WHY - WHY ANALYSIS OBJECTIVES: To understand the definition of Why - Why Analysis. To clarify the procedure for developing a Why - Why
Analysis. To stress the importance of each step in the Why Why Analysis.
WHY - WHY ANALYSIS
What is Why-Why Analysis?
It is a tool to identify root causes of a problem so that countermeasures can be applied to prevent recurrence.
Why-Why Process:
Basically the process is to keep asking why for all possible causes until you can find the root cause for each effect and, therefore, find a countermeasure for each root cause. As a thumb rule and from practical experience, 5 WHY’s are sufficient to arrive at root cause
Why-Why Analysis A different way to organize Cause and effect
relationships More efficient after a Cause and effect Analysis Done on the Priority items found in a Cause and Effect Analysis
How do tools fit? HuMan
Machine
Effect
Material
Methods
EnvironMent
Cause and Effect Worksheet Cause
Effect
Type of Check
Check Details
1. Direct Observation
Thesis
2. Evidence from collected data 3. Expert’s experience 4. Theory 5. Others Already existing reference standard
Check method to be used
Verify existence of cause and effect for this situation Already existing Control Method
Problem
Why
Why
Why
Why
Why
Results of the check
Recommneded Why-Why Analysis Approach
Go On the Floor, at the point of the problem See the problem Listen to the people who live the problem
What is the Product of a Why-Why Analysis ? It is a structured, field checked, relationship with each cause-effect relationship linked from the lowest element back to the phenomenon.
P h e n o m e n o n
WHY-WHY Why? F
W h y
W W h h y y
W h y
?
?
?
?
C RC i o a eh ou e l t s e dc k
Std.’ s
E x i s t ?
A p p l i e d ?
A T SOP c a E t k x i e i on s n? t ?
Standards
A (4M’s) c MM M M t a a e at c t i e h h n o i o ri n d a n e
l
NTrue
NTrue
Y True
N
Y N
Restore
New Std.
Y N
X New Maint. Std.
X X
Let us Break the Analysis into following Steps 1. Understanding the Problem 2. Defining the Phenomenon to be analyzed. 3. Establishing Cause-Effect Relationship through Why questioning and Field Checks. 4. Logical Review of the Analysis 5. Checking for Standards and Standard Operating Procedures
1. Understanding the Problem
Let’s See What’s going on?
1. The light bulb “doesn’t go on”
3. The match “doesn’t light”
2. “He slipped”
4. The pen “doesn’t write” Time: 10’
Understanding the problem
• • •
Form a team of qualified, knowledgeable people. Develop a general description of the problem. Develop an initial problem statement.
1. Understanding the Problem
How you focus on the Problem Greatly impacts the success of the Analysis.
1. Understanding the Problem Two Clarifying approaches a) According to the Process or Work Flow requirements.
b) According to the physical causes.
1. Understanding the Problem According to Process or Work Flow requirements
Identify those conditions required by the Process to correctly operate and check all of them before start doing the analysis. (Checklist)
Advantages: +Simpler +More practical +Faster
1. Understanding the Problem According to physical causes. Identify the mechanics that generates the phenomenon and start the analysis based on it.
Advantages: +More complete +More precise +More effective This material considers this approach as the standard way to perform why-why analysis.
2. Defining the Phenomenon to be analyzed.
Define the Phenomenon We intend to define the mechanics that generate the phenomenon, in other words, the way or process through which what we are describing occurs. Break the problem down into specific, observable phenomena. Align the team on what success looks like.
General Problem vs Phenomenon General
Problem
An intricate, unsettled question or issue A source of perplexity or distress Made up of many observable phenomenon
Phenomena
Specific, observable facts or events
Problem vs Phenomenon Example Problem: The room is too dark
Better: The light bulb “doesn’t turn on”
Best: There seems to be no flow of electric current through the filament
Problem vs Phenomenon Examples Examples Process reliability is below 90% The heat exchanger plates are cracked The reactor pump seals leak
Product quality deviations are excessive Bottle product labels are scratched Bottle are being underfilled by 2 ounces per bottle The family car is worn out
The engine is using one quart of oil every 500 miles The car seats are ripped
Problems? Phenomena?
What’s the problem? – Identify it clearly to focus in right direction
Focus One – People are the problem
Focus Two – Weak Rope is the problem
Focus Three – Water pool with wild creatures is the problem
2. Defining the Phenomenon to be analyzed.
What’s going on? Workgroup activity (4)
Define each of the following phenomena:
1. The light bulb “doesn’t go on”
3. The match “doesn’t light”
2. “He slipped”
4. The pen “doesn’t write” Time: 10’
2. Defining the Phenomenon to be analyzed.
What’s going on? 1. The light bulb “doesn’t go on” The phenomenon that produces light is the heating of the filament when electrons or electric current flows through it. DESCRIPTION OF THE PHENOMENON: There is insufficient or no flow of electric current through the filament.
2. Defining the Phenomenon to be analyzed.
What’s going on? 2. “He slipped” Slipping occurs when the force of friction is less than the force that caused him to slide.
F = Impulse that caused him to slide. f = Force of friction DESCRIPTION OF THE PHENOMENON: F > f
2. Defining the Phenomenon to be analyzed.
What’s going on? 3. The match “won’t light” In order for a match to light, 3 conditions need to be met: a) Fuel.- Met with the striking material and the match head. (OK.) b) Oxygen.- Provided by the environment. (OK.) c) Heat.- Caused by the friction of the match head against the rough strip on the matchbox. DESCRIPTION OF THE PHENOMENON: There is not enough friction between the match head and the rough strip on the matchbox to produce the heat needed for ignition.
2. Defining the Phenomenon to be analyzed.
What’s going on? 4. The pen “doesn’t work.” In order for the pen to write, ink needs to flow to the pen’s ballpoint and over it onto a surface where it is deposited.
DESCRIPTION OF THE PHENOMENON: Ink doesn’t flow over the pen’s point.
3. Establishing Cause-Effect Relationship.
First “Why” about the Phenomenon
This question needs to be answered from a
physical and/or logical point of view. The question needs to be answered for each element involved in the description made in the previous step. At this point, focus on the evidence of the flaws, that is: Verify the evidence of the causes of the problem in the field (whether it exists or not, stopping the analysis for
that branch when the cause doesn’t exist). If it is possible to put a direct countermeasure to the cause into place, do it and stop the analysis ensure that procedures or standards are in place to maintain condition achieved..
3. Establishing Cause-Effect Relationship.
Why does it happen? Work group activity (4) Ask the first “Why?” question and answer it for each phenomenon.
1. The light bulb “doesn’t go on”
3. The match “won’t light”
2. “He slipped”
4. The pen “doesn’t work” Time: 15’
3. Establishing Cause-Effect Relationship.
Why does that happen? 1. The light bulb “doesn’t go on” FIRST WHY: Why is the flow of electric current through the filament insufficient or non-existent?
a) There aren’t any free electrons in the material (The filament material is a dielectric) b) There’s no energy to move the electrons c) There is not enough energy d) There is nowhere for the electrons to flow (The filament is broken)
Eliminated by evidence.
3. Establishing Cause-Effect Relationship.
Why does that happen? 2. “He slipped” FIRST WHY: F = Impulse that provokes the slide.
Why is F > f ?
f = Force of friction
OBSERVING “F”: a) The person is leaning Eliminated, too much. b) Some outside force of nothing pushed impulse added to F. him c) The person’s inertia is high.
OBSERVING “f”: a) The surfaces between his sole and the floor present little friction. b) There is a lubricant between the surfaces.
3. Establishing Cause-Effect Relationship.
Why does that happen? 3. The match “won’t light” FIRST WHY: Why is there not enough friction between the match head and the matchbox strip to produce the heat needed to cause ignition? (Friction generates heat necessary for ignition) a) The pressure applied between the match and the matchbox is too low. b) The surface of the matchbox is not rough enough. c) The surface of the match head is not rough enough. d) There is a lubricant between the surfaces. e) The friction duration is not long enough to heat the match head and produce ignition.
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November 9th 2009
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NEWSLETTER FOR MANUFACTURING COMMUNITY
Solution for Last week Techuzzle 1
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EclipseCrossword.com
REACTIVE—r stands for _______ in KVAr, usual rating standard for capacitors DELTA—Most of the three capacitor wirings are _____ connected LEADING—Power factor more than one indicates a _______ current scenario PARALLEL—Capacitors are added in ______ circuit to increase capacitance LAGGING—Power factor less than unity indicates a _______ current scenario
Down 2. 3. 4.
COMPENSATION—Adjusting PF using capacitors is generally called ________ HEALING—H stands for _______ in SH or N-SH type capacitors METALLIZED—M stands for _______ MPP type capacitors
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MaintenanceCircleTeam
November 9th 2009
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NEWSLETTER FOR MANUFACTURING COMMUNITY
This week Techuzzle 1
5
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Across 5. 7.
EclipseCrossword.com
Expand LC, commonly used in measuring instruments Common name for Ishikawa Diagram is _____ Diagram
Down 1. 2. 3. 4. 5. 6.
Chart which looks like tall buildings next to each other P stands for _____ in SPC A stands for _______ in QA C stands for ______ in QC L stands for _____ in LCL or UCL A stands for _____ in RCA
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NEWSLETTER FOR MANUFACTURING COMMUNITY
This week’s Quality Month Special Techuzzle 1
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EclipseCrossword.com
Across 1. 5. 7.
Six Sigma implies appearance of 3.4 defects per ____ (Million, Billion, Thousand) Broadly, how many steps are involved in Six Sigma Methodology (Ten, Seven, Twelve, Six) This person founded Six Sigma Academy (Mikel Harry, Jurong, Taylor)
Down 1. 2. 3. 4. 6.
This company was instrumental in developing Six Sigma Concepts (Motorola, Mercedes, Ford) Second Belt of Six Sigma Sigma, in statistics, is a basic indication of Standard _____ (distribution, deviation, dispersion) Third (Final) Level of Six Sigma First Belt of Six Sigma
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(SIGMA) Sigma is a Greek Symbol which identifies many parameters in different fields. But, its main and very popular usage has been indicating STANDARD DEVIATION in the field of Statistics. November is “celebrated” worldwide as Quality month. And, no quality measurement is possible without making direct or indirect reference to this tiny little sigma symbol. In very general terms, STANDARD DEVIATION can be considered as CONFIDENCE in any statistical measurements. For example, if we can announce that the average life of a radial tire is 50000 kilometers (29760 miles) with a STANDARD DEVIATION of only 100 kilometers (60 miles), it implies that we are very CONFIDENT and SURE of our entire manufacturing process to manufacture tires with certain quality parameters. Standard Deviation measures the spread of deviation around an ARTHIMETIC MEAN. Smaller value of STANDARD DEVIATION implies the processes are EXCELLENT and the CONFIDENCE level in such process is extremely HIGH. It also means that the measurement methods involved are extremely good and have minimal error
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Dr. Mikel Harry Although it is quite difficult to trace and isolate the evolution of Six Sigma to one specific person, Dr. Mikel Harry has to his credit making it one of most popular and long-term quality sustaining tools in the world. Although Six Sigma seems to be a tough path to take on, with Dr.Harry’s immense contribution the perception began to change. He was instrumental in introducing Six Sigma concept at ABB (Asea Brown Boveri). But his association with Motorola, one of world’s leading communications company gave Six Sigma lot of practical perspective. He also founded Six Sigma Academy in 1994 which is helping many companies to be competitive, productive and cost-efficient. Dr.Harry has more than 50 publications to his credit and one of his book, Six Sigma: The Management Strategy Revolutionizing the World's Top Corporations has been one of the best seller books worldwide on Six Sigma. You can visit the website http://www.isixsigma.com for learning on Dr. Harry and SIX SIGMA.
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