IM 313 Work study

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Expectation
Feedback
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No Problems?..?
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No Problems!
Any Improvement?..?
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Make Improvement
Kaizen
(Make it Better)
Problem Solving Problem Definition
Problem
In search of Opportunity
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In search of Problem
Problem Actual - Expected
(Planned)
Status Quo
Problem Awareness Problem Discovery Techniques
3-MU
MURI Irrationality ?????????????????? .. MURA
Inconsistency ??????????????? MUDA Waste
????????????
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3-MU Checklist

• Manpower
• Technique
• Method
• Time
• Facilities
• Jigs Tools

Materials Production Volume Inventory Place Way
of Thinking
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Muda 7 Wastes

• Over Production
• Excess Inventory
• Transportation
• Defect / Rework

Ineffective Process Delay / Idle Unnecessary
Motion
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• Selecting the Theme
• Establishing Goals
• Determining a Time Frame
• Defining Roles Responsibility

• Data oriented (Performance / Behavior)
• Observable
• Measurable
• Describe the gap

Problem Statement
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Problem Solving Process
0. Define the problem 1. Collect data 2.
Analyze the data 3. Generate alternatives 4.
Evaluate the alternatives 5. Develop an action
plan 6. Implement 7. Follow up
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Problem Solving Techniques
Creativity

• Brain Storming
• 5W 1H Questions
• 7 QC Tools
• 7 New QC Tools
• Other Thinking Methods
• (Kepner-Tregoe method, Six hats,)

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Gossip with the Discipline

• Never criticize any opinion
• State your own opinion freely
• Expand others ideas Capitalize on it
• Evaluate ideas quantitatively (DARE method, Rank
  method, etc.)
• Dont take more than 1 hr.

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DARE Method
To determine the degree of importance for
each factors Procedure 1. Compare each pair
of factors in overlapping fashion 2. At every
pairs, assign points to each factor for
differences in degree of its importance 3.
Calculate the coefficient of importance for each
factor
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Evaluation of Importance of factors DARE Method
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5W 1H Questions
What is done? Who does the work? Where is the
work done? When is the work done? How is the
work done?
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QC Circle Small Group Activities
TPM Group
7 QC tools

• Pareto and 80/20 rules
• Causes and effect diagram
• Histogram
• Check-sheet techniques
• Control Charts
• Graphic presentation of data Pie, Bar, Line,
  Radar, etc.
• Correlation analysis Scatter plot

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7 QC tools

• Most are Numeric data, except
• Developed in 1950s
• Relatively simple and well established
• Analytic approach

7 New QC tools

• Verbal data, Unstructured
• Developed in 1980s
• Design approach

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7 New QC tools

• Affinity Diagram
• Relations Diagram
• Tree Diagram
• Matrix Diagram
• Arrow Diagram
• Process Decision Program Chart
• Matrix Data Analysis

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Typical Applications of New 7 tools

• RD (new product, new technology)
• Claim Analysis
• Productivity Improvement
• Improvement of Analytical and diagnostic skills
• Production Scheduling
• Policy Deployment

Introduction of Automation Analysis of Market
Information Sales Management etc...
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Search for Possible Solutions
Intrinsic knowledge
The Elimination Approacheliminate the basic
causes Systematic Logic New knowledge /
Innovation
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Innovation
Kaizen

• my own work
• people oriented
• low costs
• shared information
• an Accumulation of Small Changes
• Continuous Improvement

management-drive few champions investment technolo
gy oriented closed information non-incremental dra
matic outcome Big Changes
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Evaluation of Alternatives
May be not only one correct answer Consider
future difficulties Actually could be performed?
-- try out, lab test, pilot project Capital
concerns Politics..??
80/20 Deming
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Recommend the actions
Top-Down Authorized Group Specialists Bottom-Up
RINGI Approach Participative Empowered /
Autonomous Group (Individual)
Standardization Get Approval Presentation Report
Write Up
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Implementation Follow Up

• Record Share Learning
• QC Presentation
• Company Database

Remaining Rooms for Improvement Set
(new) standard Verify the results
Implementation Develop an action plan
Select problem Analysis
PDCA Cycle Shewhart Cycle Deming Wheel
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D
P
Improvement
C
A
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What makes Problem Solving Difficult?
Objectives / Values Fact / Problem
Understanding Tools / Techniques
Prof. Takeshi KAWASE Keio University, Japan
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This is a story about 4 people Everybody,
Somebody, Anybody and Nobody.

• There was an important job to be done and
  Everybody was asked to do it. Everybody was sure
  Somebody would do it. Anybody could have done it,
  but Nobody did it.
• Somebody got angry about that because its was
  Everybodys job. Everybody thought Anybody could
  do it. But Nobody realized that Everybody
  wouldnt do it.
• It ended up that Everybody blamed Somebody when
  actually Nobody asked Anybody.

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