Lean Problem Solving using 5 Whys other tools

? Lean Problem Solving using 5 Whys & other tools…. . Larry Osentoski Mike Taubitz

Root Cause • Root cause analysis helps identify how, what and why of an event / occurrence • Root causes are: – Underlying – Identifiable – Controllable • Process involves: – – Data collection Cause charting Root cause identification Gap analysis and closure

Root Cause Analysis • Used in investigating and analyzing root causes of problems associated with: – Quality – Delivery – Health, safety & environment – Customer satisfaction – Safety incident investigation – Internal processes – Etc….

Root Cause: 5 Whys • Asking “why” 5 times ( a good rule of thumb) helps get to root cause issues – You may find root cause in less than 5 th Why • Helps identify the relationship between different root causes • Very easy tool – No computer – No statistical analysis

Problem solving works in any industry… Drive /Lean Journey

5 Whys • • • Describe the problem Ask why the problem occurred Keep asking “why? ” Repeat…. Works best if you can have a small informal team of folks who are familiar with the problem…. . • Keep going until you define the real root cause issue

5 Whys: Unhappy customer 1. Why is our customer unhappy? – Deliveries have been late for the last month 2. Why have deliveries been late? – Production was behind schedule 3. Why was production behind? – Parts shortage 4. Why was there a parts shortage? – Because many parts were rejected for not being up to specification 5. Why are so many parts defective? – Because Purchasing switched to a low-cost supplier

5 Whys: Late meeting summary 1. Why was the meeting summary sent late? – Person in charge was ill 2. Why didn’t a colleague handle it? – Concerned about “stepping on toes” 3. Why concerned about offending colleague? – Not sure that they would capture what the colleague wanted to say 4. Why not confident of capturing key points – No standardized work / agreement on how to handle 5. Why no standardized work? – Lean thinking not part of culture – internal issues overshadowed needs of meeting participants

5 Whys: Equipment Failure 1. Why did the equipment fail? Because the circuit board burned out. 2. Why did the circuit board burn out? Because it overheated. 3. Why did it overheat? Because it wasn’t getting enough air. 4. Why was it not getting enough air? Because the filter wasn’t changed. 5. Why was the filter not changed? Because there was no preventive maintenance schedule to do so

5 Whys: handouts in trash…. 1. Why did we have so many handout materials in the trash? – 2. Attendees didn’t feel compelled to keep them Why wouldn’t they want them? – 3. Countermeasure Folks don’t have room in their briefcase Why do we make copies of all presentations? – 4. Because we always have and some want them Have we ever considered passing around a jump drive for attendees to load the slides on their personal computer ? – 5. Tried it but some folks keep the jump drive… Have we developed a process with error proofing, e. g. ? – – Attaching a very visible piece of wood or plastic to the jump drives Having the meeting leader monitor that the drives are being passed around

Jefferson Memorial • The Jefferson Memorial required excessive power washes. – Why? • Because seagulls swarmed to the monument and deposited large amounts of droppings. – Why? • Because they are fed on an unusually large amount of spiders living under the roof line. – Why? • Because the spiders are fed on an unusually high number of midge flies as they hatch throughout the day. – Why? • Because midge fly larva was literally caked under the roof line of the memorial. – Why?

Jefferson Memorial Root Cause • The lights that illuminate the memorial were set to come on automatically 20 minutes before dusk. This twilight condition created an ideal condition for midge flies to mate. • Solution: The automatic lights were reset to reduce the twilight condition • Result: – Fewer midge flies – Fewer spiders – Fewer seagulls – Less droppings – Fewer power washings

5 Why Summary • Asking “why? ” 5 times helps to get to the real root cause of any problem – You may find the root cause issue after 4 whys or maybe 6 – “ 5” is not a magic number • Keep it simple • Best if done as a team • Practice makes you more effective……. .

Cause and Effect Diagrams • When using a team approach to problem solving, there may be many opinions on root cause…. • One way to capture the different ideas and stimulate brainstorming is the cause and effect diagram, commonly called a fishbone – Helps to visually display many potential causes for specific problem / effect – Particularly useful when quantitative data is lacking

Fishbones • Help to thoroughly explore issues for more robust solution • Graphical tool for identifying the relationship between a problem and its potential causes Steps include: • Helps avoid 1. Define the problem Start by asking “why? ” “Ready, shoot, aim…” 2. Brainstorm 3. Identify causes

• Service industries (4 Ps) – Policies – Procedures – People – Plant / technology Types of Fishbone • Manufacturing (4 Ms) – Man (People) – Machine – Material – Methods Man Machine Output Material Method

Your Fishbone can grow….

Fishbone: Step #1 • Define the problem – Write it in a square box and place on RH side of paper / whiteboard • Draw a straight arrow from LH side pointing to problem – Problem becomes the “fish head” – “Fish bones” outlined later Problem

Brainstorm: #2 • Categorize ideas, e. g: – Man: people may have contributed to the problem (e. g. inexperienced, lack of training, lack of focus) – Machine: could include software in today’s technological world – Material: refers to a physical thing (i. e. CD) – Method: ways of doing things / procedures (e. g. instructions may be unclear or confusing)

Identify Causes: #3 • Identify major causes first – usually 4 -6 – Helps to stay focused – Secondary discussed later • Connect the major causes as fishbones – Slanted lines with the arrow pointed toward the backbone Problem

When you don’t know the problem…. . • When you don’t have a handle on the real problems……there is another simple tool for problem solving…….

Affinity Diagram • Brings order to fragmented and uncertain information where there is no structure • Assists consensus when information / issue is subjective / emotional ? • Cuts thru current opinions that may obscure potential new solutions • Helps generate action when situation calls for creative thinking

Using the Affinity Diagram in Problem Solving

Affinity Diagrams • Form a team • Define the task & scope • Collect data / input / brainstorm – Transfer information to 3 x 5 sticky notes • Place the cards on a white board – No particular order • Determine categories or headings – move notes under appropriate heading

Move Cards Brainstorm Heading cards represent all cards in that group Organized Data Heading 1 Heading 2 Heading 3

Problem Solving connect all the dots with only 4 straight lines, not lifting your pen(cil) from the © Lean Journey LLC 2008 paper. / The bigger challenge – connect all the dots with only 3 straight lines, not lifting your pen(cil) from the paper.

Problem Solving

Lean Problem Solving • Lean tools – 5 Whys – Fishbones – Affinity diagrams • How – Teams – Sticky notes – White board – Quickpoints Make things faster, better, & cheaper…. .

Fixing the Problem • Identify the root cause • Develop countermeasure(s) – Lean thinking and tools will help • Verify that the measure works – Addresses the issue – Verifying that process works improves learning of what works and what doesn’t

Layout of Men’s Room

Typical Path of Use

Problems with Discarded Paper Towels

The “Cure” What’s a Better “Cure”?

Critical Thinking

Team Exercise • Break into teams • Agree on a problem at work or home • Use both 5 Whys and / or Affinity diagrams Be prepared to report out