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Trying to solve a problem
without baseline data is a fool's errand.
It is the contrast
between the data of the process, and the baseline data, that makes it possible
to identify that a problem exists and to analyze it for root cause.
Most problems are identified
because the output departs from the expected.
Brainstorms do not solve
problems. They usually just waste resources in a process of aggrandized
groupthink.
How's the
power production there, team?
I call this "the Diff" when I am
working with continuous improvement teams. It is the difference between
expected and actual.
You cannot have a difference
without having an expected or baseline measure of the characteristic to be
improved.
Four Measures that I have used in
my continuous improvement work include
- Frequency of Occurrence
- Cost
- Duration
- Location of Occurrence
Frequency of Occurrence
The difference between expected
(or under statistical control) frequency and the rate of occurrence in the
current state gives insights into what may be occurring. If it is a small
fraction of a percent, it is unlikely that a global change of process is needed. If the rate is in the double-digit percentages, it is likely that there is a
major change in the process (or needed!)
Simple ratios can also be
powerful clues. Defects arriving in 20, 25 or 33 percent of the
production point to areas within the greater process where there may be 5, 4,
or 3 sub processes - like dies, cavities, or molds. Similarly, a rate of
12.5% on an 8 spindle screw machine tells me not to look at a single tool
(it hits all 8 spindles), but instead to look for one of the 8 spindles (12.5%
of the machine's total production) that might be out-of-line compared to
the others.
Costs
My cell phone costs spiked almost
100% in July of 2010. In August, I brought my Dad back home to a nearby
assisted living facility. The cell phone cost data was a pretty clear "cost" signal that something had changed compared to prior (baseline) bills-
Dad need assistance. ( BTW- Dad's doing fine!)
Duration
Comparison of time to complete
100-ton orders on my mill grew by a significant figure, and follow-up indicated a problem at an intermediate shear. Without baseline data, how
would I have known that my production time had increased?
Location of occurrence
This is another piece of
data that, when tallied against the baseline of "no occurrences", always leads
your thinking. If it only occurs in the threaded area, but not on the original
bar surface, what does that mean?
Looking for deltas or "Diffs"
between your baseline and current process data is a far better way to inform
your Problem solving than Brainstorming.
Interested? The
Delta is the Difference
Editor's Note: CR4 would like to thank Milo for sharing this blog entry, which originally appeared here.
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Re: Four Baseline Measures to Improve Your Problem Solving
