Small Group Activities (SGA) Guide

CONFIDENTIAL Document Number : GBE-KPO-2-031-00

Revision Number : 06
Effective Date : May 30, 2013
 Document Title Document # : Revision
GBE-KPO-2-031-00 06
Small Group Activities (SGA) Guide
Document Owner :
Siang Yn Tan

REVISION HISTORY

Revision Description of Change Writer/Reviser Effective Date

02 Document formatted as per DMS policy Asoga Tannimalay December 11, 2008

03 SGA / Small Group Activities term standardized Asoga Tannimalay April 22, 2009

Added notes and steps for SGA Template for Operations, Office and
04 Asoga Tannimalay September 26, 2011
Supply Chain

05 Document formatted as per DMS Policy ( Format to latest format) Chandran Bendaiya September 06, 2012

06 Complete review of document Siang Yn Tan May 30, 2013

COMPANY Kaizen Template (Lean

CONFIDENTIAL PrintedSupply Chain
copies are & Office)copies.
uncontrolled
2 GBE-KPO-4-002-00
Verify revision Rev.15
and approvals in the FMS Document Management System on ShareNet.
 Table of Contents
Contents Slide(s)
 Overview & Scope 04

 Objective 05

 Structure and Basic Elements of a SGA Team 06

 SGA – Basic Requirements 08

 Problem Solving Techniques 14

 7 QC Tools & Examples 16

 SGA Additional Tools 25

3 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 Overview and Scope

Overview
Small Group Activities or SGA allows employees to work together to solve problems that
they confront in their daily duties by using basic tools. SGA engenders pride within
employees for their accomplishments and ownership in their jobs.

Scope
This online course provides guidelines and basic information on how an SGA team is
formed, how to use several tools and methods such as brainstorming, a cause and effect
diagram, registration forms, and standardization to tackle problems on the shop floor
and business processes.

4 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 Objective

 Motivate the shop floor operators, executives, superintendents as well as line engineers and
technicians to form SGA groups to focus on defects, inventory, productivity, lead time, scrap and
space improvements.

Choice

5 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 Structure of a SGA Team

Top Management

Steering Committee

Facilitators

Leaders

Members

Non - Members

6 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 Basic Elements of A SGA Team

Top management – The role is very important for the success of SGA.

Steering committee or middle management – Department or Functional Managers from different

divisions

Coordinators – Individuals who are responsible for coordinating and directing the SGA

Facilitators – Catalysts, innovators, promoters, or teachers who are nominated by the

management

Leaders – Individuals who are chosen within the small group by the member themselves

Members – People working together within the same work area

Non-members – People who are not working on a daily basis in the area, but whose expertise is
required to ensure success

7 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 Roles of Facilitators and Leaders

Facilitator’s role includes:

 Lead and guide SGA team activities.
 Support and assist the SGA team leader.
 Create and instill teamwork among members.
 Encourage and motivate team members.
 Build and strengthen the cohesiveness in team members.

Leader’s role includes:

 Conduct all team meetings.
 Lead the try-storming sessions of the team.
 Identify the area of opportunity for the group’s project.
 Encourage and guide team members to contribute and develop their ideas.
 Train the team members to use the Quality Control (QC) tools and problem solving
techniques.
 Assign action items to SGA team members.
 Identify areas that require contribution from non-members.

8 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA – Basic Requirements

Employees working in the same department or section form teams to address quality
issues or problems that require a team effort to find a feasible solution.

 Approximately, 5 to 10 members will be an ideal number for a group. If the group is too
small it may not have sufficient ideas to find a solution. On the other hand, if the group is
too big it becomes difficult to control.
 Frequency of meetings.
 Minimum one meeting per week
 All projects must be closed within one month from the formation of the team
 When? The time allocated for the SGA activity
 is left to the discretion of the respective
 Department or Functional Head

9 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA – Team Formation

All exempt staff will be given training on how to form and lead an SGA team.
Phase I
• In Phase I, Production Executives or Functional Supervisors leads all SGA teams.
• Each Executive must lead at least one SGA team.
• Each team is given one month to achieve their project goal.
Phase II
• In Phase II, Production Executives or Functional Supervisors leads only two teams.
• The Executive has the option of either leading the second team or having a group leader for
the team. However, in this phase the Executive is accountable for the performance of the
group leader in leading the team.
• Each team is given one month to achieve their project goal.
Phase III
• In Phase III, all SGA teams are to be led by group leaders.

10 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA – How it Works

The behavioral descriptors of a successful team are:

 Every one in the team is clear about the goals and targets.
 Roles of each member in the team are clearly defined.
 High level of interdependence exists among team members.
 Each team member is willing to contribute.
 A relaxed work atmosphere for a better communication and mutual
trust.
 Individual team members and the team as a whole are prepared to
take risks.
 All members are prepared to examine the team errors as well as
the individual errors without personal attacks.
 Each team member is aware of the fact that he or she can influence
the team’s agenda.

11 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA – How it Works
 Set the objective of the discussion.
 Let all the members speak freely and give suggestion on the problem.
 Look at the problem from different angles.
 Record all the ideas.
 Examine all the ideas together.
 Arrange ideas in the order of their importance.
 List the causes that may be a problem.
 Think of the countermeasures to eliminate the causes.

Do’s and don’ts of conducting meetings

i. Do not criticize.
ii. All ideas must align to the objective and goal.
iii. All ideas must be recorded.
iv. Give every idea a serious and an honest evaluation.
v. No sleeping members. All members must be given an equal
opportunity to participate.

12 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA – How it Works

i. Create your team from your work area.

ii. Identify the problem area.
iii. Define your objective and goal.
iv. Utilize the QC tools to break down the problem.
v. Generate possible ideas and solutions to the problem.
vi. Evaluate the ideas.
vii. Choose the best one based on cost and results.
viii. Implement the idea.
ix. Standardize the idea across the project.
x. Verify the results and savings with the help of Financial Analysts.

13 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 Problem Solving Techniques

SGA team commonly uses the following basic techniques to identify and to analyze problems:
Team work (Brainstorming and Try-storming)
Collection of data
Primer QC tools include:
Pareto diagram (Analysis )
Cause and effect (Ishikawa diagram or fishbone diagram)
Graphs
Check sheet
Scatter diagram
Histogram
Control charts

Search
Problem Algorithm Solution

14 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA - Problem Solving Procedure

1 Grasp the problem areas Select a theme

2 Decide on the objectives Establish the target

Assign the organization

3 structure
Plan the activity

Analyze the situation of

4 the problem
Find the main cause

Examine the improvement Examine the

5 plan improvement methods

Set up the improvement Implement the

6 activity improvement plan

Check and follow up on the Confirm effectiveness

7 improvement results and maintain the action

15 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA - 7 QC Tools

The following 7 QC tools are commonly used in analyzing the collected data:
Man Machine

x
8
8
x x

8 8
..............
8 8
8 x
Material Method
Check Sheet
Scatter Diagram Cause and Effect Diagram

Pareto Diagram Histogram Control Chart

MONTHLY EXPENSES BREAKDOWN

BAR GRAPH
HOUSE
CAR
FOOD
TRAVEL
SAVING

Graphs Graphs Graphs

16 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA – Enhancing Problem Solving

Ways to enhance the creativity of the team problem-solving process and to arrive at consensus
decisions:

1. Keep the group small.

2. Announce the meeting in advance.

3. Use the “round robin” technique to collect people's ideas.

4. Encourage people to discuss the idea with the group, not with the originator.

5. Rephrase criticism in a positive way.

6. Ask for positive remarks from negative people.

7. Set an example by not defending your ideas.

17 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA Tools - Check Sheet

Example: Monthly cases of summons

MONTH AUG SEP
JUL OCT NOV DEC
TYPE OF ACCUM.
SUMMON ‘01 ‘01 ‘01 ‘01 ‘01 ‘01

Exceed speed
limit 50 60 50 80 90 220 550
Double line
overtaking 20 30 20 40 30 90 230
Overtaking
from left lane 20 10 30 10 20 70 160
Create 2 lanes
10 10 30 20 20 50 140
Traffic light
offence 15 10 5 10 20 40 100
GRAND TOTAL 1180

A check sheet enables us to collect data easily and in a form that organizes it spontaneously.
The check sheet is used to:
Grasp past and present situation
Grasp the changes through time
Grasp the improvement results
Confirm the standards

18 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA Tools - Pareto Diagram

Example: Major cases of summons

%
100 Exceed speed limit
Double line overtaking
Overtaking from the left lane
80 Create 2 lanes
Traffic light offence
60

40

20

Types of Summon
Main problems are picked up from the check sheet that consists of both minor and major
problems. A Pareto diagram displays data in a visual form such that relative comparison can be
made. For best effects, the Pareto diagram is arranged in the order of significance of the data.

The Pareto diagram is used to:

 Grasp some major problems
 Grasp the past and present situations of the problems
 Confirm the improvement results

19 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA Tools - Cause and Effect Diagram

Problems based on 4M factors

MAN MACHINE

PRIDE HIGH HP ENGINE

Note: This diagram was
developed by Professor
Kaoru Ishikawa of the F-1 TECHNOLOGY
University of Tokyo in COMPETE ENGINE
the 1940s. This
diagram is known as Exceed Speed
“Fishbone Diagram” or Limit
the “Ishikawa
Diagram” EXTRACTOR
BOOSTER
SHELL VALVE
V-PLUS IGNITION CABLE

MATERIAL METHOD
A cause and effect diagram shows the systematic relationship between each other. Using this technique,
the real causes of a problem can be identified with ease.
The cause and effect diagram can be used to:
• Grasp the causal relationship between cause and effect
• Grasp the problem areas

20 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA Tools - Scatter Diagram
Congenial relationship of 2 data

Vibration
( Db ) BMW
VOLVO

80

60

40

20

80 120 160 200 Speed

(km/h)
The Scatter diagram utilizes two sets of data to plot them onto the vertical and horizontal axis. By
analyzing this diagram, we can see the congenial relationship between these two sets of data.
The Scatter diagram is used to:
 Grasp the past and the present
 Grasp the correlation

21 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA Tools - Histogram

Frequency distribution
F
R
E
Q
U
E
N
C
Y

Measurement (m)
A histogram is a graphic presentation that shows the frequency of occurrence of variable data. It
is used to summarize data and to display the shape of the frequency distribution of the data.
The histogram is used to:
• Describe the shape of the distribution
• Compare different samples and analyze whether they have the same reading or not
• Obtain the most common or suitable situation to determine the requirement

22 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA Tools - Control Chart

Quality and Condition Control

Humidity UCL - upper control limit

LCL - lower control limit
(%)

UCL
IDEAL
LCL

Time
A control chart is used to examine whether a process is in a stable condition or to ensure that
the process is maintained in a stable condition.
The control chart is used to:
• Monitor the performance of process
• Control the process through accurate judgment, investigate real cause, and take
prompt measures by showing the appropriate indicators
23 Small Group Activities (SGA) Guide
GBE-KPO-2-031-00 Rev.06
 SGA Tools - Graphs

Control and Improvement Indicators

BAR GRAPH LINE GRAPH

MONTHLY EXPENSES BREAKDOWN MONTHLY EXPENSES BREAKDOWN

HOUSE HOUSE
CAR CAR
FOOD FOOD
TRAVEL TRAVEL
SAVING SAVING

24 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA Additional Tools - PDCA (DEMING Cycle)

1. Results
and conclusion. 1.Establish
an objective.
2. Standardization
on implemented 2. Investigate the
procedures. background.
3. Long-term
Plan for 3. Plan and
schedule the
maintenance A CTION PLAN program.
and control.

1. Organize all
1. Follow up CHECK DO available facts.
on implementation. 2. Analyze and
establish the
2. Evaluate results. causes.
3. Plan the actions
3. Modify the plan and set target.
actions as 4. Implement the
necessary. actions.

25 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA Tools - QC Problem Solving

“Every time I do this job, there are many failures or it is tiring.

Isn’t there a better way of doing it?”

In such a situation, you may choose to improvise or solve the problem by yourself. But many times
you may not get the problem resolved.

Better problem solving approach in this situation:

 People in the same workplace who face the similar problem can meet together.
 Combined wisdom may result in good solutions.
 Instead of thinking alone, cooperate with others to solve the problem.
 You can notice improvements in work and work efficiency.
 This results in workplace improvement and organization development.
 This also signals the employees contribution to the organization.

26 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA Tools - Graphs

 Graphs represent a very useful and flexible medium for explaining, interpreting and analyzing data
by means of points, lines and areas.
 They also help us present the data in a simple, clear and effective manner
 Graphs are effective in comparing value trends and relationship
 They provide useful information about control and improvement is put into diagrams that are
visual and easily comprehensible.
 Bar graphs, line graphs and pie graphs are commonly used in our daily work and meeting.
 Graphs are used to:
i. Analyze the cause
ii. Record the time and contents
iii. Record the time and schedule control
iv. Grasp the large and small numbers and time changes
v. Show or compare the periodic variation of data
vi. Look at the relationship between two sets of data
vii. Show the trends
viii. Highlight the items that are most significant
ix. Grasp the composition ratio of each category
x. Show the vast difference between the least and most

27 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA - 2 Way Approach Problem Solving

FIRST - EMERGENCY MEASURES

SECOND - PREVENTIVE MEASURES

For example:
 If a company A lodges a claim, we immediately need to apologize to the customer and at
the same time take some appropriate emergency measures.
 Next, we must take appropriate preventive measures against the cause of the claim.
 Some of the examples for problem (theme) at the workplace are effective goods,
occurrence of accidents, sales plan, abnormalities, etc.
 At times, the main or root cause is hidden and we may still need to find that the efficiency is
low and there are a lot of dissatisfied customers.
 Never be content with what you have done. Always aim for higher goals and keep taking
preventive measures.

THAT’S WHAT QUALITY CONTROL PROBLEM SOLVING IS ALL ABOUT!

28 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA - Report Out Board

How do we progress into QC problem solving ?

Using appropriate tools enhances your problem solving capability.

Note:
 In a workplace where the employees say “we are too busy to collect data” has almost loses many
opportunities for actions.
 To solve a problem in a workplace, a right data should be collected in a simple form.
 Report out board indicates the steps to use when solving problems.
 When you follow these steps, you can be sure to hit the target and solve the problems.
 Solve the problems logically and also report it using the Report out board.
 Listeners will find it easy to understand from the data collected and identify the objectives, and
the results can be reported for everyone to absorb.

29 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 SGA – Osborne Checklist

A chart that hints all the possible ways of solving the following problems:

 Can we reverse?
 Can we reduce?
 Can we enlarge?
 Can we change the shape?
 Can we combine?

30 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 Important Notes

Please refer to the SGA Templates to prepare the Kaizen

report.
1. SGA Template for Operations
2. SGA Template for Office and Supply Chain

Steps: Slide Show > access the SGA template by clicking here

31 Small Group Activities (SGA) Guide

GBE-KPO-2-031-00 Rev.06
 Thank you

For further information, please visit :

http://intranet.flextronics.com/gbe/default.aspx

COMPANY CONFIDENTIAL Printed copies are uncontrolled copies.

Verify revision and approvals in the FMS Document Management System on ShareNet.