Chapter 13: Problem-Solving Methodology (5/6)

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171Problem-Solving Methodology

Step 7. Determine the Process Capability

• This step helps determine if the existing process can produce output

that consistently meets the agreed on product specications with

minimal waste.

• The process is operated according to standard practices; output

measurement data are collected and analyzed to provide a statisti-

cal evaluation of process control (consistency) and process capability

(ability to meet specications).

• This step is an important activity of SPC.

Step 8. Decide If the Process Is Capable

• If the evaluation indicates that specications are not being met con-

sistently and that excessive waste (scrap, rework, delays, errors, etc.)

is experienced, the work process must be revamped or improved.

This requires problem solving; proceed to Step 9.

• If the process capability assessment of Step 7 determines that the

existing process can produce output that consistently meets speci-

cation requirements and does so with minimal waste, proceed to

Step 10 to produce the output.

Step 9. Problem Solved to Improve the Work Process

• Use the 5-step problem-solving cycle (PSC) to revamp or improve

the existing process.

• If the process capability problem indicated in Step 7 is a lack of

process control (instability or inconsistency), indicated by sporadic

deviations of the process average from the target, status quo, or his-

toric level, the solution is one of identifying the destabilizing (spe-

cial/assignable) causes and eliminating them. After the special cause

has been identied, corrected, and is completed, loop back to Steps 7

and 8 (reassess process control). If the problem is solved, proceed to

Step 10; if not, continue to repeat the PSC at Step 9 as needed, until

process control is achieved.

• If the process capability problem indicated in Step 7 is an inherent

inability to meet specication requirements, the process system must

be fundamentally changed. This requires identifying those key pro-

cess factors (common or random causes) that have a major impact on

the quality of process output and modifying them and their effects.

After common cause has been identied, corrected, and is completed,

loop back to Step 5 to redene the revised work process and proceed.

If at Steps 7 and 8 the process capability problem is solved, proceed

to Step 10; if not, continue to repeat the PSC at Step 9 as needed, until

172 Quality Assurance

process capability is achieved. (A very good methodology to use for

special cause is the DMAIC model of the Six Sigma methodology.)

• If repeated attempts still leave you with an incapable process, talk

with the customer, who needs to know what to expect. A renegotia-

tion of the requirements may be possible. If not, the customer may

want to nd another supplier.

Step 10. Produce the Output

• Produce the output, continuing to follow the standard practices (or

the newly established practices, which should be standardized for

the new, revamped process).

Step 11. Evaluate the Results

• This step is an evaluation of the results. Evaluation of results must be

based on the product specications on which the customer and the

supplier agreed as part of Step 4. Those specications are a template

against which results are compared.

• There is a major difference between this step and Step 7 (Determine

Process Capability). Here you are evaluating how well you actu-

ally did (not how well you are capable of doing). The emphasis is on

results rather than on process.

• There are two potential types of problems at this point: (1) the prod-

uct output does not meet specication requirements, and (2) the

product output meets specication requirements, but the customer

is dissatised with the product.

Step 12. Decide If There Is a Problem

• If the evaluation of Step 11 indicates that there is a problem of either

Type I or Type II, problem solving must be carried out. Proceed to

Step 13.

• If no problem exists, continue production and proceed to Step 14.

Step 13. Solve the Problem to Improve Results

• Use the 5-step PSC to troubleshoot the problem.

• If the problem with the process output is of Type I, that is, the pro-

cess output does not meet specication requirements, the cause of

the problem is one of nonconformance to standard practices (since

the process was shown to be capable in Step 7). The solution to this

type of problem lies in identifying the nonconforming practices and

173Problem-Solving Methodology

restoring operations according to established standard practices at

Step 10.

• If the problem with the process output is of Type II, that is, the prod-

uct output meets specication requirements, but the customer is dis-

satised with the product, the cause of the problem is usually one of

(a) improper understanding of customer requirements, (b) improper

translation of requirements into specications, or (c) improper pro-

cess monitoring (measurement). Any of these causes requires loop-

ing back to Steps 3, 4, or 6 for corrective action.

Step 14. Recycle

• At this point, there should be no evident problems of process capa-

bility or results.

• However, there may be opportunities for further quality improve-

ment of the process output, for example, in terms of reduced vari-

ability. This could result in not merely meeting, but exceeding

customer expectations.

• Of course, customer needs and expectations are rarely static. They

are likely to change, especially in terms of becoming more restrictive.

• These opportunities for continuous process improvement require

recycling back into the PDCA model.

• Under any circumstances, continue to monitor the work process and

the results in order to maintain the required level of quality.

Comments on Problem Solving versus Process Improvement

One will notice that both the 5-step PSC and the 14-step PIC are proven, sys-

tematic approaches for continuous improvement. Both are extremely well

suited for team-oriented activity. However, there is always confusion as to

what method to use. To be sure, it is not always obvious which of the two meth-

ods to use to tackle a particular work issue. It takes some skill and experience

to make the better selection. The PSC/PIC selection chart in Table13.3 com-

pares the two methods in detail and provides help for making this decision.

Fortunately, no matter which method you select, once you start using it you are

likely to learn quickly whether it is helping you to accomplish your objective.

In general, use the PIC when you need to improve the quality of a particu-

lar, currently existing output or you are about to produce a new output. Use

the PSC when there is a gap between what is currently happening and what

you want to happen. Note that the PSC is an integral and vital part of the PIC

(at Steps 9 and 13).

174 Quality Assurance

We mentioned that both approaches are well suited for team-oriented

activities. The question then becomes why is it necessary to use teams?

When we deal with problems, all of us are better than any one of us. In

fact, if we look at the word team as an acronym, we will nd the answer.

TEAM = Together Everyone Accomplishes More. This is the essence of syn-

ergy and consensus. Specically, management has recognized that the goal of

any employee involvement (EI) is to give people increased inuence over and

responsibility for their own work. In recent years, one of the major routes to

achieving this goal has been the creation of problem-solving teams: groups

of employees who meet on a regular basis to identify and solve work-related

TABLE13.3

Problem Solving versus Process Improvement Selection Chart

Problem Solving Cycle Process Improvement Cycle

A general method for making a change

A tightly focused method for ensuring

conformance of

Systems A specic product

Results A specic service

Conditions

Work process

Management process

This method fosters This method fosters

Denition of problems Elimination of unneeded work

Analysis of data Prevention of problems

Understanding of causes Shared responsibility

Creative ideas Strong customer/supplier communication

lines

More alternatives Evaluation of work processes

Teamwork Condence in results

Commitment

Use this method when Use this method when

There is a gap between what is

happening and what you want to

happen

You need to improve the quality of a particular,

currently existing output

You want to move from a vague

dissatisfaction to a solvable,

clearly dened problem

You do not have agreed on customer

requirements for an output

You are not sure how to approach

an issue

You are about to produce a new output, the

need for which has recently been determined

Switch to the PIC when Switch to the PSC when

The problem you identify is a

lack of quality or an inability to

assess quality

Evaluation of process capability shows that the

current work process cannot produce a

conforming output

The recommended solution

involves producing a specic

output

Evaluation of results shows that the work

process did not produce a quality output

175Problem-Solving Methodology

problems. Organizations are indeed realizing that they have a vast, untapped

potential in their employees’ minds—especially for their own processes. To

remain competitive, it is essential to make effective use of all the talents that

our labor force has to offer, both physical and mental. Successful companies

worldwide credit much of their success to the widespread use of employee

teams to generate improvements in all departments and at all levels.

Quality improvement is hard work and takes a long time. It is all too easy

for one person’s commitment and enthusiasm to ag during a long project.

The synergy that comes from people working together toward a common

objective is usually enough to sustain the enthusiasm and support. Therefore,

• We need to provide employees with more challenging activities to

keep their active minds fully utilized. Most employees want to partici-

pate in the decision making and problem solving that affect them. All

of the people affected by a problem should be a part of the solution.

This assures buy-in to the corrective action or solution put into place.

• We must recognize that no one individual has all the process and

product knowledge plus the special skills and experience required

for optimal problem solving.

• The most effective, proven problem-solving and process improve-

ment methods and tools lend themselves best to a team approach.

• A team will invariably generate more problems, more causes, and

Table of Contents for Chapter 13: Problem-Solving Methodology (5/6)

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Chapter 13: Problem-Solving Methodology (5/6)