This series of blog posts looks into more detail at the Eight Disciplines Problem Solving (8D), a popular method to tackle recurring problems. In my last post, I looked at where the Eight Disciplines Problem Solving (8D) originated, like the Ford Pinto fuel tank scandal. This post goes deeper into what the Eight Disciplines Problem Solving is actually for, when to use it, and when not.
The History of the Eight Disciplines Problem Solving (8D)
One popular approach to problem solving is the eight disciplines problem solving, or 8D for short (even though they are now 9D). This is an alternative to the Toyota Practical Problem Solving. I slightly prefer the Toyota approach over the 8D approach developed by Ford, but the 8D also has its advantages. Since it focuses more on urgent quality issues, it has a bigger emphasis on quick reaction and containment plans, but in my view falls a bit short on the Check and Act of the PDCA. I will talk more about the 8D in my next post. But first let’s look at the history of the 8D problem solving, starting with the infamous Ford Pinto fuel tank issue…
Hard Math in Lean: Selected Equations
I am a scientist, and I try to understand how the world works, particularly in my field of manufacturing and lean production. (I also try to teach others about this, e.g., through this blog.) Hence, in this post I will look at different equations used in lean. Somehow, there are not that many…
Asking Man—Machine—Material—Method… and Then Some… for the Toyota Practical Problem Solving
In my last post, I looked at the questions What—When—Where—Why—Who—How… and Then Some… for the Toyota Practical Problem Solving. In this post I will look into another, similar structure that could also be used, namely Man—Machine—Material—Method, again with quite a few possible expansions and alternatives. This can be used both to structure the problem (i.e., a root cause analysis) or to break down the problem into smaller, more manageable pieces.
Asking What—When—Where—Why—Who—How… and Then Some… for the Toyota Practical Problem Solving
The Toyota Practical Problem Solving is a very structured approach to solve problems. The underlying PDCA is broken down into multiple steps, where the “Plan” part especially is divided into Clarify the Problem, Break Down the Problem, Set a Target, and a Root-Cause Analysis. In this post I will look at the What—When—Where—Why—Who—How structure, also known as the 5W1H, that can help you when clarifying the problem. This structure was used in journalism starting around 1913, but may originate from Greek antiquity. It is also a useful structure for problem solving.
A Low-Tech Alternative to Pick by Light: Pick by Stencil
Pick by Light is a well-known technology in manufacturing to simplify the picking of multiple parts for kitting. It is a proven technology, albeit setting it up is still time-consuming. In this post I would like to show you a low-tech alternative that I have seen at the BMW Group Dingolfing plant: Pick by Stencil! You use a pattern, stencil, or jig to have one slot for each part of this particular pick. Another pick simply uses another stencil. Let me show you…
On the Use of 3D Printers in Lean Manufacturing
3D printing is a hot, new manufacturing technique. Its advantages are the ability to create nearly any shape, and to do so without any customized tools. In this blog post, I would like to show and inspire you how you can use 3D printing in lean manufacturing to make your production system even more efficient!
On the Value of Time in Manufacturing—Fluctuations
In my last post, I talked about the value of time in manufacturing, focusing on cyclic or repeatable times. However, the bigger problems are often non-cyclic or fluctuating times. The main difference is that non-cyclic work is a fluctuation, and it causes all kinds of other waste, from excess inventory to additional waiting times. On the other hand, depending on how often the fluctuation happens, there may not be so much benefit in reducing its duration. Read on…