FOCUS IMPROVEMENT

STANDARD TOOLS

STRICTLY CONFIDENTIAL

WCM CENTRAL TEAM

Focused improvement
Kaizens
PDCA Approach:
Plan, Do, Check, Act

STEP 0
STEP 1
STEP 2

Under
Capire
stand il
problema
Problem

STEP 3
STEP 4

Standardiz
Standardizzare
e

STEP 5
STEP 6

Act

STEP 7

S
CD
FI

Identificare
Identify
leCauses
cause

Verify &le
Verificare
soluzioni
Monitore
monitorarle
Solutions

Check

Do: application of
solution.

Plan
Do

AM
PM
QC
L&CS
EEM/EPM
PD

Apply le
Applicare
Solutions
soluzioni

Plan activity to study:

- Problem occurred;
- Identification of
problem causes;
- Identification and
prioritization of
solutions.

Identify le
Identificare
soluzioni e&
Solutions
dare
le priorit
priorit
priorities

Verify le
Verificare
Causes
cause

Check: monitoring of
solution.
Act: standardization
of solution to similar
problems.

ENV

Focused improvement
Kaizens
Kaizens
STEP 0
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7

S
CD
FI
AM
PM
QC

To analyse a problem and find a solution it is used a PDCA approach through the
Kaizen tools. They can be quick, standard, major and advanced.
Kaizen Choice
Choice of kaizen to use is
due to:
- Problem Complexity;
- Frequence of problem
occurrance (sporadic,
cronic);
- Time needed to solve
the problem;
- Number of people
involved in the team;
- Type of WCM tool
used.

L&CS
EEM/EPM
PD
ENV

Focused improvement
Quick Kaizen
Quick Kaizen
Quick Kaizen is used
for problems very
easy to solve in less
than one week, by an
operator or maximum
team leader.

STEP 0
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7

PHENOMENA
DESCRIPTION
5W + 1H: What,
Where, Who,
When, Which,
How

Countermeasures
Sketch if possible

Each quick kaizen

needs to be evaluated
in terms of Benefit
and Cost.

Sketch if possible

S
CD
FI
AM
PM
QC
L&CS
EEM/EPM

Standardization

Check Result

It is one of the basic

tool that can be used
to involve people and
spread methodology
in the plant.

B/C Calculation

PD
ENV

Focused improvement
Quick Kaizen
Quick Kaizen: some examples
STEP 0
STEP 1

PHENOMENA DESCRIPTION
5W + 1H: What, Where, Who,
When, Which, How

STEP 2
STEP 3
STEP 4
STEP 5

Countermeasures
Sketch if possible

STEP 6
STEP 7

S
CD
FI
AM
PM
QC
L&CS
EEM/EPM
PD

Standardization
Check Result

ENV

Focused improvement
Quick Kaizen

STEP 0
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7

S
CD
FI
AM
PM
QC
L&CS
EEM/EPM
PD
ENV

Focused improvement
Standard Kaizen

STEP 0
STEP 1

Countermeasures

STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7

PHENOMENA
DESCRIPTION
5W + 1H: What, Where,
Who, When, Which,
How

ANALYSIS OF CAUSES:
5WHYS, 4M
Sketch Use

Target Definition

CD
FI

Action Plan

Sketch if possible

AM

Check Result

PM
QC
L&CS
EEM/EPM
PD
ENV

Standardization

Focused improvement
Standard Kaizen

STEP 0
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7

PLAN
- Phenomena description in
Standard Kaizen uses always
5W+1H tool, but it is requested
to link with loss of Cost
Deployment.
For example a stop in a
machine needs to be related
with breakdown loss in CD and
its stratification.
- Sketch is always better to use.

S
CD
FI
AM
PM
QC
L&CS
EEM/EPM
PD
ENV

- Causes: with this format it is

requested to describe the
analysis of the root cause (4M,
5Whys) and possible
countermeasures.
- Target: the definition is related
to the result to acheive.
Usually it is zero (zero
breakdown, scrap, etc.)

Focused improvement
Standard Kaizen
STEP 0

STEP 1
STEP 2

STEP 3
STEP 4
STEP 5
STEP 6

STEP 7

S
CD
FI
AM
PM
QC
L&CS
EEM/EPM
PD
ENV

DO
Countermeasure: description of the
solution.
Skecth: better to use it, to show clearly
the solution.
Action Plan: definition of a time plan to
apply to solution.
CHECK
Monitoring of results.
ACT
Consolidation and standardization of
solution to other cases if its possible.

Focused improvement
Standard Kaizen

STEP 0
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7

S
CD
FI
AM
PM
QC
L&CS
EEM/EPM
PD
ENV

Focused improvement
Major Kaizen

STEP 0
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7

S
CD
FI
AM
PM
QC
L&CS
EEM/EPM
PD
ENV

11

Focused improvement
Major Kaizen

STEP 0
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7

S
CD
FI
AM
PM
QC
L&CS

STARTING POINT: WHY

START A MAJOR?
Cost Deployment
Loss Deployment
C Matrix
QA Matrix
SA Matrix
TEAM DEFINITION
We need to define the
knowledge, skills and
abilities
ACTIVITY PLAN
Development of action plan

EEM/EPM
PD
ENV

12

Focused improvement
Major Kaizen

STEP 0
STEP 1
STEP 2
STEP 3
STEP 4

PHENOMENA DESCRIPTION
5W + 1H: What, Where, Who,
When, Which, How

Countermeasures

STEP 5
STEP 6

Use of Sketch

Objective Definition

STEP 7

Check Result

CD
FI
AM
PM
QC
L&CS
EEM/EPM

HOW THE PROCESS

SHOULD WORK
ANALYSIS OF CAUSES:
5WHYS, 4M
Sketch Use

Standardization

PD
ENV

13

Focused improvement
Major Kaizen

STEP 0
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7

S
CD
FI
AM
PM
QC
L&CS
EEM/EPM
PD
ENV

14

Focused improvement
Major Kaizen

STEP 0
STEP 1

STARTING POINT: WHY

START A MAJOR?

STEP 2
STEP 3
STEP 4
STEP 5
STEP 6

Cost Deployment
Loss Deployment
C Matrix
QA Matrix
SA Matrix

STEP 7

S
CD
FI
AM

TEAM DEFINITION
We need to define the
knowledge, skills and
abilities

PM
QC

PLAN PHASE
- Objective: in this part it is
necessary to show the starting
point (QA Matrix, SA Matrix, C
Matrix). This information gives
the priority and reason why a
MK is needed.
- Team Definition team
members list with the
knowledge radar chart.
- Activity plan: definition of a
timetable where it is possible
show the scheduled activities.

ACTIVITY PLAN

L&CS
EEM/EPM

Development of action plan

PD
ENV

15

Focused improvement
Major Kaizen
PLAN PHASE
- Phenomena description uses
always 5W+1H tool, it is better
describe the problem with a
skecth.

STEP 0
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5

PHENOMENA
DESCRIPTION
5W + 1H: What,
Where, Who,
When, Which,
How

- System: in this part it is present

the description of how the system
should correctly work. This is
useful to understand the
difference between the correct
situation and the actual woth the
presence of the problem.

STEP 6
STEP 7

S
CD
FI

Use of Sketch

HOW THE
PROCESS
SHOULD WORK

AM

TARGETS

PM
QC
L&CS
EEM/EPM
PD
ENV

ANALYSIS OF CAUSES:
5WHYS, 4M
Sketch Use

- Causes: with this format it is

requested to describe the
analysis of the root cause (4M,
5Whys).
- Target: the definition is related to
the result to acheive.
Usually it is zero (zero breakdown,
scrap, etc.)
16

Focused improvement
Major Kaizen
STEP 0
STEP 1
STEP 2

STEP 3
STEP 4
STEP 5

STEP 6
STEP 7

CD
FI
AM
PM
QC
L&CS
EEM/EPM
PD
ENV

DO
Countermeasure:
description of the
solution.
Skecth: better to use it,
to show clearly the
countermeasure.
Put in this part all the
analysis made to obtain
the solution.
CHECK
Monitoring and showing
of results comparing
with the fixed target.
ACT
Consolidation and
standardization of
solution to other cases if
its possible.

Countermeasures

Check Result

Standardization

17

Focused improvement
5W+1H

STEP 0
STEP 1
STEP 2

5W & 1H
This is the tools for problems description.
The 6 following questions help to evaluate every aspect of the phenomena.

STEP 3
STEP 4

What? - What thing/product did you see the problem on?

STEP 5
STEP 6
STEP 7

S
CD
FI

When? - When did the problem occur? Which phase in the process? Start, run, stop,
Where? - Where did you see the problem? Equipment or product?
Who? - Is the problem related to skill? Are one or more operator involved?
Which? - Which trend (pattern) did you see the problem? When is it more frequent,
monday morning? After shift?

AM
PM
QC
L&CS
EEM/EPM
PD
ENV

How? - How is the state changed from Optimal? How much is frequent?

Focused improvement
5W+1H

STEP 0
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7

S
CD
FI
AM
PM
QC
L&CS
EEM/EPM
PD
ENV

Focused improvement
5Whys
PROBLEM

1st WHY

2nd WHY

3rd WHY

4th WHY

5th WHY

STEP 0

Advance
Speed too
high during
tooling

STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7

S
CD
FI
AM
PM
QC
L&CS
EEM/EPM
PD
ENV

During
operatio
n tools
breaks
at the
foundati
on point

NO
The extraction
operation is
orthogonal to
working plane

NO

The head is
stressed
during
tooling
operation

The tool
breaks during
extraction/op
eration

The head
is
deflected
during
operation

Tool is heating
during tooling

Lubricate
system not
efficient

Burr id
difficulty
ejected

Tool with out

burr ejection
system

2nd cause

Hole guide
missed

1st cause

Surface
condition does
not make easier
starting of
drilling

Advance
Speed too
high during
operation

3rd cause

NO

Three root
causes
found

20

Focused improvement
5Whys
Example of 5Whys application.
STEP 0
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7

1st

2nd

3rd

4th

5th

5 Whys flow
- Definition of problem;
- 1st why to ask a
possible cause;
- 2nd why to go deeper
in detail of 1st whys;
- 3rd why to go deeper in
detail of 2nd whys;
- The same till 5th why.

S
CD
FI
AM

For each why the possible

answers can be more than
one.

PM
QC
L&CS
EEM/EPM
PD
ENV

21

Focused improvement
5Whys

Example of 5Whys application.

STEP 0
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7

S
CD
FI
AM
PM
QC
L&CS
EEM/EPM
PD
ENV

22

Focused improvement
4M Tool

4M
STEP 0
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7

S
CD
FI
AM
PM
QC
L&CS
EEM/EPM
PD
ENV

Tool for analyzing problems.

It is based on causes list and hierarchy
Causes are grouped together in 4 categories (4M) related to the factory:
Man, Machine, Method, Material
The aim of 4M tool is to help the team in finding true causes by sorting hierarchically
How draw a 4M diagram?
Draw an empty diagram (or open the specific form);
Write the description of the problem to be analyzed on the right of the diagram;
Discuss, in team, possible causes which generate the problem and write them in the
diagram (use branches from main categories for each cause);
From each branch, iterate analysis creating sub-branches;
Iterate until is possible to find root causes;
Once diagram is completed, identify most likely cause

Focused improvement
4M Tool
Brainstorming about causes
STEP 0
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7

S
CD
FI
AM
PM
QC
L&CS
EEM/EPM
PD
ENV

Focused improvement
4M Tool

STEP 0
STEP 1
STEP 2
STEP 3
STEP 4
STEP 5
STEP 6
STEP 7

S
CD
FI
AM

4M Analysis
Each item (each M)
is developed with a
braistorming in
which all possible
causes are listed.
If they are
confirmed as real
root cause, they
are developed
better with 5Whys
analysis.

Ko

Ok
Ok
Ko

Ok
Ko

Ko

Ok
Ko

Ok
Ko

Ok
Ko

PM
QC
L&CS
EEM/EPM
PD
ENV

Ko

Ok

Ko? => 5Whys Analysis

Ok? => Stop