[分享]FTA

FAT

OBJECTIVES
 Change the participants ATTITUDE regarding problem solving in all areas (Industry, Suppliers, Projects) in order to be more LOGICAL


Before talking format :

Let’s be aware of our situation and weaknesses


Let’s change our way of thinking for Problem
Solving, in every area : Industry, Projects,
Suppliers


Thierry Morin commented that:

Quality is one of the biggest weaknesses of
Our Company

Quality is fundamental to gaining market share







In Japanese culture SanGenShugi is an expression
that means:
SAN - meaning “3”
GEN - meaning “Real” or Actual” (“3 R”: Real parts, Real Place, Reality)
SHUGI - meaning “Ideology”
SanGenShugi is a common-sense approach to problem solving


“Quick Response” PDCA
When a problem arises , it has first to be addressed with immediate action to protect customer







To do this, we use the Quick Response PDCA
“Quick Response” PDCA
“Quick Response” PDCA
“Quick Response” PDCA

“Quick Response” PDCA
“Quick Response” PDCA
Containment

The first priority of the team is to contain the problem to protect the Customer

Many times the first step in the containment process is to implement a Sorting activity

Quick Response PDCA within 24 HOURS
“Quick Response” PDCA
“Quick Response” PDCA
“Quick Response” PDCA
“Quick Response” PDCA


The Quick Response PDCA is the first immediate answer


The second step is to understand the root cause of the problem and solve it. For this, we have Analysis PDCA.
“Analysis” PDCA
“Analysis” PDCA

The objective is Zero Incident

(Corresponding situation
before incident happens)


After isolating the problem with immediate countermeasures, the next step is to identify the root cause



We first observe Standard and real data by using the
Factor Tree Analysis tool






“Analysis” PDCA : 5 WHY’s
“Analysis” PDCA
“Analysis” PDCA

Once the root cause has been established and verified we now start establishing the solution(s).

The pre-requisites for success in solution identification and selection are:
A good practice of San Gen Shugi : Observe carefully the parts and the process
A clear and logical understanding of the Mechanism that has created the defect
An adequate solution that is logically linked to the root cause found

Now that the solutions have been determined, it is important that we take the steps to fully implement them.
“Analysis” PDCA
PDCA - CHECK Stage
Immediately after implementation of the actions defined in the Analysis PDCA, we check to see that our actions were adequate.
“Analysis” PDCA
PDCA - ACT Stage
PDCA - ACT Stage
Put in place new standards and/or modify existing standards to reflect the actions that have been taken
PDCA - ACT Stage
Generalize the countermeasures :

To similar lines of the sites
To other sites of same
Division, Branch
To other sites of customers
“Analysis” PDCA
PDCA - ACT Stage
Once actions taken to correct problems, process controls have been updated and training of all pertinent personnel is complete, we must go about the process of closing the PDCA.
“Analysis” PDCA
PDCA - ACT Stage
It is prudent in good problem solving not to assume success at the first set of results!!

It is advised before completely closing the problem solving activity to take further measurements.

There should be no deterioration of the measurements and, if stable, then you can be sure all variation has been taken into account.
“Analysis” PDCA
PDCA - ACT Stage
Make sure everyone is aware of what has been done and don’t forget to recognize the team!

PDCA RoadMap
Obstacles in Implementation
Questions that may come
Recommendations
Remember, San Gen Shugi is the basis!

Speak with Data!

Make quick response and deep analysis of Quality issues!

Think logically!

Follow without compromise the PDCA methodology!


I Quick response PDCA - Analysis PDCA

II Factor Tree Analysis

based on 3 Gen Shugi Activity