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1、D–1TeamApproach§Whenaproblemcannotbesolvedquicklybyanindividual,itisnecessarytoformaTEAM.§ModelforEffectiveTeamwork-Structure-Goals-Roles-Procedures-InterpersonalRelationships§BrainstormingAmethodfordevelopingcreativesolutiontoproblems.Itworksbyfocusingonaprob
2、lem.NOcriticismofideas–theideaistoopenupasmanypossibilitiesaspossible,andbreakdownpreconceptionaboutthelimitsoftheproblem.TeamOrganizationCross-Functional-DesignEngineering-QualityAssurance-Purchasing-ManufacturingEngineering-MaterialControl-Sales/Marketing-Et
3、cRolesInATeam•Leader:Apersonthatleadtheteambysets/directsagenda.•Champion:Guide,direct,motivate,train,coach,advocatetouppermanagement.•Recordkeeper:writeandpublishesminutes.•Participants:Thatinvolveinactivity.•Facilitator:Encourage/Drive/stimulatetheteam.D–2De
4、scribetheProblemSpecifytheinternal/externalcustomerproblembyidentifyinginquantifiabletermstheWho,What,When,Where,Why,How,Howmany(5W2H)fortheproblemProblemdefinitionisthebasicofproblemsolving.Usedduringthebrainstormingsessionstoidentifythepotentialcauses.Partof
5、theproblemsolvingprocessistoidentifytherootcauseoftheproblemandunderstandwhyitexistedinthefirstplace.Therootcauseisthereasontheproblemexists.OperationalDefinitionoftheproblemItisimportantthattheproblembedescribedintermsthathavethesamemeaningtoeveryone.Anoperat
6、ionaldefinitionconsistsofverifiablecriteriathathavethesamemeaningtotheproductionworkers,manager,customer,engineer,buyer,technician,teammembers..etcandusedforpast,presentandfuturecomparisonsandanalysis.SymptomsVS.CauseItisuncommonforproblemtobereportedassymptom
7、s-Noise,won’twork,nopower,machinedown,brokentool,headfrozeup,contaminated,roughsurface,shortageofparts,qualityproblem,wornout,linestopped,nottospecification,labourproblem,managementproblem,toomuchvariation,etc.ProblemsolvingSystematicapproachtoproblemsolving:-
8、Businessasasystem(businessasaprocess)-Analyticalproblemsolving-ProcessflowProblemanalysismethodologies:-5W2H-Stratification-Comparativeanalysis/SimilarityanalysisKeyquestionà5W’san
