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GENERATING SOLUTION IDEAS

– Review what you know about the process and the
verified cause.
– Brainstorm solution ideas; use creativity techniques.
– Combine ideas into solutions.

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EVALUATING SOLUTION IDEAS

• Four ways to evaluate the potential
solutions are:
– Do paper-and-pen analysis (score each option
against criteria).
– Model or simulate the solutions.
– Do trial implementations.
– Check against common sense.

• We’ll look at how to develop criteria next.

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A PATH TO BETTER SOLUTIONS

• In order to get better solutions, we will follow these steps:
– Generate Criteria
– Weight Criteria
– Evaluate Ideas
• The tool we will use for this is the Solution Prioritization Matrix.
Criteria and Weights
Easy Quick Tech Hi Impact Customers
Solution SUM
0.2 1.25 0.3 1.65 0.6
A 3.0 10 2.4 19.8 8.4 43.6

B 1.2 18.75 4.2 18.15 5.4 47.7

C 2.6 13.75 2.7 8.25 4.8 32.1

D 1.2 7.5 2.7 19.8 5.4 36.6

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REDUCING OR ELIMINATING RISK

– By anticipating potential problems, you can often take
countermeasures to reduce or eliminate the risks.
– A common tool for this analysis is Failure Modes and
Effects Analysis (FMEA).

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WHY PILOT?

– Improve the solution

– Understand risks

– Validate expected results

– Smooth implementation

– Facilitate buy-in

– Identify previously unknown performance

problems

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WHEN TO PILOT
Pilot when:
– You need to confirm the expected results and
practicality of the solution.

– You want to reduce the risk of failure.

– The scope of the change is large, and reversing the

change would be difficult.

– Implementing the change will be costly.

– Changes would have far-reaching, unforeseen

consequences.
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STEPS OF A PILOT PROGRAM

1. Select steering committees
2. Brief participants
3. Plan Pilot
4. Inform associates
5. Train employees
6. Conduct pilot
7. Evaluate results
8. Increase scope
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CRITICAL ISSUES IN PLANNING A PILOT

– Where to pilot? What line or machine?
– Use final or interim production equipment?
– How do we ensure that the full range of process
conditions is tested during the pilot?
– How many to make to statistically be sure that the
process is capable to produce the required quality?
– What needs to be measured? When? Where?
– How do we ensure that pilot products are contained?
– How to minimize disruptive impacts on the business
while ensuring the validity of the pilot?
– How to evaluate the results of the pilot?
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EVALUATE THE PILOT

– Compare results against the original definition
of a defect and against CTQs.

– Recalculate process sigma and process

capability.

– Analyze causal relationships and process

conditions.

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ELEMENTS OF A PLAN
Tasks & Timeline Budget & Resources Stakeholders
PERSON Communication
Step Aug. Sept. Oct. Nov. Dec. Jan. Feb. Expenses or GROUP & Participation
xxxxx 00.00 Finance
xxxxx 00.00
xxxxx 00.00 Sales
Staff time
IS
Ted 5 hrs

How to Check Potential Problems

Step Pot. Pot. Counter-

PLAN ACTUALS
Failure Cause measures
Change made

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PLANNING GRID FEATURES

Outcome of each Person(s)
Steps listed step clearly responsible
sequentially identified identified

Whom
Step Respon- Due Budget/ Other
Step Deliverable to
Number sibility Date Cost Topics
Involve

Calvin, Dept.
Develop new wiring Wiring Plan Max, 6/12 N/A
staff,
1 schematic Sheryl Maria
Conduct Changes Machine Dept.
2 Changes
Maria 6/12
staff
N/A

Revalidate System Documentation

3 Maria 6/16 N/A

Update Documentation Other

Calvin 6/8 N/A
4 documentation dept
supv

Timing and
other factors
tracked

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THE PEOPLE SIDE

– Too often we spend all our time on the “technical” side of a
change—what has to happen by when, etc.
– We ignore the people side of the change—how to help those
who will have to change their ways of doing things in order
to realize the new change.
– There are three elements of the people side:
• Communication: the exchange of information both from you to
others and from others to you.
• Participation: involving people in the planning and execution of a
change so they can develop shared ownership and commitment.
• Education: providing people with what they will need to know
before they successfully implement the desired changes.
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BENEFITS OF PEOPLE-SIDE PLANNING

– Increased understanding  decreased confusion

– Increased commitment  decreased resistance

– Increased capability  decreased fear of failure

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