ISE 251 Session 12 2019 Rapid Problem Solving.pptx - ISE...

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ISE 251 – Rapid Problem Solving and Process Improvement In addition to the four principal elements for Lean implementation described before, these policies and tools will ease the task of thinking Lean: o Root Cause Orientation to Problem Solving o Rapid Response System o Progressive Approach to Process Improvement o CPI – Performance Indices o Standardization of Process and Methods 1
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ISE 251 – Rapid Problem Solving and Process Improvement Root Cause Orientation to Problem Solving A key difference between traditional methods for line management and Lean is in how the styles respond to problems. In traditional systems, jury-rigging is done to ensure the production numbers are met, presuming that there will be time to fix things later. In Lean, its focus on improvement drives the process to expose its problems and solve them by eliminating the root causes. New and improved… 2
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ISE 251 – Rapid Problem Solving and Process Improvement The Lean idea is to reduce the level of noise to expose the underlying problems, which can also help in the root cause analysis. It is similar to raising the signal-to-noise ratio in a circuit, or how a low tide exposes the rocks in a harbor. In contrast to CCPM/TOC as well as batch, the intent is to limit protection from adverse possibilities, in favor of removing the root causes which eliminates the possibility in the first place 3
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ISE 251 – Rapid Problem Solving and Process Improvement As the safety nets and safety stock are removed from the process, the problems they hid are highlighted, including extended setups, significant yield losses due to defects, equipment downtimes, employee issues, supplier issues, special orders, etc. which are routinely addressed in traditional systems by hedging and jury rigs. Lean also exposes undetected problems. 4
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ISE 251 – Rapid Problem Solving and Process Improvement When the problem is detected, what is to be done? Plan A is a work-around that uses the safety net. Lean’s Plan B is to note carefully what went wrong, find the root cause, and solve it. It does not prevent one’s use of the safety net, but it does force solution of the problem so it is not faced again. 5
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ISE 251 – Rapid Problem Solving and Process Improvement The Plan B method may take some time, but the payoff is worth it in the long run. Pareto chart the interruptions to find the top three to five, and look at the root causes. They may be related to each other. There are factors which can help the Lean manager: documentation of issues to permit root cause detection, and shifting the mindset toward problem solving. Continuous improvement is the goal 6
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ISE 251 – Rapid Problem Solving and Process Improvement Structure is needed in the problem solving process to ensure minimized chances for gaps in detection and resolution.
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