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“Pollution Prevention Basics: The Road to Cost Savings” Problem Solving Techniques Team Improvement Groups (TIG) Basic - 101 Presented by: Ron Allen -

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Presentation on theme: "“Pollution Prevention Basics: The Road to Cost Savings” Problem Solving Techniques Team Improvement Groups (TIG) Basic - 101 Presented by: Ron Allen -"— Presentation transcript:

1 “Pollution Prevention Basics: The Road to Cost Savings” Problem Solving Techniques Team Improvement Groups (TIG) Basic Presented by: Ron Allen - Environmental Engineer Toyota Industrial Equipment Mfg., Inc. Columbus, Indiana

2 Lean manufacturing and continuous improvement have been around for more than a quarter-century, but it seems that those implementing these ideas in traditional workplaces still fail to grasp what's really needed to get the productivity leaps they seek. Lean manufacturing and continuous improvement have been around for more than a quarter-century, but it seems that those implementing these ideas in traditional workplaces still fail to grasp what's really needed to get the productivity leaps they seek.

3 As Steven J. Spear, a senior lecturer at MIT who has studied Toyota for more than a decade stated: The work is really threefold: making cars, making cars better, and teaching everyone how to make cars better. At its Olympian best, Toyota adds one more level: It is always looking to improve the process by which it improves all the other processes.

4 Philosophy of TIG Basic Concept: To utilize a standard method of problem solving, while at the same time developing the skill levels of the workforce. A voluntary program involving both shop and office Associates. Anyone can participate including the president. Groups select the problem to work on themselves. Management may suggest problems to concentrate on, but the group ultimately decides. Groups are allowed to meet 1 hour per week to work on their theme.

5 The group typically completes one activity or theme every 6 – 9 months. All groups utilize the 8 steps in their problem solving as described in the Problem Solving Guide. Although cost savings can be quite substantial, it is not the primary goal. The primary goal is training and development for the Associates. Several incentives are used to entice Associates to join the program such as free lunches, monetary awards for presented themes, and opportunities to attend trips such as the NATQCC (North American Toyota Quality Circle Conference). Philosophy of TIG

6 Steps for TIG 1. Clarify the problem 2. Break down the problem 3. Set a target 4. Determine the root cause 5. Develop countermeasures 6. See countermeasures through 7. Confirm results and process 8. Standardize successful processes

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8 -What is the Current Situation? - What is the Ideal Situation? - Visualize the gap between the ideal & current situation. - Must be measurable. - Solution not known. - Keep in mind scope. A.Brainstorm a list and prioritize, -OR- B. Start with a pre-determined problem. 1. Clarify The Problem

9 2. Break Down The Problem - Use data to categorize the problem into smaller, more concrete problems. Use division points such as: Who, What, When, and Where to begin breaking down the problem. - Narrow the focus to one individual aspect of the problem. - Genchi Genbutsu: Go & see the smaller, more focused problem and visualize the process. - Specify the point of cause and state the problem to engage.

10 3. Set A Target - Make the commitment. > Measurable, concrete and challenging. - Do what, by how much, by when? - Clarify rationale and impact. - Output oriented (things to be achieved).

11 4. Determine The Root Cause - Brainstorm potential causes for the narrowed down problem. (Why is the problem occurring?) - Based on facts through Genchi Genbutsu (Go and see), keep asking "why" to uncover deeper causes. >Eliminate direct causes that do not materialize. - Specify the root cause(s) and confirm logic chain. - Can you turn the problem on and off with the root cause?

12 5. Develop Countermeasures -Brainstorm and develop potential c/m's to address the root cause. -Select the most practical and effective c/m. -Build consensus with others involved. -Create a clear and detailed action plan. (Clarify roles and involve everyone on team)

13 6. See Countermeasures Through - Quickly implement C/M and monitor progress with data. - Check to see if C/M is happening - Collect data; regularly check and communicate progress (ho-ren-so). - Be consistent when making before and after comparisons (apples to apples).

14 7. Confirm Results & Process - Compare results with target in step 3. > If no good, try next c/m or return to step 4. > If okay, cease any short-term measures. - Evaluate processes for repeatability of results. - Understand the factors behind the success or failure. July Start Finish AprilMayJune C/M 1 C/M 2

15 8. Standardize Successful Processes - Structure processes to prevent recurrence. - Re-train & document improved standards - (process Manuals). > Create systems to maintain improved standards. - Share improved standards through Yokoten (if possible).

16 “Pollution Prevention Basics: The Road to Cost Savings” Problem Solving Techniques Team Improvement Groups (TIG) Basic Questions


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