Chapter 8. Build a Culture That Stops to Fix Problems 197
e. Did the response include verification that the problem
did not affect the customer, and if it did, was the problem
contained to prevent spread to the customer?
f. Did the response include verification of the cause of the
problem and corrective action to prevent further occur-
rence?
g. What is the total response time for the problem resolution
cycle? What are the total losses from having an ineffective
system?
h. What actions need to be added to your implementation
plan to improve your system?
3. The foundation for building quality at the source is standard-
ized work. Evaluate your standardized work process to answer
the following questions:
a. Is the standardized work clear and understandable?
b. Is an incoming quality check included in every job? Have
specific areas been identified for checks based on histori-
cal data (check known problem areas)?
c. Have the key quality points been identified for each job,
and are they verified prior to completion of the job?
d. Does your system allow people to stop the process if they
detect a problem?
e. Does this system automatically elevate the problem to
ensure that corrective action is taken?
4. The next time a problem occurs that is caused by someone
making a “mistake,” evaluate the corrective action response.
a. Does the countermeasure go beyond reminders to employ-
ees, signs, and retraining? If not, this indicates inability to
find true causes and identify effective solutions.
b. Are suggestions for solutions solicited from employees?
c. Evaluate the mistake for the true root cause (see problem
solving section). What can be done to preventanyone from
making the same or a similar mistake?
d. What is the level of your attempts at mistake proofing?
Are you putting up signs, detecting problems that already
occurred, or preventing the problem from occurring in the
first place?
e. Add to your implementation plan details for teaching
your leadership how to do root-cause analysis and error
proofing.