Why-why Analysis Part Two

3. Establishing Cause-Effect Relationship.

Why does that happen? 4. The pen “doesn’t work.” FIRST WHY: Why doesn’t the ink flow over the pen’s point?

a) Ink isn’t reaching the pen’s point. b) There’s no pressure on the ink to the pen’s point. (Gravity, others) c) There’s nowhere for the ink to flow. (The ballpoint is blocked.) d) The ink doesn’t flow over the other surface. (Writing “in the air,” or on ice, etc.)

3. Establishing Cause-Effect Relationship.

Steps for developing a Why - Why Analysis:  Second “Why”  For each answer to the “Why?” in the previous step, the question “Why?” is asked again.  The answer in this case, and from here on, should consider the “4 - Ms.”

How to Verify Causes    

Use the cause and effect worksheet as a guide Go look, listen, feel, ask - “Watch with a purpose” Simulate Make the fix (restore) and monitor

 Do the verification on the floor

 Use the safest, quickest, cheapest approach that fits your situation

4. Logical Review of the Analysis Once you have exhausted your Why-Why Questioning, do the CauseEffect Relationships Make Sense and flow back to the Phenomenon ? Why? 1 Pulling Force Not Strong Enough

Why? 2 Seal between Suction Cup and Carton inadequate

Vacuum Force Not High Enough

Phenomenon Forces Holding Carton too high

Problem

Missing Carton

Cartons Sticking To Each Other

Why? 3

Suction Cup Wear

Field Check No Wear

Suction Cup Damage

No Damage

Suction Cup Inadequate Material

Could be

Poor Carton Surface Condition

Holding Fingers Miss Adjusted Holding Frame Too Tight

Why? 4

Dust on Carton

Yes

Scratches on carton

Yes

Surface Finish outside tolerance

Not True

Vacuum Setting too low

No

Vacuum Line Leaks

No

Suction Cup Too Small

Could be

4. Logical Review of the Analysis “If we solve these causes, (1, 2, ...8) is it possible that ZERO will be reached (Branch “A”)?” CAUSE # 1 CAUSE # 2 CAUSE # 3

Branch “A”

CAUSE # 4 CAUSE # 5 CAUSE # 6

CAUSE # 7 CAUSE # 8

4. Logical Review of the Analysis Repeat the question branch by branch until the entire analysis has been verified.

BRANCH “A” BRANCH “B” BRANCH “C” BRANCH “D”

Main branch “AA”

BRANCH “E” BRANCH “F”

BRANCH “G” BRANCH “H”

5. Checking for Standards and SOP’s Before taking counter measures, check to see if standards for the defined counter measure exist. If not, define the standard. Determining if an SOP is needed. Use the 4M’s to ensure all required types of standards exist.

WHY-WHY P r o b l e m

Why? F

W h y

W W h h y y

W h y

?

?

?

?

C RC i o a eh e ou s l t e c dk

Std.’ s

E x i s t ?

A p p l i e d ?

AT c a t i k oe nn ?

SOP E x i s t ?

Standards

A (4M’s) c MMMM t a a e a c t t i n h h er o i o i n n e

NOK

Y OK

N

Y N

Restore

New Std.

Y N

X New Maint. Std.

d a l

X X

Analysis Steps i. 1. Understanding the Problem ii. 2. Defining the Phenomenon to be analyzed. iii. 3. Establishing Cause-Effect Relationship through Why iv. v.

questioning and Field Checks. 4. Logical Review of the Analysis 5. Checking for Standards and SOP’s

Notes and Advice:  The analysis should be done at the problem area,   

not in another location that is isolated from the case. The analysis is a team effort, not by just one person. The most important thing is the physical and/or logical description of the phenomenon to be studied. (Step 1) The Analysis ends when countermeasures TO AVOID RECURRENCE of the phenomenon are found.

Notes and Advice: ALWAYS

make a sketch or drawing of the phenomenon. The 4-M’s don’t always apply to every cause to be analyzed, but we should always consider them so as not to forget possible “causes of causes.” The more simplicity and objectivity in steps 1 and 2, the easier it is to ensure that all possible causes are covered. Practice develops skill. This tool makes us more objective in our way of looking at things.

Why/Why - NOT!!! Problem

Why

Why

Why

Why

Why

Action Plan

Already had the answer, used the tool to “document” it

Brainstorming, in a room, no verification

Real WHY-WHY Analysis Example Problem: Through put of the line 23 is below ideal. Phenomena: Carton not Picked off the supply stack. Result: This causes a loss in through put. (Missing Carton)

Missing Carton

W h y ? 1 P h e n o m e n o n

Pulling Force Not Strong Enough

Forces Holding Carton too high

Missing Carton

Why? 1

Why? 2

Pulling Force Not Strong Enough P h e n o m e n o n

Forces Holding Carton too high

Seal between Suction Cup and Carton inadequate Vacuum Force Not High Enough

Cartons Sticking To Each Other Holding Fingers Miss Adjusted

Holding Frame Too Tight Missing Carton

Why? 1

Why? 2

Pulling Force Not Strong Enough P h e n o m e n o n

Forces Holding Carton too high

Seal between Suction Cup and Carton inadequate Vacuum Force Not High Enough

Cartons Sticking To Each Other Holding Fingers Miss Adjusted

Holding Frame Too Tight Missing Carton

Why? 3

Suction Cup Wear

Suction Cup Damage Suction Cup Inadequate Material Poor Carton Surface Condition

Loose Carton Stack Flaps folded Backward Vacuum Setting too low Vacuum Line Leaks

Suction Cup Too Small

Why? 1 Pulling Force Not Strong Enough

P h e n o m e n o n

Why? 2 Seal between Suction Cup and Carton inadequate

Vacuum Force Not High Enough Cartons Sticking To Each Other Forces Holding Carton too high

Holding Fingers Miss Adjusted Holding Frame Too Tight

Why? 3

Suction Cup Wear

Suction Cup Damage Suction Cup Inadequate Material Poor Carton Surface Condition Loose Carton Stack

Flaps folded Backward Vacuum Setting too low Vacuum Line Leaks

Missing Carton

Why? 4

Suction Cup Too Small

Dust on Carton Scratches on carton Surface Finish outside tolerance

Why? 1 Pulling Force Not Strong Enough

Why? 2 Seal between Suction Cup and Carton inadequate Vacuum Force Not High Enough

P h e n o m e n o n

Cartons Sticking To Each Other Forces Holding Carton too high

Why? 4

Field Check

Cup Wear

Not worn

Suction Cup Damage

Not Damaged

Suction Cup Inadequate Material Poor Carton Surface Condition

Holding Fingers Miss Adjusted Holding Frame Too Tight

Missing Carton

Why? 3Suction

Vacuum Setting too low

Could be Dust on Carton

No Dust

Scratches on carton

Not true

Surface Finish outside tolerance

Problem Found to be low

Vacuum Line Leaks

Some Leaks

Suction Cup Too Small

Correct Size

WHY-WHY P r o b l e m

Why? F

W W Suction W W Cup h h Wear h h y y y Suction y y Cup

 ?

?

Damage Suction Cup Inadequate Material

?

?

C C R i o a eh e ou lc t s e d k

Dust on Carton Scratches on carton Surface Finish outside tolerance Vacuum Setting too low Vacuum Line Leaks Suction Cup Too Small

Std.’sStandards

E x i s t ?

M a t e r i a l

A SOP A A p p c T p E p t a l x l i k i i i e o e s e n n d t d ? ? ? ?

X

N N

(4M’s)

h u M a n

e q u i p M

M e t h o d

Ntrue

Ntrue True Y

X

True Y

X

True N NTrue

X X

X X

Train

Train Y Y Y Develop SOP Develop Stds

Another example:

General Problem: Air piston moving too slow in both directions Air cylinder

Five Port Valve

Draw the problem

Get an understanding of the process:

Drawing, Parts Air cylinder

Five Port Valve

Bush Rod seal

Exhaust Bottom seal

Pipes

Adjustable Restrictor

P0

Get an understanding of the process: Drawing, Parts, Process Air cylinder

Five Port Valve

Bush Rod seal

Exhaust Bottom seal

Pipes

Adjustable Restrictor

P0

Get an understanding of the process: Drawing, Parts, Process, Forces, Counterforces Air cylinder

Five Port Valve

Counterforces Bush Rod seal

Exhaust Bottom seal

Pipes

Forces Adjustable Restrictor

P0

Conduct Why/Why Phenomena

1. Piston slow moving in Both directions

1. Why

2. Why

3. Why

4. Why

5. Why

Conduct Why/Why Defect

1. Why

2. Why

1. 1 Force (pressure) too low

Field Verification

True

1. Piston slow moving in both directions

1. 2 Counterforce too high

Not True

3. Why

4. Why

5. Why

Conduct Why/Why Defect

1. Why

2. Why

3. Why

4. Why

1.1.1 pressure p0 too low

True

1.1.2 5 port valve defect

Not True

1. Piston slow moving in both directions

1.1.3 blocked pipe

1.1.4 adjustable restrictor closed 1.1.5 air leakage

1. 2 Counterforce too high

Field Verification

1. 1 Force (pressure) too low

Not True Not True Not True

5. Why

Conduct Why/Why 1. Why

3. Why

2. Why

1.1.1 pressure p0 too low

1.1.1.1 not adjusted after c/o to shampoo

1.1.2 5 port valve defect

1.1.3 blocked pipe

1.1.4 adjustable restrictor closed 1.1.5 air leakage

1. 2 Counterforce too high

True

1.1.1.2 Air leakage

1. 1 Force (pressure) too low

1. Piston slow moving in both directions

4. Why

Not True Field Verification

Defect

Conduct Why/Why 1. Why

3. Why

4. Why

1.1.1.1 not adjusted after c/o to shampoo

1.1.1.1.1 No Procedure

2. Why

1.1.1 pressure p0 too low 1. 1 Force (pressure) too low

1.1.1.2 Air leakage

1.1.2 5 port valve defect 1. Piston slow moving in both directions

1.1.3 blocked pipe

1.1.4 adjustable restrictor closed 1.1.5 air leakage

1. 2 Counterforce too high

True

1.1.1.1.2 Lack of Knowledge

True Field Verification

Defect

Conduct Why/Why 3. Why

4. Why

1.1.1.1 not adjusted after c/o to shampoo

1.1.1.1.1 No Procedure

1.1.1.2 Air leakage

1.1.1.1.2 Lack of Knowledge

Possible Counter measures

- Develop Procedure - Retraining, One Point Lessons etc, - Visual controls to make easier to see if off...

Case Study Why-Why Analysis Problem Description

Problem Picture

Phenomenon

Problem Statement

What does success look like?

Company A is located on the 30th floor of a high-rise building. Customers often complain that elevators are slow in coming, and there is a fear that it may have an adverse effect on the company's sales performance. A study revealed that more visitors come to the company between 13:00 and 15:00 hours and that their waiting time averages around 30 sec. Please solve this problem by appling why-why analysis

Phenomenon

Why (1)

Why (2)

Why (3) Why (4) Have you verified the cause?

Why (5)

Countermeasures

WHY - WHY ANALYSIS REVIEW VS. OBJECTIVES: Understand the definition of “Analysis” Clarify the procedure for developing a Why - Why Analysis. Stress the importance of each step of the Why - Why Analysis.

ELIMINATION OF LOSSES

MaintenanceCircleTeam

November 16th , 2009

Page 1

Maintenanc Maintenance

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NEWSLETTER FOR MANUFACTURING COMMUNITY

Solution for Last week Techuzzle 1

5

H

2

P

3

A

4

C

I

R

S

O

S

O

S

N

6

L E A S T

C O U N T

I

N

O

E

R

R

M

A

G

S

A

O

I

L

R

S

N

L

T

Y

A

C

S

M

E

I 7

Across 5. 7.

F

I

S H B O N E

EclipseCrossword.com

LEAST COUNT—Expand LC, commonly used in measuring instruments FISHBONE—Common name for Ishikawa Diagram is _____ Diagram

Down 1. 2. 3. 4. 5. 6.

HISTOGRAM—Chart which looks like tall buildings next to each other PROCESS—P stands for _____ in SPC ASSURANCE—A stands for _______ in QA CONTROL—C stands for ______ in QC LIMIT—L stands for _____ in LCL or UCL ANALYSIS—A stands for _____ in RCA

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November 16th , 2009

Page 2

Maintenanc Maintenance

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NEWSLETTER FOR MANUFACTURING COMMUNITY

Solution for Quality Month Special Techuzzle 1

M I

L

L

I

O N

O 2 4

7

B

T

C

L

O

H

A

R

A

C

M I

K E L

P

3

O A

5

D

S E V E N V I

6

G

H A R R Y T

E

I

I

E

O

O

N

N

N

EclipseCrossword.com

Across 1. 5. 7.

MILLION—Six Sigma implies appearance of 3.4 defects per ____ (Million, Billion, Thousand) SEVEN—Broadly, how many steps are involved in Six Sigma Methodology (Ten, Seven, Twelve, Six) MIKEL HARRY—This person founded Six Sigma Academy (Mikel Harry, Jurong, Taylor)

Down 1. 2. 3. 4. 6.

MOTOROLA—This company was instrumental in developing Six Sigma Concepts (Motorola, Mercedes, Ford) BLACK—Second Belt of Six Sigma DEVIATION—Sigma, in statistics, is a basic indication of Standard _____ (distribution, deviation, dispersion) CHAMPION—Third (FInal) Level of Six Sigma GREEN—First Belt of Six Sigma

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MaintenanceCircleTeam

November 16th , 2009

Page 3

Maintenanc Maintenance

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NEWSLETTER FOR MANUFACTURING COMMUNITY

This week Techuzzle 1 2

3

4 5 6

7

8

EclipseCrossword.com

Across 2. 4. 8.

H stands for _______ in RoHS, an environmental standard S stands for ______ in MSDS supplied with many materials ISO 14644 standard is common referred to as ______ standard

Down 1. 3. 5. 6. 7.

This is the ISO standard for ambient air quality TS 16949 is the widely used standard for _______ sector ISO 22000 integrates _____ standards for food industry ISO 147 explains standards for _____ quality I stands for ________ in AIT, one of the important part of ISO 14000 environment standards

If you like to improvise this article or contribute or comment please mail us at: [email protected] This document contains information for reference only. We assume no responsibility for its implication.