When working in positions related to improvement or supervision of processes in companies, it is impossible not to encounter ... problems. What should you do when you encounter one on your way?
Oczywiście rozwiązać! Jak? Skutecznie! I właśnie o tym będzie w poniższy artykuł.
Let's start by defining what a "problem" is. This is an unacceptable difference between the target state and the current situation. This may be, for example, too low productivity, too frequent bottleneck stops in our process or high costs. However, in order to recognize a given deviation from the goal as a problem to be solved immediately, it is necessary to clearly define which deviations from the target state are acceptable to us and which are not. Such action forces us to work on specific data, not subjective feelings.
After going through the first stage - i.e. determining the indicators and their acceptable levels, it may turn out that there are a lot of problems. Many enterprises struggle with jumping from problem to problem and putting out fires on a daily basis, without long-term success. This is the result of the lack of a systemic approach to solving problems. And there are a lot of methods and tools that can be used for this. A3 reports, 8D forms, Six Sigma or Toyota Kata.
Regardless of what we decide, the basis is the PDCA cycle called the Deming circle. PDCA is an acronym for Plan, Do, Check and Act. Translated into Polish, it will be: Plan, Do, Check and Act. This approach was proposed by Walter Shewhart and then propagated by William Edwards Deming. Initially, it was used mainly in the field of quality improvement, but over the years it has become the basis for all methods of continuous improvement and problem solving. Acting in accordance with the PDCA cycle is to guarantee not only improvement of the current situation, but also protection against the reappearance of the same problem in the process. How to do it? What additional tools to use? Since both the A3, DMAIC and 8D report are based on the PDCA cycle, then ... what is the difference and which way to choose? A3 or 8D reports are just (and as many as) forms. A3 was created for the needs of Toyota and its name comes from the size of the paper. According to the assumptions, all data, sketches, analyzes and planned activities should fit on an A3 sheet. And there is no room for unnecessary comments and details. Only valuable content. The 8D, on the other hand, was created in the USA - in the Department of Defense. Currently, the 8D report is the most popular form used for troubleshooting in the automotive industry.
The DMAIC approach, identified with Six Sigma, also has its roots in the United States and was developed in Motorola plants for their internal needs. Each of these methods helps in solving problems - that is, finding the root cause, planning actions to eliminate it and standardizing solutions. This is (very simplified) the PDCA sequence. The differences are that Six Sigma, by definition, deals with complex problems in which we are dealing with volatility, many factors affecting the result. According to theory, projects implemented by Six Sigma Black Belts last up to a year. So these are big business cases.
Both the 8D and A3 reports will work for smaller problems in organizations. Typically, statistical tests are not used here to define the root cause, but rather simple analyzes and tests in the process. Of course, it may turn out that even complex problems can be solved using simpler methods. It depends on our team and determination.
So which method should you choose? There is no book division here - rather a feeling. You should always analyze the competences of the team involved in the problem solving process and adapt the tool to the organization. Many times the best solution to start with is to use an empty board and a marker. Thanks to this, you can quickly engage the team to work and not scare anyone with complicated forms.
And what method do you most often use when solving problems?
