【正文】 eem to be the most likely cause of the leaks, you cannot assume it is the root cause You have to test your reasonable assumption by getting the facts Step 2C: Assumptions ? ? Why? water leaks at the lower corner of the windshield on the passenger side of 23% of the cars Don’t know Ask yourself, “what are the potential causes?” Gasket around windshield crimped during Pinholes welds on frame in areas Sealer applied unevenly leaving gaps Frame slightly out of alignment in area so gasket doesn’t seal less likely cause most likely cause less likely cause likely cause Water leak at lower righthand corner of windshield on 23% of cars this morning Why? (Investigate experienced inspectors check cards leaving body weld section) There are pinholes in welds on cards leaving body weld Why? (Investigate based on their location, welds are traced to the robot that made them Robot 3 is burning through the center of welds Why? (Investigate temperature of Robot 3 pared to other robots that don’t have a problem Welding temperature of Robot 3 is too hot Why? (Investigate test thermostat and power circuitry of Robot 3) Thermostat on Robot 3 malfunctions Why? (Investigate observe voltage meter) Power surges affect Robot 3 Why? (Investigate check for surge protector on Robot 3) No surge protector on Robot 3 Step 2D: “Why” Sequence Step 2D: “Why” Sequence For NonProduction Problems Office areas conference rooms not straightened or cleaned (tables out of place, papers and trash left on tables, boards not erased) ? Investigate visit office areas and observe condition of rooms following scheduled meetings ? Users not performing 5S ? (Investigate ask staff members why rooms were not cleaned/restored。 survey recent users) ? Team members thought housekeeping department would restore conference rooms to cleanliness Step 2D: “Why” Sequence (cont.) ? (Investigate survey employees regarding responsibility for conference room cleaning) ?Unaware it is the responsibility of each technician to 5S following use ? (Investigate check to see whether standards were municated) ?5S standards were not given or posted Step 2E: Verification Work backwards from the root cause to the problem statement saying “Therefore” between each “Why” statement If you can proceed logically from the last “Why” statement to the problem statement, the process was done correctly Unit Summary I. Analyze Cause Step 2 A. Identify potential causes B. Challenge potential causes C. Make reasonable assumptions D. Determine root cause E. Do “Why” sequence F. Verification Task/Questions What could be causing this problem? Does this cause seem likely given the facts of the situation and my experience? Which of the potential causes seems the most likely? Why? Why? Why? Does this flow logically? “Therefore” UNIT 5 Countermeasures What You Will Learn... To formulate countermeasure(s) that address root cause(s) of a problem Problem Solving Process Formulated countermeasure(s) represents the 3rd and final part of the PLAN phase. An abbreviated outline will allow you to see where Formulate Countermeasure(s) fits in the overall process. Plan Phase Identify Problem Analyze Cause Formulate Countermeasure(s) ? List possible countermeasure(s) ? Evaluate possible countermeasure(s) ? Select most appropriate countermeasure(s) Step 3: List Possible Countermeasure(s) In Step III, your first purpose is to generate as many possible countermeasure(s) as you can. To do this, you will need to perform two tasks. These tasks include: ? Start the list by brainstorming on your own ? Expand the list by getting input from others Task 1: Start The List By Brainstorming Emphasizing quantity over quality Suspending judgment until later Letting one idea lead to the next (sometimes known as piggybacking) Recording ideas rapidly for as long as you can without stopping Task 2: Expand The List Consider what has worked before or worked elsewhere Consider what your supervisor or others affected by the situation would do Consider what someone with a different background or skills would do. Consider what someone in a different group or section would do Go ask others what countermeasure(s) they would suggest, particularly your supervisor and your peers in adjacent groups or affected department Step 3: Evaluate Possible Countermeasure(s) Evaluation of countermeasure(s) includes two tasks: ? Screen initial list of possible countermeasure(s) (to narrow list to a manageable number) ? Do a thorough evaluation of the countermeasure(s)on the narrowed list [to project and pare the possible outes of these countermeasure(s) Criteria For Evaluation The following criteria are used for both levels of evaluation (screening and thorough evaluation) ? Effectiveness ? Feasibility ? Impact Task 1: Screen (Narrow) Initial List Of Countermeasure(s) For the initial screening, you simply ask yourself: ?“Given what I know about the problem situation, is this countermeasure likely to be workable in terms of its effectiveness, feasibility, or impact?” Task 1: Screen (Narrow) Initial List Of Countermeasure(s) Questions such as the following are frequently used to check the “facevalue” of possible countermeasure(s): ? Effectiveness: ?“Can this countermeasure help me achieve my target/goal?” ? Feasibility: ?“Is this countermeasure possible in this situation?” ? Impact: ?“Will this countermeasure create more problems than it help solve?” Task 2: Evaluate Narrowed List You now have a narrowed list of possible countermeasure(s) all of which