Root Cause Analysis

Ek Pahla Kadam 1 “Ek Pahla Kadam” is a growing organisation, that provides training and consultancy across India, in the areas of Operational Excellence, LEAN, TQM, TPM, WCM, Soft Skills and Fitness Management.

It started laying its foundation in March 2014, gradually evolved and took firm shape to become a registered entity in June 2017.

We support achieving Operational Excellence through implementation of TQM, TPM, LEAN, Statistical Process Control, Quality Circle, Jishu Hozen, Kobetsu Kaizen, 5S, Kaizen, Poka-Yoke, Maintenance, Safety and ISO Systems.

Our soft skill program covers Communication, Presentation, Team Building, Leadership, Decision Making, Time Management and Grooming People.

Ek Pahla Kadam also supports schools and colleges in developing professional and organizational skills among the students while studying.

Ek Pahla Kadam 2 Training & Awareness Program Implementation Program

1 Day - Quality Circle & Lean Quality Circle 150D / 3Y - Total Quality Management

2 Day - QC Tools & Techniques 150D / 2Y - Lean Manufacturing

1 Day - SPC - Statistical Process Control 120D / 2Y - Total Productive Maintenance

2 Day - 5S, Kaizen and Poka-Yoke 15D / 1Y - Autonomous Maintenance (JH)

1 Day - Kobetsu Kaizen (Focused Improvement) 12D / 6M - Quality Circle – 6 Circles

1 Day - Jishu Hozen (Autonomous Maintenance) 10D / 6M - Lean Quality Circle – 6 Circles

2 Day - Lean Manufacturing Awareness 10D / 6M - Kobetsu Kaizen – 6 Projects

2 Day - TQM Awareness 24D / 1Y - 5S System - ~ 10 Zones

1 Day - TPM Awareness 10D / 6M - Kaizen & Poka-Yoke System

1 Day - Cost of Quality 12D / 1Y - Maintenance Excellence

2 Day - Maintenance Excellence - - Visual Shop Floor & Management

- - RCA, FMEA, SMED, Safety, 5S Audit . . . . - - System Audits & Improvement

We focus on customizing training programs based on customer needs.

Ek Pahla Kadam 3 Significant Achievements / Certifications

Ek Pahla Kadam 4 Our Function

➢ Who we are? Introduction / Details of your Process / Function / Department

➢ Describe in few bullet points (3 ~ 4 Points) . Do not write long text / story

➢ A bullet point or sentence should be of 10 ~ 15 words long

➢ It is a introduction of your process

Key Role

➢ What we do? Your Functions / Key Role

➢ Describe in few bullet points (3 ~ 4 Points)

➢ Key activities carried out by your function

➢ Write important macro level activities

Our Objectives

➢ What we aim for? Your Process KPI / Control Points / Objectives

➢ Mention 3 ~ 4 measurable objectives

➢ Mention your important Key Performance Indicators / Control Points

➢ Avoid writing general statements i.e. Customer Satisfaction.

Ek Pahla Kadam 5 OUR RECENT PERFORMANCE :

CCQC - 2017 NCQC - 2017

Won GOLD Award Won Par Excellence Award

We have participate in 7 Chapter / Regional Level Conventions and won ➢ 5 Gold Awards ➢ 2 Silver Awards

We have participate in 5 National Level Conventions and won ➢ 3 Par Excellence Awards ➢ 2 Excellence Awards

We have participate in 2 International Conventions and won ➢ 2 GOLD Award

Ek Pahla Kadam 6 TEAM DETAILS :

Vidya Sharma Komal Chautala Member Leader Shahrukh Name Facilitator Coordinator

Name Nethra Reddy Mentor Gunjan Lakhani Member Member

• No. of QC Projects Completed - 04 • Year of Team Formation - 2015 • No. of Allied Project Completed - 06 • Team Registration No. - EPK 22 • Total Project Completed - 10 • Team Average Age & Experience - 31 / 4.5 Year

Ek Pahla Kadam 7 Step 7 – Follow Up, Review & Standardisation

Step 6 – Check Result & Study Performance

Step 5 – Implementation of Solution

Step 4 – Development of Solutions

Step 3 – Root Cause Analysis

Step 2 – Understanding Background & Present Situation

Step 1 - Selection of Theme & set Target

Ek Pahla Kadam 8 PROBLEM STATEMENT

JUSTIFY YOUR SELECTION

If assigned by Management Show Linkage with KPIs / Company Goals Or If it is a Team Idea Describe Background, Current Situation & Importance Or If selected from Problem Bank Use Rating & Ranking Method – Refer Slides 11 & 12

Ek Pahla Kadam 9 PROBLEM SELECTION :

Step – 1 : Equal / Varying Weightage Rating & Ranking by _ Member – 1 _ on PQCDSME Factor

Rating Factor, Maximum Marks & Rating S. Problem Cat. P Q C D S M E Total Rank No. 10 20 15 20 15 10 10

1 Problem A B 8 12 14 16 10 8 7 75 3

2 Problem B A 9 16 15 15 10 8 8 81 2

3 Problem C B 10 17 15 17 12 9 9 89 1

4 Problem D B 10 15 10 10 10 8 7 70 4

5 Problem E C 8 12 11 15 9 7 7 69 5

- -

Legends : P - Productivity, Q – Quality, C – Cost, D – Delivery, S – Safety, M – Morale, E – Environment, Cat. – Problem Category A, Ak, B or C

Ek Pahla Kadam 10 PROBLEM SELECTION : Step – 2 : Ranking Summary of Individual Member Ranking

S. TL DL M-1 M-2 M-3 M-4 Rank Final No. Problem Cat. Aman Smita John Trisha Vikas Jai Total Rank

1 Problem A B - 3 2 3 2 4 14 2

2 Problem B A - 2 2 4 3 5 15 3

3 Problem C B - 1 1 2 1 3 8 1

4 Problem D B - 5 4 5 4 2 20 5

5 Problem E C - 4 5 1 5 1 16 4

Conclusion / Outcome :

• Team has shortlisted top 5 problem , each by one member, for final selection • Team has selected “Problem C” through Rating & Ranking Method

Ek Pahla Kadam 11 THEME & TARGET :

Workmen absenteeism reduction in C-Shift in Power Generation Plant from 17 to 5 % by Dec-2018.

C Shift Absent % 20 17

Absent % Absent 5 5

0 From To

SECONDARY OBJECTIVES ❑ Reduction in overtime cost ❑ Reduction in total number of employees in Power generation Plant

➢ You may also share about other Tangible & Intangible Benefits expected or targeted ➢ Show Data / Graph for other Objectives, where ever it is applicable

Ek Pahla Kadam 12 MILESTONE CHART – Plan :

Plant : ABC Power Limited, New Delhi Process : Instrumentation Team : LAKSHYA Project : Installation of VFD in ID Fan to reduce power consumption Target Period Team Measurement Item UOM From To From To Leader Member Facilitator Power Cons. / Day KWH 42.5 37.5 Oct-18 Dec-18 Arman Smita, Trisha Vikas

S. Plan Oct-18 Nov-18 Dec-18 Step Description Resp. No. Actual W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 - 1 Selection of Theme & set Target Arman Actual Plan 2 Understanding Background & Present Situation Smita Actual Plan 3 Root Cause Analysis Smita Actual Plan 4 Development of Solutions Trisha Actual Plan 5 Implementation of Solution Trisha Actual Plan 6 Check Result & Study Performance Trisha Actual Plan 7 Follow Up, Review & Standardisation Arman Actual Prepared By : Arman Approved By : Vikas Date of Preparation : 07 Oct, 2018 - Plan - Actual

Ek Pahla Kadam 13 Step 7 – Follow Up, Review & Standardisation

Step 6 – Check Result & Study Performance

Step 5 – Implementation of Solution

Step 4 – Development of Solutions

Step 3 – Root Cause Analysis

Step 2 – Understanding Background & Present Situation

Step 1 - Selection of Theme & set Target

Ek Pahla Kadam 14 PROBLEM AREA :

• Define process with pictorial or high level flow diagram and highlight problem area.

• Make detailed flow diagram of problem area, if applicable.

SAMPLE

Problem Area Customer was not Happy with the Designs

Conclusion / Outcome – Problem Area & Problem :

Ek Pahla Kadam 15 PROBLEM DESCRIPTION :

DESCRIBE YOUR PROBLEM, DEFECTS, etc.

❑ With Pictures

❑ Animation

❑ Sketch

❑ Video

Ek Pahla Kadam 16 BACKGROUND & CURRENT SITUATION :

• State background and present situation

• Explain Difficulties & Challenges involved in the project

Ek Pahla Kadam 17 PAST PERFORMANCE :

• Show 6 ~ 12 month data to understand performance & target setting

• Show minimum 12 month in case of seasonality

Ek Pahla Kadam 18 SELECTION OF PROBLEM - THEME & TARGET :

Workmen absenteeism reduction in C-Shift in Power Generation Plant from 17 to 5 % by Dec-2018.

C Shift Absent % 20 17

Absent % Absent 5 5

0 From To

SECONDARY OBJECTIVES ❑ Reduction in overtime cost ❑ Reduction in total number of employees in Power generation Plant

➢ You may also share about other Tangible & Intangible Benefits expected or targeted ➢ Show Data / Graph for other Objectives, where ever it is applicable

Ek Pahla Kadam 19 MILESTONE CHART :

Plant : ABC Power Limited, New Delhi Process : Engineering Team : LAKSHYA LQC Project : Improve Steam Fuel Ratio of 18TPH Husk Boiler Target Period Team Measurement Item UOM From To From To Leader Dy. Leader Member Facilitator Kg Steam / Kg Husk Ratio 2.7 4.2 Oct-18 Jan-19 Arman Smita John, Trisha Vikas

S. Plan Oct-18 Nov-18 Dec-18 Jan-19 Step Description Resp. No. Actual W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 - 1 Selection of Problem Arman Actual Plan 2 Define the Problem Smita Actual Plan 3 Measure the Problem John Actual Plan 4 Analyse the problem Trisha Actual Plan 5 Improve Arman Actual Plan 6 Control Arman Actual

Prepared By : Arman Approved By : Vikas Date of Preparation : 07 Oct, 2018 - Plan - Actual

Ek Pahla Kadam 20 IMPACT & ASPECT OF THE PROBLEM : 4W + 1H Analysis

Sr. Impact OR Aspect Where When Who How Much No. ( What ) (Affected / Involved )

• Support the data with graphs, wherever possible. • Some of the W & H may not be applicable for your case then do not show them unnecessarily • You may also share this information step by step in place of such table – be creative

Ek Pahla Kadam 21 IMPACT & ASPECT OF THE PROBLEM : 4W + 1H Analysis

Wherever possible support the data with ❑ Bar Chart ❑ Trends ❑ Histogram ❑ Control Chart ❑ Scatter Diagram ❑ …… etc

Conclusion / Outcome :

Ek Pahla Kadam 22 IMPACT & ASPECT OF THE PROBLEM : 4W + 1H Analysis

Wherever possible support the data with ❑ Bar Chart ❑ Trends ❑ Histogram ❑ Control Chart ❑ Scatter Diagram ❑ …… etc

Conclusion / Outcome :

Ek Pahla Kadam 23 Step 7 – Follow Up, Review & Standardisation

Step 6 – Check Result & Study Performance

Step 5 – Implementation of Solution

Step 4 – Development of Solutions

Step 3 – Root Cause Analysis

Step 2 – Understanding Background & Present Situation

Step 1 - Selection of Theme & set Target

Ek Pahla Kadam 24 PAST DATA OBSERVATION AND ANALYSIS :

Study of NG / Abnormal Incidents – 5M change, Planned Maintenance, Breakdown records of abnormality

S. Observation related to 5M Changes, Past Date Abnormality or No. of NG Remark No. Maintenance, Breakdown

Note: Analyse past data, records, observation for past 6 month NG Incidents, 5M – Man, Machine, Method, Material, Measurement.

Ek Pahla Kadam 25 GEMBA FEEDBACK : FEEDBACK OF CONCERNED PEOPLE – Take feedback from people doing the work and other process expert

S. No. NAME OBSERVATION

Ek Pahla Kadam 26 QC TEAM GEMBA OBSERVATION : GEMBA OBSERVATION – Visit Gemba and make observations on NG Part / Situation and other related items S. No. NAME OBSERVATION

Ek Pahla Kadam 27 NG PART / SITUATION ANALYSIS – VISUAL CHECK : Pictorial Representation of Check Points, Analysis And Findings :

NG : Not Good, Defective Item, Defect, Breakdown, Abnormal Situation – Identify check points, study and analysis them

Ek Pahla Kadam 28 NG PART / SITUATION ANALYSIS – DIMENSIONAL / PARAMETER CHECK : Pictorial Representation of Check Points, Analysis And Findings :

NG : Not Good, Defective Item, Defect, Breakdown, Abnormal Situation – Identify check points, study and analysis them

Ek Pahla Kadam 29 IDENTIFICATION OF THE ALL POSSIBLE CAUSES :

Sr. Phenomenon / Category Why - 1 Why - 2 Why - 3 Why - 4 No. Cause Man (People)

Machine (Place)

Method (Procedure)

• In case of Service Industry use People, Place, Policy & Procedure ipo Man, Machine, Method & Material • It is not necessary to use all the categories, use which ever is applicable. • You may also use different categories - Cause Enumeration Type C& E Diagram

Ek Pahla Kadam 30 IDENTIFICATION OF THE ALL POSSIBLE CAUSES : Sr. Phenomenon / Category Why - 1 Why - 2 Why - 3 Why - 4 No. Cause Material (Policy)

Measurement

Environment

• If the team is not able to do detailed Why-Why Analysis while identification of causes, list top 15~ 20 top causes / phenomenon • Validate all causes or phenomenon • Carry out Why-Why Analysis for validation of causes / phenomenon

Ek Pahla Kadam 31 CAUSE & EFFECT DIAGRAM :

MPC 04

MPC 02

MPC 03

MPC 01 SAMPLE

Depending upon problem use MPC 08 MPC 05 CAUSE & EFFECT DIAGRAM MPC 07 Or Why-Why AnalysisMPC 06 • Try to make CE Diagram by hand on A2 / A3 Sheet and paste picture of same. • Highlight Most Probable Causes in the Cause & Effect Diagram for validation.

C & E Diagram – List All Possible Cause - Identify Most Probable Cause

Ek Pahla Kadam 32 VALIDATION PLAN OF PROBABLE CAUSES :

Sr. Validation Most Probable Causes Tool Lot Size Standard Resp. No. Method

Ek Pahla Kadam 33 VALIDATION DETAILS (For all or at least 3 ~ 4 most probable Causes)

Main Category Most Probable Cause Validation Method Standard Result Outcome

Valid/Invalid

Explain the validation method, validation process, results and outcome If Validated through Data, Show ❑ Data Table ❑ Histogram ❑ Scatter Plot etc If Validated through Observation, show ❑ Picture ❑ Video etc. If Validated through Experiment, Trial or Simulation, Hypothesis Testing, show ❑ Trial Details ❑ Histogram, Scatter Plot ❑ Hypothesis

Conclusion / Outcome :

Ek Pahla Kadam 34 VALIDATION DETAILS (For all or at least 3 ~ 4 most probable Causes)

Main Category Most Probable Cause Validation Method Standard Result Outcome

Valid/Invalid

Conclusion / Outcome :

Ek Pahla Kadam 35 VALIDATION DETAILS (For all or at least 3 ~ 4 most probable Causes)

Main Category Most Probable Cause Validation Method Standard Result Outcome

Valid/Invalid

Conclusion / Outcome :

Ek Pahla Kadam 36 VALIDATION DETAILS (For all or at least 3 ~ 4 most probable Causes)

Main Category Most Probable Cause Validation Method Standard Result Outcome

Valid/Invalid

Conclusion / Outcome :

Ek Pahla Kadam 37 VALIDATION SUMMARY :

Sr. Main Validation Outcome Assignable / Most Probable Cause Standard Result No. Category Method Valid/Invalid Chance Cause

• Highlight the ROOT CAUSE (causes which were found VALID) • Standard and Result columns may not be applicable for simple cases

Conclusion / Outcome :

Ek Pahla Kadam 38 Why – Why Analysis :

WHY – WHY WHY – WHY

Phenomenon / Effect / Potential Cause / Phenomenon / Effect / Potential Cause / Most Probable Cause / Validated Cause Most Probable Cause / Validated Cause

Why Why

Why Description Evidence

Why Why

Why Description Evidence

Why Why

Why Description Evidence

Why Why

Why Description Evidence

Why Why

Root Cause Root Cause

Ek Pahla Kadam 39 PRIORITISATION of ROOT CAUSES :

Cause Wise Pareto

Cummulative Cumulative S. No. Root Cause (Validated Cause) Count % Contribution Count Contribution

1 Root Cause 1 300 300 30% 30% 2 Root Cause 2 260 560 26% 56% 3 Root Cause 3 175 735 18% 74% 4 Root Cause 4 100 835 10% 84% 5 Root Cause 5 45 880 5% 88% 6 Root Cause 6 35 915 4% 92% 7 Root Cause 7 30 945 3% 95% 8 Root Cause 8 25 970 3% 97% 9 Root Cause 9 20 990 2% 99% 15 Others 10 1000 1% 100% TOTAL 1000 100%

Many times CAUSE WISE Data is not available to make Pareto, In such Case ❑ Make Pareto for Phenomenon or consider previous level cause ❑ Then based on Phenomenon prioritisation, prioritise cause ❑ Or conduct a survey among subject matter experts for valid causes and make Pareto

Ek Pahla Kadam 40 PRIORITISATION of ROOT CAUSES :

Cause Wise Pareto Period Jan-18 to Mar-18 99% 100% 97% 1000 95% 100% 92% 88% 84%

800 74% 80%

600 56% 60%

30% SAMPLE

No. of Count of No. 400 40% % Contribution% 300 260

200 175 20% 100 45 35 30 25 20 10 0 0% Cause 1 Cause 2 Cause 3 Cause 4 Cause 5 Cause 6 Cause 7 Cause 8 Cause 9 Others Root Causes Vital Few

Conclusion / Outcome :

Ek Pahla Kadam 41 Step 7 – Follow Up, Review & Standardisation

Step 6 – Check Result & Study Performance

Step 5 – Implementation of Solution

Step 4 – Development of Solutions

Step 3 – Root Cause Analysis

Step 2 – Understanding Background & Present Situation

Step 1 - Selection of Theme & set Target

Ek Pahla Kadam 42 SOLUTION DEVELOPMENT :

Prioritised Root Cause – 1 :

Sr. Pictorial / Schematic Accepted / Not Proposed Solution Pros Cons No. Representation Accepted

➢ Propose more than one solution for each Prioritised Root Cause ➢ Select solution based on merits, i.e. Cost, Ease, Time Required etc. ➢ You may select or have more than one solution for a Root Cause ➢ Show Pictures of proposed solutions, wherever possible

Display Picture / Sketch of Solution or Pictorial / Schematic Description Do not show IMPLEMENTATION PART / AFTER PICTURE

Conclusion / Outcome (Selected Solution and its Selection Criteria) :

Ek Pahla Kadam 43 SOLUTION DEVELOPMENT :

Prioritised Root Cause – 2 :

Sr. Pictorial / Schematic Accepted / Not Proposed Solution Pros Cons No. Representation Accepted

Display Picture / Sketch of Solution or Pictorial / Schematic Description Do not show IMPLEMENTATION PART / AFTER PICTURE

Conclusion / Outcome (Selected Solution and its Selection Criteria) :

Ek Pahla Kadam 44 SOLUTION DEVELOPMENT :

Prioritised Root Cause – 3 :

Sr. Pictorial / Schematic Accepted / Not Proposed Solution Pros Cons No. Representation Accepted

Display Picture / Sketch of Solution or Pictorial / Schematic Description Do not show IMPLEMENTATION PART / AFTER PICTURE

Conclusion / Outcome (Selected Solution and its Selection Criteria) :

Ek Pahla Kadam 45 FORESEEING PROBABLE RESISTANCE, DIFFICULTIES & CHALLENGES :

Sr. No. Solution Probable Resistance Measure

1 Solution – 1

2 Solution - 2

3 Solution - 3

4 Solution - 4

5 Solution - 5

• Identify at least 5 probable resistance, difficulties, challenges and find measures • One solution can have more than one resistance / difficulty / challenge • There can be one single resistance / difficulty / challenge for two solutions • Updates or modify your solutions based on these measures, wherever needed

Ek Pahla Kadam 46 FORESEEING PROBABLE RESISTANCE :

Share details of the Process ❑ How you have shared solution ❑ i.e. display in common area, over mail ❑ How you have collected resistances ❑ From whom all you have collected resistances

Ek Pahla Kadam 47 COUNTERMEASURES :

Share details of the counter measures taken ❑ What ❑ How

If you have changed any solution after seeing probable resistance, share that in details.

Conclusion / Outcome :

Ek Pahla Kadam 48 Step 7 – Follow Up, Review & Standardisation

Step 6 – Check Result & Study Performance

Step 5 – Implementation of Solution

Step 4 – Development of Solutions

Step 3 – Root Cause Analysis

Step 2 – Understanding Background & Present Situation

Step 1 - Selection of Theme & set Target

Ek Pahla Kadam 49 IMPLEMENTATION PLAN :

Plan April 2018 S. No. Activity Resp Actual 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

Approval for trial Plan 1 Arman implementation Actual Plan 2 Material Procurement Smita Actual

Solution -1 Plan 2 Arman Implementation Actual SAMPLE

Solution-2 Plan 3 John Implementation Actual

Solution-3 Plan 4 Arman Implementation Actual

Solution-4 Plan 5 Smita Implementation Actual Plan 6 Check Results Varinder Actual Prepared By – John Checked By – Smita Approved By – Arman Date – 1st Apr - 2018

• It is just an sample, do not copy activities as it is. • Make trial implementation plan suitable for your case.

Ek Pahla Kadam 50 IMPLEMENTATION APPROVAL :

Show approval for Trial Implementation wherever applicable • Approval from HOD / Concerned Authority • Approval from Customer • Approval from Design Team • Legal / Statuary Approval • Etc ……

Ek Pahla Kadam 51 SOLUTION - 1

ROOT CAUSE :

SOLUTION :

BEFORE AFTER

Conclusion / Outcome :

Ek Pahla Kadam 52 SOLUTION - 1

SOLUTION : BAR GRAPH IF APPLICABLE BEFORE / AFTER

RESULTS STUDY :

CONCLUSION / OUTCOME :

Ek Pahla Kadam 53 SOLUTION - 2

ROOT CAUSE :

SOLUTION :

BEFORE AFTER

Conclusion / Outcome :

Ek Pahla Kadam 54 SOLUTION - 2

SOLUTION : BAR GRAPH IF APPLICABLE BEFORE / AFTER

RESULTS STUDY :

CONCLUSION / OUTCOME :

Ek Pahla Kadam 55 REGULAR IMPLEMENTATION PLAN :

Activity When Who S. No. Remark (What) (Target Date) (Responsibility)

Ek Pahla Kadam 56 REGULAR IMPLEMENTATION DETAILS :

Share Brief Details about Regular Implementation

Ek Pahla Kadam 57 Step 7 – Follow Up, Review & Standardisation

Step 6 – Check Result & Study Performance

Step 5 – Implementation of Solution

Step 4 – Development of Solutions

Step 3 – Root Cause Analysis

Step 2 – Understanding Background & Present Situation

Step 1 - Selection of Theme & set Target

Ek Pahla Kadam 58 RESULTS :

Steam Fuel Ratio

Trial Regular Implementation Implementation 6

5 4.3 4.5 3.7 4 Target

3 Ratio 2

0 From Actual Actual

Conclusion / Outcome : • During trial implementation Steam - Fuel Ratio was improved from 3.7 to 4.3

• After regular implementation Steam - Fuel Ratio improved to 4.5

Ek Pahla Kadam 59 TANGIBLE BENEFITS :

Cost Saving ……. etc .

• Total Investment • Saving Achieved • Net Saving

• Show Net Saving with suitable table and calculation • Also show annualised saving • Show saving of Horizontal Deployment if applicable

Team may also show ROI if investment is high.

Conclusion / Outcome :

Ek Pahla Kadam 60 INTANGIBLE BENEFITS :

Other Benefits …….

Ek Pahla Kadam 61 Step 7 – Follow Up, Review & Standardisation

Step 6 – Check Result & Study Performance

Step 5 – Implementation of Solution

Step 4 – Development of Solutions

Step 3 – Root Cause Analysis

Step 2 – Understanding Background & Present Situation

Step 1 - Selection of Theme & set Target

Ek Pahla Kadam 62 STANDARDIZATION :

1. Standardisation – Check Sheet / SOP / WI / Drawing / Kaizen / OPL …

2. Training – OPL, Classroom / Gemba Training on SOP / WI ……

3. Sustainability Plan – Future plan if any – Activity , Responsibility

4. Horizontal Deployment Plan & Status – if applicable

At least one SLIDE for each item – Item 1 ~ 4

Ek Pahla Kadam 63 TRAINING DETAILS :

1. Standardisation – Check Sheet / SOP / WI / Drawing / Kaizen / OPL …

2. Training – OPL, Classroom / Gemba Training on SOP / WI ……

3. Sustainability Plan – Future plan if any – Activity , Responsibility

4. Horizontal Deployment Plan & Status – if applicable

At least one SLIDE for each item – Item 1 ~ 4

Ek Pahla Kadam 64 IMPROVEMENT SUSTENANCE PLAN :

1. Standardisation – Check Sheet / SOP / WI / Drawing / Kaizen / OPL …

2. Training – OPL, Classroom / Gemba Training on SOP / WI ……

3. Sustainability Plan – Future plan if any – Activity , Responsibility

4. Horizontal Deployment Plan & Status – if applicable

At least one SLIDE for each item – Item 1 ~ 4

Ek Pahla Kadam 65 HORIZONTAL DEPLOYMENT :

1. Standardisation – Check Sheet / SOP / WI / Drawing / Kaizen / OPL …

2. Training – OPL, Classroom / Gemba Training on SOP / WI ……

3. Sustainability Plan – Future plan if any – Activity , Responsibility

4. Horizontal Deployment Plan & Status – if applicable

At least one SLIDE for each item – Item 1 ~ 4

Ek Pahla Kadam 66 ONE PAGE KAIZEN SHEET

One Page Kaizen Sheet

In your Organisation’s Kaizen Format

Ek Pahla Kadam 67 MILESTONE CHART - Updated

Explain the variance wherever applicable

Ek Pahla Kadam 68 PRESENT STATUS of RESULTS :

Final RESULTS – Present Status Trend : From Project Start to Convention Month

Conclusion / Outcome :

Ek Pahla Kadam 69 ACKNOWLEDGEMENT :

Acknowledge efforts of All Contributors ❑ Contributors other than QC Team ❑ i.e. Design team, Fabrication, QA ❑ Do mention support from external agency, if any ❑ In case of major contribution, show photo & name of concerned person

Show Appreciation Certificates from Management / Concerned People i.e. Top Management, HOD, Next Process , Customer, Finance

Ek Pahla Kadam 70 QC TOOLS & TECHNIQUES USED IN THE PROJECT :

S. No. Step No. QC Tools used QC Techniques used Other Tools Used Identification of Work Related 1 Problem 2 Selection of Problem

3 Defining the Problem

4 Analyse the problem

5 Identification of Causes

6 Finding the Root Causes

7 Data Analysis (Prioritisation)

8 Developing Solution Foreseeing the Probable 9 Resistance Trial Implementation & Checking 10 Performance 11 Regular implementation

12 Follow-up and Review

Ek Pahla Kadam 71 TEAM LEARNINGS : S. Member Tools / Technique / Skill Key Learnings No.

• If possible, share learnings or team knowledge – before & after. • Else simply state learnings or benefits to team / members

Ek Pahla Kadam 72 for patient listening.

Ek Pahla Kadam 73 Thank You

Contact : Dinesh Sharma Cell No. : +91 9589004005 e-mail : [email protected] Your Queries Please e-mail : [email protected] Connect : https://facebook.com/ekpahlakadam Website : https://ekpahlakadam.com

Ek Pahla Kadam 74