Problem Solving Methods and Processes

Development of Scorecard A3

ObjectivesCreate structured problem solving processes

Everyone can understand the process with training Processes can be consistent from project to projectProcesses will be effective at solving problems Processes will be learning and teaching tools.

Communicate The processes will require a performance piece to insure

that the team is able to communicate the improvements to others.

Problem Solving ToolsScorecard A3: A tool to guide problem solving, performance and presentation

Greenbelt Project: A quality improvement tool to focus on a single problem with less than $100,000 in quality cost.

Black Belt Project: A quality improvement tool to focus on a single problem with more than $100,000 in quality cost.

8-D: A quality presentation tool used when there has been an escape of poor product to a customer or a missed contract delivery. Can apply all of the above tools with the important addition of containment.

Lean Tools: Using the tools in the lean tool box to attack waste in the operations.

Management Review: Management Review is required when the system has failed. Management has failed to foresee risk. Requires senior managers to perform the system analysis and to control the improvement process.

Problem SolvingDevelopment of Scorecard A3 Method

Integrate the following three methods.

PDSA Cycle --- Plan Do Study Act DMAIC – Define Measure Analyze Improve Control RSVP Cycle – Resources Scores Valu-action Performance

Problem SolvingPlan Do Study Act Cycle

Deming- Cycle Classic problem solving process cycle. Developed by W.Edwards Deming in the late 1930’s Establishes the core idea of identifying the problem, making aa plan, testing, studying the result and acting on the result.

DMAIC Define Measure Analyze Improve Control Basic Six Sigma process model. Similar approach to PDSA cycle DMAIC lays out more of detailed checklist to assist less knowledgeable and disciplined users.

RSVP Cycle– Resources Scores Valu-action Performance

Lawrence Halprin: Creative Processes in the Human Environment; The RSVP Cycles. 1969.

Focus is on human input to the creative process. Introduces the concept of Scores, Valu-Action and Performance which are new to industrial operations improvement.

Scores--- Planning Scores--- Think musical score. What is our plan to execute this project. Integrate resources, events and time into a graphic display.

Scores---Performance Score-- How did we do our plan. Think the final score in a baseball game as well as the symbols for each event on the scorecard.

Value-Action---Did we create new value? What actions did we use to do this.

Performance--- Each individual has a performance role during the execution of the Score.

Performance--- Present the final “Score” of the process. How much new value did we create, .

A3 Problem Solving Format

A3 Objective