In a business environment ,one of the essential competency for effective executive or manager is problem solving skill.In this basic version, we attempted to give holistic way of solving the problems step by step methodologies and application of of relevant tools & techniques in each step .It is surely useful for beginners.
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• Need for Structured Problem solving Culture in organization
• Steps in structured problem solving methodology
• Tools and Techniques in problems solving methodology
• Challenges in implementing problem solving culture in SME organization
• Case study examples(on request)
Learning Objectives…
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Typical behaviors on problem solving in SME organizations
Not realizing the problem or trend
No structured, authentic data from shop floor or workplace
Once problem is realized, jump to quick solutions
Same issue is cropping up frequently
Busy in firefighting. “somehow” resolving issues
Hesitate to conclude the options
No facilitation on arriving solutions
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• accepted as a way of doing business
• spending most of the time addressing the problem
• happens so often we know exactly what to do in order to quickly correct the problem
• little effect over a short term period, large effect over a long term period
Common Cause Problems
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• not accepted as a part of doing business
• must be addressed immediately
• happens on rare occasions
• requires a great deal of time, effort, and resources to correct
• has a high short term effect and a low long term effect.
Special Cause Problems
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A check sheet is a paper form on which item to be checked have been
printed already so that data can be collected easily and concisely.
Purpose of check sheet
1) To make data-gathering easy ;
2) To arrange data automatically so that they can be used easily later on
To collect data in a systematic and simple manner method
Check sheet
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AM PM AM PM AM PM AM PM AM PM AM PM
C
B
1
2
C C
C B
C
B C C
1
2
A
B
Fri Sat
Equipment Operator
Mon Tue Wed Thu
B-Blow holes C –Crack
Check sheet Example
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Strain 104 104 52 52
Scratch 42 146 21 73
Pinhole 20 166 10 83
Crack 10 176 5 88
Stain 6 182 3 91
Gap 4 186 2 93
Others 14 200 7 100
Total 200 - 100 -
Cumulative
Percentage
Type of
Defect
Number of
Defect
Cumulative
Total
Percentage of
Overall Total
Data sheet for pareto
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A : Crack, B : Scratch, C : Stain, D : Strain, E : Gap, F : Pinhole.
No
of defectives
Examples of Pareto Diagram
42
20
10 6 4
14
104
52
100
939188
83
73
0
20
40
60
80
100
120
140
160
180
200
D B F A C E Others
0
10
20
30
40
50
60
70
80
90
100
Percentage
defectives
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Gather all relevant people together
Get opinion / ideas for the problem from each person
Do not criticize or neglect anyone‘s opinion / idea
List down all the opinion / ideas
Brain storming process :
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Example of Cause and Effect Diagram
MAN
Motor not
Working
MATERIAL
Improper Fixing of
Bracket Brake strap
Assembling With out
Spring
Wrong setting of
Torque in Drivers
Driver used for Fixing
Tub and under
base
METHOD MACHINE
Driver used for
Tightening Motor
Driver used for
Tightening Brake Drum
Driver used for
fixing brake fix plate
Tightening of
Brake Drum
Tightening of
Motor Assembly
Brake strap Length variation
Brake Drum OD
Actuator
length variation
Bracket Brake thickness Variation
Lid Bracket ID
variation
Spring Stiffness Variation
Spring length Variation
Spring Stiffness Variation
Brake Sleeve Length VariationAssembling of wrong
motor
Tightening of
Brake fix Plate
Tightening of
Lid Switch in Timer Bracket
Assembling of Bracket Brake
strap in Wrong Hook Position
Assembling of wrong spin timer
Brake Drum OD
Brake Drum ID
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Ask Why? Answer
Replace worn chain
( 7) Drive chain failures
Root Cause &
Solution
Why chains failing? Drive chain wears
& breaks.
Why do drive
chains wear &
break?
Sprockets are worn Replace sprocket
Why are sprockets worn? Bearings are worn Replace bearings
Why are bearings worn? Broken grease line Replace line
Why was the line
broken?
Broken during
cleaning
Reroute the line
so it cannot be
damaged.
Example “Why Why Analysis”
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S.No Category Causes / issues Action Description Completion
Target
Resp
1 Utilization Setting time > 3
hrs
Implement SMED
in press to reduce
to 2 hrs
3rd
jun’16 Vinoth
2 B/d : Avg 5 hrs Ensure availability
of critical spare
16th
Jul’16 Vivek
3 Efficiency Low manpower
output
Train on loading /
and Multi comp
loading
17th
May’16 Vasu
4 Quality 2% Rejection in
Grinding
Change wheel
once in 1000 no’s
immediate suresh
Example of Action Plan
Can you identify the RIGHT & WRONG practices in above examples ?
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