PDCA Problem Solving Template by Operational Excellence Consulting

2. NOTE: This is a PARTIAL PREVIEW. To download the complete template, please visit: http://www.oeconsulting.com.sg <Title of PDCA Problem Solving Project>

3. 3 Project Team Team Leader Enter Name Team Member 1 Enter Name Team Member 2 Enter Name Team Member 3 Enter Name Team Member 3 Enter Name Project Sponsor Enter Name Project Champion Enter Name Financial Rep Enter Name

4. 4 Name of Project Team (e.g. Problem Busters) Insert your team photo here.

5. 5 The PDCA Approach to Problem Solving • A systematic approach to problem solving • Also known as the Deming cycle • Provides the framework for a team to carry out improvement • Used together with the common QC tools Plan Act Check Do

6. 6 PDCA Problem Solving Steps Select the Theme Plan the Schedule Grasp the Present Situation Establish the Target Analyze the Cause & Identify Corrective Action Implement Corrective Action Evaluate the Result Standardize & Follow-up PLAN DO CHECK ACT 1 2 3 4 5 6 7 8

7. Phase: PLAN 1

8. 8 Project Charter Background & Problem Statement • What is the problem statement? • Use bullet points Scope • What is in scope? • What is out of scope? Goal • What is the goal statement? Benefits • What is/are the desired benefits? E.g. productivity improvement, quality improvement, cost reduction, etc. Resources • Who are the extended team members, if any Define a project charter and have it approved by the champion.

9. 9 Project Schedule (Gantt Chart) 7 Aug 14 Aug 21 Aug 28 Aug 4 Sep 11 Sep 18 Sep 25 Sep 1 Oct 8 Oct 15 Oct 22 Oct 29 Oct Select the theme Plan the schedule Grasp the present situation Establish the target Implement corrective actions Analyze the cause and identify corrective action Implement the solutions Standardize and follow up Define the schedule for problem solving using the PDCA methodology.

10. 10 Current State Process Map ILLUSTRATIVE Map out the current process and highlight the “pain points”. Use a flowchart, value stream map or SIPOC.

11. 11 Current State Layout 1 2 3 4 5 Define the layout and measure the total walking or transportation distance. ILLUSTRATIVE

12. 12 Trend Chart Baseline of Inventory Discrepancy Quantity & Additional ICC 7.0% 6.0% 5.0% 4.0% 3.0% 2.0% 1.0% 4000 3500 3000 2500 2000 1500 1000 500 1 2 3 4 5 6 7 Plot a trend chart to display the current state performance of the metric to be improved. Compare it with your project goal. ILLUSTRATIVE 0.0% Inventory Discrepancy Qty (%) 0 Monthly Additional ICC (US$) Mthly Add. ICC 1819.47 2139.07 3102.14 1695.01 1928.55 3694.53 2308.33 Inv. Discrepancy Qty 3.3% 3.4% 4.7% 2.4% 2.7% 6.1% 6.1%

13. 13 60 50 40 30 20 10 0 Types of Scrap in XT3120 Production Labels form the largest group of scrap. Labels Balance Weight Gasket Screws Others Percent of Scrap Type of Part Scrapped Construct a Pareto chart to highlight the main problem(s). If necessary, drill down further by splitting the highest bar(s) with another Pareto chart. Pareto Chart ILLUSTRATIVE

14. 14 1 2 3 4 5 6 7 8 9 10 • Forecast variance • Repositioning costs • Customer satisfaction • Employee satisfaction Least Important Most Important Target Setting Goal is to improve forecast accuracy from 65% to 85% The target set should be consistent with the goal defined in the project charter. Adjust the goal if necessary. There should only be one goal. ILLUSTRATIVE

15. 15 Identification of Root Causes HIGH SCRAP OF BARCODE LABEL MAN MACHINE Torn MATERIAL METHOD Handling Wrinkled Improper training Machine Breakdown Ineffective adhesive Illegible Smear Printwheel Dirty Worn Ribbon Design of label Damage Poor printing Improper storage Wrong orientation Process changes Improper storage Size of label Process changes Legend Suspected root causes Use the fishbone diagram or 5 whys analysis to identify the possible root causes. Verify the root cause(s) that are really causing the problem. ILLUSTRATIVE

16. 16 Identify Countermeasures For each root cause, identify the best solution to correct the problem. ILLUSTRATIVE

17. 17 Deliverables for the PLAN phase • Project charter, including the theme or problem statement and goal statement. • Schedule for PDCA problem solving. • “Current state” analysis (e.g. “current state” process map). • Data collection plan, if necessary. • Data analysis (e.g. trend charts, Pareto charts, SPC). • Root cause analysis (e.g. Brainstorming, Fishbone diagram, 5 Whys). • Identified and verified root cause(s). • Proposed solutions. • Lessons learned.

18. Phase: DO 2

19. 19 Process Map Before After Compare the current and future state process. Highlight the key changes or improvements. ILLUSTRATIVE

20. 20 Layout Before After Compare the current and future state layout. Highlight the key changes or improvements. ILLUSTRATIVE

21. 21 Implement Corrective Actions Root Cause(s) Countermeasures Person Responsible Target Completion Date Define the corrective action(s) to be implemented. Be clear what has to be done by who and by when.

22. 22 Deliverables for the DO phase • “Future state” process map. • “Future state” plant or floor layout, headcount, machines, etc. • Evaluation and/or prioritization of solutions (corrective/preventive actions). • Implementation schedule for the corrective actions – what, by who, by when. • Approval by champion to implement the corrective actions. • Training plan for the people affected by the new process or changes. • Lessons learned.

23. Phase: CHECK 3

24. 24 60 50 40 30 20 10 0 40% improvement Barcode Label 1 Label 2 Label 3 Label 4 Label 5 Types of Part Scrapped Before After Pareto Chart Comparison Use a Pareto chart to compare the ‘Before’ and ‘After’. Highlight the improvement made in %. ILLUSTRATIVE

25. 25 Results Metric Before After % Improvement Quality (e.g. scrap) Cost savings Delivery lead time Throughput Labor Effort Add other relevant metrics Display the goal and other results that were positively or negatively impacted by the project.

26. 26 Deliverables for the CHECK phase • Data analysis. • ‘Before’ and ‘after’ Pareto chart. • Summary of results showing ‘before’, ‘after’, and ‘% improvement’. One of the metrics should address the goal or target set. • Confirmation that related processes are not adversely affected by the changes. • Lessons learned.

27. Phase: ACT 4

28. 28 Define training matrix to train staff on new practices Define a training plan to get all affected parties trained in the new process. ILLUSTRATIVE

29. ILLUSTRATIVE 29 Update SOP & Work Instructions; Set up monitoring system Internal Quality Checklist 3. Monitoring Regular Monitoring of Process  Weekly Compliance Audit by Quality Team  Weekly Return Rate Monitoring Work Instruction & New Quote Process Define SOPs, work instructions or standard work for the improved process. Set up a simple monitoring system.

30. 30 Define Control Plan Measurement ILLUSTRATIVE Define a control plan or simple process to track the metric and who to take the necessary corrective actions.

31. 31 Outstanding Items to be completed Issue Item to be completed Responsible party Completion date Follow up date Define any outstanding items and the necessary follow up action until project closure.

32. 32 Deliverables for the ACT phase • Training and communication plans to achieve the “future-state”. • Monitoring and evaluation of results. • Fine-tuning of corrective/preventive actions, if necessary. • Mistake-proofing improvements, if necessary. • Control plan to sustain the higher level of performance. • Define outstanding items for closure, if any. • Define future plan(s). • Present PDCA storyboard and results to management and other teams. • Share success story. • Lessons learned.

34. 34 About Operational Excellence Consulting • Operational Excellence Consulting is a management training and consulting firm that assists organizations in improving business performance and effectiveness. • The firm’s mission is to create business value for organizations through innovative operational excellence management training and consulting solutions. • OEC takes a unique “beyond the tools” approach to enable clients develop internal capabilities and cultural transformation to achieve sustainable world-class excellence and competitive advantage. For more information, please visit www.oeconsulting.com.sg