Who is better aware of shopfloor problems than those who work there?
So, who would be the best person to fix those problems? Yes, shopfloor people themselves.
We call it Problem Solving, Yellow Belt or PDCA cycles.
The ability for shopfloor people to fix problems is one of the strengths of Yellow Belt problem solving.
Other advantages are:
- Everyone learns to ‘see with the eye of improvement’.
- There’s a large group of people that is able to solve problems.
- You create of a new mindset “ we can fix it”.
- Continuous Improvement personnel is available to start bigger initiatives.
What kind of problems can be solved with Yellow Belts:
- Problems that keep you from doing the primary tasks.
- Problems that cause defects, quality issues or any other waste.
- Problems in your own work area.
- Problems you can solve with the people you normally work with.
The Process
The Yellow Belt process is a fixed process that guides you through fixed sequential steps.
There are a fixed number of tools available for every step.
It is designed to keep you from jumping to conclusions, find the true root cause and fix problems once and for all.
This is what happens in each step:
- Current Situation.
First thing is to clearly define the problem and the goal you’re after.
Next you map the Current Situation. - Root Cause Analysis.
In this phase, the true root cause is identified, not what was initially thought to be the cause. You move from possible causes via most likely cause to the true root cause.
- Countermeasures.
This is the phase everyone was waiting for: creating solutions, proposing changes.
But also making the best choice from possible solutions. - Implementation of Solutions.
Implementing a solution is one thing. Implementing a solution that will last is another thing.
In this phase we think about the way we implement the solution and how to sustain it.
Project documentation
You document the progress of every step on a Problem Solving A3.
For this, the A3 contains the following sections:
- Problem Definition.
- Objective.
- Root cause analysis.
This section is supported by the flip side of the document that supports a 'Fishbone' and 5 x 'Why' on the back of the document.
- Benefit/Effort matrix.
- Problem Solving Plan.
- Monitoring and anchoring.
Project completion
Every step that is completed gets documented on the A3.
Make sure you use this A3 to keep communicating with the sponsor of this problem solving.
Are you still aligned on the problem? Are you aligned on the goal setting?
Especially when you’ve finished the Root Cause Analysis and you’re proposing countermeasures; make sure your sponsor agrees with them before you start implementing.
At the very end of the Problem Solving, the sponsor signs of and agrees that this problem is solved.
Time to celebrate the success!
You can document the change on a Before/After and add this Before/After to the ‘ wall of fame’.