Professional Development Associates

PDCA

Problem Solving Guide

A Guide to a Team Approach

to Problem Solving

PL

AN

DO

CH

EC

K

AC

T

I N V E S T I G A T E

C L A R I F Y O B J E C T I V E S

I D E N T I F Y P O S S I B L E C A U S E S

B E N C H M A R K B E S T P R A C T I C E

I D E N T I F Y T E A M R O L E S

I M P L E M E N T Q U I C K F I X

E V A L U A T E & V A L I D A T E

P IL O T S T U D Y S O L U T IO N
T O V E R IF Y D A T A

C O U N T E R M E A S U R E

T R A IN IN G

C O M M U N IC A T IO N

C O R R E C T &

S T A N D A R D I S E



R E V I E W F E E D B A C K &
M A K E C O R R E C T I O N S



S T A N D A R D I S E D O ,
C H E C K , A C T

E N L I G H T E N &
I M P L E M E N T

C A R R Y O U T T R I A L S T O
P R O V E C A U S E S

A N A L Y S E D A T A T O
U N D E R S T A N D H O W
P R O B L E M O C C U R S

I D E N T I F Y P O S S I B L E
S O L U T I O N S

1 Introduction to PDCA Problem Solving
Cycle.

2 PDCA Cycle…….

3 Key Steps in PDCA…..

4 Defining the Problem

5 Selection of TQ Techniques used in PDCA.

6 Using the 14 Techniques.

7 PDCA Reviews - Racetrack.

8 Using PDCA Workbook.

9 Summary

PL

AN

DO

CH

EC

K

AC

T

I N V E S T I G A T E

C L A R I F Y O B J E C T I V E S

I D E N T I F Y P O S S I B L E C A U S E S

B E N C H M A R K B E S T P R A C T I C E

I D E N T I F Y T E A M R O L E S

I M P L E M E N T Q U I C K F I X

E V A L U A T E & V A L I D A T E

P IL O T S T U D Y S O L U T IO N
T O V E R IF Y D A T A

C O U N T E R M E A S U R E

T R A IN IN G

C O M M U N IC A T IO N

C O R R E C T &

S T A N D A R D I S E



R E V I E W F E E D B A C K &
M A K E C O R R E C T I O N S



S T A N D A R D I S E D O ,
C H E C K , A C T

E N L I G H T E N &
I M P L E M E N T

C A R R Y O U T T R I A L S T O
P R O V E C A U S E S

A N A L Y S E D A T A T O
U N D E R S T A N D H O W
P R O B L E M O C C U R S

I D E N T I F Y P O S S I B L E
S O L U T I O N S

PDCA

was created by W Edwards

Deming in the 1950’s as an easy to
follow

Problem Solving

Cycle.

Deming was tasked with helping
Japan rebuild its economy in the
1950’s.

His purpose was to use

PDCA

with a

Continuous Improvement

process

to help rebuild Japanese industries so
that they could compete in the world
market in the future.

PL

AN

DO

CH

EC

K

AC

T

I N V E S T I G A T E

C L A R I F Y O B J E C T I V E S

I D E N T I F Y P O S S I B L E C A U S E S

B E N C H M A R K B E S T P R A C T I C E

I D E N T I F Y T E A M R O L E S

I M P L E M E N T Q U I C K F I X

E V A L U A T E & V A L I D A T E

P IL O T S T U D Y S O L U T IO N
T O V E R IF Y D A T A

C O U N T E R M E A S U R E

T R A IN IN G

C O M M U N IC A T IO N

C O R R E C T &

S T A N D A R D I S E



R E V I E W F E E D B A C K &
M A K E C O R R E C T I O N S



S T A N D A R D I S E D O ,
C H E C K , A C T

E N L I G H T E N &
I M P L E M E N T

C A R R Y O U T T R I A L S T O

P R O V E C A U S E S

A N A L Y S E D A T A T O

U N D E R S T A N D H O W

P R O B L E M O C C U R S

I D E N T I F Y P O S S I B L E
S O L U T I O N S

P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis f a c tio n

PL

AN

DO

CH

EC

K

AC

T

I N V E S T I G A T E

C L A R I F Y O B J E C T I V E S

I D E N T I F Y P O S S I B L E C A U S E S

B E N C H M A R K B E S T P R A C T I C E

I D E N T I F Y T E A M R O L E S

I M P L E M E N T Q U I C K F I X

E V A L U A T E & V A L I D A T E

P IL O T S T U D Y S O L U T IO N
T O V E R IF Y D A T A

C O U N T E R M E A S U R E

T R A IN IN G

C O M M U N IC A T IO N

C O R R E C T &

S T A N D A R D I S E



R E V I E W F E E D B A C K &
M A K E C O R R E C T I O N S



S T A N D A R D I S E D O ,
C H E C K , A C T

E N L I G H T E N &
I M P L E M E N T

C A R R Y O U T T R I A L S T O

P R O V E C A U S E S

A N A L Y S E D A T A T O

U N D E R S T A N D H O W
P R O B L E M O C C U R S

I D E N T I F Y P O S S I B L E
S O L U T I O N S

Key Steps:-

Key Steps:-

Diagnostic - Review Current Practice.

Diagnostic - Review Current Practice.



Define the Problem -

Who,What,Where and When

.



Write

Team Mission statement

.



Brainstorm potential causes of problem using simple

Brainstorming

or a

Cause & Effect Diagram

.



Identify & agree potential

Root Causes

prioritising

using

Paired Comparisons

or by

Consensus

Rankings

and asking the 5 WHY’s



Set up methods to capture ‘REAL’ data.



Implement

‘QUICK FIXES’

to protect the customer



Make

Process Flow Diagram



Analyse

‘REAL DATA’

& show graphically.

Benchmarking - Compare Best Practices



Brainstorm where else may they have this problem,

find out what they do to resolve it.

PLA

N

DO

CH

EC

K

AC

T

I N V E S T I G A T E

D E T E R M I N E N E E D S



D I A G N O S T I C :



R E V I E W C U R R E N T
P R A C T I C E S .



B E N C H M A R K I N G :



S U M M A R I S E A N D
C O M P A R E B E S T
P R A C T I C E S .

E N L I G H T E N &
I M P L E M E N T



D E F I N E
R E S P O N S I B I L I T I E S :

W H Y , W H A T & H O W



R E C O G N I T I O N .

R E C O G N I S E T H E
C O N T R I B U T I O N O F
O T H E R S .

E V A L U A T E & V A L I D A T E



P IL O T T R A IN IN G
P R O G R A M



F E E D B A C K

C O R R E C T &

S T A N D A R D I S E



R E V I E W F E E D B A C K &
M A K E C O R R E C T I O N S



S T A N D A R D I S E D O ,
C H E C K , A C T

Purpose

:- To

INVESTIGATE

the

current situation &
understand fully
the nature of the
problem being
solved.

Key Steps :-

Key Steps :-

Enlighten

Enlighten



Brainstorm

solutions.



Rank

solutions to identify best impact.



Carry out

Failure Prevention Analysis.



Carry out

Solution Effect Analysis.



Create

Project Plan

to implement solutions.



Put measures of performance in place using

Control Charts or Check Sheets

.

Implement



Carry out

Project Plan.



Educate, train & communicate

PLA

N

DO

CH

EC

K

AC

T

I N V E S T I G A T E

D E T E R M I N E N E E D S



D I A G N O S T I C :



R E V I E W C U R R E N T
P R A C T I C E S .



B E N C H M A R K I N G :



S U M M A R I S E A N D
C O M P A R E B E S T
P R A C T I C E S .

E N L I G H T E N &
I M P L E M E N T



D E F I N E
R E S P O N S I B I L I T I E S :

W H Y , W H A T & H O W



R E C O G N I T I O N .

R E C O G N I S E T H E
C O N T R I B U T I O N O F
O T H E R S .

E V A L U A T E & V A L I D A T E



P IL O T T R A IN IN G
P R O G R A M



F E E D B A C K

C O R R E C T &

S T A N D A R D I S E



R E V I E W F E E D B A C K &
M A K E C O R R E C T I O N S



S T A N D A R D I S E D O ,
C H E C K , A C T

Purpose:-

To

Enlighten

the

Team as to the

Real Problem

by analysing
the Data and
defining and
implementing a

solution plan.

Key Steps :-

Key Steps :-

Evaluate

Evaluate



Collect data

to monitor performance

improvements.



Involve & train

those affected by solution

plan.



Communicate & feedback.

Validate



Resolve any issues by finding

Countermeasures

to ensure solution plan

continues.

PLA

N

DO

CH

EC

K

AC

T

I N V E S T I G A T E

D E T E R M I N E N E E D S



D I A G N O S T I C :



R E V I E W C U R R E N T
P R A C T I C E S .



B E N C H M A R K I N G :



S U M M A R I S E A N D
C O M P A R E B E S T
P R A C T I C E S .

E N L I G H T E N &
I M P L E M E N T



D E F I N E
R E S P O N S I B I L I T I E S :

W H Y , W H A T & H O W



R E C O G N I T I O N .

R E C O G N I S E T H E
C O N T R I B U T I O N O F
O T H E R S .

E V A L U A T E &
V A L I D A T E



P I L O T T R A IN IN G
P R O G R A M



F E E D B A C K

C O R R E C T &

S T A N D A R D I S E



R E V I E W F E E D B A C K &
M A K E C O R R E C T I O N S



S T A N D A R D I S E D O ,
C H E C K , A C T

Purpose:-

To

monitor

effect of

implementation of
project plan & find

Countermeasures

to

further improve the
solution.

Key Actions :-

Key Actions :-

Correct & Standardise

Correct & Standardise



Decide if solution is

effective

& either

integrate into

normal working practice

or

abandon. If plan is abandoned, ask what has
been learned by the process and, restart the
project.



Determine

new target

& start PDCA cycle

again.

PLA

N

DO

CH

EC

K

AC

T

I N V E S T I G A T E

D E T E R M I N E N E E D S



D I A G N O S T I C :



R E V I E W C U R R E N T
P R A C T I C E S .



B E N C H M A R K I N G :



S U M M A R I S E A N D
C O M P A R E B E S T
P R A C T I C E S .

E N L I G H T E N &
I M P L E M E N T



D E F I N E
R E S P O N S I B I L I T I E S :

W H Y , W H A T & H O W



R E C O G N I T I O N .

R E C O G N I S E T H E
C O N T R I B U T I O N O F
O T H E R S .

E V A L U A T E & V A L I D A T E



P I L O T T R A IN I N G
P R O G R A M



F E E D B A C K

C O R R E C T &

S T A N D A R D I S E



R E V I E W F E E D B A C K &
M A K E C O R R E C T I O N S



S T A N D A R D I S E D O ,
C H E C K , A C T

Purpose:-

To

Review Continuously

the Performance
Measure & make
adjustments as
required. Integrate
new situation into
Normal Working
Practice. Start PDCA
Cycle again.

PLAN

DO

CHECK

ACT

Customer

Satisfaction

Checklist of PDCA Approach

:

Have you got:

a

Sponsor - ( Person who instigates the Problem Solving Session )

b

Team Leader.

c

Facilitator

d

Team Members

Problem Solving Process:

P

1 Define Problem & Objective ( & Do Quick Fix )

P

2 Identify Likely Causes

P

3 Identify Major & Root Causes

P

4 Develop Solutions / Agree Action Plans

D

5 Implement action Plan

C

6 Determine Effectiveness of plan

A

7 Standardise Results / Implement in all relevant areas.

PL

AN

DO

CH

EC

K

AC

T

I N V E S T I G A T E

C L A R I F Y O B J E C T I V E S

I D E N T I F Y P O S S I B L E C A U S E S

B E N C H M A R K B E S T P R A C T I C E

I D E N T I F Y T E A M R O L E S

I M P L E M E N T Q U I C K F I X

E V A L U A T E & V A L I D A T E

P IL O T S T U D Y S O L U T IO N
T O V E R IF Y D A T A

C O U N T E R M E A S U R E

T R A IN IN G

C O M M U N IC A T IO N

C O R R E C T &

S T A N D A R D I S E



R E V I E W F E E D B A C K &
M A K E C O R R E C T I O N S



S T A N D A R D I S E D O ,
C H E C K , A C T

E N L I G H T E N &
I M P L E M E N T

C A R R Y O U T T R I A L S T O
P R O V E C A U S E S

A N A L Y S E D A T A T O
U N D E R S T A N D H O W
P R O B L E M O C C U R S

I D E N T I F Y P O S S I B L E
S O L U T I O N S

Techniques to use with

PDCA -

Selection Chart

T e c h n i q u e

P

A

C

D

1

B R A I N S T O R M I N G









2

C A U S E & E F F E C T





3

C H E C K S H E E T S







4

P A R E T O A N A L Y S I S







5

C O N C E N T R A T I O N D I A G R A M S







6

P R O C E S S F L O W C H A R T S .

 

8

5 W H Y 'S & 5 W 1 H



9

P A I R E D C O M P A R I S O N S

 

1 0 I M P A C T D I A G R A M S

 

1 4

F A I L U R E P R E V E N T I O N A N A L Y S I S



1 3

S C H E D U L E o r P R O J E C T P L A N



1 2

S O L U T I O N E F F E C T D I A G R A M



1 1 F O R C E F I E L D A N A L Y S I S



7

P E R F O R M A N C E M E A S U R I N G









P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis fa c tio n

What is this ?

What is this ?

It is

the

first step in the PDCA

problem solving cycle.

Why do it ?

Why do it ?

To ensure that the whole

Team is clear about what their Goal is.

When do I use it ?

When do I use it ?

At the first Team meeting.

Who does this ?

Who does this ?

. The Team.

How de we do it ?

By considering each of the following aspects of the
issue being addressed.

Who is the problem experienced by ( Stakeholder )?

What is the problem ?

Where is the problem ?

When is the problem experienced ?

Use these statements as a “Sanity Check” to refer

back to at later stages of the project to check if on

track.

P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis fa c tio n

Defining the
Problem

in

SMART

form.

Write

Write a statement using the following

SMART

rules.

S

pecific

M

easurable

A

chievable

R

ealistic

T

ime based

Examples

To reduce “Annual Lost working Days due to
Back related Problems” in the “Stores
Department” by 50% in 6 months.

To reduce “Risk of causing Back Related
Injuries” in the Packing Department by 30% in
5 days.

P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis fa c tio n

Writing a Team
Mission Statement

in

SMART

form.

P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis fa c tio n

The Quick Fix

What is this ?

What is this ?

- This is a way of protecting the

Customer from the Effect of the Problem being
investigated.

Why do it ?

Why do it ?

-

-

Because the Cause of the

Because the Cause of the

problem may take some time to resolve.

problem may take some time to resolve. ( It stops
the patient bleeding to death.)

When do I use it ?

When do I use it ?

- Immediately the problem is

identified.

Who does this ?

Who does this ?

. - The Team

How do we do this ?

How do we do this ?

Typical Quick Fixes may include for example:-

Typical Quick Fixes may include for example:-

Several Lifts where one is the normal
Additional but time-consuming lifting gear
100 % Manual Inspection of product on line by operator
Audit Inspection after final Operation.
Multi Pass Operations.
Pre Process Manual Inspection.

They are usually, but not always,

Time Consuming

and

Expensive.

If , for example, the problem was a “ leaking roof due to a cracked
tile “
The quick fix could be
To put a bucket under the leak.
The final solution could be
Replace the Tile, Check condition of other tiles annually.

W h a t i s i t ?

- I t i s a m e t h o d o f g e n e r a t i n g I d e a s o r s u g g e s t i o n s v e r y

q u i c k l y a n d c r e a t i v e l y .

W h y d o i t ?

- S o e v e r y m e m b e r o f t h e T e a m c o n t r i b u t e s .

W h e r e i s i t u s e d ?

- M o s t o f t e n i n t h e T e a m r o o m , a n d o t h e r w i s e a n y w h e r e t h a t

t h e r e i s a T e a m a n d a F l i p c h a r t .

W h e n i s i t u s e d . ?

- U s u a l l y w h e n t h e p r o b l e m b e i n g s o l v e d i s i d e n t i fi e d a n d

d e fi n e d .

W h o u s e s i t ?

- C a n i n v o l v e a n y o n e .

H o w i s B r a i n s t o r m i n g D o n e ? -

S T E P 1



F i n d a q u i e t r o o m w i t h a

F l i p C h a r t

a n d h a v e

P e n s , P o s t I t s , D r y w i p e M a r k e r s ,

B l u e T a c

a v a i l a b l e .



D e c i d e w h o w i l l a c t a s t h e

T e a m S c r i b e .



W r i t e d o w n t h e

P r o b l e m o r S i t u a t i o n

b e i n g S t u d i e d o r I n v e s t i g a t e d a t t h e

T O P

o f a F l i p C h a r t .

S T E P 2



G i v e a l l t h e T e a m M e m b e r s a f e w P o s t I t s .



T h e n

i n d i v i d u a l l y

f o r 5 m i n u t e s w r i t e d o w n o n t h e P o s t I t s ( 1 i d e a p e r s h e e t )

a n y

i d e a s o r s u g g e s t i o n s .



W h e n i d e a s h a v e d r i e d u p , S t i c k a l l t h e i d e a s o n t o a F l i p C h a r t a n d

G r o u p

a n y

s i m i l a r i d e a s .



T h e n f o r u p t o 1 0 m i n u t e s , w o r k i n g a r o u n d t h e r o o m , a d d a n y f u r t h e r i d e a s
t h a t m a y h a v e b e e n m i s s e d .

S T E P 3

 A s a T e a m d i s c u s s e a c h i d e a a n d d e c i d e i f t h e y a r e

T o t a l ly , P a r t i a ll y o r

N o t

i n t h e C o n t r o l o f t h e T e a m .

 S e p a r a t e o u t t h e

" T o t a l ly "

i d e a s .

 P r i o r i t i s e t h e m u s i n g

" I m p a c t D ia g r a m s " o r " P a i r e d C o m p a r is o n s " .

S T E P 4

 T h e T e a m m u s t d e c i d e i f t h e r e i s a n e e d t o i n v o l v e s o m e o n e e l s e , i n t h e

T e a m , t o r e s o l v e t h e

P a r t ia l ly o r N o t i n C o n t r o l

i t e m s .

P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis fa c tio n

Technique 1 -

BRAINSTORMING

O v e r S i z e B o r e

M E N

M a c h i n e s

M a te r i a l s

M e th o d s

M a c h i n e n o t C a p a b l e

N o P o s t b o r e G a u g e

M a c h i n e G a u g i n g F a u l ty

W r o n g G r a d e G r i n d i n g W h e e l

C o o l a n t M i x W r o n g

O p e r a to r n o t T r a i n e d

W r o n g M a s te r Is s u e d .

W h a t is it ? -

I t i s a m e t h o d o f

B r a in s t o r m i n g C a u s e s

o f a p r o b l e m o r s i t u a t i o n .

W h y d o it ?

-

T o h e l p t h e T e a m c a n f o c u s o n s p e c i fi c t h e m e s a n d g r o u p s o f c a u s e s .

W h e r e is it u s e d ?

- I n t h e t e a m r o o m o r a t p l a c e o f w o r k

W h e n d o w e u s e i t ?

- W h e n a p r o b l e m o r e ff e c t i s d e fi n e d a n d p o s s i b l e c a u s e s a r e

n e e d e d .

W h o u s e s it ?

- E v e r y o n e .

H o w d o w e u s e t h e m ? -

S t e p 1

- O n a l a r g e b o a r d o r fl i p c h a r t . C o n s t r u c t t h e d i a g r a m b e l o w .

S t e p 2

- A S c r i b e W i l l t a k e

P O S S I B L E C A U S E S

f r o m r o u n d t h e t a b l e i n T u r n u n t i l

D r i e d u p .

A s p e r e x a m p l e b e l o w .

S t e p 3

-

P r io r it is e a n d S e le c t

t h o s e t o b e i n v e s t i g a t e d , b y a l l o c a t i n g

V O T E S

t o e a c h

T e a m m e m b e r w h o a d d t h e i r c h o i c e s t o t h e D i a g r a m . A s p e r D i a g r a m B e l o w .

W r it e th e E ff e c t i n

h e r e .

M A N

M A C H I N E

M A T E R I A L

M E T H O D

M a te r i a l s

O v e r S i z e B o r e

M E N

M a c h i n e s

M e th o d s

M a c h i n e n o t C a p a b l e

N o P o s t b o r e G a u g e

M a c h i n e G a u g i n g F a u l ty

W r o n g G r a d e G r i n d i n g W h e e l

C o o l a n t M i x W r o n g

O p e r a to r n o t T r a i n e d

W r o n g M a s te r Is s u e d .

5

3

1

2

8

P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis fa c tio n

Technique 2 -

CAUSE & EFFECT

W h a t a r e t h e y ? -

T h e y a r e a m e t h o d o f r e c o r d i n g

f a c t u a l d a t a

o v e r a p e r i o d o f

t i m e .

W h y d o i t ? -

S o y o u w i l l b e a b l e t o c o n fi r m t h e

C a u s e s

o f t h e p r o b l e m .

W h e r e i s i t u s e d ? -

A t t h e p l a c e w h e r e t h e i n v e s t i g a t i o n

i s t a k i n g p l a c e .

W h e n i s i t u s e d ? -

A f t e r t h e i n i t i a l b r a i n s t o r m i n g ,

w h e n r e a l d a t a i s r e q u i r e d t o c o n fi r m i n i t i a l i d e a s .

W h o u s e s i t ? -

T h e t e a m s h o u l d n o m i n a t e a n d t r a i n

v o l u n t e e r s t o fi l l t h e s h e e t i n .

H o w i s i t u s e d ? -

D e s i g n a s h e e t s i m i l a r t o t h e o n e b e l o w , d e c i d e o n d a t a t o
b e c o l l e c t e d a n d w h e n . T r a i n t h e p e r s o n w h o w i l l c o l l e c t
t h e d a t a .

P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis fa c tio n

Technique 3 -

CHECKSHEETS

Week Week Week Week

Cumulative

Cause

1

2

3

4

T otal

T otal

Weights too Heavy

53

43

42

61

199

199

Reach too f ar

24

29

27

27

107

306

I ncorrect Posture

5

28

13

30

76

382

Previous I nj ury

24

20

2

29

75

457

Frequency of Lif ts

8

31

15

11

65

522

Cold Workplace

21

9

7

16

53

575

Wrong Footwear

22

4

10

6

42

617

Accidental Twists

1

12

26

3

42

659

T otal

158

176

142

183

659

W h a t i s i t ? -

A m e t h o d o f s h o w i n g a t a b l e o f d a t a i n

g r a p h i c a l f o r m a t t o a i d u n d e r s t a n d i n g .

W h y d o i t ? -

T h e v i s u a l i m p a c t i s g r e a t e r t h a n a t a b l e o f

n u m b e r s . C a n b e fi l l e d i n r e a l t i m e .

W h e r e i s i t u s e d ? -

O n n o t i c e b o a r d s , i n d e p a r t m e n t s a t

p l a c e o f w o r k .

W h e n i s i t u s e d ? -

A f t e r y o u h a v e c o l l e c t e d r e a l d a t a i n

c h e c k s h e e t f o r m .

W h o u s e s i t ? -

A n y o n e .

H o w d o w e u s e i t ? -

( U s i n g d a t a i n t e c h n i q u e 3 . )

Week Week Week Week

Cumulative

Cumulative

Reject

1

2

3

4

T otal

T otal

%

%

Weights too Heavy

53

43

42

61

199

199

30.19727 30.1972686

Reach Too f ar

24

29

27

27

107

306

16.23672 46.4339909

I ncorrect Posture

5

28

13

30

76

382

11.53263 57.9666161

Previous I nj uries

24

20

2

29

75

457

11.38088 69.3474962

Frequency of Lif ts

8

31

15

11

65

522

9.863429 79.2109256

Cold Workplace

21

9

7

16

53

575

8.042489 87.2534143

Wrong Footwear

22

4

10

6

42

617

6.373293 93.6267071

Accidental Twists

1

12

26

3

42

659

6.373293

100

T otal

158

176

142

183

659

0

10

20

30

40

50

60

70

80

90

100

P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis fa c tio n

Technique 4 -

PARETO ANALYSIS

S i m p l y m a k e a m a r k e v e r y t i m e t h e r e i s a n o c c u r e n c e o f a
p r o b l e m i n t h a t l o c a t i o n .
T h e r e s u l t i n g v i s u a l i m p a c t i s e a s y t o s e e

W h a t i s i t ? -

a s i m p l e v i s u a l a i d t o c o l l e c t d a t a a b o u t a n

a r e a o r i d e a y o u a r e i n v e s t i g a t i n g .

W h y u s e i t ? -

I t i s e a s y t o u s e a n d t r a i n

W h e r e i s i t u s e d ? -

a t t h e p l a c e o f i n v e s t i g a t i o n

w h e n i s i t u s e d ? -

W h e n t h e t e a m w a n t s t o k n o w t h e w h a t

t h e r e a l s i t u a t i o n i s , o r t o c o n fi r m a h u n c h a b o u t t h e
i n v e s t i g a t i o n .

W h o u s e s i t ? -

A n y o n e

H o w d o w e u s e i t ? -

1 ) M a k e a s k e t c h o f t h e i t e m o r a r e a y o u a r e
i n v e s t i g a t i n g .

P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis fa c tio n

Technique 5 -

CONCENTRATION

DIAGRAMS

W h a t i s i t ? -

I t i s a v i s u a l d i a g r a m o f h o w t h e p r o c e s s

b e i n g i n v e s t i g a t e d o p e r a t e s .

W h y d o i t ? -

T o c l a r i f y a n d u n d e r s t a n d h o w a p r o c e s s

w o r k s a n d t o i n v e s t i g a t e i f t h e r e a r e a n y h o l e s i n i t

W h e r e i s i t u s e d ? -

I t c a n b e u s e d a t a n y s t a g e b y t h e

t e a m t o u n d e r s t a n d a s i t u a t i o n .

W h e n i s i t u s e d ? -

M o s t l y d u r i n g t h e p l a n n i n g p h a s e a n d

o c c a s i o n a l l y i n t h e d o a c t p h a s e .

W h o u s e s i t ? -

T h e t e a m i n v e s t i g a t i n g t h e p r o b l e m

H o w d o w e u s e i t ? -

T h e e x a m p l e b e l o w s h o w s P D C A i n a F l o w C h a r t f o r m .

P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis fa c tio n

Technique 6 -

PROCESS FLOW

CHARTS.

D E F I N E t h e

P R O B L E M

W r i t e a

S M A R T

d e fi n i t i o n

B r a in s t o r m P o s s ib le

C a u s e s .

U s i n g

T e c h n i q u e 2

C a u s e & E ff e c t

P R IO R IT IS E

P o s s ib le C a u s e s

G iv e e a c h T e a m

M e m b e r 5 v o te s e a c h

C o lle c t D a t a a t

S o u r c e

U s e T e c h n iq u e 3

C H E C K S H E E T S

D E C ID E o n a

Q U IC K F IX

to

p r o te c t th e

C u s to m e r .

A N A L Y S E D A T A &

B R A I N S T O R M p o s s i b l e

S O L U T I O N S .

U s i n g T e c h n i q u e 1 -

B R A IN S T O R M IN G

P r io r itis e

S o lu tio n s u s in g

I m p a c t D ia g r a m s

V e r if y t h e E ff e c t o f

I m p le m e n t in g e a c h

S o lu t io n u s in g

S o lu tio n E ff e c t, F o rc e

F ie ld A n a ly s is a n d F a ilu re

P re v e n tio n .

M a k e a n

I m p le m e n t a t io n

S c h e d u le u s in g

T e c h n iq u e 1 3 - P r o je c t

P la n n in g

S e t u p

M e a s u r e s t o

M o n it o r t h e E ff e c t .

U s e

C h e c k s h e e t s ,

P a r e t o s , C o n t r o l C h a r t s .

I M P L E M E N T

P R O J E C T P L A N

R E V I E W E F F E C T

o n

M E A S U R E S - M A K E

C O U N T E R M E A S U R E S to

E N S U R E O B J E C T I V E

I S A C H I E V E D .

P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis fa c tio n

Technique 7

-

Measuring
Performance.

What is it?

- It is a way of showing the Results and effects

of changes made to a process.

Why use it?

- To understand the current performance and

to chart improvements and progress towards a target.

Where is it used? -

Usually at the place of work or on the

process being monitored.

When is it used ?

- From the start of a project right ,

through to the end. Data is usually added every day ,
week or month.

Who uses it ?

- The Team.

How is it used ?

-

Potential Causes Observed per Day

0

5000

10000

15000

20000

25000

30000

35000

1994 1995 1996 1997 J AN FEB MAR APR MAY J UN J UL AUG SEP OCT NOV DEC

50%

60%

70%

80%

90%

100%

110%

120%

ACTUAL

TARGET

BUDGET

revised

PERCENTAGE

Show the actual

“output”

achieved

as a column.

Show

“Targets”

as

lines

W h a t a r e t h e y ? -

A v e r y s i m p l e w a y o f fi n d i n g o u t

i f t h e t e a m h a s r e a c h e d t h e R O O T C A U S E o f a
p r o b l e m .

W h y u s e t h e m ? -

T o c o n fi r m t h e t e a m p e r c e p t i o n

W h e r e i s i t u s e d ? -

A s p a r t o f a t e a m p r o b l e m

s o l v i n g s e s s i o n s

W h e n i s i t u s e d ? -

A f t e r i n i t i a l b r a i n s t o r m i n g a n d

d e fi n i n g a p r o b l e m .

W h o u s e s t h e m ? -

T h e t e a m .

H o w d o w e u s e t h e m ? -

a ) 5 - W h y ' s

b ) 5 W 1 H

S i m p ly a s k t h e q u e s t i o n

" W H Y "

S i m p ly a s k

5 t im e s

1 )

W H Y

w i l l T V n o t c o m e o n ?

W

h a t ?

B e c a u s e t h e r e i s n o p o w e r .

W

h y ?

2 )

W H Y

i s t h e r e n o p o w e r ?

W

h e r e ?

B e c a u s e t h e f u s e h a s b l o w n .

W

h e n ?

3 )

W H Y

h a s t h e f u s e b l o w n . ?

W

h o ?

B e c a u s e t h e f u s e a m p r a t i n g i s t o l o w .

H

o w ?

4 )

W H Y

w a s t h e f u s e a m p r a t i n g t o o l o w ?

( W h e n l o o k i n g

B e c a u s e i t w a s i n c o r r e c t l y s e l e c t e d .

a t a p r o b l e m t o

5 )

W H Y

w a s i t i n c o r r e c t l y s e l e c t e d ?

c l a r i f y

B e c a u s e t h e h o u s e h o l d e r w a s i g n o r a n t

u n d e r s t a n d i n g )

o f t h e n e e d f o r c o r r e c t s e l e c t i o n .

P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis fa c tio n

Technique 8 -

a) 5 WHY’s b)

5W1H.

W h a t a r e t h e y ? -

T h e y a r e a m e t h o d o f H e l p i n g t h e t e a m p r i o r o t i s e a

n u m b e r o f p o t e n t i a l c a u s e s a n d s o l u t i o n s .

W h y u s e t h e m ? -

T o g e t a t e a m c o n c e n s u s .

W h e r e is it u s e d ? -

I n t e a m m e e t i n g s

W h e n is it u s e d ? -

W h e n t h e t e a m w i s h e s t o k n o w t h e p r i o r i t y o f a

n u m b e r o f c a u s e s o r s o l u t i o n s b e f o r e p r o c e e d i n g t o t h e n e x t s t a g e .

W h o u s e s it ? -

T h e T e a m .

H o w is it u s e d ? -

T h e e x a m p l e b e l o w s h o w h o w t h e T e a m s d e c i d e d o n a

p r e f e r e d a c t i o n t o i m p r o v e h e a t t r e a t m e n t r o u n d n e s s .

No

Item

Comparison

Total

1

1

1

1

1

1

1

5

2

3

4

5

6

7

2

2

2

2

2

2

6

3

4

5

6

7

3

3

3

3

3

1

4

5

6

7

4

4

4

4

0

5

6

7

5

5

5

2

6

7

6

6

4

7

7

3

I ncreased Room Temperature

Propper Training

More Breaks

Reduced Lif ting Weights

Provision of Appropriate
Footwear

Frequent back Health Checks

Reduced Lif ting Reach

No 2 Item is

more

likely

than No1 Item

No 6 Item is

more likely

than No3

Item

ADD

up all the No

6’s that have been

circled and put the

number in this

column. And so on...

P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis fa c tio n

Technique 9 -

Paired Comparisons.

What are they?

- They are a method by which the Team

can identify the priorities of a large list of Ideas/actions or
Causes...

Why use them?

-To get a Team Consensus and get the

greatest Impact with least effort.

When is it used?

- In cases where the is a long list of items.

Where is it used?

- Team Meetings

How is it done?

-

Step1

Each Team Member should Rank against 2 - Criteria

1 The

EASE

of achieving ( 1 = Very Difficult to 10 = Very Easy ),

and
2 The

IMPACT

of the result ( 1 = Very Low to 10 = Very High ) on

the problem.

P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis fa c tio n

Technique 10 -

IMPACT DIAGRAMS.

No. Idea , Action or Cause.

EASE

IMPACT

1

Training

9

6

2

New Gauge

5

9

3

New Machine

2

9

4

Change Coolant Supplier

4

4

5

Change Coolant Mix

8

4

6

In Process gauge

5

7

7

Air Plug on Line

8

9

8

SOP

9

9

9

100% checking by hand

8

8

10

Communication

9

6

0

1

2

3

4

5

6

7

8

9

10

0

2

4

6

8

10

IM

P

A

C

T

E A S E

8

1 0

& 1

5

4

6

2

3

9

1 0

These

items

should be

done first

as

High

Impact /

Easy to

do

HIGH

LO
W

VERY
EASY

VERY
DIFFICULT

W h a t a r e t h e y ? -

A m e t h o d o f c o n s i d e r in g t h e p o s it i v e a n d n e g a t i v e e ff e c t s o f im p l e m e n t i n g

s o l u t i o n ,

W h y u s e t h e m ? -

T o e v a lu a t e t h e p o s s i b il it ie s o f a d d it io n a l o u t c o m e s t o t h e p r o p o s e d

s o l u t i o n .

W h e r e i s it u s e d ?

-

T e a m r o o m

W h e n is i t u s e d ? -

W h e n t h e t e a m i s d is c u s s in g p la n s t o i m p le m e n t a s o lu t io n .

W h o u s e s i t ? -

T h e t e a m

H o w i s it u s e d ? -

S t e p 1

W r i t e a t t h e t o p o f a fl ip c h a r t t h e s o l u t io n b e in g d i s c u s s e d t h e n d r a w d i a g r a m b e l o w .

E x a m p l e

P o s i t i v e

F o r c e

N e g a t i v e

F o r c e

I m p l e m e n t 3 - S h i f t w o r k i n g

S k i l l
S h o r t a g e

M o r e s t a ff
c o v e r

I m p r o v e d
S c h e d u l e s

M o r e
C o m p a t i b i l i t y

M o r e
O u t p u t

B e t t e r
T e a m s

R e l u c t a n c e o f
P e o p l e

A d d i t i o n a l
C o s t s

S t e p 2

T r a n s f e r o n t o a n a l y s i s s h e e t

P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis fa c tio n

Technique 11 -

FORCE FIELD

DIAGRAMS.

POSI TI VE FORCES

NEGATI VE FORCES

FORCE

Ability to

I nfl uence

Eff ect

Total

FORCE

Ability to

I nfl uence

Eff ect

Total

Better Teams

5

5

25

Reluctance of People

3

5

15

More Output

8

7

56

Skill Shortage

7

6

42

I mproved Schedules

6

6

36

Additional Costs

5

4

20

More Capability

7

7

49

More Staff Cover

4

6

24

KEY

1= LOW to 10 =
HIGH

This highest number in

the column indicates

the

HIGHEST

benefit

This highest number

indicates the worst

Negative

aspect that

needs a countermeasure.

What is it

? - It is a way of Brainstorming the

consequences of implementing a solution..

Why use it?

-The Team should be aware of any side

effects that implementing a solution may have.

When is it used?

- When a solution has been

determined , but prior to implementation.

Where is it used?

- Team Meetings

How is it done? -

- 1 Construct the Diagram Below

I m p l e m e n t 3 - S h i f t

W o r k i n g

M O N E Y

M E T H O D S

M A N P O W E R

M A T E R I A L S

N i g h t S h i f t P a y

A d d i t i o n a l
W a g e s A d m i n
C o s t

I n c r e a s e d
P o w e r u s e

I n c r e a s e d W a t e r

u s e .

A d d itio n a l S k ills

F le x ib ility

I m p r o v e d M a n n in g

I m p r o v e d S e ttin g

I m p r o v e d
M o r a le

I m p r o v e d J I T
s u p p ly to C u s to m e r

From this diagram, the key actions to ensure success
can be identified and any potential “downsides” to
the solution can be highlighted.

P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis fa c tio n

Technique 12 -

SOLUTION

EFFECT DIAGRAMS

What is it?

- A Method of organising and communicating

tasks and actions in a sequence that achieves the desired
project result.

Why use it?

-To enable the planning of projects in the

most economical way possible.

When is it used?

- When a solution has been determined ,

but prior to implementation.

Where is it used?

- Team Meetings

How is it done? -

1 Brainstorm all the actions required to implement the
project.
2 Allocate responsibility for seeing a project through.
3 Decide the sequence that the actions must occur in.
4 Agree the Implementation dates.

The project can then be arranged in Gannt
Chart form

as shown below

using Microsoft

Project.

ID

Task Name

Duration

1

List all Improvement Teams

3 days

2

List All Facilitatots active/want to be active

3 days

3

List of Spons ors - Leaders / Facilitators

3 days

4

Identify Gaps

3 days

5

Devis e Strategy to clos e gap

5 days

6

Lisk Key Behaviours

1 day

7

Make preparatory lis t for dis cuss ion

1 day

8

Ammend PDCA Guide to include Policy on Improvement Teams

5 days

9

SOP for Continuous Improvement

2 days

10

( Natural Work Teams )

1 day

11

Establis h Team Leaders - competancy to Lead Team

1 day

12

Agree with management Team the Policy and project outcomes

1 day

pw

pw

pw

sb,pw,aa

sb

pw

sb

aa

sb

aa

31/08 07/09 14/09 21/09 28/09 05/10 12/10

September

October

P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis fa c tio n

Technique 13 -

SCHEDULE or

PROJECT PLANNING.

What is it?

- A technique that allows you to anticipate

and counter problems before the implementation of a
solution.

Why use it?

- To be proactive. Putting countermeasures in

place to prevent a project going wrong.

When is it used

? - When a solution has been determined

, but prior to implementation.

Where is it used?

- Team Meetings

How is it done? -

1 Brainstorm what could go wrong.
2 Rank the possible failure by designating potential
and consequence of going wrong.

Potential Failure

Potential Consequence

Overall

Rating

Ranking

A. New Business will not fit the Line

4

5

20

6

B. Late Delivery will mean loss of orders

5

5

25

4

C. The quality Standard is not met.

6

6

36

2

D. The Line is too slow.

3

3

9

7

E. The project is over budget.

7

3

21

5

F. It is too long for the building.

1

8

8

8

G. The machine is not Safe.

4

8

32

3

H. The machine is not CE marked.

9

8

72

1

Score Potential and Consequence on a scale of 1 to 10 and multiply together
to give overall Rating

P L A N

D O

C H E C K

A C T

C u s to m e r

S a tis fa c tio n

Technique 14 -

FAILURE

PREVENTION ANALYSIS.