Factory problem solving is a vital component of operational efficiency in manufacturing. It involves identifying and solving problems that may arise during production, in order to improve quality, productivity and profitability.
One of the most famous ways of approaching it is based on Toyota’s 7 steps of problem solving, as described by Jeffrey K. Liker in his book «The Toyota Way». These steps provide a structured framework for effectively tackling problems and resolving them in a sustainable manner.
Step 1 – Initial problem identification
What factory never has problems to solve or improvements to make to boost performance? Often, however, the hardest part can be realizing what is wrong. The first step in factory problem solving is therefore to identify anomalies or unusual situations in the production process.
To do this, a particularly effective method consists of answering the following 6 questions: who, what, where, when, how, why? This enables staff to have a holistic view of the problem, understand its implications, and know who is concerned. All of which makes it easier to understand the overall situation from the outset.
This first stage, clarification of the problem, is crucial to effectively guiding the factory problem-solving process towards appropriate and sustainable solutions. Because at Toyota, every decision must be based on a long-term vision, even at the expense of short-term financial goals.
Step 2 –Problem clarification
Once a problem is identified, it is essential to clarify it, defining it accurately and specifically. Clearly formulating the problem ensures that all the staff involved understand what needs to be improved, so they can share in the objectives for solving it.
Let’s imagine a factory that manufactures electronic components has noticed an increase in rejection rates for its finished products. Rather than just noting the waste of materials, the problem-solving team might clarify that:
- The problem specifically concerns defective printed circuit boards.
- Production line 2 was identified as the source of most of the faulty PCBs.
These details make it possible to target the issue precisely, which is essential for implementing effective solutions, and avoiding unnecessary effort.
Step 3 – Root cause identification
After clarifying the problem, the next step is to determine where the cause of the problem lies. There may be several contributing factors, but it is crucial to identify the scope or precise point of the root cause.
If we go back to the example of the electronic component manufacturing plant, close examination of production line 2 might reveal that the problem stems from poor soldering.
Pinpointing the cause of the problem means resolution efforts can be targeted specifically, rather than allocating them elsewhere in the factory.
Step 4 – Root cause analysis (the 5 whys)
Taiichi Ohno, the father of the Toyota production system (or TPS), recommended observing the production floor with no preconceptions, and asking the question “why” 5 times, to get to the root causes of each problem. This is the fourth essential step in factory problem-solving.
The “5 Whys” method is based on actual observations and avoids making hasty deductions or assumptions. This allows staff to tackle the problem directly at its source.
Step 5 – Take corrective action
Once the root cause of the problem has been identified, it is time to take corrective action. This step involves designing and implementing effective measures to achieve long-term operational excellence.
In the earlier example of the electronic component manufacturing plant, several corrective actions might be considered:
- Train machine operators who are making welding errors, in order to improve their welding skills.
- Provide for more rigorous quality control, to detect and correct welding errors before products leave the production line.
- Schedule preventive maintenance adjustments on the machine to ensure optimal operation.
These specific corrective actions are designed to eliminate the root cause of the problem, improve product quality and prevent future failures. Ongoing monitoring is essential to ensure that corrective actions are effective over the long term.
Step 6 – Evaluation
Once corrective actions have been implemented, the results should be assessed. This involves comparing performance before and after the problem-solving measures were put in place, to determine whether the problem has been solved satisfactorily. If necessary, further adjustments can be made.
Step 7 – Standardization
And the final step in factory problem solving is to standardize the process. This means creating standardized procedures and working practices to prevent the same problem from recurring. Standardization ensures that lessons learned from solving a problem are integrated into daily processes.
In conclusion, factory problem solving is an essential process for ensuring quality, efficiency and profitability in the manufacturing sector. By following the 7 steps of problem solving outlined by Jeffrey K. Liker in his book ‘The Toyota Way’, companies can approach problems in a structured and systematic manner. The aim is to continuously improve their operations and remain competitive in the market. The ability to effectively solve factory problems is a valuable asset in the manufacturing industry.
Want to go deeper? Discover the 10 best practices for problem solving.
