Lecture

Six Sigma Problem-Solving Models

L 01: Introduction to Problem-Solving Models (20/04/2016)

Agenda
 Organizational Matters
 Introduction to the models of problem-solving
 Motivation
 Trial and Error
 Learning by Doing
 Creative Problem Solving
 General Problem-Solving Model
 PDCA Cycle
 Problem Solving Star
 Six Sigma DMAIC
 Comparative Summary

QM II | Prof. Dr.-Ing. Jochem | L 01: Introduction to problem-solving models

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Organizational Matters

Course Outline
Place: Pascalstraße 8-9, PTZ 001

Time: Wednesday, 8:00 a.m. – 10:00 a.m.

first lecture: 04/20/2016

Script: GPE Office

Additional Source

Lecture Slides: GPE Online System

Main Exam Source
1 day before each lecture as PDF

Lecturer Prof. Dr.-Ing. Roland Jochem

Tel.: +49 (0) 30 / 314 22005
E-Mail: roland.jochem@tu-berlin.de

QM II | Prof. Dr.-Ing. Jochem | L 01: Introduction to problem-solving models 20/04/2016

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Organizational Matters

Course Outline
Scientific Team:
Dipl.-Ing. Phillip Karcher
Tel.: 030/39006-181
E-Mail: phillip.karcher@ipk.fraunhofer.de

Dipl.-Ing. Christoffer Rybski

Tel.:030/39006-180
E-Mail: christoffer.rybski@ipk.fraunhofer.de

Secretary: Anja Herzberg

Quality Science Department
Pascalstr. 8-9, Room 403
Tel.: 030/314-22005
E-Mail: anja.hertzberg@tu-berlin.de

QM II | Prof. Dr.-Ing. Jochem | L 01: Introduction to problem-solving models 20/04/2016

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Organizational Matters

Pass Conditions
Practical classes General Requirements:
- Participating in all practical classes
- Successful presentation of the group work results
Dates:
- May 29, 2016: Six Sigma Project Selection & House of Quality
- July 02, 2016: Failure Mode & Effects Analysis (FMEA)
- July 03, 2016: DoE & Taguchi
- July 09, 2016: Final Presentation
Location and time:
- Location: Pascalstraße 8-9; PTZ 407
- Time: 9:00 a.m. – 6:00 p.m.

Final Exam - July 6, 2016: Final Exam Preparation

- July 20, 2016: Final Exam, 1st option
- Sept. 28, 2016: Final Exam, 2nd option

QM II | Prof. Dr.-Ing. Jochem | L 01: Introduction to problem-solving models 20/04/2016

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Organizational Matters

Course Agenda: Six Sigma Problem-Solving

L 01 Introduction to Problem Solving Models 04/20/2016
L 02 History and Definition of Six Sigma 04/27/2016
Qualification-/Organizational Concept, Implementation Concepts 05/04/2016
L 03
and Variations of Six Sigma
L 04 The DMAIC Cycle 05/11/2016
L 05 Define 05/18/2016
L 06 Measure1 05/25/2016
L 07 Measure 2 06/01/2016
L 08 Analyze 1 06/08/2016
L 09 Analyze 2 06/15/2016
L 10 Improve 06/22/2016
L 11 Control 06/29/2016
L 12 Final Exam Preparation 07/06/2016
L 13 Buffer for canceled lectures 07/13/2016

QM II | Prof. Dr.-Ing. Jochem | L 01: Introduction to problem-solving models 20/04/2016

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Course Structure

L 11 L5
Control Define

L 10 L6&7
Improve Measure

L8&9
Analyze

L 01 Problem-Solving Models
L 02 Development and Definition of Six Sigma
L 03 Variations, Qualification Concept, Implementation Concepts
L 04 The DMAIC Cycle

QM II | Prof. Dr.-Ing. Jochem | L 01: Introduction to problem-solving models 20/04/2016

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Agenda
 Organizational Matters
 Introduction to problem solving models
 Motivation
 Trial and Error
 Learning by Doing
 Creative Problem Solving
 General Problem-Solving Model
 PDCA Cycle
 Problem Solving Star
 Six Sigma DMAIC
 Comparative Summary

QM II | Prof. Dr.-Ing. Jochem | L 01: Introduction to problem-solving models

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Motivation

Problem-elimination process

Detect Analyze Develop Test Implement Lessons

problem causes measures measures measures learned

vigilance: quickness: sustainability:

identify problems early remedy error avoid future Errors
fast and effective

 Increases customer satisfaction and creates transparency

 Accelerates decisions
A „good  Optimizes the use of resources
problem-  Avoids loss of image
elimination  Reduces quality costs
process:
 Optimizes products that are already on the market fast and effectively
 Increases the maturity level of new products

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Trial and Error
Trial and Error

Definition, Advantages and Disadvantages

 Problem solving method, characterized by repeated, varied attempts of all

Trial and feasible solutions which are continued until the desired solution is found
Error
 Possibility of failure is consciously accepted

 Alternative solutions must be available and feasible

Prerequisite
 Mistakes must not lead to a „catastrophe“

 No specific skills required

Advantages  Supports innovative problem solving
 High learning effect

 Time consuming and costly

Dis-  Does not always provide the best solution
advantages  Does not offer all solutions
 Provides no way to identify the cause of the problem

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Trial and Error

Development and Areas of Application

Biology Programming

Chemistry

Biology &
psychology: Simulation
Pharmacy
Thorndike, …
1850 1900 1950
Biology: Biology and Cybernatics: Sociology
Darwin psychology: W.R. Ashby
O.W. Holmes
and H.S.
Teaching
Jennings

Psychology

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Trial and Error

Example – way of the knight

1 2 3 4 5
The knight should be drawn across the board so that it
meets each field exactly once.
1 1 12 17 6 25
Trial and Error procedure:
1. Make a list of all moves possible from location (1,1) 2
16 7 1
2 11 18
 (3,2); (2,3)
2. Choose your next move from the list  (3,2)
3. If the move is acceptable, draw there and tag the 3 13 20
1 15 24 5
field. Jump back to step 1.
 Knight at (3,2)  new list: (1,3); (2,4);…; (1,1)
Jump to step 2. if move is not acceptable. 4 8 3 22 19 10
 choose a move from the list other than (1,1)
5. Repeat steps 1. to 4. until every field was met or no
5 21 14 9 4 23
solution can be found.
 It is possible to solve the „problem“ in 24
moves.

QM II | Prof. Dr.-Ing. Jochem | L 01: Introduction to problem-solving models 20/04/2016

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Trial and Error

Example - Dashboard VW UP

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Learning by Doing
Learning by Doing

Motivation
Real environment

Simulation and
games example: project work

Books and
presentations

Lerning form

Memory after 3 weeks 70 % 72 % 85 %

Memory after 3 month 10 % 32 % 65 %

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Learning by Doing

Definition, characteristics

 Acquisition of knowledge or skills through direct experience in the execution of

a task
Learning by  mostly under supervision as part of a training or induction of new
Doing employees (training on the job)
 also emphasized: practical knowledge that is acquired through
observation of experienced employees

 Self-organisation and self-responsibility

 User orientation
 Situational and society related
Charac-  Product and action orientation
teristics  Interdisciplinarity
 Targeted planning
 Social learning in the project
 Common organization of learning processes

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Learning by Doing

Aspects

 Positive error culture at the company (learning from mistakes)

Prerequisite
 Great latitude for decisions at workplace

Less suitable
 Workplaces and processes in which errors cause high costs
for

Confounding  Lack of motivation

factors  Unclear formulated learning objectives

 Low costs, because learning takes place directly at the workplace

Costs
 Costs may arise from slowing down the work process

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Learning by Doing

Examples

Job rotation

Practices at the learning-factory

Action-oriented lessons

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Creative Problem Solving (CPS)
Creative Problem Solving

Process of CPS
• Fluent and flexible thinking
Generate ideas • Original thinking
• Elaborative thinking

Evaluate
tasks

Understand problem Planning measures

1. Identify difficulties 1. Select solutions/ ideas

2. Generate data 2. Ensure acceptance
3. Define problem

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Creative Problem Solving

Example - Process of CPS

Characteristics of the phase Example
Broad problem „We want to attract new
1. Identify difficulties Broad, short and power optimizing customers!“
Understand
problem

Determine facts, opinions, impressions, „The marked is

2. Generate data
fears, etc. to identify basic problem (e.g. 6 Ws) saturated.“
„How can the buying
3. Define problem Determine specific question to work with
decision be influenced?“

• Fluent thinking Many solutions

Price cut, color
Generate

• Flexible thinking Variations of a new solution selection, extend

ideas

functions,
• Original thinking Unusual solutions „Buy one - get one free“
etc.
• Elaborative thinking Few detailed solutions
maesures

1. Select solutions/ Evaluate alternative solutions (e.g. cost–utility

Planning

ideas analysis), select and implement Price cut, color

selection, innovators
2. Ensure acceptance Consider advocates and detractors

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PDCA Cycle
PDCA Cycle

Plan-Do-Check-Act Cycle

Definition/ Continual search for causes of errors in order to improve operations

Aim and systems within the company on a permanent basis

Act

Check Plan

Do

QM II | Prof. Dr.-Ing. Jochem | L 01: Introduction to problem-solving models 20/04/2016

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PDCA Cycle

Content

Develop a plan to remedy

If measures are the problem
successful:
Establish as the A P
new standard
ACT PLAN

Determine results CHECK DO

of measures and
assess the Execution of the
efficiency C D Plan

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PDCA cycle

Content
 Standardize solutions,  Describe problems

or  Determine main cause

 Search for new solutions A P  Develop solutions

 Refine solutions  Plan measures

ACT PLAN

 Measure results CHECK DO  Implement measures

 Recognize target  Ensure

deviation C D implementation of
measures

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PDCA cycle

Example – Customer complaints are not processed uniformly

 Standardize and  Problem: there is no
Optimize: standardized complaint
The new process proved to be management
effective and suitable to  Objective: A structured
improve complaint
A P process to deal with complaints
management; therefore it will is to be introduced
be introduced as a new  Measure: An enterprise-wide
standard. At the same time ACT PLAN valid concept including
further optimization potentials appropriate procedures and
are sought. documents is to be implemented

 Review: CHECK DO
Through interviews with
employees is analyzed  Implementation:
whether the requirements of In a project team a globally valid
the new process are
C D complaint management process is
understood and defined; staff is trained to the
implemented. process accordingly

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Problem-Solving Star
Problem-Solving Star

12 Steps of Problem-Solving
Team building
Prevent Define
recurrence problem
1
Verify 12 2 Take immediate
effects measures
11 3

Implement 10 4 Collect
solution data
9 5
Analyze
Declare 8 6
7 data
solution

Evaluate Determine
solutions Search for
causes
solutions

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Problem-Solving Star

Content of Problem-Solving Steps

Steps Content

 Put together a group of specialists able to work in a team to solve the

1. Build team
problem
 Describe problem clearly so that the group gains unanimous
2. Define problem understanding
 Create a project plan
3. Take immediate  Find quick solution for the customer
measures  Contain the extent of losses
 Decide what data is relevant to the problem
4. Collect data  Select methods for evaluating
 Collect and file data in a fast and economic manner

5. Analyze data  Evaluate data and identify important causes of the problem

 Confirm causality (cause-and-effect) for the Problem

6. Determine causes
 Determine causes for which solutions are foreseeable

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Problem-Solving Star

Content of Problem-Solving Steps

Steps Content

7. Search for solutions  Find as many solutions as possible for each of the major causes

8. Evaluate solutions  Determine the advantages and disadvantages of each solution

 Declare one or more solutions

9. Declare solution
 Determine implementation procedures

10. Implement solution  Implement solutions according to plan

 Compare effects with expectations

11. Verify effects
 Determine costs for improvement actions
 Introduce improvement measures as new standard
12. Prevent recurrence
 Determine future proceeding

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Six Sigma
Six Sigma

DMAIC Cycle

 Understanding the problem and its

financial impact
 Ensure success C D
 Team building
Control Define

Improve Measure  Develop and execute

I M
 Generate, select, a data collection plan
and implement adapted to the
Analyze problem
improvements

A
 Determine the underlying causes

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Comparison of Problem-Solving Models
Comparison of Problem-Solving Models/ Methods
Q7: The seven quality tools QFD: Quality Function Deployment
M7: The seven management tools FMEA: Failure Mode and Effect Analysis
K7: The seven creativity toolds SPC: Statistical process control
DoE: Design of Experiments

Characteristics Trial & Error Learning Creative PDCA Cycle Problem- Six Sigma
by Doing Problem Solving Star
Solving
Specific Direct work Business, Business, Business, Sub-processes,
Field of problem with environment workplace, workplace, workplace, process steps
improvement few alternative etc. etc. etc.
solutions

Choose Expand All kind of Improve all Improve all Systematic reduction
solution level open, creative activities activities of errors or deviations
knowledge solutions within the within the and continuous
Aim
company on a company on a improvement of
permanent permanent processes
basis basis
Tools/ None None Creativity tools Q7, M7, K7, Q7, M7, K7, Q7, M7,QFD, FMEA,
Methods etc. etc. SPC, DoE, etc.
Project with expert
Organization None None Project Project Project
support
Motivation Motivation Training of the Training of the Training of the Intensive training,
Prerequisites K7 Q7, M7, K7,… Q7, M7, K7,… special organization

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Six Sigma

Course Structure

L 11
L 5 Define
Control

L 10 L6&7
Improve Measure

L8&9
Analyze

L 01 Problem-Solving Models
L 02 Development and Definition of Six Sigma
L 03 Variations, Qualification Concept, Implementation Concepts
L 04 The DMAIC Cycle

QM II | Prof. Dr.-Ing. Jochem | L 01: Introduction to problem-solving models 20/04/2016

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