Mastering the Art of

Lean Philosophy . . . the Nike Way

Take the Lead Strive for Optimal Flow

Master the art of Problem Solving Amplify the Voice of the People

Rubics
cube

Achieve Stability; Continuously Improve Cultivate a Community of Learning

Never take your eyes off the Customer!

DO YOU HAVE A PROBLEM?
 PROBLEM : is the gap
between expectations and
WHAT IS A reality. Or, the difference
between the ideal (or standard)
PROBLEM? condition and the actual
condition. Or the difference
between target and actual.
Seems Familiar?
 Master the Art of Problem Solving

• “No Problem” is a problem

• Problems are
opportunities to learn
• Hiding or ignoring
problems will not make it
go away, and will create
more problems
• Uncovering problems
opens opportunities for
improvement.
Which one to attack first?
No Examples of Problems
1. Working after scanning out
2. Playing hide and seek in the toilet
3. Not showing up during PD
4. Not using PPE in screen printing
 CATEGORIZE!!!

PROBLEM

NON
SIGNIFICANT
SIGNIFICANT
 A very important  Small problems
issue with that can be
significant risk or addressed later if
impact there are
significant issues
that needs to be
resolved first
CATEGORIZE THE PROBLEMS

No Examples of Problems Category

1. Working after scanning out Significant
2. Playing hide and seek in the toilet Not significant
3. Not showing up during PD Not significant
4. Not using PPE in screen printing Significant
 PRIORITIZE!!!
z

URGENT BUT NOT URGENT &

SIGNIFICANT SIGNIFICANT
URGENCY

NOT URGENT & NOT NOT URGENT BUT

SIGNIFICANT SIGNIFICANT

SIGNIFICANCE
 RESOLVE PROBLEMS AS WELL AS POSSIBLE

- To prevent recurrence
- To prevent related/associated problems
 Scientific Method
•Observation - background, facts, questions PLAN
•Theory - model of understanding
•Hypothesis - prediction of outcome DO
•Experiment - testing of Hypothesis
•Results - objective evaluation of experimental CHECK
outcome

•Conclusions - proof or disproof of Theory, ADJUST

based on knowledge derived from results
 Basic Concept
ACT

CHECK

PLAN
DO

“Go slow to go fast”

 Problem Solving Process

4 Phases:

ADJUST PLAN
I. Evaluate Results
II. Standardize effective I. Identify Problem
Countermeasure(s) II. Analyze Cause
OR III. Formulate solutions
START PDCA again
OR
Do both if Results Uneven

CHECK DO
I. Monitor Progress of I. Develop an
Implementation Plan Implementation Plan
II. Modify Plan if Necessary II. Communicate Plan
III. Monitor Results III. Execute Plan
 PDCA A3
Used for:
• Significant / critical problems
• Recurring problems
• Complex problems

The A3 Report or Format is particularly important when:

 Problem solving activities need to

be organized and communicated
 Improvement activities need to be
followed, organized and tracked
 What Do People Want From A Typical Report?

1. A clear reason (rationale) for the efforts and the

report (story)
2. A clear presentation of facts, not feelings.
3. An objective analysis of data (it is what it is).
4. A specific, rational conclusion
5. Recommended actions:
u Short term
u Long term
6. Monitoring activity/ next steps /follow up
 PROBLEM
PROBLEMSOLVING
SOLVINGREPORT
REPORT(PDCA
(PDCAA3)
A3)EXAMPLE
EXAMPLE

THEME Microsoft Excel

97-2003 Worksheet
Answers the question – “What are we trying to do?”

PROBLEM SITUATION COUNTERMEASURES

• The standard
• Current situation
(Resulting from Cause Analysis)
• Discrepancy / Extent of the problem • Temporary Measure
• Long Term Countermeasure
Rationale for picking up the problem (Importance to business
activity, goals, or values of the organization)

TARGET / GOAL IMPLEMENTATION

WHAT WHERE WHO WHEN

Measurable description of what you want to change; Actions to Responsibl Times,
quantity, time be taken e person dates

CAUSE ANALYSIS
PROBLEM: FOLLOW-UP

Potential Causes • Unresolved issues and actions to address them

• How will you check effects?
Most likely direct cause: • When will you check effects?
Why?  Why?  Why?  Why? • How will you report finding?
• When will you report findings?
Root Cause:

AUTHOR: ________________________ DATE:

______________
 PDCA REPORT FORMAT - 1 page

Theme
PLAN

Problem Situation PLAN Countermeasure(s) PLAN

Standard Short Term
Current Situation Long Term
Discrepancy Why Recommended
Extent
Rationale
Implementation DO
Target PLAN What Where Who When
Do What
To What
How Much
By When
Follow-Up CHECK
Cause Analysis What Where Who When
PLAN Target
Potential Causes/ Investigation
5-Why Root Cause Analysis Actual
1. Document the Present Situation

Theme

Present Situation Countermeasure(s)

Short Term
Standard Long Term
Current Situation Microsoft Recurrence Prevention
Discrepancy PowerPoint Presentation Why Recommended
Extent
Rationale
Implementation
Target What Where Who When
Do What
To What
How Much
By When
Follow-Up
Analysis What Where Who When
Potential Causes/ Investigation Target
5-Why Root Cause Analysis Actual
2. State the Goal/Target

Theme “do what, to what”

Present Situation Countermeasure(s)

Short Term
Standard Long Term
Current Situation Recurrence Prevention
Discrepancy Why Recommended
Extent
Rationale
Implementation
Target What Where Who When
Do What
To What Microsoft
How Much PowerPoint Presentation

By When
Follow-Up
Analysis What Where Who When
Potential Causes/ Investigation Target
5-Why Root Cause Analysis Actual
3. Determine Root Cause

Theme

Present Situation Countermeasure(s)

Short Term
Standard Long Term
Current Situation Recurrence Prevention
Discrepancy Why Recommended
Extent
Rationale
Implementation
Target What Where Who When
Do What
To What
How Much
By When
Follow-Up
Analysis What Where Who When
Microsoft
PowerPoint Presentation
Potential Causes/ Investigation Target
5-Why Root Cause Analysis Actual
4. Propose a Solution and Action Plan

Theme

Present Situation Countermeasure(s)

Short Term
Standard Long Term
Current Situation Recurrence Prevention
Discrepancy Why Recommended Microsoft
PowerPoint Presentation
Extent
Rationale
Implementation
Target What Where Who When
Do What
To What
How Much
By When
Follow-Up
Analysis What Where Who When
Potential Causes/ Investigation Target
5-Why Root Cause Analysis Actual
5. Follow-up
Theme Microsoft Excel
97-2003 Worksheet

Present Situation Countermeasure(s)

Short Term
Standard Long Term
Current Situation Recurrence Prevention
Discrepancy Why Recommended
Extent
Rationale
Implementation
Target What Where Who When
Do What
To What
How Much
By When
Follow-Up
Analysis What Where Who When
Potential Causes/ Investigation Target
5-Why Root Cause Analysis Actual
Microsoft
PowerPoint Presentation
 Making the PDCA A3 Report

Be clear and brief

– Don’t repeat information shown on the graphs.
– Use bullets points or numbered lists; not
sentences.
– Simple grammar

Write only specifics

– State the facts
– Leave little for interpretation
 A Concern
PITFALLS

Concern =
Do I Have a Problem?
Problem

Step 1- Evaluate the Problem

That's it!
Do I know the Cause? Fix it!

Step 2 - Develop Countermeasure

We solved it!
Have I proven Cause and Effect? Everything
OK!
Step 3 - Test countermeasure on pilot

Have I confirmed the Countermeasure? Fhuggedaboudit!

Step 4 - Implement system wide

 Problem Solving Framework

Big
Big Vague
Vague Concern(s)
Concern(s)

Grasp
Grasp the
the Situation
Situation Breakdown
Breakdown
-- Actual
Actual vs.
vs. Standard
Standard
-Actual
-Actual vs.
vs. Ideal
Ideal Go
Go See
See

55 Why
Why Analysis
Analysis Why?
Why?
Why?
Why?
Why?
Why?
Root
Root Cause
Cause
Countermeasures
Countermeasures
 Practical Problem Solving Focus Points
Microsoft Excel
97-2003 Worksheet
PDCA A3 Example

Vital Points:
1. Grasp the situation based on facts (not
feelings)
2. Observe the problem first hand (GEMBA)
3. Address a single abnormal occurrence
(Focus)
4. Observe the abnormal occurrence at the
point of cause
5. Investigate the cause thoroughly based on
facts.
6. Use temporary measures when necessary.
7. Countermeasure the root cause.
 PDCA is a Systematic way of Thinking

Plan Identify the problem

Analyze for root cause
Formulate countermeasures
Develop implementation plan
Do Communicate plan
Execute plan
Check Monitor progress of plan
Modify plan if necessary
Monitor results
Act Evaluate results
Standardize effective countermeasures
Start PDCA again
Pause, to fully grasp the situation...
What have you learned?
 Simple Exercise
1. Harassment & Abuse cases

2. Health perception (EWB survey)

3. Absenteeism

4. Waste reduction issue

5. Energy issue