030 - DMAIC Método General de Solución de Problemas: 5 Pasos DMAIC (Pt.3)

Introduction to the Five-Step Problem-Solving Method

Welcome and Overview

• Ricardo Hirata introduces himself and welcomes participants to the Aysén Knowledge initiative, focusing on problem-solving methods.

• The session is a continuation of previous webinars discussing an eight-step problem-solving method and practical applications in Mexico.

• Participants are encouraged to suggest topics for future discussions via community channels.

Focus on Mike's Five-Step Method

• Today's discussion centers on Mike's five-step problem-solving method, part three of a series on various problem-solving formats.

• Clarification that while Six Sigma uses advanced statistical tools, Mike's method can be applied without them.

Understanding the Speaker’s Background

Speaker Credentials

• Ricardo Hirata shares his background as an industrial engineer with extensive experience in team work and consulting.

• He has been involved in promoting teamwork in Mexico for over 30 years through various initiatives and academic roles.

Engagement with Participants

Polling Questions

• Attendees are invited to participate in polls regarding their organizational sectors (primary, secondary, tertiary).

• A second poll asks if organizations engage in continuous improvement activities, providing options from incipient to experienced practices.

Exploring Improvement Methods

Paths to Improvement

• Discussion emphasizes two main approaches to improvement: Kaizen (problem-solving focus) versus innovation (doing things differently).

• The prevalence of Mike's five-step method is noted as popular among organizations influenced by Six Sigma models.

This structured summary captures key insights from the transcript while maintaining clarity and organization for effective study.

Understanding Problem-Solving Approaches

The Problem-Solving Approach

• The problem-solving approach focuses on identifying causes of issues, aiming to reduce failures and prevent errors.

• An advanced level of this approach seeks to make processes more consistent and predictable, ensuring that outcomes are similar across multiple iterations.

Root Cause Analysis

• This method emphasizes finding the root cause of errors, complaints, and accidents to improve process efficiency.

• It operates under the Kaizen paradigm, which aims for continuous improvement by minimizing deviations from established goals or standards.

Continuous Improvement

• Identifying and eliminating the causes of deviations leads to smaller discrepancies in achieving set objectives.

• Kaizen is not limited to small improvements; it focuses on reducing causes of deviations regardless of their scale.

Innovation vs. Improvement

• There is a distinction between innovation (designing new solutions) and improvement (solving existing problems).

• Innovations may involve significant changes like layout redesign or purchasing new assets without necessarily addressing previous deviations.

Change Management

• Effective change requires understanding what one wants to achieve economically and efficiently.

• Misconceptions exist regarding the size of improvements; both Kaizen and innovation can lead to substantial advancements but differ in methodology.

Implementing Solutions: Methodologies

Disruptive Changes

• To innovate effectively, organizations must sometimes implement radical or disruptive changes rather than incremental improvements.

Organizational Practices

• Organizations often employ various methods for continuous improvement through collaborative teams with diverse approaches for problem-solving and innovation.

Analytical Problem-Solving Method

• The general problem-solving method is represented by an eight-step analytical process aimed at systematic resolution.

Plan-Do-Check Act Cycle

• This cycle involves planning actions, executing them, verifying results, and taking corrective measures as necessary for effective problem resolution.

Understanding Problem-Solving Methods in Organizations

Overview of the CUES History Method

• The general problem-solving method in Japan, known as CUES History, consists of eight steps aimed at creating highly standardized processes for systematic and logical problem resolution.

• This method allows any individual within an organization to solve problems uniformly, whether using eight steps or a simplified five-step approach like that of Mike.

Importance of Standardized Problem Solving

• Regardless of their specialization, all employees should understand how to identify and resolve problems effectively, fostering a common language across departments such as accounting and production.

• The application of these methods at all organizational levels promotes improvement activities focused on problem-solving.

Benefits of Structured Approaches

• A structured approach prevents hasty solutions without understanding root causes, enhancing the conviction that improvements are always possible.

• It develops skills to accurately define specific problems, which is crucial since many issues arise from poorly defined challenges.

Cultural Impact and Documentation

• Implementing these methods cultivates mutual trust among team members as everyone contributes to learning and solutions, leading to cultural shifts within organizations.

• Documenting improvements ensures standardization for better practices and controls within the organization.

Quick Fixes vs. Analytical Methods

• While quick fixes exist (e.g., implementing immediate solutions based on intuition), comprehensive analytical methods emphasize thorough cause analysis before solution implementation.

Steps in Problem Solving

• The essence of effective problem solving involves clearly defining the issue, identifying deviations from goals, analyzing root causes, finding viable solutions, implementing them, and stabilizing outcomes.

Introduction to Mike's Methodology

• Mike's methodology simplifies the traditional eight-step process into fewer steps while maintaining core principles: identifying problems (Find), measuring variables (Measure), analyzing causes (Analyze), improving solutions (Improve), and controlling implementations (Control).

Comparison Between CUES History and Mike's Approach

• Both methodologies share fundamental activities despite differing step counts; they aim for similar outcomes through structured approaches to problem-solving.

Understanding the Difference Between Analytical Methods and Mike's Approach

Comparison of Problem-Solving Methods

• The discussion highlights the similarity between the analytical method and Mike's approach, noting that both aim to solve problems but differ in steps: eight for the former and five for Mike.

• A visual comparison is suggested, with eight steps on one side representing a general problem-solving method, while five steps from Mike’s method are presented on the other.

• Emphasis is placed on understanding that both methods ultimately serve the same purpose; it's about ease of teaching rather than conflict over step counts.

Cultural Influences on Methodology

• The speaker notes a cultural difference in methodology preferences, with Asian countries favoring an eight-step process while Six Sigma adherents prefer five steps.

• Key aspects of defining problems include measuring variables (the "X" factors), validating measurement systems, and ensuring accuracy in data collection.

Steps in Mike's Cycle

• The cycle includes analyzing causes to find root issues, generating solutions, and selecting practical options for short-term and medium-term resolutions.

• Control measures involve executing plans to prevent recurrence of issues while documenting processes for replication.

Defining Problems Accurately

• To define a problem effectively, it’s crucial to understand what constitutes a problem—often misidentified as mere dissatisfaction or undesired outcomes.

• A clear distinction must be made between current states versus desired outcomes; deviations from expectations signify real problems needing resolution.

Examples of Problem Definition

• An example illustrates how purchasing less milk than expected represents a deviation; framing it correctly identifies it as a problem rather than just an inconvenience.

• The importance of quantifying deviations is emphasized—understanding temperature variations serves as another analogy for identifying problems accurately.

Importance of Clear Communication

• Effective communication about problems requires precise definitions; vague statements like "we have high costs" should be replaced with specific metrics indicating budget overruns.

• Properly articulating issues involves stating measurable discrepancies instead of subjective complaints—this clarity aids in addressing actual concerns effectively.

Defining Problems and Project Goals

Understanding Problems in Context

• A problem is defined as the difference between the current state and the desired state, necessitating clear articulation of objectives.

• The initial step involves defining this gap to establish a foundation for project goals.

Project Documentation Essentials

• A project charter (or ficha de proyecto) is crucial for aligning team members on project objectives, including title and justification.

• Justifications should focus on tangible metrics rather than intangible arguments, emphasizing benefits like reduced waste or costs.

Setting Clear Objectives

• It’s important to set measurable goals for the project, distinguishing between short-term and long-term targets. For example, a goal could be to reduce defects or increase production efficiency by a specific percentage.

• Defining the scope includes identifying how improvements can be replicated across different processes or departments.

Role Assignment and Responsibilities

• Establishing roles within the project team is essential; this includes identifying leaders, secretaries, members, and sponsors who will oversee project execution.

Mapping Processes and Identifying Issues

Process Mapping Importance

• Understanding each step from input to output in a process is critical; mapping helps visualize where issues arise. This aligns with Mike's method of defining problems clearly through process understanding.

Problem Stratification Techniques

• Stratifying problems involves categorizing deviations such as waste or delays based on their nature (e.g., defects vs methods). This aids in pinpointing specific areas needing attention.

Measuring Current Situations

Measurement Focus in Step Two

• The second step emphasizes measuring factors contributing to identified problems rather than re-measuring the problem itself; it requires an exploration of current conditions through diagnostics.

On-Site Analysis Recommendations

• Experts recommend visiting locations where issues occur instead of relying solely on data analysis; firsthand observation provides insights into real-world challenges faced by teams involved in processes.

Identifying Variables Affecting Quality

Documenting Process Parameters

• It's vital to document parameters that impact outputs—this includes ensuring measurement tools are calibrated correctly to maintain data integrity during analysis efforts.

Calibration Significance

• Proper calibration of measurement instruments is crucial; inaccurate measurements can lead to flawed analyses that do not reflect true performance levels within processes being evaluated.

Understanding the Measurement Phase in Problem Solving

Importance of Identifying Key Issues

• The measurement phase focuses on identifying critical issues, referred to as "the meat" of the problem, using tools like Pareto charts.

• It is essential to break down general problems into specific errors or challenges for better analysis and understanding.

Stratification of Problems

• Problems can be stratified into categories (e.g., different types of stoppages or losses), allowing for a more detailed examination.

• Subdividing issues further (e.g., from A1 to A11, A12, etc.) helps in pinpointing specific areas that require attention.

General to Specific Analysis

• The analytical method emphasizes moving from general observations to specific details, enhancing comprehension of underlying realities.

• It's crucial to verify if products or services meet established technical standards and customer expectations during this phase.

Process Calibration and Specification Limits

• An example discussed involves checking if parking lines are adhered to; deviations indicate processes are out of specification limits.

• Understanding whether a process is "out of calibration" or simply dispersed is vital for effective problem-solving.

Identifying Causes of Variability

• Different cases arise based on control over variables:

• Case 1 indicates known variables are out of control.

• Case 2 suggests unknown variables need identification.

• Case 3 implies no changes needed as the process is functioning well.

Transitioning to Cause Analysis

• If one cannot classify the type of problem effectively (1, 2, or 3), it indicates a failure in the measurement step.

• The next step involves analyzing causes—this represents over half the work in problem-solving since knowing symptoms without understanding origins complicates finding solutions.

Understanding Root Cause Analysis in Problem Solving

Misconceptions About Causes

• The speaker discusses three common arguments used in Spanish that do not effectively identify the root cause of problems, starting with "justification," which merely explains errors without addressing their origins.

• Justifications often focus on characteristics of mistakes rather than identifying the actual source, leading to ineffective problem-solving approaches.

• The second argument involves value judgments, where terms like "good" or "bad" are used. For example, attributing an accident to poor maintenance fails to pinpoint the real issue behind it.

• An example illustrates that a tank explosion is due to a gas leak from improperly tightened fittings, not just poor maintenance practices.

• The third argument highlights pseudo-solutions such as lack of training or supervision. These do not address the root causes but instead offer superficial fixes disguised as explanations.

Types of Causes in Root Cause Analysis

Technical Causes

• Technical causes refer to scientific explanations for phenomena; for instance, accidents occur due to unsafe actions like climbing ladders improperly.

Systemic Causes

• Systemic causes involve daily management factors contributing to issues. For example, drivers may speed because they are incentivized by passenger counts rather than safety protocols.

Organizational/Systemic Failures

• This type examines failures within organizational systems that prevent detection of issues before they escalate into problems affecting customers or processes.

Steps for Effective Problem-Solving

Generating Solutions

• The fourth step emphasizes generating multiple potential solutions rather than settling on one. A proficient problem-solver should consider various alternatives and justify their choices based on effectiveness.

Criteria for Solutions

• Solutions should be quick and impactful while prioritizing preventive measures over corrective ones. Additionally, contingency plans must be designed for foreseeable challenges.

Implementation Plan and Control Steps

Generating an Implementation Plan

• An effective implementation plan must include timelines, responsible parties, costs, risk analysis, and assumptions about potential failures. Training personnel is crucial for successful execution.

Analyzing Solutions

• The fourth step involves analyzing alternative solutions to select the best options. Practical testing during implementation may reveal necessary adjustments that differ from initial assessments.

Problem-Solving Process

• The problem-solving approach mirrors an eight-step process. It emphasizes careful control during implementation, requiring evaluation of impacts and stabilization of processes.

Controlled Implementation

• Solutions should not be implemented simultaneously; instead, a disciplined approach is recommended where one solution is tested at a time to assess its impact before proceeding with others.

Transitioning from Containment to Permanent Solutions

• Organizations often fail by not communicating changes effectively. Initial containment actions should be replaced with permanent solutions once they are established to avoid confusion among staff.

Stabilization and Standardization

Measuring Effectiveness

• A system for measuring results throughout the execution phase is essential to determine if improvements are functioning as intended. Continuous comparison against initial conditions helps confirm effectiveness.

Long-term Evaluation

• After implementing changes, it’s important to monitor the process over time (e.g., weeks). This ensures that improvements remain stable and do not revert to previous states.

Goal Assessment

• Evaluate whether goals were met based on project metrics. If targets were not achieved, analyze contributing factors and adjust future objectives accordingly.

Control Systems and Continuous Improvement

Importance of Standardization

• Time should be dedicated to standardizing processes within management systems. Changes in manuals or training programs must be documented to prevent regression in practices when new personnel take over.

Designing Control Systems

• Establish control systems that stabilize processes independent of individual performance. This ensures consistency regardless of who executes tasks within the organization.

Error-Proofing Designs

• Implement designs that minimize human error (e.g., USB connectors designed to fit only one way). Such measures enhance reliability in operational procedures through robust design principles.

Reflection and Future Improvements

Reflecting on Achievements

• At the end of a project cycle, reflect on what was accomplished versus what remains unfinished. Consider how ongoing improvements can continue benefiting the organization beyond this initiative.

Understanding Mike's Five-Step Model

• The discussion centers around Mike's five-step model for problem resolution without delving into statistical tools but focusing on understanding each stage clearly for effective application in real-world scenarios.

Methodology for Energy Efficiency in Beverage Manufacturing

Introduction to the Company and Methodology

• The company, Capture, specializes in manufacturing and distributing carbonated and non-carbonated beverages. They employ a methodology called MAR, which includes defining, measuring, analyzing, improving, and controlling processes.

Project Initiation and Objectives

• Projects arise from diagnosing functional indicators of internal benchmarks and best practices. Ideas also come from engineering staff to support these projects.

• All projects aim to meet strategic business objectives aligned with five organizational pillars: financial discipline, people focus, customer orientation, safety, and corporate responsibility.

Performance Evaluation

• At year-end meetings, the organization evaluates performance against energy consumption goals. In 2016, they fell short of their target of 0.401 megajoules per liter of beverage by achieving 0.441.

• For 2017, the new goal was set at 0.388 megajoules per liter. The energy usage indicator comprises electricity, fuel oil, gas, and diesel.

Measuring Energy Consumption

• A pie chart analysis revealed that manufacturing accounts for 97.7% of total energy consumption in the plant; thus efforts will focus on this area.

• A Pareto diagram was used to diagnose manufacturing processes affecting energy use significantly; production processes were identified as major contributors.

Identifying Key Processes

• Six production lines were analyzed; lines 1 through 3 showed higher fuel and electricity consumption classified as non-returnable.

• Auxiliary processes like refrigeration systems and steam generation also exhibited high energy usage.

Opportunities for Improvement

• During site assessments for MBA initiatives in production lines, opportunities were found related to steam leaks, air leaks, thermal insulation issues, compressed air inefficiencies, lighting problems during flavor changes or sanitation periods.

Data Collection & Analysis

• Information was gathered regarding equipment availability impacting line efficiency; significant waste (363947 kilowatt-hours) was noted due to equipment running during downtime.

Focus on Auxiliary Systems

• An analysis of auxiliary systems indicated compressors as major energy consumers; monitoring their operation is crucial for reducing overall energy costs.

Conclusion: Next Steps in Analysis

• Following data collection on production lines' performance metrics (availability quality), a failure mode effects analysis will be conducted to identify potential failures that could be mitigated through targeted actions.

Analysis of Refrigeration System Failures

Identifying Root Causes

• After setting objectives, an analysis was conducted to determine potential causes related to YouTube and Newsweek. A research plan was developed to investigate these causes.

• The analysis included brainstorming sessions and a cause-and-effect diagram to identify possible root causes for the issues observed in the refrigeration system.

Efficiency Assessment

• The efficiency exercise revealed that steam efficiency did not meet the 80% target, particularly concerning the formation of gaps in packages.

• It was determined that potential failures were linked to temperature variations in the filling system, which did not align with operational goals.

Data Analysis and Findings

• Historical data indicated that control and adjustment of temperature were inadequate, leading to excessive thermal load on compressors.

• Specific causes were identified through a detailed examination of historical operations, revealing design flaws due to initial considerations for four lines instead of six.

Energy Consumption Insights

• Thermal load directly correlated with energy consumption; it took an average of 61.45 hours per year due to temperature-related downtime.

• This downtime resulted in significant energy costs amounting to approximately 109,059 pesos annually.

Proposed Solutions and Implementation

• A collaborative meeting led by sustainability committees proposed solutions for the refrigeration system based on previous analyses.

• Two main alternatives were evaluated: switching technology from direct ammonia systems to indirect systems using ammonia as a refrigerant. The latter showed more advantages.

Final Recommendations

• The decision was made to transition towards an indirect cooling system using glycol instead of ammonia due to safety concerns associated with ammonia handling.

• This change would reduce compressor numbers from twelve down to nine while minimizing risk exposure around production lines significantly.

Results Post Implementation

• Following implementation, ammonia usage dropped dramatically from 8000 kg down to 2390 kg, resulting in a 27% reduction in electricity consumption and an 80% decrease in oil usage.

• Overall improvements stabilized beverage temperatures within ±0.5 degrees Celsius while reducing maintenance costs by 35%.

Energy Efficiency and Improvement Strategies

Achievements in Energy Reduction

• The team successfully reduced the energy indicator from 401 to 375 mega euros per liter of beverage, surpassing their initial goal. This achievement resulted in savings of approximately 3,858,875 pesos.

• Emphasis was placed on raising awareness among staff to minimize risks for both personnel and the community while maintaining these improvements.

Sustaining Improvements

• To ensure continued success, modifications were made to documentation, automation of control dashboards, and communication centers. Additionally, devices were installed to promote good energy practices.

• A new objective was set for 2018 to further decrease the indicator to 360 mega euros per liter based on previous successes; this project is now being replicated at the Cancun plant. Teamwork is highlighted as essential for achieving these goals.

Methodologies in Problem Solving

• Discussion around a video comparing an eight-step model with Mike's methodology reveals that both share a common essence: identifying problems, understanding their size and causes, controlling them, improving processes, and generating results.

Community Engagement and Webinars

• Participants are encouraged to suggest topics for future webinars via chat or email; experts will be sought if necessary for assistance in these discussions. The importance of national improvement competitions initiated since 1990 with Japanese government support is noted.

National Improvement Competitions

• Since 1990, national improvement teams have been showcased at forums where top teams present methodologies such as Mike's eight steps and five-step methods alongside Six Sigma cases focused on rapid improvements. Access to a public database of these cases is available for interested parties.

Upcoming Events and Resources

• An invitation is extended for participation in an event scheduled from October 16th to 18th in Cancun aimed at recognizing outstanding improvement teams over the past three decades; attendees can learn about various problem-solving methodologies directly from practitioners.

• Resources including case studies are available through membership with the Mexican Association of Teamwork; materials include written documents and videos showcasing successful implementations of various methodologies like Mike’s approach over nearly three decades. Interested individuals can reach out via provided contact information for more details or access resources directly related to their needs.