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Lean problem solving and QC tools for industrial engineers First Edition Samanta
Problem Solving in Quantum Mechanics From Basics to Real World Applications for Materials Scientists Applied Physicists and Devices Engineers 1st Edition
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Library of Congress Cataloging‑in‑Publication Data
Library of Congress Cataloging-in-Publication Data
Names: Samanta, Maharshi, author.
Title: Lean problem solving and QC tools for industrial engineers / Maharshi Samanta.
Description: First edition. | New York, NY : Taylor & Francis Group, 2019. | Includes bibliographical references and index.
Identifiers: LCCN 2018044843| ISBN 9781138338494 (hardback : acid-free paper) | ISBN 9780429441707 (ebook)
Subjects: LCSH: Quality control. | Lean manufacturing. | Problem solving.
Classification: LCC TS156 .S266 2019 | DDC 658.5/62–dc23 LC record available at https://lccn.loc.gov/2018044843
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To the tireless, frontline, shop-floor managers and natural team leaders in the manufacturing and service industries who taught me the fundamentals of lean problem-solving.
To my mom, Mrs Mridula Samanta, who persisted till the end, and to my dad, Late Dr. Gajendra Nath Samanta, who would have been very pleased with the outcome of this effort. To my daughter, Roupkatha, for life’s ultimate problem-solving.
And to our eventful journey of life that teaches us wisdom beyond intellect. That wisdom makes us what we are today.
Preface
Now more people are doing work that requires individual decisionmaking and problem-solving, and we need an educational system that will help develop these skills.
Seymour Papert
Way back in early 1990s, when I first started my journey as Product Installation and Sales Engineer, little did I know that slowly over a period of time the success philosophy of a person’s entire lifetime can be really summarized to successful implementation of various concepts of problem-solving.
Later, throughout my engineering professional work, I received enriching experience in different fields, such as, Quality Control & Assurance, Production, Production Planning, Development, and Projects as diversified as manufacturing steel in integrated steel plants, manufacturing glass for cockpit displays to manufacturing very large screen plasma displays, where all the beautiful facets of physics, chemistry, material science and mathematics converged.
During this working tenure, I was fortunate to have experienced world class manufacturing practices, more specifically in organization-wide Six Sigma drive, continuous improvement methodologies. From the early stage of engagement, I found that at the heart of successful operation and impressive atmosphere of continuous improvement, there lies an unfailing effort of the team-leaders to do problem-solving at every conceivable area with whatever minimum resources available. I call this lean problem-solving. I always observed that this lean problem-solving drives through the DNA of an organization and create the all powerful atmosphere of continuous improvement and business excellence.
While working with multi cultural and multi domain teams, I observed that while problem-solving is the most sought after skill, it is one of the highly neglected skills in traditional university curriculum and in industrial practices as well. Therefore, a need is felt to document all the necessary facets of this important domain of skill-set.
This book is conceived and designed to help professionals in different fields, such as engineers, doctors, teachers, and research scholars alike, who face the regular challenge of developing and improving the status quo by solving problems in all spheres of their work. I frequently meet different sets of people in daily life who are working at various places. While professionals and engineers are challenging their individual skills to make their organization lean, doctors and teachers are challenging their knowledge to delve into a patient’s heart or a student’s head. These individuals share their problems and their life experiences with me. While serving as their consultant and
counselor, I realized that when facing problems, we usually deal with a kind of policy paralysis and do not find a suitable way out. As a result, making a good decision remains pending, or even when a decision is made, it is not good enough. Therefore, the situation does not improve. After lingering within the process of improvement for some time, we eventually lose valuable time, money, and energy. After even more time, the situation no longer remains an individual’s personal problem, it transforms into a critical point for a larger group. This is where knowledge of the art of problem-solving becomes more important and very useful.
In this book, an effort is made to communicate the ideas of problem-solving in an easy and comprehensible language. The ideas presented here will be helpful to one and all experienced professionals practicing in an otherwise lean business environment. Also an effort is made here to explain the concepts of problem-solving to those who are pursuing their undergraduate studies or to individuals who are comparatively new in their field of work. Needless to say, the fundamental concepts explained here are timeless. Therefore, these concepts will remain a source of knowledge and inspiration for juniors and seniors alike. Moreover, the skills for solving problems in an industrial setup can reduce the employability gap between employers’ needs and employees’ skills. Irrespective of whether a problem is a professional or a personal one, the acquired skill of problem-solving modifies as well as reflects upon the personal character of an individual. The learning experience thus gained defines a new attitude in those practicing these skills who start thinking in a very systematic manner. In other words, these skills bring out the true professional in an individual.
In general the entire concept dealt in this book is presented in three main parts. The Part I, explained in Chapters 1, 2, & 3, deals with the concept introduction and the general philosophy. In this part, I presented the definitions, various terms, challenges and opportunities available with the problemsolver. Very useful tips are also provided for achieving fairly good results in problem-solving. In addition to that with the aid of examples, characteristics of variations that give rise to problem-solving, the potential solution mechanism and the underlying philosophy is explained.
In Part II, I explained the fundamental steps of problem-solving. In addition the concepts of root cause analysis, Poka-Yoke techniques, and various other concepts are detailed for implementation of the solution, such as action plans and their standardization, monitoring and follow up for sustenance.
In Part III, comprising the chapters 6, 7 & 8, various techniques are explained for generating ideas and organizing the basic information, collecting data and collating information, systematic analysis, implementation of the solution and change management.
This book is written based on vast experience with real-time problemsolving techniques, especially in an industrial atmosphere. Every concept explained is supported by real-time examples from the lean practical world. These examples should make this book more interesting for professionals, teachers, and students alike. Also utmost care has been taken when
choosing these examples so as to make the book more meaningful and lucid to thoughtful readers like you.
Understanding the fundamentals of the problem-solving may help you resolve issues not only in industrial manufacturing and service sector, but also in daily life. These ideas can inspire and motivate you to follow a methodical approach in everything you do.
Acknowledgments
Acceptance of the truth or existence of something.
This book is the product of twenty-five years of study of various facets of problem-solving. Long ago, during the birth of a student in engineering, there were many a mentors. The long list starts with the great Chanakya Kautilya, the author of Arthashastra (Book of Economics), the great strategist philosopher of ancient India to Dr. W. Edwards Deming, the modern day quality guru. Thanks to the mantras they have taught through their timeless classics. This book may allow me to bring parity to the learning trade-imbalance that exists in favor of these stalwarts who have penned masterpieces for the use of professionals in the field of economics to operational excellence in manufacturing and service sector.
Throughout my working tenure, I have been also personally benefitted by many of my teachers, coworkers, and family members. Unfortunately, the names are so numerous that it is not possible to list them all. However, quite a few personalities have helped me learn the finer details of the subject we are dealing here. It will be a serious mistake on my part not to mention them here.
My sincere thanks to all those who have taken the time out to read my drafts of this book. I wish to express my appreciation for many helpful comments, suggestions and criticisms. They have suggested many changes that helped me refine the content and the delivery of the subject. These changes made the book more relevant and useful. My thanks goes to Dr. Anand Srivastava, Dr. Rajesh Tyagi, Dr. Muralidhar, Dr. Sharmaand, Dr. Harish K. Dwivedi, Dr. Rituporno Sen and Dr. Saikat Maitra.
Special thanks goes to Debjani Sarkar, Dr. Rajarshi Samanta, Dr. Muhammad Azeem Ashraf, and Dr. Erick C. Jones and Mr. C.N. Prasanna Kumar for providing critical analysis of the subject matter and their suggestions. All advice was incorporated to enrich the content.
Special thanks also goes to Umang Verma and Gajendra S Chouhan for helping me with the freehand illustrations and Manas Kumar Manna, Debjit Sarkar and Gauri Sarkar for all the enumerable mini suggestions and moral support.
I sincerely thank Ms. Victoria Jones for her thorough copy editing. Without her inputs this book would not have been what it is today.
My gratitude also goes to the publishing team who, despite all odds, made this book possible: Ms. Mouli Sharma, Dr. Gagandeep Singh, Ms. Jennifer Stair of CRC, and Ms. Kritika Kaushik and Ms. Apoorva Mathur of Cenveo Publisher Services. It has been fun working with you all! I hope that I did not drive you all too crazy with missed deadlines and frequent requests for changes in text!
About the Author
Maharshi Samanta is a seasoned Six Sigma professional, a prolific speaker, and an unbound thinker in the corporate world. He earned his master’s degree in chemical technology and devoted his working life to many facets of engineering—from manufacturing viewing windows for atomic reactors and displays for Mach 2 fighter jets to pioneering development work in the field of plasma displays. He presented several scientific and technological papers at international forums and patented several of his breakthrough inventions.
An alumnus of the Indian Institute of Management Calcutta and a visionary leader in manufacturing, he is highly skilled in lean operations, management by quality, organizational behavior, and strategy for top- and bottom-line growth. He is immersed in the field of world-class manufacturing concepts and lives the life of an ascetic daily problem-solver.
As an avid reader and adroit writer, he appeals directly to his disciples’ minds with down-to-earth language and witty anecdotes. In this book, a consummate soccer player drives straight into the heartland of industrial problem-solving toward a lean organizational setup.
Read Me First
You can’t teach problem-solving unless you are a problem-solver.
Wilson
Objectives
After going through this chapter and understanding the issues described in it, you will be able to deal more efficiently with the challenges in industrial problem-solving:
1. Ex plain the characteristics of the problem-solving journey.
2. Understand the major dimensions of a problem and its impact on the problem–solution ecosystem.
Jim
3. Identify the reasons why people fail to solve problems.
4. Recognize the true path for a rewarding problem-solving journey.
The Scenario
In our everyday life, we come across many situations where we find ourselves surrounded by chaos, which does not allow us to achieve the desired results; eventually, we refer to this chaos as a problem. However, the situation becomes more adverse when we do not find solutions to those problems, even after repeated trials. In the end, we find an unsuitable solution or an alternative in absence of a solution, or we abandon the project altogether. This perhaps is true for all of us in various professions, be they medical practices, engineering systems, bio-technological endeavors or any other walks of life. However different those professions may seem to be, though, at the core of it, all are of a similar nature in that there lies a gap between the desired results and the ongoing situations; this gap remains fundamental to a problem situation.
The closer the situation is to the desired condition, the better the quality of goods and services provided. The converse is also true, which indicates that the farther we are from the desired state of results, the worse results may be in terms of quality, service, and delivery. What defines the gap between these desired results and the present offering is some kind of problem that has not been resolved in the due course of time. This makes an assertion that the problem-solving isn’t difficult. We just have to remember to do it. This also indicates that the problem is not understood properly, not attended thoroughly, or not resolved by following a systemic problemsolving journey.
“Problem-solving isn’t difficult. We just have to remember to do it.”
Here it may be noted that, in spite of all the similarities and dissimilarities, all problem-solving journeys have a few characteristics that are common to all. These characteristics can be summarized as follows.
• Un certainty of results: Even when only probable actions are taken, the results always remain uncertain.
• Ob jectivism: Actions taken in a problem-solving project do have a desired end result at the end of a time line.
• Un iqueness: Every problem is unique, regardless of similarities they might have to other problems.
• Cr oss-functional: Every problem-solving technique requires the problem-solver to work with cross-functional aptitude to embody the skills and resources of various teams and individuals.
In addition to these characteristics, there are three major dimensions that govern the problem-solving journey. These are the scope of the problem, the time available for solving the problem, and the cost associated with it.
“Uniqueness of a problem, coupled with profound objectivism and uncertainty of results, makes a cross-functional team deliver astonishing results.”
These three dimensions also are interlinked in such a way that any change in one will also affect the other two. If the scope increases, widens, or becomes more challenging, there is a possibility that both the associated cost and the time required for problem-solving will increase. Similarly, on the other hand, the associated cost may reduce as the losses reduce during the time. This essentially means that solving a problem requires us to achieve the specific goals within the scheduled time and budgeted cost. Therefore, it can be empirically represented that =+ff Success (Skill)(Cost , Scope, Time) (Problem-Solving )
The associated cost here can be of two types—for example, the (invested) cost of solving a problem and the (incurred) cost of not solving a problem— that is the cost incurred for the loss of quality in a product or service. In this context, we also need to understand more about the concept of cost of quality. This will be discussed in subsequent sections.
CRITICAL THINKING EXERCISE
Write the details about an industrial operational problem wherein success in resolving it greatly depends on skill, cost, scope, and time. Assign numbers to each of these aspects for their relative importance and try to arrive at an empirical formula to define success. Can you think of any other aspects besides these four?
The Approach in This Book
In this book, utmost care is taken in elaborating the concept of problemsolving. The concept of problem-solving is considered holistically and, for the benefit of the average reader, a generalist approach is maintained throughout. The entire cycle of problem-solving is subdivided into a few easily understood sections, and these sections are treated in detail.
In reading this book, one will not require much prior knowledge to comprehend the ideas enumerated. The scientific concepts and technical background are introduced and analyzed in the course of discussion.
“In industrial problem-solving, a well-trained logical mind will not require much prior knowledge in the core subject.”
However, in order to reduce the volume of this book and to keep the reader attentive throughout the reading experience, the sections are kept brief and simple. Advanced readers will find several references that they can use for supplementary reading.
Who Should Read This Book
This book is written for all people with logical minds who want to bring in a systematic process approach toward solving a problem. It is intended for working professionals and students alike in the field of industrial manufacturing, industrial service, industrial psychology, and those in various other fields of interest.
Though the word QUALITY refers to the quality of an industrially manufactured product or service, the reference in this book does not restrict itself only to this laconic meaning.
A doctor, a lawyer, a veterinarian, or even a teacher will benefit equally by applying the approach illustrated here.
This book will be a ready reference for practicing managers and natural team leaders to apply the concepts in their daily work lives and also to coach their team members. A person scheduled to appear for a job interview will find it handy for a technical session.
Engineering students and those in other professions should review this book and try to implement the ideas presented not only in their professional spheres but also in their personal lives.
What This Book Will Bring to the Reader’s Mind
This book is designed to enlighten a logical mind to think in a systematic manner toward resolving a problem. Reading the examples will create a practical foundation for structured problem analysis.
A wise man once said that an experience is not how many years you work, but what you learn from what you do. It is needless to say that while you work for something, you may either succeed or not succeed in achieving results. And you will agree that in both cases, the learning—and therefore the resulting experience—will differ greatly. It may be that what is learned while not achieving results or objectives far outshines that which is learned while achieving results or objectives.
“Experience is not what you did but what you learned from what you did.”
Therefore, the concept of “experience” as explained in the first instance may be further modified to illustrate that experience is what someone learns when they do not achieve the desired end results. Thus, to some extent, the experience is a manifestation of failure that bears fruit as learning.
This book is testimony to lengthy implementation of real-time problemsolving while experiencing repeated failure. It is therefore of utmost importance to share a few highlights that will help readers form the basis for systematic thinking.
It is overly simplistic to say that a system approach will allow an otherwise average individual to excel in life. This in turn will help the reader not forget any vital steps.
“Learning while not achieving results or objectives far outshines the learning while achieving results and objectives.”
The approach in this book focus on the real issues and not red herrings. It will also help individuals to differentiate between a vital few problems or solutions and many trivial possibilities. This is of real benefit in time-stressed situations.
Why Do People Fail to Solve Problems?
With the best of intentions, everybody wants to reduce problems in hand by solving them. However, many times people fail to solve a problem. While there can be several reasons for failure, a few critically important reasons are enumerated here [1].
a. Lack of understanding about the gravity of the solution may become a hindrance. Sometimes the solutions are so idealistic in nature that implementation remains a tough call, and the solutions remain unachieved.
b. Reluctance to understand the short-term and long-term side effects of the measures taken to resolve a problem may seriously shorten the success rate of an action taken. To obtain the desired results, one has to endure the onslaught of the side effects.
c. A r eluctance to be disciplined but having wisdom enough to follow a systematic procedure may lead one to erratic correlation of the data set.
d. Lack of patience in collecting sufficient data to help analyze the problem may result in an inability to see the whole picture. Further analysis then becomes erroneous.
e. Falling prey to early indications that a problem is solved occurs when one gets first results fast—very fast. One becomes content before getting the full results and thereby loses perspective in the long run.
f. A n inherent tendency to jump into a solution is perhaps the worst of the mistakes one can make. One does not weigh all the options and does not see the whole picture. This leads to improper goal setting, eventual failure, and even a false sense of achievement.
g. Treating the symptoms instead of a root cause will eventually lead to nowhere. A better approach would be to search and find the root cause and then systematically find the solution.
h. Acting without a consensus and a clear goal among the team members may result in an improper objective orientation and lack of team support while implementing an otherwise great solution mechanism.
CRITICAL THINKING EXERCISE
Pause for a moment and think for a while. Describe a situation from your life’s experience where lack of patience and jumping into untested solutions potentially may end an otherwise very prospective1 problemsolving journey. Make a list of various aspects why you think that our present failure propositions might be really true.
1 Expected or expecting to become a specified thing in the future.
Real Problem-Solving
Jumping on an Untested Solution May Not Prove to Be Fruitful
Imagine you are assigned the task of identifying the causes of a longstanding problem and finding a solution to that problem in your organization. You spend a day gathering some data and find that there is a strong correlation with a most probable cause at hand. Eventually, you assign that most probable cause as the root cause and take some quick actions. What can you expect from this entire episode? Was that really a root cause upon which you acted? Perhaps you might have acted too quickly and those actions could not be cross-checked properly. In this case, you might not obtain the desired results.
In practice, even a small malfunctioning of a machine during a short time frame might trigger a false signal in the analysis of a problem. Take into account the products manufactured during the malfunctioning period. The inferior quality products thus produced require a thorough analysis in order to zero in on the root cause. On first analysis, the inferior products may force us to think ab out the problem associated with product itself, while the actual problem remains with the functioning of the machine. Therefore, we make a blunder when we jump into a solution without first zeroing in on a root cause. Can you relate this example to the various avenues for failure listed previously?
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