A

Audits, 63, 72–74, 120, 190, 192

B

Backlogs, 122

Behaviors and personality traits, problem solvers, 2

Bottling company case (decision making)

background information, 203–204

decision, criteria for, 204–206

optional, 206

factors, 209

and implementing, 213–214

negative consequences, 209

options

evaluation, 207–208

implement, 214

potential, 207

risk assessment, 208–209

risk index, 210–211

satisfaction index, 210

total option score, 213

C

Catastrophic accidents, 181, 187, 188f

Causal chains, 54, 55f

of catastrophic accident, 188f

creating, 53

DFCs, 53–54

for mounting rail cracking, 152f

multiple stairstep, 26f, 27

problem-solving team, 54

single stairstep, 25, 25f

technique, 165, 166f

Cause-and-effect diagram, 22–25, 23f, 47–49, 48f, 111, 165, 187

construction, 23

hypothetical, 23, 24f

root causes identification, 25

Chances of occurring versus consequences matrix, 175f

Change or modification, prevention, 92

Change-related problems, 5, 6–9, 148

solutions, 66

Checklist, 74

Chronic problems, 5, 10–11

Communication, 68

Control chart, 72, 73f, 74, 117, 168, 169f

Controls, selection and implementation

audits, 72–74

checklist, 74

control chart, 72, 73f

fail-safe devices, 71–72

mistake-proofing, 71–72

poka yoke, 71–72

Corrections under controlled conditions, 155–156

Could-be problems list, 175

Courage, daring and guts, problem solvers, 3

Cracking rails case (problem solving roadmap), 146, 146f

corrections and controls, define and implement, 155–156

data investigation, organization, and analysis, 147–149

definition of problem, 147

DFC records, 150

distinctions, search and record, 151

hypotheses for root causes, 152–154

hypothesize/test for potential root causes, 154–155

possible root causes, record, 151–152, 152f

probable cause(s), define, 155

recording changes, 150

success, celebrate and document, 156

symptoms and relevant data, 149

Crisis, 12, 13, 83, 84, 117; see also Problem solvers; see also specific problem solving

and failure, 85–86

4 C’s of problem solving, 12–13

Curious, problem solvers, 3

Customer-supplied specifications, 122

D

Data collection system, 134–135

Data investigation, organization, and analysis, 147–149, 163

Decision criteria, 196–197

mandatory, 204–206

optional, 204–207

potential options that satisfy, 198

Decision making

decision criteria, 196–197

potential options that satisfy, 198

make your decision, 201

making choices, 193–195

option

assess the risks of each, 198–199

evaluate and rate, 198

implement, 201

optional criteria, 197, 208f

option risk index (ORI), 200

roadmap, 194, 195f, 205f

satisfaction index, 199, 200

statement of purpose

create, 196

write, 196

total option score, 200–201

Decision making (bottling company case)

background information, 203–204

decision, criteria for, 204–206

optional, 206

factors, 209

and implementing, 213–214

negative consequences, 209

options

evaluation, 207–208

implement, 214

potential, 207

risk assessment, 208–209

risk index, 210–211

satisfaction index, 210

total option score, 213

Dedication, perseverance, and commitment, problem solvers, 3

Defect-free configurations (DFCs), 42–45, 66–67, 126

definition, 42–43

operator correlation, 43

Pareto Chart, 43, 44f, 45f

potential causes elimination, 43

record, 150, 164

time and, 46

type, 54

Defective input material, 60

Defective measurement tools, 60

Defective pinions case (problem-solving process)

background information, 133–134

data collection system, 134–135

Pareto chart, 136f

problem analysis flowchart (PAF), 140, 140f

scrap summary and analysis, 135–144

Defective replacement parts, 61

Definition of problem, 147

Desire to believe, 61

Detective controls, identify, 190–191

Deviation or performance shift, 6

DFC, see Defect-free configurations (DFCs)

Disregard positive deviations, 9

Distinctions, 46–47, 148, 151, 164

Documentation, 122

of changes, 9

Document your success, 74–75

E

Efforts, chronic problems, 11

Engineering backlog case (problem-solving process)

background information, 122–123

history and analysis, 124–132, 125f, 129f, 130f

Pareto chart, 127f

questions, 121

Enthusiasm, problem solvers, 3–4

Erroneous information, 60

Estimate occurrence, severity, and detection, 192

F

Fail-safe devices, 71–72

Failure

basic skills requirement, 78

and crisis, 85–86

leadership, support or expectations, 79

people information level, 78

problem-solving training people, level of, 78

real problem definition, 79

root cause identification, 77–78

structured and systematic approach, 78–79

Failure mode

defined, 101

ranking of, 104

Fire fighting

cultural methods, 90

effects, 87–88

escaping, 88–90

strategic methods, 89–90

symptoms, 84, 87, 87f

tactical methods, 89

First in, first out (FIFO) process, 122

Fishbone diagram, see Cause-and-effect diagram

Forcing the pieces to fit the puzzle, 61

G

Gauge, 60

H

Highest total risk problem, identifying, 179

High-quality feedback, 120

High-risk areas, 97–99, 98f

defining, 174–176

effects in, 101–102

Hybrid problems, 5, 11–12

solutions, 67

Hypothesis

development, 53–54, 55f

testing your, 54–57

Hypothesize/test for potential root causes, 154–155

I

Imagination, creativity and ingenuity, problem solvers, 2–3

Impartial and objective, problem solver, 1

Incorrect drawings or schematics, 61

Incorrect logic, 61

In-house inventory, 190

K

Known changes recording, 41–42

L

Launch-related problem solutions, 66–67

Leadership, responsibilities and obligations of, 81–83, 171

Legislation change, 192

Logical reasoning, 62

M

Make your decision, 201

Making choices, 193–195

Matrix of occurrence, severity, and detection

occurrence, 182t

and severity, 184t

severity, and detection, 185t

TRF calculated, 186t

Mistake-proofing, 71–72

Most probable cause, 112–113, 155, 187–188; see also Probable cause(s)

Multiple stairstep causal chain, 26f, 27

N

Needs assessment, 215–216

roadmap, 217f

Negative performance and prevention, 91

The New Rational Manager, 6

Noncauses, elimination, 49–51, 50f, 111–112

Non-oil-based resin, 189

Non-value-added work, 131

O

Obvious noncauses, eliminating, 165–166

Occurrence, severity, and detection, matrix of, 180t

Off-site storage, 190

One-on-one interviews, 126

Option risk index (ORI), 200, 210

P

Pareto chart, 21f, 62, 121, 127, 129

genesis, 20

multilevel, 22

of rework, 161f

Patience, persistence, and staying power, problem solvers, 4

Performance, 9

drops, 84

expected level of, 10

Poka yoke, 71–72

Possible causes; see also Probable cause(s)

brainstorm, 111

record, 151–152, 165

Potential problem

elimination of, 113

identify, 101

statement, 178

Potential root causes, identify, 112

Potential severity, total risk problem, 105–106

Prevention

becoming proactive rather than reactive, 92

change or modification, 92

negative performance and, 91

probability and risk, 92–93

problem identification, 91

problem prevention roadmap, 93–95, 94f

Preventive actions, identify, 189

Preventive measures plan

actions to reduce severity, identify, 116

audit effectiveness, 120, 192

detective controls, identify, 117

develop, 173, 188–189

discussion, 115

finalize and implement, 119–120

occurrence, severity, and detection, 117–118

preventive actions, identify, 116

total risk factor, 117–118

Prioritize and select, total risk problem, 109

Probability and risk, prevention, 92–93

Probability of detection

estimate, 183

total risk problem, 106–107, 107t

Probability of failure, 104, 104t

Probability of occurrence, 104, 104t, 183

estimate, 181

severity, and detection, 179–181

total risk problem, 103–104

Probable cause(s); see also Root causes

brainstorm possible causes, 111

define, 155

noncauses, eliminate, 111–112

potential root causes, identify, 112

select, 112–113

Problems

categories, 5

change-related, 6–9

chronic, 10–11

and crises, 85

4 C’s of problem solving, 12–13

defect or malfunction, 34

definition, 33–34

flowchart of, 89f

hybrid, 11–12

magnitude of, 34–35

operators behind, 35–36

with problems, 4–5

recur and cascade, 84

statement, 36

timing of, 34

trend or run chart, 36

Problem analysis flowchart (PAF), 140, 140f, 219–221

Problem identification, prevention, 91

Problem prevention; see also Decision making (bottling company case)

actions to reduce severity, identify, 189–190

background information, 171–172

detective controls, identify, 190–191

estimate occurrence, severity, and detection, 192

finalize, implement, and audit, 192

highest total risk problem, identifying, 179

high-risk areas, defining, 174–176

most probable cause, 187–188

preventive actions, identify, 189

preventive measures plan, develop, 188–189

probability of detection, estimate, 183

probability of occurrence

estimate, 181

severity, and detection, 179–181

problem prevention roadmap, 173f, 176–178

problems, failure modes, and effects, defining, 176–178

roadmap, 93–95, 94f

severity, estimate, 181–183

structured approach, 172–173

total risk factor (TRF), 183–186

prioritize and select, 187

Problems, failure modes, and effects, defining, 176–178

Problem solvers, 1–4

Problem solving

culture of, 83–85

expectations, 83

management environment, 83

management team’s approach, 82

opportunities, 82–83

questions from a leader, 82

roadmap, 30, 31f

traps, 59–61

Problem-solving process (defective pinions case)

background information, 133–134

data collection system, 134–135

Pareto chart, 136f

problem analysis flowchart (PAF), 140, 140f

scrap summary and analysis, 135–144

Problem-solving process (engineering backlog case)

background information, 122–123

history and analysis, 124–132, 125f, 129f, 130f

Pareto chart, 127f

questions, 121

Problem-solving process (weld spatter case)

background information, 157–158

data, investigate, organize, and analyze, 163

defect-free configurations and distinctions, 164

define, describe, and appraise, 158–162

hypotheses, develop and test, 167

implement, document, and celebrate, 168–170

obvious noncauses, eliminating, 165–166

possible causes, record, 165

problem solving roadmap, 159f

recent changes, recording, 164

solutions, develop, test, and implement, 168

structured approach, 158

symptoms recording and data, 163–164

Problem solving roadmap (cracking rails case), 146, 146f

corrections and controls, define and implement, 155–156

data investigation, organization, and analysis, 147–149

defect-free configurations (DFCs), record, 150

definition of problem, 147

distinctions, search and record, 151

hypotheses for root causes, 152–154

hypothesize/test for potential root causes, 154–155

possible root causes, record, 151–152, 152f

probable cause(s), define, 155

recording changes, 150

success, celebrate and document, 156

symptoms and relevant data, 149

Problem statement, 149, 159–162

Problem with problems, 4–5

Process deficiencies, 166

Process improvement, 31–32, 32t

R

Recent changes, recording, 164

Recording changes, 150

Recording the symptoms

questions relative to our senses, 40

Relevant data recording, 41

Roadmap, 30, 31f, 32t

Root causes; see also Probable cause(s)

hypotheses for, 152–154

hypothesize/test for potential, 154–155

identification, cause-and-effect diagram, 25

possible, 151–152

potential, 151, 154–155

selection, 62–63

Run charts, 17f, 121, 128, 148f, 149f

backlog, 17–20, 18f

definition, 16

percent of production, 37

S

Safety program, 189

Sales, increasing, 172

Sanity check, 118

Satisfaction index, 199, 200, 210

Sense of adventure, problem solvers, 3

Severity

estimate, 181–183

and severity criteria, 105t

Sheet molding compound (SMC), 60

Single group concept, 127

Single stairstep causal chain, 25, 25f

Six Sigma, 15, 31–32, 32t

Solutions

change-related problem, 66

develop, test, and implement, 168

development, 65

factor to consider, 65–66

hybrid problems, 67

implementation of, 68–69, 69f

incomplete, 84

launch-related problem, 66–67

test and selection of, 67–68

Statement of purpose

create, 196

write, 196

Stress analyses, 152, 154

Structured approach, 29–31, 31f

Success

celebrate and document, 156

celebration, 75

document your, 74–75

metric, 36–37

Symptoms and relevant data, 149, 163

Symptoms recording

observations, 40–41

problem solving, 39

T

Tasks and activities, progression, 30–31

Team focus, 30

Times the probability of detection, 183

Times the severity, 183

Total option score, 200–201, 213

Total Quality Management (TQM), 15

Total risk factor (TRF), 183–186

impact versus action, 108f

and potential reasons, 111

prioritize and select, 187

total risk problem, estimate, 107–108

Total risk problem, estimate

potential severity, 105–106

prioritize and select, 109

probability of detection, 106–107

probability of occurrence, 103–104

severity and severity criteria, 105t

total risk factor, 107–108

Toyota’s Practical Problem Solving, 31–32, 32t

Traffic intensity, 86–87

Trend chart, see Run chart

U

Urgency supersedes importance, 84

V

Vigilant, problem solvers, 4

W

Weld spatter case (problem-solving process)

background information, 157–158

data, investigate, organize, and analyze, 163

defect-free configurations and distinctions, 164

define, describe, and appraise, 158–162

hypotheses, develop and test, 167

implement, document, and celebrate, 168–170

obvious noncauses, eliminating, 165–166

possible causes, record, 165

problem solving roadmap, 159f

recent changes, recording, 164

solutions, develop, test, and implement, 168

structured approach, 158

symptoms recording and data, 163–164