Ferramentas de Investigação (QEWO, 5E1H, 5 PORQUES)

Ferramentas de
Investigação
(QEWO, 5E1H, 5 PORQUES)
Gilberto Fantin
20 FEB 2020
7 WCM Tools
ARE BASIC TOOLS OF PROBLEM SOLVING
PROBLEM SOLVING HIERARCHY
Complexity of problem
Advanced
Major Kaizen
Kaizen
Standard
Kaizen
Quick
Kaizen
4M
5 Whys
5W1H
5G
Time taken
1 week 3 months
7 WCM TOOLS
Advanced
Major Kaizen
Kaizen
Standard
Kaizen
Quick
Kaizen
4M
5 Whys
5W + 1H
5G
Time taken
1 week 3 months
5
3G AND 5G
GEMBA Go to the spot

GEMBUTSU Examine the object 3G
GENJITSU Check facts and figures
GENRI Refer to the theory
GENSOKU Follow the operating standard 5G
6
GEMBA: GO TO THE SPOT
5G What is it? Key point What does it mean?
1st G: Gemba GO TO THE The Precise Go to the actual place where

SPOT Location the problem occurs.
It’s crucial to go to the GEMBA where the problem occurred so we can check
external influences and observe the current conditions
• We can check the material used and the

basic condition of the equipment
• We can discuss with the operator who
performed the task
• We can observe what is happening with
our eyes
Do not rely on information reported by someone else.

Go the GEMBA to get your first hand understanding
7
GEMBUTSU: EXAMINE THE OBJECT
2nd G: Gembutsu EXAMINE THE The Evidence View the actual objects, parts
OBJECTS and materials involved in the
problem
Have a close look at the material, check the machine conditions and the tools
• Carefully examine the object in order to identify

any possible anomalies:
– worn
– damages
– leakages
– dirtiness
Were the basic conditions in place?

A lot of useful information can be obtained by examining the “the body of evidence”
8
GENJITSU: CHECK FACT AND FIGURES
3rd G: Genjitsu CHECK FACTS The Facts Confirm an accurate and

AND FIGURES quantified description of the
problem.
Collect relevant data to have a better understanding of the problem
• Machine parameters
• Product parameters
• Operating conditions
• If necessary take some measurements in
order to observe any trends in the data
Using 3G we can make powerful checks for basic standards and

see any visible problem
9
GENRI: REFER TO THEORY
4th G: Genri REFER TO The The Principles are the

THEORY Principles mechanical principles which
govern the operation.
• Following 3G, basic standards can be improved
• The last two Gs (Genri and Gensoku) help the

team in going deeper into the investigation
• By referring to the theory we can identify other

factors we didn’t consider in the previous steps
• New factors identified will be checked to see if

the conditions were respected
Be open-minded to evaluate and take into account factors

you never considered before
10
GENSOKU: FOLLOW THE STANDARDS
5th G: Gensoku FOLLOW THE The Rules The Rules are the conditions
STANDARD required to operate without
causing problems.
• Only standards can

guarantee consistent and
reliable performances (both
for processes and products)
• Make sure the standards

are in place, very well
known and applied by the
operators
Standards are the foundation, but remember that

they can always be improved!!!
11
Advanced
Major Kaizen
Kaizen
Standard
Kaizen
Quick
Kaizen
4M
5 Whys
5W + 1H
5G
Time taken
1 week 3 months
12
5W-1H WITH THE 5G PRINCIPLES
• “5W-1H” is a problem solving tool to properly describe a problem, by asking the

following question
What? When? Where? Who? Which? How?
• It’s used to guarantee that a problem is analysed taking a complete view of all its
essential aspects
• The technique of "5W+1H“ helps to understand the details of what happened, in other
words it helps to understand specific circumstances, each time a deeper
comprehension is necessary.
• The questions guide the analysis in order not to miss any aspect of the phenomena
description.
The secret to do a good description is to think how a journalist may

describe a car accident.
You are the journalist. The problem is the car accident. Describe the way the
accident occurred not giving the responsibility to something or somebody
but trying to describe the situation in an objective way.
5W-1H WITH THE 5G PRINCIPLES
5W-1H
Detail Description Example
Any variation due to production materials?
What thing or product did Any materials differences? Differences among lots? Material, Product Number, Lot Number,
What
you see the problem on? Any variation due to different part dimensions, Component Name
shapes?
Any variation related to time or period?
Does the problem occur at the start of work? in the Start/End Date, Shift, Time, Event (Is this
When did the problem middle? problem happening on one, two or all
When
occur? During which operations is the problem apt to shifts? After Start Up? Changeover?
occur? Etc.)
Is the problem likely to occur after set-up changes?
Any variation due to equipment, fixtures,
1. Where did you see the
components?
problem?
In what process / what machine elements does the
(Line/Machine/Location)
problem occur? (Line# / Equipment / Component,
Where
Any differences among different equipment, Location, Process)
2. Where on the work or
machine types?
material did you see
Any variation associated with different figs,
the problem?
fixtures?
Any variation among people involved in the If the problem occurs for only certain
Is the problem related to
operation? skills levels (i.e. mechanics, operators,
skill?
Who Any morning/day/night shift difference? temps), shifts and/or experience levels, it
(Skill dependent or
Any differences among new operators, floaters, is skill dependent. Skill independent - it
independent)
temporary staff? could happen to anyone.
Random: Can happen anytime.
1. Which trend (pattern)
Are there any characteristic trends over time? Periodic: the problem occurrence is
did you see the
Does it appear at regular or irregular intervals? predictable (after start-ups, changeovers,
Which problem have?
Do problems increase or decrease? only when it is 100 deg., etc.)
2. Is the trend random or
Any changes before or after? Continuous: The problem occurs
is there a pattern?
uninterrupted in time or sequence
Any variation in circumstances of occurrence?
State as exactly as you can the difference from ideal (Describe the abnormality - bent, sheared,
How is the state different
How (e.g. Is the carton crunched, torn, punctured, etc?) crushed, rusted, spilled, lost material, not
from normal condition?
delivered, etc.)
PROBLEM DESCRIPTION WITH SKETCHES
Drawing sketches requires better
understanding of the problem in
detail
• Visualization requires better

understanding of the details
• Visualization creates information

sharing
• Visualization leads to action

Advanced
Major Kaizen
Kaizen
Standard
Kaizen
Quick
Kaizen
4M
5 Whys
5W + 1H
5G
Time taken
1 week 3 months
16
ROOT CAUSE ANALYSIS
Root cause analysis is crucial step in any problem solving activities

because it helps to identify true causes of a problem
Some examples of tools

• Cause and effect diagram with a
sketch between a probable cause
and the effect
• 5 Why analysis
• 4M analysis (very basic problems)
• Systematic diagram
ROOT CAUSE ANALYSIS
4M (Fishbone/Ishikawa diagram)
• The tool analyses and explains the relationship between the problem and its
potential root causes, classifying them into four basic families – Machine,
Materials, Method, Man
• After listing all potential causes, investigation starts to define the real root causes
This tool is for simple issues only.

Identifying real root causes is only possible through measurement
ROOT CAUSE ANALYSIS
5 Why
Problem statement: Falha no sistema magnetico de acionamento
PHENOMENA DESCRIPTION
• Observe carefully what is happening behind the problem

• Don’t mix phenomena and root causes
• Drawing sketches requires better understanding of the facts in detail
TWTTP AND HERCA
Find hidden issues behind the problem

• How do you do this work?
• How do you know you are doing this work
correctly?
• How do you know that the outcome is
free of defects?
• What do you do if you have a problem?
TWTTP (The Way To Teach people) and HERCA (Human Error Root cause
Analysis) are tools used when the problem is related to human errors
EXAMPLE
Holes during detaching thread
pyramid teabag .
HOLES IN TEABAGS
SOME UNILEVER EXAMPLES: KATOWICE
HOLES DURING DETACHING THREAD PYRAMID TEABAG
What Pyramid products in non woven filter-paper
When During normal production
Where Line L, machine no 6 , sealing on transfer wheel
Independently from the operator, no shift

Who
dependent
Which It happens randomly
During detaching thread we remove fibres from

How
the filter paper
Problem Statement:
During detaching thread we remove fibres from the filter paper at pyramid products in non woven
filter-paper, during normal production, in Line L, machine no 6 , sealing on transfer wheel, Independently
from the operator, no shift dependent, it happens randomly.
HOLES IN TEABAGS
PROCESS DESCRIPTION
HOLES IN TEABAGS
PROCESS DESCRIPTION
PHENOMENA DESCRIPTION
PROBLEM HOLES DURING DETACHING THREAD
PHENOMENON
Katowice example
QUESTION ?

Ferramentas de Investigação (QEWO, 5E1H, 5 PORQUES)

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Ferramentas de

GEMBA Go to the spot

GENSOKU Follow the operating standard 5G

5G What is it? Key point What does it mean?

1st G: Gemba GO TO THE The Precise Go to the actual place where

• We can check the material used and the

Do not rely on information reported by someone else.

5G What is it? Key point What does it mean?

• Carefully examine the object in order to identify

Were the basic conditions in place?

5G What is it? Key point What does it mean?

3rd G: Genjitsu CHECK FACTS The Facts Confirm an accurate and

Collect relevant data to have a better understanding of the problem

Using 3G we can make powerful checks for basic standards and

5G What is it? Key point What does it mean?

4th G: Genri REFER TO The The Principles are the

• Following 3G, basic standards can be improved

• The last two Gs (Genri and Gensoku) help the

• By referring to the theory we can identify other

• New factors identified will be checked to see if

Be open-minded to evaluate and take into account factors

5G What is it? Key point What does it mean?

• Only standards can

• Make sure the standards

Standards are the foundation, but remember that

• “5W-1H” is a problem solving tool to properly describe a problem, by asking the

What? When? Where? Who? Which? How?

The secret to do a good description is to think how a journalist may

• Visualization requires better

• Visualization creates information

• Visualization leads to action

Root cause analysis is crucial step in any problem solving activities

Some examples of tools

This tool is for simple issues only.

• Observe carefully what is happening behind the problem

Find hidden issues behind the problem

When During normal production

Where Line L, machine no 6 , sealing on transfer wheel

Independently from the operator, no shift

Which It happens randomly

During detaching thread we remove fibres from

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