorming Session 7
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YOU
ARE HERE
Overview of Process Improvement Journey…so far
Creation of a process hierarchy from list of processes
Prioritization of processes to identify biggest improvement opportunity
Process mapping/modeling using BPMN
Leveraging a Process Improvement Methodology (Lean, Six Sigma, Theory of Constraints)
Value Stream Analysis to identify value-added (VA) and non-value-added (NVA) tasks
Root Cause Analysis and other analysis to understand how/why the current state performs as it does
Use brainstorming, trystorming, poka yoke, and waste analysis to identify ideas for improvement
Root Cause
Granite on the Jefferson Memorial is deteriorating because of excessive washing.
How would you solve this problem?
GREEN BELT
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Corrective action must:
Ensure that the error is physically prevented from occurring again
Prevent a defect loop
Root Cause Analysis (RCA)
Why find the root cause of a defect?
Eliminate the root cause, not the symptom
Problem doesn't show up again
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Errors are often the root cause of defects. Mistake proofing helps eliminate defects by eliminating errors in the process.
Defect loop: where the error occurs time and again, generating defect after defect.
What are some examples of errors? Of defects?
5 Why Example
The vehicle will not start. (the problem)
Why? - The battery is dead. (first why)
Why? - The alternator is not functioning. (second why)
Why? - The alternator belt has broken. (third why)
Why? - The alternator belt was well beyond its useful service life and not replaced. (fourth why)
Why? - The vehicle was not maintained according to the recommended service schedule. (fifth why, a root cause)
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5 Why Example… Another
Your client, Acme Inc, is unhappy. Using the 5 Whys, go through the following steps to get to the cause of the problem:
1.Why is our client, Hinson Corp., unhappy? Because we didn't deliver our services when we said we would.
2. Why were we unable to meet the agreed-upon timeline or schedule for delivery? The job took much longer than we thought it would.
3. Why did it take so much longer? Because we underestimated the complexity of the job.
4. Why did we underestimate the complexity of the job? Because we made a quick estimate of the time needed to complete it, and didn't list the individual stages needed to complete the project.
5. Why didn't we do this? Because we were running behind on other projects. We clearly need to review our time estimation and specification procedures.
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5 Why in Reverse
Test the problem statement by starting with the problem statement and working backwards by making “therefore” statements.
We were running behind on other projects.
Therefore
We made a quick estimate of the time needed to complete it, and didn't list the individual stages needed to complete the project.
Therefore
We underestimated the complexity of the job.
Therefore
The job took much longer than we thought it would.
Therefore
We were unable to meet the agreed-upon timeline or schedule for delivery.
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CAUSE
EFFECT
CAUSE
EFFECT
CAUSE
EFFECT
CAUSE
EFFECT
CAUSE
EFFECT
Why?
Why?
Why?
Why?
Why?
Root
Cause
Root Cause Analysis – 5 Why’s
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A single Cause can have multiple Effects.
A single Effect can have multiple Causes.
CAUSE
CAUSE
CAUSE
EFFECT
EFFECT
EFFECT
EFFECT
CAUSE
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Simply illustrated here is the phenomenon that a single cause may spawn multiple effects or a single effect may be the result of multiple causes. Picture dropping a pebble in a pond and watching the ripples spread across it’s surface.
Fishbone Diagrams
Breaks problems down into bite-sized pieces
Graphically Displays many possible causes
Shows how causes interact
Follows brainstorming rules when generating ideas
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Fishbone Process
Agree on a problem statement (effect).
Brainstorm all the possible causes of the problem. Ask: “Why does this happen?” As each idea is given, the facilitator writes it as a branch from the appropriate category. Causes can be written in several places if they relate to several categories.
Again ask “why does this happen?” about each cause. Write sub–causes branching off the causes. Continue to ask “Why?” and generate deeper levels of causes. Layers of branches indicate causal relationships.
When the group runs out of ideas, focus attention to places on the chart where ideas are few.
Spaghetti Charts
What They Are
A tool to track product or people movement through the process.
Graphically shows the physical area layout, flow of product through a series of process steps, or maps where a person walks to complete their process.
How They Benefit
Visually depicts where there is wasted product, travel, people movement, queues, etc.
Creates a baseline for the wastes of motion and transportation.
Spaghetti Charts
Collocation
Show employee movement. Redesign the office layout to “co-locate” employees and machines that often depend on each other
Spaghetti Diagram Example
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Circle Diagram Example
SNAP
Support
DEPT
HEAD
Div. Head
SK
DAAS
BO1
ITEM
MGR
ISEA
SUPV
Outside
Vendor
PEO
IWS2
Microsoft
STOCK
POINT
Current State
Handoffs … 47
Flow Clock Time … 486 hrs
Manual Touch Time … 108 hrs
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Circle Diagram Example
SNAP
Support
DEPT
HEAD
Div. Head
SK
DAAS
BO1
ITEM
MGR
ISEA
SUPV
Outside
Vendor
PEO
IWS2
Microsoft
STOCK
POINT
Current State
Handoffs … 47
Flow Clock Time … 486 hrs
Manual Touch Time … 108 hrs
Support
SNAP
DEPT
HEAD
SK
DAAS
BO1
CRANE
SUPPLY
DOCKSIDE
Future State
Handoffs … 10
Flow Clock Time … 90 hrs
Manual Touch Time … 58 hrs
End Section 3
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Brainstorming (IDEO Style)
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7 Habits of Highly Effective…Brainstorming
Defer judgment: Let the ideas flow, so that people can build on each other and foster great ideas. You never know where a good idea is going to come from.
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Encourage wild ideas: Wild ideas can often give rise to creative leaps. In thinking about ideas that are wacky or out there, think about what you really want without the constraints of technology or materials.
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Build on the ideas of others: Being positive and building on the ideas of others take some skill. In conversation, try to use and instead of but...
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Stay focused on the topic: Keep the discussion on target, otherwise you can diverge beyond the scope of what you’re trying to design for.
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One conversation at a time: No interrupting, no dismissing, no disrespect, no rudeness. Let people have their say.
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Be visual: In live brainstorms we use colored markers to write on Post-its that are put on a wall. Nothing gets an idea across faster than drawing it.
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Go for quantity: Aim for as many new ideas as possible. In a good session, up to 100 ideas are generated in 60 minutes. Crank the ideas out quickly.
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Brainstorming
Develops highly creative solutions to a problem
Invites the experience of the group into play
Unlocks innovation
Brings team members together
An effective brainstorming session…
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Instructor Guide
Published Date
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Brainstorming Tips
Rapid generation is the aim
No such thing as “wild” or “bad” ideas
Chaos can be fun
Take pride in your ignorance
Always forget to combine
Assert
Build on others’ ideas
Laughter fans the flames of creativity
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Instructor Guide
Published Date
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Team Exercise 1
You are members of the Board of Directors for an escargot company. The Chief Financial Officer has indicated that our company is spending too much money on the disposal of the organic byproducts produced by our snails as we grew them from incubation through maturity. We are currently hauling the ‘slime’ to a local landfill and the cost are cutting into the company’s bottom line.
You have been asked to brainstorm some potential ideas on what we could potentially do with our ‘slug slime’ instead of disposing of it in the current manner.
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Instructor Guide
Published Date
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Affinity Diagram
Rules:
Start with one. Find another. Put it there.
No discussion of why.
Short clarification of what the sticky means is OK.
Resolve conflicts with duplicate stickies.
Question very large groups.
It’s over when movement stops.
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Instructor Guide
Published Date
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Team Exercise 2
The CEO and President would like us to begin to place our ideas in categories in order to give the research and development branch a starting place to begin looking at a resolution to our ‘slug slime’ problem.
15 minutes
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Instructor Guide
Published Date
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Voting Methods
Single Voting
Multi-Voting
Sign-Up Voting
The result is a short list identifying what is important to the team.
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Instructor Guide
Published Date
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When Should a Team Use Voting Methods?
Whenever a brainstorming session has generated a list of items that is too extensive for all items to be addressed at once
To provide a quick and easy way for a team to identify the most popular or highest priority items on a list, those that are worthy of immediate attention
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Instructor Guide
Published Date
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Team Exercise 3
After the successful brainstorming session, the accountants have come back and stated that we only have enough R&D funds to pursue three of the categories identified in the previous affinity diagram exercise.
Work with your team and identify the three categories the team thinks will have the most likely chance of success.
5 minutes
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Instructor Guide
Published Date
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Prioritization Tools
Pick Chart
Nominal Group Technique (NGT)
Idea Weighting
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Instructor Guide
Published Date
Pick Chart – “Payoff” matrix for ranking/prioritizing ideas
Nominal Group Technique (NGT) - a consensus planning tool that helps prioritize options. Rankings are collected from all participants, and aggregated. For example:
Options Participant 1 Participant 2 Participant 3 of importance
A ranked 1st ranked 2nd ranked 2nd 5=ranked 1st
B ranked 3rd ranked 1st ranked 3rd 7=ranked 3rd
C ranked 2nd ranked 3rd ranked 1st 6=ranked 2nd
D ranked 4th ranked 4th ranked 4th 12=ranked 4th
Idea Weighting / Dot Voting - Give each person in the group 10 self-stick dots.) Instruct them that to choose their priorities, they are to use "all 10 dots but no more than 4 on any ONE item." Therefore, 4 dots would indicate their top priority. Some items will have no dots. Participants actually walk up to the flip charts and place their dots next to their items of choice.
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PICK Chart
Easy
Hard
Big Pay-off
Small Pay-off
Item
Item
Item
Item
Item
Item
Item
Item
Item
Item
Item
Item
Item
Item
Item
Item
Item
Item
Item
Implement
Challenge
Possible
Kill
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Instructor Guide
Published Date
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The Vice President of the Research and Development branch has asked that though they have the money to pursue three areas of research, they only have the resources to pursue one at a time.
Using a PICK Chart, prioritize your ideas to determine which category she would like us to pursue first.
Team Exercise 4
5 minutes
GREEN BELT
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Instructor Guide
Published Date
Participants write brainstorm ideas on stickies and turn in to facilitator.
Facilitator reads each stickie, one at a time. Group votes on placement of the stickies on the PICK chart quadrants based on column/row headings.
“Items” on slide represent how stickies could be used and applied to appropriate quadrants of the PICK chart.
Trystorming
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Trystorm:
To generate and quickly try ideas, or models of ideas, rather than simply discuss them, as in brainstorming.