II. MÉTODO
2.4. Técnica e instrumento de recolección de datos, validez y confiabilidad 21
When? Only on “D” shift
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How often? Every time the “D” shift works
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Where? Process #3
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How long? Since January 15
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What is it doing? Staying the same
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What is affected? Following processes and the customer
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What types of occurrences? – Excess time tack welding
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To improve the effectiveness of a problem statement, it is sometimes necessary to incorporate these characteristics into the standard, current situation, and dis-crepancy. The following example incorporates key characteristics into the prob-lem statement to improve clarity.
Tank Weld Scenario
Standard:
◾ Tank weld Team Members should take no more than 15 minutes to tack weld the tank together, 1 hour to weld the tank, and 20 minutes to grind all welds.
Current Situation:
◾ The “D” shift tank weld operator on process #3 is taking 30 minutes to tack weld the tank together, 1 hour to weld the tank, and 20 minutes to grind all welds.
Discrepancy:
◾ The “D” shift weld operator on process #3 takes 15 minutes longer to tack weld.
Extent:
◾ The problem has not changed since January 15.
Once you have a precise description of the problem, it is important to find the Point Of Cause (POC) of the problem before continuing. In some situations, you will become aware of the problem at the POC. In this situation, tracking back through the process to find the POC will not be necessary.
Example
A paint operator is spraying parts and notices that the paint is clumping on the part. In this situation, the operator has identified the problem at its point of cause. In other situations where the problem is not identified at the point of cause, you will need to determine the POC before conducting 5-Why analysis.
When the POC is not obvious, you must “track back” to find the POC. The track back process starts where you first identified the problem and consists of walking back through the process steps. You must stop at each point in the process and look at all the product in the process to see if the defect or problem is present. If it is, then you must proceed back to the next process and look to see if the defect or problem is present. This process continues until you get to a point in the process where the defect or problem does not exist. Logic dictates that the operation following the process that you are currently in is where the defect or problem originated. Figure 3.7 shows the track back process. This is the point at which you will eventually begin your 5-Why analysis.
Rationale
Before you can write the rationale, you must evaluate each of your problems to determine which one needs your immediate attention. The evaluation process gives you a better understanding of how each problem fits into the needs of the company, area, or department.
In situations where you are faced with multiple problems, it is wise to conduct the evaluation process prior to spending too much time identifying the extent
No Defect Defect Originated Defect
Defect
Defect Identified
6 5
4
3
2 7
1
Problem Situation ◾ 31
and point of cause for any particular problem. It is important, as a problem solver, that you select the right problem at the right time. If you spend time try-ing to determine the extent and point of cause for several problems, you will be wasting time on the problems that are not selected during the evaluation process.
This is typically more of an issue the further you are from the actual process.
The goal of the evaluation process is to determine the need to address a prob-lem now. Prioritizing the probprob-lem in the context of other probprob-lems occurring at the same time helps you communicate your rationale to others.
When evaluating problems, you should ask what is the
Importance? How does this problem fit with management objectives related
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to cost, quality, safety, productivity, delivery, and personnel?
Urgency? How quickly should this problem be addressed to prevent it from
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creating other problems?
Tendency? Based on what you have observed and the data available, what will
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happen regarding this problem if nothing is done? Will it get worse if left alone?
(High) Will it stay the same? (Medium) Will it get better on its own? (Low)
Example
The company is scheduled to provide a new customer with product beginning the first week of January, provided the company meets ISO certification require-ments. The new customer will increase sales by 20%. The ISO certification audit is scheduled for October 15 of this year.
Problem:
◾ All level 2 documents are to be completed by July 31 of this year.
As of July 31, 75% of level 2 documents are not complete.
Rationale:
◾
Importance. ISO certification is a high priority for management, as the
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new customer requires that suppliers be ISO certified prior to submitting product orders.
Urgency. This problem must be addressed immediately in order to meet
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the new customer’s ISO certification requirements.
Tendency. If no action is taken, documentation will continue to fall
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behind schedule and the company will not make the certification deadline.
In a situation where there is more than one problem, it may be necessary to highlight why you selected one particular problem over another. Creating a simple grid can simplify the process and make it easier for others to understand why you selected one problem over another. Table 3.2 evaluates the importance, urgency, and tendency of several problems.
During the evaluation process, importance, urgency, and tendency should be rated High, Medium, or Low in order to understand how a problem or problems
relate to management objectives. All these factors should be considered when several problems arise at the same time and priorities should be determined.
When developing the rationale for your problem, keep in mind that you are explaining to your supervisors and management why you picked up this problem and why it is important for them to assist you in solving this problem.
Table 3.2 problem evaluation Table
Paint Problem Importance Urgency Tendency
Paint seeds 20% H H L
Paint scratches 17% H H H
Thin paint 7% M M L
Paint runs 4% M L L