MODULE 1: WHY-WHY ANALYSIS PROBLEM SOLVING TOOL

The five-steps in Why-Why Analysis

What is root cause definition in Why-Why Analysis

• Step 1: Verifying the 3 actuals
• Step 2: Express the problem statement in phenomenon form
• Step 3: Asking Why? Five Times

Correct and Wrong question techniques

• Step 4: Finding the root cause (Man is root cause)
• Step 5: Generating corrective actions and preventive action (Mistake proofing)

Case Studies in teams

MODULE 2: INTRODUCTION TO P-M ANALYSIS

Definition and nature of chronic defects and chronic equipment failure

The interactive nature of chronic problems

The overview of 7-steps in P-M Analysis

MODULE 3: LEARNING P-M ANALYSIS THROUGH A PRACTICAL HANDS-ON SIMULATED MECHANISM

(Each team will be given the simulated mechanism with a chronic problem)

Step 0: Physical Analysis to understand background of problem

• Process and mechanism perspective
• Proper operation to avoid the phenomenon
• Identify operation step where/when the mis-operation took place

Step 1: Phenomenon statement of problem

• Facts of what, where, when, who
• Avoidance of how and why
• The one-sentence guideline
• Focusing on the physical place of mis-operation
• Defining the necessary conditions for no "mis"-operation

Step 2 : Physical View (Hypothesis) of problem

• Getting the whole picture of the 'mis'-operation
• Tips to proposing the Physical View (Hypothesis)
• The one-sentence guideline

Step 3: Contributing conditions and possible interactive relationships

• Confirming the necessary conditions
• Tips on identifying the contributing conditions
• Defining and determining the Temporary Decision Criteria (TDC)
  • Why initial TDC range should exceed current range slightly
• Defining and improvising of measurement methods and tools
  • Study sud-assembly producing the contributing condition
  • Explore direct and indirect ways to measure
  • Tools used affected by available technology and accessibility
• Conventions used in the P-M Analysis Format
• Meaning and usage terminology like TDC, OK, NG

Step 4: 1st Level 4Ms, 2nd Level 4Ms, 3rd Level 4Mrs? etc

• Recognizing assembly and sub-assembly relationship
• Identify areas of interaction and perform optimization
• Learning to recognize potential interactions
  • The suspected interactions parameters had not been optimized
  • Was OK when equipment was new, nut now equipment has deteriorated
  • Changes of materials, replacement parts had taken place without proper optimization studies
• Practical and useful rules for designing an optimization experiment based on Taguchi methods and principles
• Coupling DOE with P-M Analysis for effectiveness
  • Why DOE often produces contradicting results for the same problem
  • Why DOE factors should be at the same mechanism levels

Step 5: Finding the root cause and action plans

• Zero -defects philosophy that all problems are man-made
  • Importance of problem ownership and cause and effect relationship with man as root cause
  • Latent and apparent problems
• Poka Yoke concepts and practice
  • The Poka Yoke 5-STEP Outline
  • Defects, 4Ms, mistakes, mistake-proofing design concepts

Step 6 Verifying the results

Step 7: Standardisation and continuous improvement system

• Concept of a production system
  • Knowledge bank to capture know-how continuously
  • Planned Maintenance standards
  • Basic structure of a production system
• Concept of Autonomous maintenance
  • Worker's roles in Autonomous Maintenance
  • Deployment of Autonomous Maintenance
  • Sustaining of Autonomous Maintenance
• Concept of Planned Maintenance
  • All details and breakdowns are preventable by keeping to basic machine conditions
  • Role of Planned Maintenance
• The basic machine conditions as the basis for sustaining improvements