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8/3/2019 10 Tips Solving Problem
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Ten Tips for Effective ProblemTen Tips for Effective ProblemSolvingSolving
Using Corporate Knowledge and the Laws OfUsing Corporate Knowledge and the Laws Of
Physics In ProblemPhysics In Problem--solvingsolving
Jay ZhouJay ZhouSenior Technical LeaderSenior Technical Leader
January 28, 2009January 28, 2009
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SynopsisSynopsis
Ten Tips for Effective Problem SolvingTen Tips for Effective Problem Solving
Apply conventional problemApply conventional problem--solving toolssolving toolsmore effectively by using the approachesmore effectively by using the approachesof science and engineering, with a healthyof science and engineering, with a healthydose of mathematics and a framework ofdose of mathematics and a framework ofcorporate knowledge.corporate knowledge.
Aim to properly scope out a problem,Aim to properly scope out a problem,analyze root causes, and prevent problemanalyze root causes, and prevent problemrecurrence.recurrence.
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All U.S.All U.S.--based Warranty Providers:based Warranty Providers:
Claims Paid WorldwideClaims Paid Worldwide
Source: Warranty Week from SEC data, http://www.warrantyweek.com/archive/ww20080326.html
Warranty Claims in Billion
$25.10
$27.00 $27.90
$28.30
$24.20
$20
$22
$24
$26
$28
$30
2003 2004 2005 2006 2007
$Billions
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All U.S. Manufacturers ClaimsAll U.S. Manufacturers Claims
Paid, 2007Paid, 2007
6%5%
18%
7%
3%
2%2%
2%
2%
5%
3%3%
2%
0%
40%
Auto OEM
Auto Parts
Aerospace
Computer
Telecom Equip
Semi & PCB
Consumer Elec
Medical & Sci Eq
Data Storage
Peripherals
Appl &HVAC
Homebuilders
Build Materials
Power Gen
Other
Auto OEM
Computer
Source: Warranty Week from SEC data, http://www.warrantyweek.com/archive/ww20080410.html
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Opportunities for Problem SolvingOpportunities for Problem Solving
and Problem Preventionand Problem Prevention
Do we need more effective problem solving?
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Examples of Tools and MethodsExamples of Tools and Methods
Six SigmaSix Sigma DMAICDMAIC
Six SigmaSix Sigma DFSSDFSS
8D Problem Solving8D Problem SolvingTaguchi Robust DesignTaguchi Robust Design
Shainin TechniquesShainin Techniques
TRIZTRIZ Inventive Problem SolvingInventive Problem Solving
Do we have enough tools for problem solving?
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Six SigmaSix Sigma -- DMAICDMAIC
Average: 1.11426StDev: 0.183334
N: 31
Anderson-Darling Normality TestA-Squared: 1.899
P-Value: 0.000
0.7 0.8 0.9 1.0 1.1 1.2 1.3 1.4 1.5 1.6
.001
.01
.05
.20
.50
.80
.95
.99
.999
Probability
ATC-R-S1
Normal Probability Plot
0.001(ohm)
Y.S.Lian
Apr.1,'0 3
Resistance Mater
Misc:
Tolerance:
Reported by:
Date of study:
Gage name:
1.6
1.5
1.4
1.3
21
Xbar Chart by Operators
SampleMean
Mean=1.453UCL=1.458LCL=1.448
0.010
0.005
0.000
21
R Chart by Operators
SampleRange
R=0.0028
UCL=0.009148
LCL=0
21
1.6
1.5
1.4
1.3
Operators
By Operators
543215432121
1.6
1.5
1.4
1.3
PartsOperators
By Parts (Operators)
%Contribution
%Study Var
%Tolerance
Part-to-PartReprodRepeatGageR&R
200
100
0
Components of Variation
Percent
Gage R&R of Resistance Mater(With Temperature Compensation)DefineDefine
MeasureMeasure
AnalyzeAnalyzeImplementImplement
ControlControl
A Proven Technique Aimed at Process Improvement
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Engineers and EngineeringEngineers and Engineering
"Engineers apply the principles of science"Engineers apply the principles of science
and mathematics to develop economicaland mathematics to develop economical
solutions to technical problems".solutions to technical problems". U. S.U. S.
Department of Labor , Bureau of LaborDepartment of Labor , Bureau of Labor
StatisticsStatistics
We need to get back to the basics and physicsWe need to get back to the basics and physics
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Ten Tips for Problem SolvingTen Tips for Problem Solving
1.1. What is the problem?What is the problem?
2.2. Where is the problem?Where is the problem?
3.3. When was the problem?When was the problem?
4.4. How big is the problem?How big is the problem?5.5. Understand the systemUnderstand the system
6.6. Understand the physicsUnderstand the physics
7.7. Find the experts & expertiseFind the experts & expertise
8.8. Find the existing solutionsFind the existing solutions9.9. Verify and validate the solutionsVerify and validate the solutions
10.10. Prevent problem recurrencePrevent problem recurrence
Science
Mathematics
Engineering Tools and
Methods
Knowledge
Apply conventional problemApply conventional problem--solving tools more effectively bysolving tools more effectively byusing the approaches of science & engineering, with a healthyusing the approaches of science & engineering, with a healthydose of mathematics and a framework of corporate knowledgedose of mathematics and a framework of corporate knowledge
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1. What Is the Problem?1. What Is the Problem?
ConsiderConsider
GeometriesGeometries11
PropertiesProperties11
DefectsDefects11
EnergyEnergy11
DesignDesignManufacturing ProcessesManufacturing Processes
1 & 2 - ASQ Automotive Excellence, 2008
WhyAsk Why When You Should Ask What 2
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1. What Is the Problem?1. What Is the Problem?
Problem TypeProblem Type ExamplesExamples
GeometryGeometry Roundness, Concentricity;Roundness, Concentricity;
Length, width, heightLength, width, heightPropertyProperty Elastic buckling, Viscosity,Elastic buckling, Viscosity,
Fracture Strength, ShearFracture Strength, Shear
Strength, Tensile StrengthStrength, Tensile Strength
DefectDefect Contamination, dirt, scratchesContamination, dirt, scratches
EnergyEnergy Impact failureImpact failure
Understanding the problem type helps to select a proper tool
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More Examples of FailureMore Examples of Failure
SAE 961794
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2. Where Is the Problem?2. Where Is the Problem?
ConsiderConsider
Location of the problemLocation of the problem
Climate and seasonClimate and seasonCustomer demographicsCustomer demographics
Commercial vs. retailsCommercial vs. retails
Determine the problem space and isolate the problem
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2. Where Is the Problem?2. Where Is the Problem?
Consider the locations of:Consider the locations of:
Product assemblyProduct assembly
Material processMaterial processComponent manufacturingComponent manufacturing
Determine the problem space and further isolate the problem
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2. Where Is the Problem?2. Where Is the Problem?
Consider the logistics of:Consider the logistics of:
TransportationTransportation
Inspection centersInspection centersDealers, shopsDealers, shops
Determine the problem space and further fence around theproblem
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2. Where Is the Problem?2. Where Is the Problem?
Component Supplier Transportation
Transportation
Product Assembly
Transportation
Sea ShipPort
Port Happy Customer
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3. When Did the Problem Happen?3. When Did the Problem Happen?
Consider the time whenConsider the time when
Material was processedMaterial was processed
Product was assembledProduct was assembledComponent was manufacturedComponent was manufactured
Determine the start and end points of the problem andsegregate any product produced during that time
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3. When Did the Problem Happen?3. When Did the Problem Happen?
Consider the time ofConsider the time of
TransportationTransportation
Sale or registrationSale or registrationProblem occurringProblem occurring
Problem Occur
Product Built
Component Built
Sold at
Dealer
Transportation
Materials Processed
Time
Define the Problem Timeline: component vs product
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4. How Big Is the Problem?4. How Big Is the Problem?
Quantify the problem:Quantify the problem:
By problem/100 (/1000)By problem/100 (/1000)
By time in serviceBy time in serviceBy production monthBy production month
By sale monthBy sale month
By regionBy regionBy seasonBy season
It helps to determine the root causes
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4. How Big Is the Problem?4. How Big Is the Problem?
P/1000 vs Months In Service
0
20
40
60
80
100
120
140
160
0 2 4 6 8 10 12 14 16 18 20 22 24
Month In Service
P/1000
It helps to determine the effect of the product age
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4. How Big Is the Problem?4. How Big Is the Problem?
P/1000 vs. MOP aligns product/process changes to MOP
P/1000 vs Month of Production
0
5
10
15
20
25
J F M A M J J A S O N D
Month of Production
P/1000
Tie physical changes (design or process) to P/1000
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4. How Big Is the Problem4. How Big Is the Problem
P/1000 vs. MOS determines if seasonality effects exist
P/1000 vs Month of Sale
0
5
10
15
20
25
30
35
J F M A M J J A S O N D
Month of Sale
P/1000
Tie P/1000 to the Seasonality
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4. How Big Is the Problem?4. How Big Is the Problem?
Example of Failure RateExample of Failure Rate
Consider failure rate:Consider failure rate:
DecreasingDecreasing
ConstantConstantIncreasingIncreasing
DetermineDetermine
InfantInfant
RandomRandom
Wear outWear outt
H(t)
DFR
CFRIFR
Failure rate helps to determine a problem type
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5. Understand the System5. Understand the System
What kind of system?What kind of system?
MechanicalMechanical
ElectricalElectricalHydraulicHydraulic
ThermalThermal
ChemicalChemicalMagneticMagnetic
A ParameterDiagram helps
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Parameter DiagramParameter Diagram
SystemInputIdeal
Function
NoiseFactors
ControlFactors
FailureModes
Its essential to understand these parameters
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Input and Ideal FunctionInput and Ideal Function
SystemsSystems InputInput Ideal FunctionIdeal Function
MechanicalMechanical ForceForce VelocityVelocity
TorqueTorque Angular velocityAngular velocity
ElectricalElectrical VoltageVoltage CurrentCurrent
HydraulicHydraulic PressurePressure Volume flow rateVolume flow rate
ThermalThermal TemperatureTemperature Entropy change rateEntropy change rate
PressurePressure Volume change rateVolume change rateChemicalChemical Chemical potentialChemical potential Mole flow rateMole flow rate
EnthalpyEnthalpy Mass flow rateMass flow rate
MagneticMagnetic MagnetoMagneto--motive forcemotive force Magnetic fluxMagnetic flux
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Function vs. TimeFunction vs. Time
Time
Function
Ideal Function
No Function
0 %
100%
Function
Ideal Function
Partial Function
0 %
100%
Over Function
80%
120%
Time
No FunctionNo Function Over or Partial FunctionOver or Partial Function
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Function vs. TimeFunction vs. Time
Function
Ideal Function
Degraded Function b)
0 %
100%
Degraded Function a)
Time Time
Function
Ideal Function
Intermittent Function
0 %
100%
Degraded FunctionDegraded Function Intermittent FunctionIntermittent Function
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6. Understand the Physics6. Understand the Physics
What kind of physics behind?What kind of physics behind?
KineticKinetic
DynamicDynamicChemical reactionChemical reaction
Thermal dynamicThermal dynamic
Electrical and electronicsElectrical and electronicsFluid mechanicsFluid mechanics
Determine which discipline of science is in work
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6. Understand the Physics6. Understand the Physics --
ExampleExample
PhysicsPhysics: Air is: Air is
compressible. Water iscompressible. Water is
not compressible.not compressible.
Potential problemPotential problem: an: an
engine connecting rodengine connecting rod
may bend when watermay bend when water
enters a cylinder.enters a cylinder.
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6. Understand the Physics6. Understand the Physics --
ExampleExample
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6. Understand the Physics:6. Understand the Physics:
ExampleExample
PhysicsPhysics: the air pressure: the air pressure
increases within anincreases within an
automotive lamp w/oautomotive lamp w/o
vents when temperaturevents when temperatureincreases.increases.
Potential problemPotential problem: the: the
adhesive may fail andadhesive may fail and
leaks may happen.leaks may happen.
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7. Find the Experts and Expertise7. Find the Experts and Expertise
Tap the experts throughTap the experts through
NetworkingNetworking
Technical ClubsTechnical ClubsCorporate Yellow PagesCorporate Yellow Pages
Technical Specialist DatabaseTechnical Specialist Database
Office of Technical FellowsOffice of Technical Fellows
Utilize Corporate Knowledge
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7. Find the Experts7. Find the Experts -- ExampleExample
____________________________________________________________________________________________
From:From: Wright, Philip (P.A.)Wright, Philip (P.A.)Sent:Sent: Tuesday, November 25, 2008 1:37 AMTuesday, November 25, 2008 1:37 AMTo:To: Cavallaro, Andrea (A.); Zhou, Jay (J.)Cavallaro, Andrea (A.); Zhou, Jay (J.)
Subject:Subject: RE: Glass ScratchesRE: Glass Scratches
Jay, do you know if any of the TS's have expertise in this?.Jay, do you know if any of the TS's have expertise in this?.
CheersCheers
Phil WrightPhil Wright
Quality DirectorQuality DirectorAsia Pacific and AfricaAsia Pacific and Africa
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Located Tech Specialists, Karry Roberts, TomLocated Tech Specialists, Karry Roberts, TomPearson, and Frank Maslar, who helped out.Pearson, and Frank Maslar, who helped out.____________________________________________________________________________________________
From:From: Wright, Philip (P.A.)Wright, Philip (P.A.)Sent:Sent: Tuesday, November 25, 2008 9:33 PMTuesday, November 25, 2008 9:33 PMTo:To: Zhou, Jay (J.)Zhou, Jay (J.)Subject:Subject: RE: Glass ScratchesRE: Glass Scratches
Thanks Jay, great response.Thanks Jay, great response.
I need you use your contacts more.I need you use your contacts more.
cheers.cheers.
Phil WrightPhil Wright
7. Find the Experts7. Find the Experts -- ExampleExample
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7. Find the Experts and Expertise7. Find the Experts and Expertise --
ExamplesExamples
Fatigue experts for durability problemsFatigue experts for durability problems
NVH experts for wind noise problemsNVH experts for wind noise problems
Glass experts for scratch problemsGlass experts for scratch problemsSPC experts for process control problemsSPC experts for process control problems
CAE experts for computer aidedCAE experts for computer aided
verificationverificationReliability specialists for failure modeReliability specialists for failure mode
avoidanceavoidance
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8. Find the Existing Solutions8. Find the Existing Solutions
Consider if there are any existing solutionsConsider if there are any existing solutions
8D database8D database
Six Sigma databaseSix Sigma database
Robust Design databaseRobust Design database
FMEA databaseFMEA database
DV/PV databaseDV/PV database
Control Plan databaseControl Plan database
Product Creation DomainProduct Creation Domain
Utilize Corporate Knowledge
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Six Sigma Database: GlassSix Sigma Database: Glass
ScratchesScratches
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G8D Database: Glass ScratchesG8D Database: Glass Scratches
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9. Verify and Validate the Solutions9. Verify and Validate the Solutions
ConsiderConsider
Using CAE when possibleUsing CAE when possible
Correlation to operating conditionsCorrelation to operating conditionsUsing accelerated test when possibleUsing accelerated test when possible
Comparison of new design to old designComparison of new design to old design
Reliability Verification (Weibull Analysis)Reliability Verification (Weibull Analysis)Process Capability DemonstrationProcess Capability Demonstration
Make sure it works before implementing it.
SAE2009-01--0561
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Computer Aided VerificationComputer Aided Verification
System Design ReliabilityAnalysisFEA Analysis
Strength, S
Q,S
Random Variables
Load Material Property Gage. . .
Redesign If Reliability Requirement Is Not Met.
Stress,
Q
SAE 961794
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Example: CAE Analysis for Trans.Example: CAE Analysis for Trans.
Mount BracketMount Bracket
2.6 mm Upgage and HSS Matl
Baseline w/ Cold Weld
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9. Verify Solutions9. Verify Solutions -- ExampleExample
Sample #Sample # Old DesignOld Design New DesignNew Design
11 69006900 5693056930
22 45554555 7239672396
33 63606360 5526655266
44 39393939 6905069050
55 59535953 5987759877
66 47574757 4837048370
77 59225922 7842378423
88 50795079 6774667746
99 39023902 6071060710
1010 86908690 6342063420
1111 5283752837
Test Accelerated: Cycles @ 500/-250 lbs loading
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Proposed New
Design
9. Verify Solutions9. Verify Solutions -- ExampleExample
Old Design
New Design
100000100001000
99
9590
80
7060 50
40
30
20
10
5
3
2
1
Cycles to Failure
Percent
Probability Plot f or Old-New
Weibull Distribution - ML Estimates - 95.0% CI
Complete Data
Shape Scale AD* F/C
4
.13
16 615
8.8 1.3
0 10/07.8020 66076 1.12 11/0
B10 (old)=3572 B10 (new)=49519
SAE2009-01--0561
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9. Validate Solutions9. Validate Solutions --
Process ExampleProcess Example
#1
11.30
11.80
12.30
12.8013.30
13.80
14.30
14.80
15.30
15.80
16.30
16.80
17.30
3/30
3/31
3/31 5/3 5/7 5/1
55/2
15/2
7 6/3 6/5 6/9 6/23
6/28 7/1 7/7 7/2
7 8/3 8/9 8/10
8/12
SPEC:14.31.5LHRH
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10. Prevent Problem Recurrence10. Prevent Problem Recurrence
Find the escape points:Find the escape points:
Standards (requirements)Standards (requirements)
DesignsDesignsVerification and ValidationVerification and Validation
Material ProcessMaterial Process
Component ManufacturingComponent ManufacturingProduct AssemblyProduct Assembly
Determine the root cause of the root cause
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10. Prevent Problem Recurrence10. Prevent Problem Recurrence
Failure Modes
Prevent the Failure Modes from Escaping
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Implement Preventive ActionsImplement Preventive Actions
PreventivePreventive
ActionsActions
ProductProductAA
ProductProductBB
ProductProductCC
ProductProductDD
ProductProductEE
ProductProductFF
StandardsStandards(Requirements)(Requirements)
DesignsDesigns
Verification &Verification &ValidationValidation
Material ProcessMaterial Process
ComponentComponentManufacturingManufacturing
ProductAssemblyProductAssembly
Preventing is the most effective problem solving
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Ten Tips for Problem SolvingTen Tips for Problem Solving
1.1. What is the problem?What is the problem?
2.2. Where is the problem?Where is the problem?
3.3. When was the problem?When was the problem?
4.4. How big is the problem?How big is the problem?
5.5. Understand the systemUnderstand the system
6.6. Understand the physicsUnderstand the physics
7.7. Find the experts & expertiseFind the experts & expertise
8.8. Find the existing solutionsFind the existing solutions9.9. Verify and validate the solutionsVerify and validate the solutions
10.10. Prevent problem recurrencePrevent problem recurrence
Science
Mathematics
Engineering Tools and
Methods
Knowledge
Apply conventional problemApply conventional problem--solving tools more effectively bysolving tools more effectively byusing the approaches of science & engineering, with a healthyusing the approaches of science & engineering, with a healthy
dose of mathematics and a framework of corporate knowledgedose of mathematics and a framework of corporate knowledge
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SummarySummary
11 Whats the problem?Whats the problem? Energy, geometry, properties, defectsEnergy, geometry, properties, defects
22 Wheres the problem?Wheres the problem? Plants. Transportation. Customer Plants. Transportation. Customer
applicationapplication
33 When did the problem happen?When did the problem happen? Production date, transportation date,Production date, transportation date,
sale date, and application datessale date, and application dates44 How big is the problem?How big is the problem? By MOP, MOS, Age, Region, SeasonBy MOP, MOS, Age, Region, Season
55 Understand the SystemUnderstand the System What type of system?What type of system?
66 Understand the PhysicsUnderstand the Physics What kind of physics?What kind of physics?
77 Find Experts and ExpertiseFind Experts and Expertise Who are the experts in this field?Who are the experts in this field?
88 Find Existing SolutionsFind Existing Solutions Are there existing solutions to theAre there existing solutions to thesimilar problems?similar problems?
99 Verify the SolutionsVerify the Solutions Can CAE be used for verification?Can CAE be used for verification?
1010 Prevent Problem RecurrencePrevent Problem Recurrence Where is the escaping point?Where is the escaping point?
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Lean Problem Solving LeadershipLean Problem Solving Leadership
and Competencyand Competency
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ReferencesReferences
Maxson, W. Using Energy to Solve TechnicalMaxson, W. Using Energy to Solve TechnicalProblems, ASQ Automotive Excellence, Spring 2008Problems, ASQ Automotive Excellence, Spring 2008
Vallee, C. Why ask why when you should be askingVallee, C. Why ask why when you should be askingwhat? ASQ Automotive Excellence, Spring 2008what? ASQ Automotive Excellence, Spring 2008
Zhou, J, and Goel, PS, "A Framework for Reliable andZhou, J, and Goel, PS, "A Framework for Reliable andDurable Product Design", SAE paper #961794,Durable Product Design", SAE paper #961794,International OffInternational Off--Highway & Power Plant Congress &Highway & Power Plant Congress &Exposition, Indianapolis, Indiana, August 1996Exposition, Indianapolis, Indiana, August 1996
Zhou, J. and Li, D.J., Reliability Verification: Plan,Zhou, J. and Li, D.J., Reliability Verification: Plan,Execution, and Analysis, SAE paper #2009Execution, and Analysis, SAE paper #2009--0101--05610561
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ThanksThanks
Questions and AnswersQuestions and Answers