solucion de problemas efectivos

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Effective Problem

Solving & Prevention

Ha Dao, ASQ Fellow

ASQ Board of Directors, Member

ASQ TCC Conference

Oct 30-31, 2014 - Orlando, FL

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Agenda

1. Understand Problem Solving’s Impact: • How are you viewed by your customers?

• How do you solve your problems?

• What are the inhibitors to success?

2. Define Effective Problem Solving: • Purpose

• Process

• People

3. Drive a Problem Solving Culture:• Roles & Responsibilities

• Desired Behaviors

• Call for Actions

3

Agenda





• Process

• People




4

Problem Solving’s Impact

Apr 20, 2010

bp Oil Spill

The bp Oil Spill began on April 20, 2010 in the Gulf of Mexico on the BP-operated Macondo

Prospect. It claimed 11 lives. Following the explosion and sinking of the Deepwater Horizon oil rig,

oil gushed for 87 days, discharged 210 million US gallons.

http://en.wikipedia.org/wiki/Gulf_of_Mexico

http://en.wikipedia.org/wiki/BP

http://en.wikipedia.org/wiki/Macondo_Prospect

http://en.wikipedia.org/wiki/Deepwater_Horizon_explosion

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2014 Automotive Recalls

Automakers have recalled more than 50 million vehicles in 2014. The latest wave impacts certain cars

with defective airbags from the Japanese company Takata. The airbags, which can rupture and blast

metal debris, have been linked to at least four deaths.

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Customer Expectations

Responsive

Proactive

Role Models

Solving Problems

Prevent Problems

How do we want to be

viewed by our customers?

Our customers’ best supplier

Reactionary

Firefighting

Inconsistent

Problems Not Solved

Flawed Launches

How are we viewed by

our customers today?

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Fire Fighting to Continuous Improvement

Must Change from Fire Fighting to

Continuous Improvement.Source: www.4c.ltd.uk

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How Do You Solve Problems?

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Discussion

What are some Inhibitors to an

Effective Problem Solving Process?

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1. TOOLS

• Problem Described Incorrectly

• Inappropriate Usage Of Tools

• Lack Of Training In Problem Solving

• Misidentified A Root Cause

2. PROCESS

• No Structured Process

• Poor Strategies For Root Cause

• Ask Divergent Questions

• Jump To Conclusions

3. CULTURE

• Lack Of Leadership Support

• Lack Of Resources

• Poor Direction & Participation

• Management’s Impatience

Some Inhibitors to Effectiveness

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“The way we do it around here!”

What is

Culture?

cul·ture: the set of shared attitudes, values, goals and

practices that characterizes a company or corporation.

-Webster’s Dictionary

Culture

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Culture Drives Most Leverage

10:1

Cu

ltu

re

100:1

QualityCost

Delivery

MS

DPro

cess

2:1

To

ols

Enterprise Engagement

Desired Behaviors & Expectations

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Agenda





• Process

• People




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Effective Problem Solving & Prevention

Purpose

ProcessPeople

Culture

Purpose: Ongoing Continuous Improvement.

Process: Systematic, Structured, Disciplined Data-Driven Approach.

People: Capable & Engaged Problem Solvers.

Culture: Desired Behaviors and Expectations.

Effective Problem Solving & Prevention integrates Purpose, Process & People Dimensions to produce an Continuous Improvement Culture with robust Results.

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Fire FightingFire Fighting

Problem SolvingProblem Solving

Preventing ProblemsPreventing Problems

ProblemProblem--Free Products and Free Products and

Processes Through Proactive Processes Through Proactive

Problem PreventionProblem Prevention

Fire FightingFire Fighting

Problem SolvingProblem Solving

Preventing ProblemsPreventing Problems

ProblemProblem--Free Products and Free Products and

Processes Through Proactive Processes Through Proactive

Problem PreventionProblem Prevention

Where do you want to be in five years?

Purpose: Problem Solving & Prevention Journey

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Purpose: Select the Right Projects

Effort

Benefit

HighLow Med

Hig

hL

ow

Med

13

6

15

1 8

3

12

9

4

7

17

14

10

16

11

5

• Strategic Alignment

• Quality Improvement

• Revenue Growth

• Cost Reduction

• Resources Required

• Project Duration

• Capital Investment

• Project Risk

Highly Desirable Opportunities

Potentially Desirable Opportunities

“Potential Quick Hits”

Least Desirable Opportunities

What projects

should we work on?

Example

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Ineffective:

Relying on guessing & trial

and error.

Pursue a large number of

potential causes.

Jump to Conclusions.

Jump to Solutions.

Implement Band-Aids

Effective:

Disciplined & Systematic.

Converge rapidly to true

root cause.

Reveal unforeseen

relationships.

Turn problems on and off.

Fix problems once & for all.

Process: Effective vs Ineffective Method

Recognize

Problem

Is thePotential Cause a

Root Cause?

Use Team Approach

Describe the Problem

Implement and Verify

Containment

Identify Potential Cause(s)

Converge on Likely Causes

Identify Potential Solutions

Choose and Verify Corrective

Actions

Implement Permanent

Corrective Actions

Prevent Recurrence

Congratulate Your Team

Root Cause Analysis

8D Problem Solving Process

4a

4b

4c

4d

Yes

No

Step

8D = 8 Disciplines

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Example

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Problem Solving Deployment

ACT PLAN

DOCHECK

PLANACT

CHECK

4. Leverage Projects 1. Select Projects

DO 2. Execute Projects 3. Review Projects

• Approve plans and outcomes

• Close projects and document results

• Leverage results to similar areas/process

• Institutionalize knowledge

• Identify best practices

• Link performance/results to PMP

• Implement effective controls

• Identify & launch new projects

• Adjust strategies as needed

• Set goals through Strategy Deployment

• Develop customer focus project pipe line

• Select and focus on high impact projects

• Set up regular review cadence

• Review & monitor progress

• Escalate issues

• Monitor real business impacts

• Establish control standards

• Provide guidance for next steps

• Benchmark for ongoing suitability

• Ensure team follows process/best practices

• Audit Program for effectiveness

• Allow time for projects

• Provide resources

• Have sense of urgency

• Remove road blocks

• Provide frequent updates

• Provide training/coaching

• Execute plan

• Staff projects

• Allocate resources

• Drive alignment to objectives

• Develop training plan

• Define roles & responsibilities

• Set expectations

• Follow the disciplined root cause process

• Implement solutions and improvements

• Manage for excellence

Example

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Multi-

Vari5S C&E

SIPOC

ParetoFMEA

Histogram

Component

Swap

SPCDOE

Gage

R&R

5 WhyVSM

8D

Tools

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Agenda





• Process

• People




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Discussion

What are the Roles of the Top Executives?

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Roles of Top Executives

1. Understand Problem Solving Process:• Understand and Support the 8D Process

• Engage, Support and Lead by Examples

2. Drive Problem Solving Culture: • View problems as opportunities

• Transition from “Reactive” to “Proactive”

3. Align Vision:• Align 8D to the organization vision & strategy

• Reinforce importance of problem solving culture

4. Embed in Strategic Plan: • Establish Strategies, Objectives, Action Plans

• Allocate Resources & Provide Training

5. Monitor Progress:• Establish Metrics and Measure Performance

• Remove Road BlocksSource: AIAG CQI-21

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What are the Roles of Middle Management?

Discussion

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Role of Middle Management

1. Obtain Knowledge (Know How): • Understand process, tools and its applications

• Engage, Support & Lead by Examples

2. Understand “Know Who vs Know How”: • Select the right people to engage

• Use the right resources to get things done

3. Use Effective Problem Solving Process:• Ensure the team to follow disciplined process

• Ask the right questions to keep the team focused

4. Escalate Issues: • Recognize when not resolving issues in a timely manner

• Escalate issues for resolution to higher management

5. Empower People:• Trust and empower people to make tactical decisions

• Provide direction and guidance, and not to “micro-manage”

Source: AIAG CQI-21

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What are the Desired Behaviors for Problem

Solvers?

What are the Desired Behaviors for Leaders?

Discussion

2727

ExampleSource: www.delphi.com

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Lessons Learned

1. Start at the Top: • Align and Embed to Strategic Plan

• Lead by Examples to Drive the Right Behaviors

2. Use Systematic Process: • Use Repeatable, disciplined, structured approach

• Commit to the Process; Follow the Process

3. “Think Big, Start Small, Scale Fast”:• Demonstrate concept and get buy-in (Pilots)

• Expand impact through systematic deployment

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People

Culture

Process

Purpose

Kaizen – Purpose

Exceed Ever-Increasing

Customer Expectations

Kaizen – People

Expand Capability,

Capacity, & Engagement

Kaizen – Process

Innovation Integration

Transactional Application

Kaizen - Culture

Expand to Proactive

Prevention

Summary & Takeaways

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Call for Actions

1. Understand Process• Use Structured Problem Solving Process• Leverage Combo Of Purpose, Process, People

2. Drive The Culture• Clarify The Roles & Responsibilities• Drive Desired Behaviors: See, Own, Solve

3. Lead by Examples• You Lead The Way – Be the GLUE• Enlist an Executive to Champion the Cause

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“Even if you are on the

right track, you’ll get run

over if you just sit there.”- Will Rogers

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Effective Problem

Solving & Prevention

Ha Dao, Member

ASQ Board of Directors

ASQ TCC Conference

Oct 30-31, 2014 - Orlando, FL

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Abstract: Effective Problem Solving & Prevention

• Many organizations are facing stronger competition, increased customer

expectations, and more aggressive delivery deadlines – all against a

backdrop that tolerates less room for errors. Each of these factors requires

the organizations to solve problems and develop solutions more efficiently

with minimum waste and a constant need to continuously improve their

performance.

• Effective problem solving and prevention has been critical for organizations

that strive for operational excellence. There are opportunities for further

improvements. Improvements are needed as evidenced by scrap, rework,

warranty costs, delays and products recalls.

• Taking advantages of these opportunities requires a combination of

effective processes and tools, combined with strong leadership to drive a

culture that problems are solved quickly with minimal resources.

• This presentation will highlight the insights, provide the best practices, and

illustrate with a case study of driving a culture for effective problem solving

and prevention. The power is in how the dimensions of Purpose, Process,

and People are integrated to create a Continuous Improvement Culture that

results in a true competitive advantage.

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Ha Dao Bio

Ha Dao, an ASQ Fellow, is the Corporate Quality Manager for Emerson Climate Technologies. He

is responsible for the development and deployment of an enterprise approach to Quality

Operational Excellence (Quality OpEx) and the systematic pursuit of Business Excellence. Ha also

supports the extension of Quality OpEx external to Emerson through his active membership with

the American Society of Quality (ASQ), the Conference Board Quality Council and the Partnership

for Excellence (TPE).

Ha is a recognized expert in problem solving. His certifications include Shainin Red X Master, Six

Sigma Master Black Belt, ASQ Certified Six Sigma Black Belt, CQE & CQA. Ha holds a BSME and

a Master of Science in Management Science. With over 25 years of diversified experience, he has

worked for General Motors, Delphi Corporation, Goodrich Aerospace and SSA & Company

(formerly Six Sigma Academy).

Ha is very active in the professional societies and provides many services to the communities. His

work has earned many awards and recognitions, including:

National Director, ASQ Board of Directors (2013-2016)

Member, The Conference Board Quality Council (2013)

Member, Board of Examiners, The Partnership for Excellence (2013)

Past Chair, ASQ Automotive Division (2009-2011)

Outstanding Engineers & Scientist Award, Affiliate Societies of Dayton, 2007

ASQ Fellow, American Society for Quality (ASQ), 2005

[email protected]

(937) 710-3054

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