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    2 Problem Solving Tools - Part 1 - Exploratory Tools

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    2 Problem Solving Tools - Part 1 - Exploratory Tools

    Uploaded by

    Janine Palec
    6 views34 pages
    Research

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    2 Problem Solving Tools_Part 1_Exploratory Tools

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    Research

    Copyright:

    © All Rights Reserved
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    Download as pdf or txt
    6 views34 pages

    2 Problem Solving Tools - Part 1 - Exploratory Tools

    Uploaded by

    Janine Palec
    Research

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 34

    Problem Solving Tools

    Exploratory Tools
    IE11
    Work Study and Measurement

    James Louie R. Meneses, PhD, CIE, AAE


    Learning Objectives
    At the end of this lesson, the students must be able
    to:
    •Identify the different exploratory tools
    •Explain the use of the following tools: Pareto
    analyses, fish diagrams, Gantt charts, PERT charts,
    and job/worksite analysis guides
    •Apply the use of the different exploratory tools
    Introduction
    • A good methods engineering program will follow
    an orderly process, starting from the selection of
    the project and ending with the implementation of
    the project.
    • The first, and perhaps most crucial, step—whether
    designing a new work center or improving an
    existing operation—is the identification of the
    problem in a clear and logical form.
    • A variety of such problem-solving tools are
    available, and each tool has specific applications.
    Exploratory tools
    • Pareto analysis
    • Fish diagrams
    • Gantt chart
    • PERT charting
    • Job/worksite analysis guide
    Pareto Analysis
    • Named after Vilfredo Pareto -an
    Italian economist
    • Items identified and ordered on
    common scale in decreasing
    frequency, creating a cumulative
    distribution
    • 80/20 Rule: 20% of the items account
    for 80% of the problems
    • Allows the company to concentrate
    resources on the jobs with the most
    problems
    • A Pareto chart is a useful tool for graphically depicting
    these and other relationships

    • It is a simple Histogram style graph that ranks


    problems in order of magnitude to determine the
    priorities for improvement activities

    • The goal is to target the largest potential improvement


    area then move on to the next, then next, and in so
    doing address the area of most benefit first

    • The chart can help show you where allocating time,


    human, and financial resources will yield the best
    results.
    To Create a Pareto Chart:
    • Select the items (problems, issues, actions,
    defects, etc.) to be compared.
    • Select a standard for measurement.
    • Gather necessary data
    • Arrange the items on the horizontal axis in a
    descending order according to the
    measurements you selected.
    • Draw a bar graph where the height is the
    measurement you selected.
    • Example Diagram
    Figure 2-2
    • Example Diagram
    Figure 2-2
    Fish-bone Diagrams
    • Cause-and-effect diagrams
    • Identified problem or undesirable result is the
    “head”
    • Contributing factors are the “bones”
    • Typical categories include: Human, machine,
    methods, materials, environment, and
    administrative
    • Estimates associated probabilities
    Assembling the Fish
    1. At the head of the Fishbone is the defect or effect
    2. The major bones are the capstones, or main groupings of
    causes.
    3.The minor bones are detailed items under each capstone.
    4.Common capstones:
    • People
    • Equipment
    • Material
    • Information
    • Methods/Procedures
    • Measurement
    • Environment
    5.Test logic of bones: top-down OR bottom-up like:
    6.this happens because of g; g happens because of f; f happens
    because of e; e happens because of d ….. Etc.
    Combining Tools Use “5 Whys” to analyze bones

    • As always, define the problem


    • Identify a starting point (a causal level)
    • Ask Why (generates a new causal level)
    • Continue rounds of WHY
    • Look for “points of ignorance”
    • these are launching points for collecting more
    information or…….
    • ROOT CAUSES for developing solutions.
    • Example Diagram
    Gantt Chart
    • Used for planning of complex
    projects
    • Shows expected start and
    completion times, also
    duration of events
    • Similarly, major events can be
    broken into smaller sub-tasks
    • Shade the bars to show actual
    completion time
    Making a Gantt chart
    • list the tasks in the project
    • add task durations
    • add dependencies (which tasks cannot start before
    another task finishes)
    • find the critical path
    • The critical path is the sequence of tasks from beginning
    to end that takes the longest time to complete.
    • It is also the shortest possible time that the project can be
    finished in.
    • Any task on the critical path is called a critical task.
    • No critical task can have its duration changed without
    affecting the end date of the project.
    • Example Diagram
    PERT Chart
    • Program Evaluation and Review Technique (PERT) is
    a planning and control tool
    • Also known as Network Diagram or Critical Path
    • Developed in 1950’s
    • CPM by DuPont for chemical plants (1957)
    • PERT by Booz, Allen & Hamilton with the U.S. Navy, for Polaris
    missile (1958)
    • Consider precedence relationships and
    interdependencies
    • Graphically portrays the optimum way to obtain a
    desired objective with respects to time
    • Each uses a different estimate of activity times:
    • Optimistic, average, and pessimistic time estimates utilized
    • Example Diagram
    Figure 2-5
    Questions Which May Be Addressed by
    PERT & CPM
    • Is the project on schedule, ahead of schedule, or
    behind schedule?
    • Is the project over or under cost budget?
    • Are there enough resources available to finish
    the project on time?
    • If the project must be finished in less than the
    scheduled amount of time, what is the way to
    accomplish this at least cost?
    The Six Steps Common to PERT & CPM
    • Define the project and prepare the work breakdown
    structure,
    • Develop relationships among the activities. (Decide
    which activities must precede and which must follow
    others.)
    • Draw the network connecting all of the activities
    • Assign time and/or cost estimates to each activity
    • Compute the longest time path through the network.
    This is called the critical path
    • Use the network to help plan, schedule, monitor, and
    control the project
    A Comparison of AON and AOA Network
    Conventions
    Critical Path Analysis
    • Provides activity information
    • Earliest (ES) & latest (LS) start
    • Earliest (EF) & latest (LF) finish
    • Slack (S): Allowable delay
    • Identifies critical path
    • Longest path in network
    • Shortest time project can be completed
    • Any delay on critical path activities delays
    project
    • Critical path activities have 0 slack
    Earliest Start and Finish Steps
    • Begin at starting event and work forward
    • ES = 0 for starting activities
    • ES is earliest start
    • EF = ES + Activity time
    • EF is earliest finish
    • ES = Maximum EF of all predecessors for non-
    starting activities
    Latest Start and Finish Steps
    • Begin at ending event and work backward
    • LF = Maximum EF for ending activities
    • LF is latest finish; EF is earliest finish
    • LS = LF - Activity time
    • LS is latest start
    • LF = Minimum LS of all successors for non-
    ending activities
    Latest Start and Finish Steps

    Name
    Activity
    Earliest Start Earliest
    ES EF
    Finish

    Latest Start
    LS LF
    Duration
    Activity
    PERT Activity Times

    
    • 3 time estimates
    • Optimistic times (a)
    • Most-likely time (m)
    • Pessimistic time (b)
    • Follow beta distribution 
    • Expected time: t = (a + 4m + b)/6
    • Variance of times: v = (b - a)2/6
    Project Times

    Used to obtain
    • Expected project time (T) probability of project
    • Sum of critical path activity completion!
    times, t
    • Project variance (V)
    • Sum of critical path activity
    variances, v
    Factors to Consider when Crashing
    • The amount by which an activity is crashed is,
    in fact, permissible.
    • Taken together, the shortened activity
    durations will enable one to finish the project
    by the due date.
    • The total cost of crashing is as small as
    possible.
    Job/Worksite Analysis Guide
    • Perform a walkthrough observing the area,
    worker, task, environment, administrative
    constraints, etc…
    • Develop an overall perspective of the situation
    • Particularly useful in workstation redesign
    • Example Guide
    • Example Guide
    End of Presentation

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