As you can see in the matrix, when you look at these various problem solving methodologies, there are direct alignments among them. More important they follow the scientific method.With that in mind, here are 10 excellent tools that can help you solve problems. Keep in mind that Lean Six Sigma uses 100+ tools, so this is a starting point
Simplify:
A good analogy that I use to better understand DMAIC is
“Planning the road trip”.
- Start with “where am I?”, (Define – Clarify the problem)
- Then “where do I want to go?” And “how will I get there?” (Measure – Break down the problem and set targets)
- Ask what are the things that are preventing me from getting there? (Analyze – Find Root causes and develop counter measures)
- How can I overcome those things? (Improve – Implement Countermeasures)
- Finally, when you get there make it repeatable. (Control – Evaluate Results & Process and standardize them)Its not an exact analogy but it works. Let’s try it out.
Using the DMAIC lane, I selected 2 tools from each phase to get you started.
D- DEFINE – Clarify the Problem
Tools are “The Charter” and “The Stakeholder Interview”
The Charter
PurposeClearly identifies what the project is all about and what is the outcome you want.Clearly identifies who the team is.Helps put boundaries around project and prevents scope creep.When to use it?If its a project, at the beginning of it and let it be the “north star” of the project. If the scope of the project changes, so to must the charter.If its a Kaizen event, then start developing it 3 to 4 weeks before the start of the event and the starting point of the actual event.Why use it?It is the agreement with executive management or your customer to document event criteria. The foundational document for the preparation and successful execution of a project or event.Comments:Use other tools like interviewing, walking the process, data gathering, etc. To help fill out the charter.- Always Develop the objectives based on what is of value to the customer.- One of the most challenging parts of writing a good charter is to set objectives using SMART goals.• Specific —very specific, so goals must not be confusing or ambiguous.• Measurable — Goals must be able to be measured• Agreed To — Everyone has to agree on the goals• Realistic — The goals must be attainable.• Time Bound — each goal should have a specific date it is accomplished by.How to use it?Typically you can get many templates from the Internet. Pick one that suits your needs or develop one yourself. They all have some fundamental componentsUsing the whichever Charter template you select, prior to the event or project and with the help of the team involved with the problem, fill out theFollowing components if applicable:1) Event title and event type2) Problem Statement :a. One or two sentences that describe the team’s tasks and sets direction for the team.b. Tells why event needs to be done, NOT what the solution might be.3) Objectives / Deliverables:a. Major goals/objectives of event (S.M.A.R.T. objectives).b. What the sponsors want the team to accomplish by the end of the event.c. Linkage to organizational objectives, performance measures, strategic objectives.4) Project Scope Information: Provides the framework for the event, helps to clarify and document the limitations, and other relevant factors that may affect the teams efforts andmay include the following:a. Possible Return on Investmentb. PROCESS Boundaries: Start and End, to manage scope creepc. None negotiable policies and positions machinery, systems, etc that cannot be moved or altered as part of theevent. Often times these are referred as Commandments and Monuments5) Event Dates : The Date(s) of the projected Kaizen event or the approximate time-frame of the project.6) Members of Team: Managers, Leaders, Champions, Facilitator, Team Members, etc.
STAKEHOLDER INTERVIEWS:
Note by Stakeholder I mean both the customer(s) and individuals involved in the problem you are trying to solve.
PurposeTo learn about specific stakeholder’s point of view of the problem, its issues, its impact, and its metrics.When to use it?At the beginning of a project or Kaizen Event: to learn what is important and specific to the stakeholders about the problem.In the middle of a project: to clarify points or to better understand why a particular issue is important. To get ideas and suggestions, or to test ideas with stakeholders.At the end of a project or Kaizen event: to clarify findings, to validate improvements.Why use it?Establish communication with stakeholdersStakeholders feel “listened to” and are part of process. (people don’t like it when other folk fix their (people) jobs without their (people) input)Get contextual, relevant information about problem.Comments:You can also use point-of-view observation, Focus Groups, Surveys in conjunction with interviews.How to use it?1) Identify all the stakeholders involved in problem. (Not necessarily by name but by function) 2) Be clear about the purpose of the Interviews. What role will the interview play in the project/problem. How will you use the information. How you will collect information specially if audiotape, which means you need their permission.3) Prepare a list of questions. These should address the typical what,where, when, who, why, how much (frequency, cost, time and metrics)4) Identify what is the best interview method per stakeholder (face-to-face,phone,email,etc)5) Contact stakeholders and arrange interviews. If you are new to interviewing, you might want to practice with a friend.6) Conduct Interviews7) Afterward make notes about interview, both objective & subjective like observations, impressions, etc.
M-MEAUSRE – Breakdown the problem
Two tools at this stage are “Process Mapping” and “Spaghetti (workflow) Diagram”.
Process Map
PurposeA quick visual illustration using shapes to represent each step of a process, putting those steps In sequential order, connecting them based on their sequence and relationships, then overlaying the process with performance data and measurements. Said differently, it shows all of the activities that take one or more kinds of inputs such as raw materials or information and shows the creation of outputs such as products, services, or information..When to use it?Any time you are defining the processes to improve or evaluating a problem inside a process. Often this is done before a project or Kaizen event and afterwards. So you can clearly see the difference in processes. The Process Map primarily deals with time and percent of decision paths.Why use it?To clearly see the steps in the process, help identify and eliminate the waste, calibrate what everyone thinks the process to be, easily contrast before and after processes.Comments:Process mapping ensures that the team members get an accurate, complete picture of exactly what is going on in the process. It’s a way to capture all of the information in one place using standard modeling symbols and principles, so that you have a comprehensive and complete understanding of the process.How to use it?1. Establish boundaries and level of detail. Clearly identify the beginning and end of the process you wish to map. What triggers the process and what deliverable ends the process. This will help prevent scope creep.2. Gather process data using Interviews, process observations, or existing flows. To get an understanding of the process3. Depending on the venue you will use to map here are some suggestions: a. If you’re mapping on paper: large roll of white paper (butcher paper), large postit-notes pads for every team member, markers, etc. B. If you’re mapping on software (in a virtual environment): have your software program open and ready to go with a blank page, have your symbols ready to cut-and-paste.4. Starting with trigger flow out the process using appropriate symbols.
5. Sequence the steps Don’t try to solve the problems before completing the map Draw the map using the appropriate symbols Ensure all team members are involved Connect the activity steps and decision points with arrows Attach and / or annotate relevant performance data and measures on the map6. Verify map for completenessAll steps clearly identified?If you have questions, go back to the gemba —the actual place where the actual process is performedEvery path flows ahead to or back to another step.Validate it by people who carry out the process actionsSee completed example below:
Spaghetti (Workflow) Diagram: .PurposeThe physical process map or Spaghetti Diagram (called this because it can begin to look like a bowl of spaghetti) shows how things physically flow in our layout by documenting the flow of the worker and/or product in a process.When to use it?Any time you are defining the processes to improve or evaluating a problem inside a process. Often this is done before a project or Kaizen event and afterwards. So you can clearly see the difference in processes. The Spaghetti Diagram primarily deals with distance and frequency of travel.Why use it?To graphically depict the flow of information, material or people and quantify distances travelled. Used to improve the physical flow of a workspace and quantify distance improvements. Comments:You can use different colors in the same diagram to differentiate between material and people, or any other category.How to use it?1. Draw lines to show the workflow of a single item from one station to another, labeling them in order (Op1,Op2,Op3, etc.). Indicate the approximate distances from one station to the next, and then add them up to get a total distance for the process of all trips for a single item.
Separate the person from the product. Remember a person has to come back.Be sure you draw all paths that people and items can take, including rework loops.
Total Traveled distance for 1 travel is is 45 feet for product, 90 feet for person.
This is magnitude, then multiply times frequency per unit. (eg 10 times an hour, 4 times a day, etc)Remember, this diagram is used when documenting the current state reality, either as pre-work for your Kaizen event or during the Kaizen event. It is important to depict the flow on what actually happens today, not on what it should be. As you walk the process, you will graphically create a diagram that shows the physical layout and the flow of the work or material in a process.
A-Analyze- Find Root Causes
Tools are “Cause and Affect Diagram” and “Pareto Chart”
Cause and Affect Diagram:
PurposeThe cause and effect diagram is another way to drill down to likely causes to problems. When to use it?When problem Solving. Analysis of root causes. The team is trying to identify causes related to process outputs. Logically organize potential causes to a specific problem.Why use it?Used to isolate one specific defect, problem, or undesirable condition and determine the potential causes sometimes called an Ishikawa Diagram or Fishbone Diagram.Logically organize potential causes to a specific problem.Comments:You can use brainstorming to find control methods or robust process designs for the effects.How to use it?1. Create a box and write an effect into it.2. Draw horizontal line (Spine)3. Draw diagonal lines from spine to designate major cause categories.(ribs)4. From ribs draw horizontal lines identifying causes within the major categories.5. If desired break the smaller causes off and make them the main effect and repeat process. (Example below)
6. Once you complete the cause and effect diagram, label each of the causes with one of the following categories.: C – Controllable requires control method Examples: Machine feed rate, speed Work/meeting start time Solution concentration Thermostat settings N – -Noise — not under our direct influence to change, but which we should design robust processes and designs to mitigate their affects Examples: Wind, Rain, Humidity Hot to cold temperature ranges Earthquakes Gravity
Pareto Chart
PurposeTo Identify the “Vital Few” versus the “Trivial Many”. When to use it?When there is large amounts of categorical data available and needed for analysis. Why use it?To prioritize what issues to work on based on their frequency or impact to the problem Comments:By arranging the bars from largest to smallest, a Pareto chart can help you determine which categories can yield the biggest gains if addressed and which are only minor contributers to the problem. How to use it?1. Collect data on different types or categories of problems.2. Tabulate the scores. Determine the total number of problems observed and/or the total impact. Also determine the counts or impact for each category. Note: If there are a lot of small or infrequent problems, consider adding them together into an “other” category.3. Sort the problems by frequency or by level of impact.4. Draw a vertical axis and divide into increments equal to the total number you observed.5. Draw bars for each category, starting with the largest and working down. Note: The “other” category always goes last even if it is not the shortest bar.6. Add in the cumulative percentage line. (Convert the raw counts to percentages of the total, then draw a vertical axis on the right that represents percentage. Plot a point above the first bar at the percentage represented by the bar, then another above the second bar representing the combined percentage, and so on. Connect the points.)7. Interpret the results. If at around 80% demarcation there are clear categories. Those are the ones you go after. (The vital few)
I-Improve- Implement Counter Measures
Tools are “Brainstorming” and “PICK Chart”
I-Improve- Implement Counter Measures
Tools are “Brainstorming” and “PICK Chart”
Brainstorming
PurposeTo provide a group with a wide range of ideas around any topic. When to use it?Use brainstorming whenever your group wants to make sure a range of ideas are considered.Why use it?Brainstorming produces many ideas or solutions in a short time. It stimulates the creative thinking process. It also helps make sure that all group members’ ideas are considered.Comments:You can use brainstorming to find control methods or robust process designs for the effects.How to use it?1. Review the problem definition or statement.2. Clarify the goal/question you want to brainstorm and provide any relevant information.3. Give everyone a few minutes of silence to think about and individually write down some ideas. Note: For ease of consolidation later, have people write down their ideas on self-stick notes – one idea per note. Encourage creativity and quantity over quality. (No idea is too outrageous for brainstorming)4. Do not allow discussion until after all ideas are gathered; allow only questions of clarification. It is ok for people to write down or add new ideas sparked during the sharing session. Make sure the new idea is captured on a new self stick note.5. Consolidate similar ideas and discuss the complete set of ideas.
PICK Charting
PurposeAfter the Brainstorming you need a way to prioritize all the ideas that your team came up with.When to use it?Immediately after the brainstorming sessionWhy use it?To prioritize brainstorming ideas.Comments:PICK charts are a method to prioritize a number of action items or problem solving ideas. A pick chart allows visual comparison of action items relative to their impact to the problem being addressed vs. the ease/cost of implementation. In VERY rudimentary terms, PICK charts are a Return On Investment (ROI) method.When faced with multiple improvement ideas a PICK chart may be used to determine the most useful. There are four categories on a 2*2 matrix; horizontal is scale of payoff (or benefits), vertical is ease of implementation. By deciding where an idea falls on the pick chart four proposed project actions are provided; Possible, Implement, Challenge and Kill (thus the name PICK).Low Payoff, easy to do – PossibleHigh Payoff, easy to do – ImplementHigh Payoff, hard to do – ChallengeLow Payoff, hard to do – KillThe vertical axis, representing ease of implementation would typically include some assessment of cost to implement as well. More expensive actions can be said to be more difficult to implement. How to use it?1. Draw a 2 dimension quadrant graph like the one below.2. Select the stick notes ideas one at a time and ask to rate them with respect to: difficult to implement (Easy /Hard – or – Between 1-6)Payoff gain (Low / High – or – between 1-6)3. Put them in the appropriate quadrant.4. When done with all post note ideas follow these rules:Low Payoff, easy to do – Possible – Maybe implement them after all the easy ones.High Payoff, easy to do – Implement – Definitely implement themHigh Payoff, hard to do – Challenge – Requires future deliberation and commitmentLow Payoff, hard to do – Kill – Definitely do not do them
C-Control- Evaluate Results and make them permanent if good
Tools are “Control Plan” and “Action Plan”
Control Plan
PurposeA Control Plan document is a plan or system used to monitor key process variables. The Control Plan identifies the measurement technique to use, the sample size, operating windows, frequency of inspection and, most importantly, a reaction plan for an out-of-specification condition. When to use it?Used during the Control Phase to fortify control of a process that has the potential to vary from specification and, consequently, significantly affect the customer. Pre-determined intervals/frequency. This will vary by processWhy use it?To understand the voice of the process over time. Allows insight into process performance in order to make adjustments when necessary based on data. A method for monitoring process performanceComments:Helps our processes operate consistently on target with minimum variationMinimizes process tampering(over-adjustment)Assures process improvements that have been identified and implemented become institutionalizedProvides for adequate training in all proceduresIncludes required maintenance schedules How to use it?1. Customize your Control plan to fit your needs.2. Typically Control plans answer who is doing what by when and how are they doing on a recurring basis objective.3. Below is an example of one.
Action Plan
PurposeA quick way to assess the status of all open items in a project or Kaizen event. When to use it?Use it at the end of a Kaizen Event or after verification of countermeasures success to ensure that sustainment of progress.Why use it?To track implementation status and make sure all items are addressed and closed.Comments:For Kaizens, the action plan should be complete within 30 days of completing the Kaizen Event. How to use it?1. Customize your action plan to fit your needs.2. Typically action plans answer who is doing what by when and how are they doing with a start and end objective.3. Below is an example of one.
Summary
DDefine
1] The Charter
2] Stakeholder Interview
MMeasure
1] Process Mapping
2] Spaghetti (workflow) Diagram
AAnalyze
1] Cause and Effect Diagram
2] Pareto Chart
IImprove
1] Brain Storming
2] PICK Charting
CControl
1] Control Plan
2] Action Plan
