PDCA

Problem Solving Guide

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IN V ES T IG A T E
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CO RRECT &
S T A N D A R D IS E C L A R I F Y O B JE C T I V E S

 REV IEW FEED BA CK & I D EN T I FY PO SSI B L E C A U SES

M AK E CO RRECT IO N S
B EN C H M A R K B EST PR A C T I C E
 ST A N D A R D I SE D O ,
CH ECK , ACT ID EN T IFY T EA M RO LES

IM PL EM EN T Q U ICK FIX

EV A LU A T E & V A LID A T E EN LIG H T EN &

IM P LEM EN T
P IL O T S T U D Y S O L U T IO N
T O V E R IF Y D A T A C A R R Y O U T T R IA LS T O
PRO VE CAU SES
COUNTERM EASURE
A N A LYSE D A T A T O
U N D ERSTAN D HO W
T R A IN IN G
P R O B LEM O CCU R S
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C O M M U N IC A T IO N ID E N T IFY P O S S IB LE
S O LU T IO N S
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A Guide to a Team Approach to

Problem Solving
S D BELLAMY - Group Tot al Q ualit y Manage r - 22 Augus t 200 0
( 5 TH Re vision - He alt h Ve rsion )
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CO RRECT &
S T A N D A R D IS E C L A R I F Y O B JE C T I V E S

 R EV IEW FEED BACK & I D EN T I FY PO SSI B L E C A U SES

M A K E CO RRECT IO N S
B EN CH M A R K B EST PR A CT I C E
 ST A N D A R D I SE D O ,
CH ECK , ACT ID EN T IFY T EAM RO LES

I M PLEM EN T Q U ICK FIX

EV A LU A T E & V A LID A T E EN LIG H T EN &

IM P LEM EN T
P IL O T S T U D Y S O L U T IO N
T O V E R IF Y D A T A C A R R Y O U T T R IA LS T O
PRO VE CAU SES
COUNTERM EASURE
A N A LYSE D A T A T O
U N D ERSTAN D HO W
T R A IN IN G
P R O B LEM O CCU R S
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C O M M U N IC A T IO N ID E N T IFY P O S S IB LE
S O LU T IO N S

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1 Introduction to PDCA Problem Solving Cycle.

2 PDCA Cycle…….
3 Key Steps in PDCA…..
4 Defining the Problem
5 Selection of TQ Techniques used in PDCA.
6 Using the 14 Techniques.
7 PDCA Reviews - Racetrack.
8 Using PDCA Workbook.
9 Summary
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CO RRECT &
S T A N D A R D IS E C L A R I F Y O B JE C T I V E S

 REV IEW FEED BACK & I D EN T I F Y PO SSI B L E C A U SES

M A K E CO RR ECT IO N S
B EN C H M A R K B EST PR A C T I C E
 ST A N D A R D I SE D O ,
CH ECK , ACT ID EN T IFY T EAM R O LES

IM PLEM EN T Q U ICK FIX

E V A LU A T E & V A LID A T E EN LIG H T EN &

IM P LE M EN T
P IL O T S T U D Y S O L U T IO N
T O V E R IF Y D A T A C A R R Y O U T T R IA LS T O
PRO VE CAU SES
CO UN TERM EASURE
A N A LYSE D A T A T O
U N D ER ST AN D H O W
T R A IN IN G
P R O B LEM O CCU R S
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C O M M U N IC A T IO N ID EN T IF Y P O S S IB LE
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PDCA was created by W Edwards Deming

in the 1950’s as an easy to follow Problem
Solving Cycle.

Deming was tasked with helping Japan

rebuild its economy in the 1950’s.

His purpose was to use PDCA with a

Continuous Improvement process to
help rebuild Japanese industries so that
they could compete in the world market in
the future.
 ACT PLA N

C u s to m e r
S a t is f a c t io n

CHECK D O

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CO RRECT &
S T A N D A R D IS E C L A R I F Y O B JE C T I V E S

 R EV IEW FEED BA CK & I D EN T I FY PO SSI B L E C A U SES

M AK E CO RRECT IO N S
B EN CH M A R K B EST PR A C T I CE
 ST A N D A R D I SE D O ,
CH ECK , ACT ID EN T IFY T EA M RO LES

IM PLEM EN T Q U ICK FIX

EV A LU A T E & V A LID A T E EN LIG H T EN &

IM P LEM EN T
P IL O T S T U D Y S O L U T IO N
T O V E R IF Y D A T A C A R R Y O U T T R IA LS T O
PRO VE CAU SES
COUNTERM EASURE
A N A LYSE D A T A T O
U N D ERST AN D HO W
T R A IN IN G
PR O B LEM O CCU R S
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C O M M U N IC A T IO N ID E N T IFY P O S S IB LE
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 Purpose:- To

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INVESTIGATE the
CT

A
IN VES T IGA T E
CO RRECT &
A
S T A N D A RD IS E D ETERM I N E N EED S

N
 R E V I E W F E E D B A CK &  D I A GN O S T I C:

current situation &

M A K E CO R R E CT I O N S  REVI EW CU RREN T
PR A CT I CE S .
 S T A N DA RDI S E DO ,
CH E CK , A CT  BE N CH M A RKI N G :
 S UM M ARIS E AN D

understand fully the

CO M PA RE BES T
PR A CT I CE S .

E V A LU A T E & V A LI D A T E EN LI GH T EN &
I M PLEM EN T

nature of the
 P IL O T T R A IN IN G
PRO G RAM  DEFIN E
R ES PO N S I BI LI T I ES :
 FEEDBACK W HY, W HA T & HO W

problem being
 RECO GN I T I O N .
RECO GN I S E T H E
CH

CO N T RI BU T I O N O F
O T H ERS .

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solved.
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Key Steps:-
Diagnostic - Review Current Practice.
Define the Problem - Who,What,Where and When .
Write Team Mission statement.

Brainstorm potential causes of problem using simple

Brainstorming or a Cause & Effect Diagram.
Identify & agree potential Root Causes prioritising using
Paired Comparisons or by Consensus Rankings and
asking the 5 WHY’s
Set up methods to capture ‘REAL’ data.
Implement ‘QUICK FIXES’ to protect the customer
Make Process Flow Diagram
Analyse ‘REAL DATA’ & show graphically.

Benchmarking - Compare Best Practices

Brainstorm where else may they have this problem, find out
what they do to resolve it.
 Purpose:- To

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CT IN VES TIGA TE

A
CO RRECT &

N
Enlighten the
A
S TAN DARDIS E DETERM IN E N EEDS

 R E V I E W F E E D BA CK &  D I A GN O S T IC:
M A KE CO R R E CT I O N S  REVI EW CU RREN T
PRA CT I CES .

Team as to the
 ST AN DARDI SE DO ,
CH E CK, A CT  BEN CH M A R KI N G:
 S U M M A RI S E A N D
C O M PA R E B E S T
PRA CT I CES .

EV A LU A T E & V A LI D A T E
 P IL O T T R A IN IN G
PRO G RAM
EN LI GH T EN &
I M PLEM EN T

 DEFIN E
Real Problem by
analysing the
R E S PO N S I B I LI T I E S :
 FEEDBACK W H Y, W H A T & H O W

 RECO GN I T I O N .
RECO GN I S E T H E

Data and defining

CH

CO N T RI BU T I O N O F
O TH ERS .

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and implementing
D

a solution plan.

Key Steps :-
Enlighten
 Brainstorm solutions.
 Rank solutions to identify best impact.
 Carry out Failure Prevention Analysis.
 Carry out Solution Effect Analysis.
 Create Project Plan to implement solutions.
Put measures of performance in place using
Control Charts or Check Sheets.
Implement
 Carry out Project Plan.
 Educate, train & communicate
Purpose:- To

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monitor effect of IN VES TIGA TE

CT

A
CO RRECT &

N
A
S T A N D A RD IS E DET ERM IN E N EEDS

implementation of  R E V I E W F E E D BA CK &
M A KE CO R R E CT I O N S


D I A GN O S T I C:
REVI EW CU RREN T
PR A CT I CE S .
 ST AN DARDI SE DO ,

project plan & find CH E CK, A CT 


BEN CH M A RKI N G :
S U M M A RI S E A N D
CO M PA RE BES T
PR A CT I CE S .

Countermeasures to EV A LU A T E &
V A LI D A T E
EN LI GH T EN &
I M PLEM EN T

further improve the

 P IL O T T R A IN IN G  DEFI N E
PRO G RAM R ES PO N S I BI LI T I ES :
W HY, W H AT & HO W

CH
 FEEDBACK

solution.
 RECO GN I T I O N .
RECO GN I S E T H E
CO N T RI BU T I O N O F

O
O TH ERS .

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Key Steps :-

Evaluate

 Collect data to monitor performance improvements.

 Involve & train those affected by solution plan.

 Communicate & feedback.

Validate

Resolve any issues by finding Countermeasures to

ensure solution plan continues.
Purpose:- To Review
Continuously the

CT

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IN VES TIGA TE

A
CO RRECT &

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Performance Measure S TA N DARDIS E DET ERM IN E N EEDS

A
 R E V I E W F E E D BA CK &  D I A GN O S T I C:
M A KE CO R R E CT I O N S  REVI EW CU RREN T

& make adjustments as  S T A N DA RDI S E DO ,

CH E CK, A CT 

PR A CT I CE S .

BEN CH M A RKI N G :
S U M M A RI S E A N D

required. Integrate new E V A LU A T E & V A LI D A T E

CO M PA RE B E S T
PR A CT I CE S .

EN LI GH T EN &

situation into Normal  P IL O T T R A IN IN G

PRO G RAM
I M PLEM EN T

 DEFIN E
RE S PO N S I BI LI T I E S :

Working Practice. Start  FEEDBACK


W HY, W H AT & HO W

RECO GN I T I O N .
RECO GN I S E T H E

PDCA Cycle again.

CH
CO N T RI BU TI O N O F
O TH ERS .

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Key Actions :-
Correct & Standardise
 Decide if solution is effective & either integrate
into normal working practice or abandon. If plan is
abandoned, ask what has been learned by the
process and, restart the project.

 Determine new target & start PDCA cycle again.

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 R EV IEW FEED BACK & I D E N T I FY PO SSI B L E CA U SES

ACT PLAN M A K E CO RRECT IO N S

B EN C H M A R K B E ST PR A C T I CE
 ST A N D A R D I SE D O ,
CH ECK , A CT ID EN T IFY T EA M R O LES

I M PL EM EN T Q U I CK FI X

Customer EV A LU A T E & V A LID A T E EN LIG H T EN &

Satisfaction IM P LEM EN T
P IL O T S T U D Y S O L U T IO N
T O V E R IF Y D A T A C A R R Y O U T T R IA LS T O
PRO VE CAU SES
COUNTERM EASURE
A N ALYSE D AT A T O

CHECK DO T R A IN IN G
U N D ERST AN D HO W
P R O B LEM O C CU R S

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Checklist of PDCA Approach :
Have you got:
a Sponsor - ( Person who instigates the Problem Solving Session )
b Team Leader.
c Facilitator
d Team Members

Problem Solving Process:

P 1 Define Problem & Objective ( & Do Quick Fix )

P 2 Identify Likely Causes

P 3 Identify Major & Root Causes

P 4 Develop Solutions / Agree Action Plans

D 5 Implement action Plan

C 6 Determine Effectiveness of plan

A 7 Standardise Results / Implement in all relevant areas.

A CT PLA N

C u s to m e r
S a t is f a c t io n
Techniques to use with PDCA -
DO
Selection Chart
CH ECK

T e c h n iq u e P D C A

1 B R A IN S T O R M IN G    
2 CAUSE & EFFECT  
3 CH ECK SH EETS   
4 P A R E T O A N A L Y S IS   
5 C O N C E N T R A T IO N D IA G R A M S   
6 PRO CESS FLO W CH ARTS.  
7 P E R F O R M A N C E M E A S U R IN G    
8 5 W H Y 'S & 5W 1H 
9 P A IR E D C O M P A R IS O N S  
10 IM P A C T D IA G R A M S  
11 F O R C E F IE L D A N A L Y S IS 
12 S O L U T IO N E F F E C T D IA G R A M 
13 S C H E D U LE or PR O JE C T P LA N 
14 F A IL U R E P R E V E N T IO N A N A L Y S IS

A CT
PLA N

C u s to m e r
Defining the Problem in
S a t is f a c t io n

CH ECK DO
SMART form.
What is this ? It is the first step in the PDCA
problem solving cycle.

Why do it ? To ensure that the whole Team is

clear about what their Goal is.

When do I use it ? At the first Team meeting.

Who does this ?.

? The Team.

How de we do it ?

By considering each of the following aspects of the issue

being addressed.

Who is the problem experienced by ( Stakeholder )?

What is the problem ?
Where is the problem ?
When is the problem experienced ?

Use these statements as a “Sanity Check” to refer back to

at later stages of the project to check if on track.
 PLA N
A CT
Writing a Team
C u s to m e r
S a t is f a c t io n Mission Statement in
CH ECK DO SMART form.

Write a statement using the following SMART rules.

Specific
Measurable
Achievable
Realistic
Time based
Examples
To reduce “Annual Lost working Days due to Back
related Problems” in the “Stores Department” by 50%
in 6 months.

To reduce “Risk of causing Back Related Injuries” in

the Packing Department by 30% in 5 days.
A CT
PLA N

C u s to m e r
The Quick Fix
S a t is f a c t io n

CH ECK DO

What is this ? - This is a way of protecting the

Customer from the Effect of the Problem being investigated.

Why do it ? - Because the Cause of the problem may

take some time to resolve. ( It stops the patient bleeding to
death.)
When do I use it ? - Immediately the problem is identified.

Who does this ?.

? - The Team

How do we do this ?

Typical Quick Fixes may include for example:-

Several Lifts where one is the normal

Additional but time-consuming lifting gear
100 % Manual Inspection of product on line by operator
Audit Inspection after final Operation.
Multi Pass Operations.
Pre Process Manual Inspection.

They are usually, but not always, Time Consuming and Expensive.

If , for example, the problem was a “ leaking roof due to a cracked tile “
The quick fix could be
To put a bucket under the leak.
The final solution could be
Replace the Tile, Check condition of other tiles annually.
A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 1 - BRAINSTORMING
CH ECK DO

W h at is it ? - I t is a m e t h od of ge n e r at in g I d e as or su gge st io n s ve r y
qu ic k ly an d c r e at ive ly .
W h y d o it ? - S o e ve r y m e m b e r of t h e T e am cont r ib ut e s.
W h e r e is it u se d ? - M o st of t e n in t h e T e am r oo m , an d ot h e r w ise an y w h e r e t h at
t h e r e is a T e am and a F lipch ar t .
W h e n is it u se d . ? - U sually w h e n t h e pr ob le m b e ing solve d is id e nt if ie d and
d e f ine d .
W h o use s it ? - Can involve any one .
H ow is B r ain st or m in g D on e ? -
ST EP 1
 F in d a qu ie t r o om w it h a F lip C h ar t an d h ave Pe n s , Po st I t s, D r y w ipe M ar k e r s,
B lue T ac availab le .
 D e c id e w h o w ill ac t as t h e T e am S c r ib e .
 W r it e d ow n t h e Pr o b le m or S it u at ion b e in g S t u d ie d or I n ve st igat e d at t h e T O P
of a F lip Ch ar t .
ST EP 2
 G ive all t h e T e am M e m b e r s a f e w Po st I t s.
 T h e n in d ivid u ally f or 5 m in u t e s w r it e d o w n on t h e Po st I t s ( 1 id e a pe r sh e e t )
any id e as or sugge st ions.
 W h e n id e as h ave d r ie d u p, S t ic k all t h e id e as on t o a F lip C h ar t an d G r o u p an y
sim ilar id e as.
 T h e n f or up t o 1 0 m inut e s , w or k ing ar ound t h e r oom , ad d any f ur t h e r id e as
t h at m ay h ave b e e n m isse d .

S TEP 3

 A s a T e a m d is c u s s e a c h id e a a n d d e c id e if t h e y a r e T o t a lly , P a r t ia lly o r
N o t in t h e C o n t r ol o f t h e T e am .
 S e p a r a t e o u t t h e " T o t a lly " id e a s .
 Pr io r it is e t h e m u s in g " I m p a c t D ia g r a m s " o r " P a ir e d C o m p a r is o n s " .

S TEP 4

 T h e T e am m ust d e cid e if t h e r e is a ne e d t o involve som e one e lse , in t h e

T e a m , t o r e s o lv e t h e P a r t ia lly o r N o t in C o n t r o l it e m s .
 A CT PLA N

C u s to m e r
S a tis f a c tio n Technique 2 - CAUSE & EFFECT
CH ECK DO

W h a t is it ? - I t is a m e t h o d o f B r a in s t o r m in g C a u s e s o f a p r o b le m o r s it u a t io n .
W h y d o it ? - T o h e lp t h e T e a m c a n f o c u s o n s p e c if ic t h e m e s a n d g r o u p s o f c a u s e s .
W h e r e is it u s e d ? - I n t h e t e a m r o o m o r a t p la c e o f w o r k
W h e n d o w e u s e it ? - W h e n a p r o b le m o r e f f e c t is d e f in e d a n d p o ss ib le c a u se s a r e
needed.
W h o u s e s it ? - E v e r y o n e .
H ow d o w e use th e m ? -
S t e p 1 - O n a lar ge b oar d or f lip c h ar t . Co n st r u ct t h e d iagr am b e lo w .
M AN M A C H IN E

W rite th e E ffe c t in
h e re .

M A T E R IA L M ETH O D
S t e p 2 - A S cr ib e W ill t ak e P O S S I B L E C A U S E S f r o m r o un d t h e t ab le in T ur n un t il
D r ie d up . A s p e r e x am p le b e lo w .
M EN M a c h in e s
O p e ra to r n o t T ra in e d M a c h in e n o t C a p a b le
M a c h in e G a u g in g F a u lty

O v e r S iz e B o re

W ro n g G ra d e G rin d in g W h e e l W ro n g M a s te r Is s u e d .
C o o la n t M ix W ro n g
N o P o s t b o re G a u g e
M a te ria ls M e th o d s

S t e p 3 - P r io r it is e a n d S e le c t t h o s e t o b e in v e s t ig a t e d , b y a llo c a t in g V O T E S t o e a c h
T e am m e m b e r w h o ad d t h e ir c h o ic e s t o t h e D iagr am . A s p e r D iagr am B e lo w .

M EN M a c h in e s 3
O p e ra to r n o t T ra in e d M a c h in e n o t C a p a b le

M a c h in e G a u g in g F a u lty

5 1

O v e r S iz e B o re

W ro n g G ra d e G rin d in g W h e e l 2
W ro n g M a s te r Is s u e d .

C o o la n t M ix W ro n g
N o P o s t b o re G a u g e
M a te ria ls M e th o d s

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 A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 3 - CHECKSHEETS
CH ECK DO

W h a t a r e t h e y ? - T h ey ar e a m e t h od of r e cor d ing
f a c t u a l d a t a o v e r a p e r io d o f t im e .
W h y d o it ? - S o y ou w ill b e ab le t o c on f ir m t h e C a u s e s
of t h e pr ob lem .
W h e r e is it u s e d ? - A t t h e p lac e w h e r e t h e in ve st igat ion
is t ak ing place .
W h e n is it u s e d ? - A f t e r t h e in it ial b r ain s t o r m in g ,
w h e n r e al d at a is r e quir e d t o conf ir m init ial id e as.
W h o u s e s it ? - T h e t e am s h ou ld n o m in at e an d t r ain
volunt e e r s t o f ill t h e sh e e t in.
H o w is it u s e d ? -
D e sign a sh e e t sim ilar t o t h e one b e low , d e cid e on d at a t o
b e colle ct e d and w h e n. T r ain t h e pe r son w h o w ill colle ct
t h e d at a.

Week Week Week Week Cumulative

Cause 1 2 3 4 Total Total

Weights too Heavy 53 43 42 61 199 199
Reach too far 24 29 27 27 107 306
Incorrect Posture 5 28 13 30 76 382
Previous Injury 24 20 2 29 75 457
Frequency of Lifts 8 31 15 11 65 522
Cold Workplace 21 9 7 16 53 575
Wrong Footwear 22 4 10 6 42 617
Accidental Twists 1 12 26 3 42 659
Total 158 176 142 183 659
 A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 4 - PARETO ANALYSIS
CH ECK DO

W h at is it ? - A m e t h od of sh ow ing a t ab le of d at a in
gr aph ical f or m at t o aid und e r st and ing.
W h y d o it ? - T h e visual im pact is gr e at e r t h an a t ab le of
num b e r s. Can b e f ille d in r e al t im e .
W h e r e is it use d ? - O n not ice b oar d s, in d e par t m e nt s at
place of w or k .
W h e n is it use d ? - A f t e r y ou h ave colle ct e d r e al d at a in
ch ecksh eet f or m .
W h o use s it ? - A ny one .
H ow d o w e use it ? -
( U sing d at a in t e ch nique 3 . )
Week Week Week Week Cumulative Cumulative

R eject 1 2 3 4 Total Total % %

Weights too Heavy 53 43 42 61 199 199 30.19727 30.1972686

Reach Too far 24 29 27 27 107 306 16.23672 46.4339909

Incorrect Posture 5 28 13 30 76 382 11.53263 57.9666161

Previous Injuries 24 20 2 29 75 457 11.38088 69.3474962

Frequency of Lifts 8 31 15 11 65 522 9.863429 79.2109256

Cold Workplace 21 9 7 16 53 575 8.042489 87.2534143

Wrong Footwear 22 4 10 6 42 617 6.373293 93.6267071

Accidental Twists 1 12 26 3 42 659 6.373293 100

Total 158 176 142 183 659

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 A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 5 - CONCENTRATION
CH ECK DO
DIAGRAMS

W h a t i s i t ? - a si m p l e v i su a l a i d t o co l l ect d a t a a b o u t a n
a r ea o r i d ea y o u a r e i n v est i g a t i n g .

W h y u se i t ? - I t i s ea sy t o u se a n d t r a i n

W h er e i s i t u sed ? - a t t h e p l a ce o f i n v est i g a t i o n

w h en i s i t u sed ? - W h en t h e t ea m w a n t s t o k n o w t h e w h a t
t h e r ea l si t u a t i o n i s, o r t o co n f i r m a h u n ch a b o u t t h e
i n v est i g a t i o n .

W h o u ses i t ? - A n y o n e

H o w d o w e u se i t ? -

1 ) M a k e a sk et ch o f t h e i t em o r a r ea y o u a r e
i n v est i g a t i n g .

S im p l y m a k e a m a r k ev er y t im e t h er e is a n o ccu r en ce o f a
p r o b lem i n t h a t l o ca t io n .
T h e r esu l t i n g v i su a l i m p a ct i s ea sy t o see
 A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 6 - PROCESS FLOW
CH ECK DO
CHARTS.

W h at is it ? - I t is a visual d iagr am of h ow t h e pr ocess

b e ing invest igat e d oper at es.

W h y d o it ? - T o clar if y and und e r st and h ow a pr ocess

w or k s and t o inve st igat e if t h e r e ar e any h ole s in it

W h e r e is it used ? - I t can b e use d at any st age b y t h e

t e am t o und e r st and a sit uat ion.

W h e n is it use d ? - M ost ly d ur ing t h e planning ph ase and

occasionally in t h e d o act ph ase .

W h o uses it ? - T h e t eam invest igat ing t h e pr ob le m

H ow d o w e use it ? -
T h e e x am ple b e low sh ow s PD CA in a F low Ch ar t f or m .

D E F IN E th e A N A LY SE D A TA &
B R A I N S T O R M p o ssib le
PRO BLEM SO LU TIO N S.
W r ite a S M A R T U s in g T e c h n iq u e 1 -
d e f in itio n B R A IN S T O R M IN G

B r a in s t o r m P o s s ib l e D E C ID E o n a
Causes.
P r io r it is e
Q U IC K F IX t o
S o l u t io n s u s in g
U sin g T e c h n iq u e 2 p ro te c t th e
I m p a c t D ia g r a m s
C ause & E ffect C u s to m e r.

P R IO R IT IS E C o lle c t D a t a a t V e r if y t h e E f f e c t o f
P o s s ib le C a u s e s S ource I m p le m e n t in g e a c h
S o l u t io n u s i n g
S o lu tio n E f fe c t, F o r c e
G iv e e a c h T e a m U s e T e c h n iq u e 3 F i e ld A n a ly s i s a n d F a il u r e
M e m b e r 5 v o te s e a c h CH ECKSHEETS P r e v e n tio n .

M ake an
I m p le m e n t a t io n S e t up M easures to RE VIEW EFFECT on
M o n it o r t h e E f f e c t . IM P L E M E N T M EAS URES - M AKE
S c h e d u le u s in g U se C hecksheets,
C O U N T E R M E A S U R E S to
PR O JEC T PLAN E N SU RE O BJE CTIVE
T e c h n i q u e 1 3 - P r o je c t Paretos, C ontrol Charts. IS A CHIEVED .
P la n n i n g
A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 7 - Measuring
CH ECK DO
Performance.

What is it ? - It is a way of showing the Results and

effects of changes made to a process.
Why use it ? - To understand the current performance
and to chart improvements and progress towards a
target.
Whe re is it use d ? - Usually at the place of work or on
the process being monitored.
Whe n is it use d ? - From the start of a project right ,
through to the end. Data is usually added every day ,
week or month.
Who use s it ? - The Team.
How is it use d ? - Show “Targe t s” as
Show the actual lines
“out put ” achieved as
a column.

Potential Causes Observed per Day

ACTUAL TARGET BUDGET
revised PERCENTAGE
35000 120%

30000 110%

25000 100%

20000 90%

15000 80%

10000 70%

5000 60%

0 50%
1994 1995 1996 1997 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 8 - a) 5 WHY’s b) 5W1H.
CH ECK DO

W h a t a r e t h e y ? - A v er y sim p le w a y o f f in d in g o u t
if t h e t ea m h a s r ea ch ed t h e R O O T C A U S E o f a
p r o b lem .
W h y u s e t h e m ? - T o co n f ir m t h e t ea m p er cep t io n
W h e r e is it u s e d ? - A s p a r t o f a t eam p r o b lem
so lv in g sessio n s
W h e n is it u s e d ? - A f t er in it ia l b r a in st o r m in g a n d
d efin in g a p r o b lem .
W h o u s e s t h e m ? - T h e t eam .
Ho w do w e u se th em ? -
a ) 5 - W h y 's b) 5W 1 H
S im p ly a s k th e q u e s tio n " W H Y " S im p ly a s k
5 tim e s

1 ) W H Y w ill T V n o t co m e o n ? W h at ?
B eca u se t h er e is n o p o w er . W hy ?
2 ) W H Y is t h er e n o p o w er ? W h er e ?
B eca u se t h e f u se h a s b l o w n . W h en ?
3 ) W H Y h a s t h e f u s e b l o w n .? W ho ?
B eca u se t h e f u se a m p r a t in g i s t o lo w . H ow ?
4 ) W H Y w a s t h e f u se a m p r a t in g t o o lo w ? ( W h en lo o k in g
B eca u se i t w a s in co r r ect ly select ed . at a p r o b lem t o
5 ) W H Y w a s i t in co r r ect ly sel ect ed ? cla r if y
B eca u se t h e h o u se h o ld er w a s ig n o r a n t
u n d er st a n d in g )
o f t h e n eed f o r co r r ect sel ect i o n .
A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 9 - Paired Comparisons.
CH ECK DO

W h a t a r e t h e y ? - T h e y a r e a m e t h o d o f H e lp in g t h e t e a m p r io r o t ise a
n u m b e r o f p o t e n t ia l c au se s a n d so lu t io n s.

W hy use th e m ? - T o get a t eam concensus.

W h e r e is it u s e d ? - I n t e a m m e e t in g s

W h e n is it u s e d ? - W h e n t h e t e a m w ish e s t o k n o w t h e p r io r it y o f a
n u m b e r o f c au se s o r so lu t io n s b e f o r e p r o c e e d in g t o t h e n e x t st a ge .

W h o u s e s it ? - T h e T eam .

H o w is it u s e d ? - T h e e x a m p le b e lo w s h o w h o w t h e T e a m s d e c id e d o n a
pr e f e r e d act ion t o im pr ove h e at t r e at m e nt r ound ne ss.
No 6 Item is
more like ly
No 2 Item is more
than No3
like ly than No1 Item
Item
No It e m Co m p a ris o n To t a l
1 Reduced Lifting Weights 1 1 1 1 1 1 5
2 3 4 5 6 7
2 Provision of Appropriate 2 2 2 2 2 6
Footwear 3 4 5 6 7
3 Frequent back Health Checks 3 3 3 3 1
4 5 6 7
4 Reduced Lifting Reach 4 4 4 0
5 6 7
5 Increased Room Temperature 5 5 2
6 7
6 Propper Training 6 4
7
7 More Breaks 3

ADD up all the No 6’s

that have been circled
and put the number in
this column. And so on...
 A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 10 - IMPACT DIAGRAMS.
CH ECK DO

What are t he y? - They are a method by which the Team

can identify the priorities of a large list of Ideas/actions
or Causes...
Why use t he m? -To get a Team Consensus and get the
greatest Impact with least effort.
Whe n is it use d? - In cases where the is a long list of
items.
Whe re is it use d? - Team Meetings
How is it done ? -
S t e p1 Each Team Member should Rank against 2 - Criteria
1 The EAS E of achieving ( 1 = Very Difficult to 1 0 = Very
Easy ), and
2 The I MPACT of the result ( 1 = Very Low to 1 0 = Very
No. Idea High
, Action or Cause.
) on the problem. EASE IMPACT

1 Training 9 6
2 New Gauge 5 9
3 New Machine 2 9
4 Change Coolant Supplier 4 4
5 Change Coolant Mix 8 4
6 In Process gauge 5 7
7 Air Plug on Line 8 9
8 SOP 9 9
9 100% checking by hand 8 8 These items
10 Communication 9 6
should be
done first as
HI GH
10 High
Impact /
10 8
9 3 2
IMPACT

8
7
9 Easy to do
6
6 10
& 1
5
4 4 5

3
2
1
LOW 0
0 2 4 6 8 10
VERY
VERY E A S E EAS Y
DI FFI CULT
 A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 11 - FORCE FIELD
CH ECK DO DIAGRAMS.
W h at ar e t h e y ? - A m et h od of c on sid er in g t h e p osit ive an d ne gat ive ef f e c t s of im p le m en t ing
solu t ion ,

W h y u se t h em ? - T o e valu at e t h e p ossib ilit ie s of ad d it ion al out c om e s t o t h e p r opose d

solu t ion .

W h er e is it used ? - T e am r oom

W h en is it u se d ? - W h en t h e t eam is d isc ussin g p lan s t o im p le m en t a solut ion.

W h o u se s it ? - T h e t e am

H ow is it u se d ? -

S t ep 1 W r it e at t h e t op of a f lip c h ar t t h e solut ion b eing d iscu sse d t h e n d r aw d iagr am b e low .

E x am ple I m ple m e nt 3 - S h if t w or k ing

M or e
Bet t er O ut put I m pr oved M or e Posit ive
T eam s S ch ed ule s Com p at ib ilit y F or ce

R e luct ance of A d d it ional

N egat ive
Peop le Cost s
St ep 2 S k ill M or e st af f F or ce
S h or t age cover
KEY
T r a n sf er o n t o a n a ly sis sh eet 1= LOW to 10 = HIGH

POSITIVE FORCES NEGATIVE FORCES

Ability to Ability to
FORCE Effect Total FORCE Effect Total
Influence Influence
Better Teams 5 5 25 Reluctance of People 3 5 15
More Output 8 7 56 Skill Shortage 7 6 42
Improved Schedules 6 6 36 Additional Costs 5 4 20
More Capability 7 7 49 More Staff Cover 4 6 24

This highest number This highest number

in the column indicates the worst
Ne gat ive aspect that
indicates the HI GHES T
needs a countermeasure.
benefit
A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 12 - SOLUTION EFFECT
CH ECK DO DIAGRAMS
What is it ? - It is a way of Brainstorming the
consequences of implementing a solution..
Why use it ? -The Team should be aware of any side
effects that implementing a solution may have.
Whe n is it use d? - When a solution has been
determined , but prior to implementation.
Whe re is it use d? - Team Meetings
How is it done ? -
- 1 Construct the Diagram Below

M O N EY M AT ERIALS

I n cr e a se d W a t er
u se . N igh t Sh ift Pay

A d d itio n al
W ages A d m in Im p ro v e d J IT
C o st s u p p ly to C u s to m e r
I n cr e a se d
P o w e r u se
I m p lem en t 3 - Sh ift
W o r k in g Im p r o v e d M a n n in g A d d itio n a l S k ills

F le x ib ilit y
I m p r o v e d S e tt in g

Im p ro v e d
M o r a le

M ET HO D S M A N PO W ER

From this diagram, the key actions to ensure

success can be identified and any potential
“downsides” to the solution can be highlighted.
A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 13 - SCHEDULE or
CH ECK DO PROJECT PLANNING.

What is it ? - A Method of organising and

communicating tasks and actions in a sequence that
achieves the desired project result.
Why use it ? -To enable the planning of projects in the
most economical way possible.
Whe n is it use d? - When a solution has been determined
, but prior to implementation.
Whe re is it use d? - Team Meetings
How is it done ? -
1 Brainstorm all the actions required to implement the
project.
2 Allocate responsibility for seeing a project through.
3 Decide the sequence that the actions must occur in.
4 Agree the Implementation dates.

The project can then be arranged in Gannt

Chart form as shown be low using Microsoft
Project.
September October
ID Task Name Duration 31/08 07/09 14/09 21/09 28/09 05/10 12/10
1 List all Improvement Teams 3 days pw
2 List All Facilitatots active/want to be active 3 days pw
3 List of Sponsors - Leaders / Facilitators 3 days pw
4 Identify Gaps 3 days sb,pw,aa
5 Devise Strategy to close gap 5 days sb
6 Lisk Key Behaviours 1 day

7 Make preparatory list for discussion 1 day pw

8 Ammend PDCA Guide to include Policy on Improvement Teams
5 days sb
9 SOP for Continuous Improvement 2 days aa
10 ( Natural Work Teams ) 1 day sb
11 Establish Team Leaders - competancy to Lead Team 1 day aa
12 Agree with management Team the Policy and project outcomes
1 day
 A CT PLA N

C u s to m e r
S a tis f a c tio n
Technique 14 - FAILURE
CH ECK DO PREVENTION ANALYSIS.

What is it ? - A technique that allows you to anticipate

and counter problems before the implementation of a
solution.
Why use it ? - To be proactive. Putting countermeasures
in place to prevent a project going wrong.
Whe n is it use d? - When a solution has been
determined , but prior to implementation.
Whe re is it use d? - Team Meetings
How is it done ? -
1 Brainstorm what could go wrong.
2 Rank the possible failure by designating
potential and consequence of going wrong.
Overall
Potential Failure Potential Consequence Ranking
Rating

A. New Business will not fit the Line 4 5 20 6

B. Late Delivery will mean loss of orders 5 5 25 4
C. The quality Standard is not met. 6 6 36 2
D. The Line is too slow. 3 3 9 7
E. The project is over budget. 7 3 21 5
F. It is too long for the building. 1 8 8 8
G. The machine is not Safe. 4 8 32 3
H. The machine is not CE marked. 9 8 72 1

Score Potential and Consequence on a scale of 1 to 1 0 and multiply

together to give overall Rating