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2.
3. 4.
Tools were left on the floor Light switch on opposite end of hall No assigned space for tool storage No awareness that tools on the floor posed a hazard
Why? Because the light switch was on the opposite end of the hall
2. Light switch on opposite 2. Install motion detector end of hall light switches 3. No assigned space for tool storage 3. Establish an assigned space for storing tools.
4. No awareness that tools 4. Carry out safety training on the floor posed a with all personnel, to hazard include typical hazards
4.
Causes
Tools left on the floor Light switch on opposite end of hall No assigned space for tool storage No awareness that tools on floor posed a hazard
1. 2.
1. 2.
3.
4.
Evaluate opportunities Write the problem statement Define the current process Identify the causes Plan and implement actions Verify effectiveness
The more diverse the team of problem solvers, the richer the solution tends to be
Evaluate opportunities Write the problem statement Define the current process Identify the causes Plan and implement actions Verify effectiveness
Pipeline of opportunities
Proactive customer feedback Employee suggestions / ideas Employee surveys Chronic administrative problems Internal failures
A SPECIFIC PROBLEM STATED CONCISELY: What the problem is Where it occurs When it happens How often it happens Who experiences it Why the problem matters
2010 Craig Cochran. All Rights Reserved
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Solutions
Install insulation to dampen noise Use white noise machines to create distraction from scratching Remove squirrels from attic Seal all cracks and crevices to prevent re-entry
Squirrels in attic
Because of
The product is defective because of old specification found on server. The service was late as a result of communication error by customer
As a result of
Interviewing
Avoid generalities
Always Everywhere Everybody Completely
Look for hidden witness Discourage people from speculating about causes Get the FACTS
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2.
3.
4.
5.
6.
Decide in advance who you need to interview. Introduce yourself to the interviewee and explain your purpose. Relieve any anxiety the interviewee may have. Let the interviewee complete their own thoughts. If youre told generalities or absolutes, drill down to specific details. Confirm your understanding of details.
8. 9.
10.
Ask the interviewee if they know of any records that capture details related to our problem. Write down exactly what you are told by the interviewee If the interviewee tries to offer causes, explain that youre just looking for facts about the problem right now. Ask the interviewee if they know of anybody else who might have insight on the problem. Thank the interviewee for their time.
11.
Analyzing data
Plenty of data in most organizations Just a matter of finding it & organizing Collect fresh data in cases where holes exist In God we trustall others bring data
Step #3:
Define the current process
What is a process?
A set of interrelated activities that receive inputs, perform work on them, and produce outputs
3.
4. 5. 6.
Type order details into system If order is standard, check inventory If order is special, check schedule and lead times Review order details with customer Email confirmation to customer Release to scheduling queue
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Flowchart Symbols
An oval shows inputs and outputs. The box or rectangle shows task or activity. Diamond indicates decision is necessary. A circle indicates a break; the idea is continued elsewhere.
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Aggressively pursue the true causes that exist below the surface
Deeper cause
Procedures were out for revision No workmanship standards established
Inadequate tool caused distraction
Poor work ethic Bad habits Cutting corners Human error Careless mistake
Told to skip training because of workload No clear specification for product Instructed to reduce costs Customer requirements were incomplete Doing 2 jobs at once, per supervisor
Dont Fumble
Taking action all the way through to completion is where the ball usually gets dropped
Develop Solution(s)
Specific actions Clear responsibilities Assignment of resources Timeframes Measures of effectiveness Progress update(s)
With team With top management
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Keys to Selling
Avoid jargon and buzzwords Keep presentation concise Anticipate questions Be enthusiastic!
Verifying Effectiveness
Be objective Audit the process over time Examine output or product Talk to employees Talk to customers perceptions are everything!
Verification steps
Was the stated action taken? Did the action address the cause(s)? Is there evidence that the action worked? What processes have been put into place to ensure the improvement stays?
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If an action is not effective, be honest about it, provide specific feedback, & return it for rework
Document Improvements
Determine the best kind of documentation from users Make documentation as simple and graphic as possible Put documentation at points of use Use electronic media when possible Remove bureaucracy from document control process
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