Problem resolution cycle (Cont.):
elevate, 179–180
evaluate, 180
prevention, 181
recognition, 178–179
Problem solution, 356–363
Problem-solving continuum, 331
Problem solving for continuous learning, 305–390
action plan, 364–371
adjustments to solution/action plan, 371
analysis phase, 341–355
brainstorming, 357, 358
complexity of problems, 325
consensus, 359–360
control of problem solver, 346–348
countermeasures, 365–367
employee participation, 312
examine problem in reverse, 333–334
Five-Why process, 327, 342–346
Georgetown plant (case study), 314–321
graphical depiction of problems, 349–352
identify future steps, 371–372
identify true problem, 327–333
implementation phase, 364–375
improvement opportunities, 309–311
insignificant problems, 324
large issues, 310–311, 312
medium issues, 311, 312
narrowing and focusing process, 346
nature of, 307–308
PDCA cycle, 364–375
personal observation, 344
phases, 314
point of cause, 347, 348
possible causes, 352
premature discussion of solutions, 326
problem definition, 334–337
problem solution, 356–363
problem-solving story, 313–314
problem statement, 338, 339
report (seeA3 report)
root cause analysis, 341–355
small issues, 311, 313
“therefore” method, 333–334, 344
understand the situation, 323–327
uses, 308
value-added/non-value-added breakdown list, 345
verify results, 368–370
when immediate action necessary, 337–338
Problem-solving story, 313–314
Problem statement, 338, 339
Problem symptoms vs.root causes, 330
Procedural knowledge, 436
Process diagnostics, 319
Process improvement approach, 394–402
Process stability (seestability phase)
Process standards, 119
Product demand, 75
Product family, 75
Product mix, 151
Product sequence, 151
Product variability, 74–77, 117
Product volume, 151
Production capacity sheet, 131
Production control, 150
Production engineering, 207–208
Production stoppage, 81 (See alsoStopping to fix prob-
lems)
Production team members (seeEmployee)
Proposal story, 377, 378
Protective gates, 194
PT, 265
Pull:
case example, 95–96
custom manufacturing environment, 100–102
kanban, 95
primary elements, 94
push, and, 100–102
separate operations, 102–107
Pull board, 105
Push, 94, 100–102, 108
Quality, 10, 271
Quality circle, 258–260
Quality movement (1980s), 271
Quality standards, 119–120
Quick changeover, 72
Radical kaizen/transformation, 315, 400
Randomness, 58
Rank ordering analysis, 350
Rapid changeover, 72
Rapid improvement event, 394
Rapid improvement workshop, 394
Rational-legal power, 428
RDDP parts, 285
“Ready, fire, aim” culture, 323–327
Reduction of variability, 74–77
Reeves, Kingsley, Jr., 201n
Reflection:
A3 report, 388–390
action phase of problem-solving process, 373–375
alternative solutions, 363
company purpose, 29
continuous process flow, 109–110
employees, 268–269
improve problem-solving ability, 322
leaders, 240–241
leveling, 168–170
problem definition/statement, 339–340
process level of 4P model, 426
readiness for lifetime commitment, 466
root cause analysis, 354–355
stability, 79
standardized work, 142–144
stopping the line, 196–197
supplier partners, 303–304
technology, 216
work reduction, 54–55
Reinvention, 21
Report (seeA3 report)
Respect for humanity system, 7, 12
Results summary, 370
Results verification, 368–370
Reverse-on-line auctions, 294
Reward power, 428472 Index