Comparison of problem solving tools in lean organizations

Abstract

Abstract.As global market competition is getting fiercer, and companies are looking at ways to stay on top, more and more organizations are looking at Lean Manufacturing and lean tools to support them in achieving their goals. Especially within the automotive industry, lean practices are very well received. The speed at which the automotive industry is evolving, especially but not only, in countries like Romania, leads to the need to carefully analyze lean manufacturing concepts, examine them against local production conditions, and to develop and standardize them. One of the most important things to take into consideration here is the application of an adequate problem solving technique to avoid waste. The objective of this research paper lies in analyzing and comparing the problem-solving methods recommended by the Toyota Production System, and to propose their appropriate application at shop floor, in relation to the specific problem type.

PDCA 4.0: A New Conceptual Approach for Continuous Improvement in the Industry 4.0 Paradigm

“…CI has its origins in the PDCA cycle: a problem-solving method consisting of a four-step iterative cycle: Plan, Do, Check, and Act [11,19]. The PDCA cycle's logic is patent in several problem-solving methodologies, such as the eight disciplines (8D) [20] and the A3 problem solving [20][21][22]. This last one is a visual tool in an A3 sheet format that enhances the communication of complex problems existing in the production system and stands out for being one of the most complete tools for LM and CI-specific problems [22].…”

Comparison of Problem-Solving Methods

“…Lean relies on a variety of tools of quality in its repertoire of process improvement; for example, brainstorming, Pareto analysis, cause/eff ect diagrams (oft en called fi shbone diagrams), 5 Whys root cause analysis, force fi eld analysis, and A3 Problem-Solving Story visualization. 5 Figure 3. Th e problem-solving as described by the A3 is focused on processes internal to the organization.…”

Digitising Shop Floor Visualisation Boards: A Missing Link in the Industry 4.0 Era

“…Digitised visualisation boards are available, but due to the advices of having short stand-up meetings [22], "power by the pen" rather than digitised systems [9] and simplicity in the visualisation of data [7], only few companies are using digitised visualisation boards [12]. Likewise, in the I4.0 era the complexity of managing PM and CI increases [6], which necessitates that decision-making within SFM practices will be a transdisciplinary activity with practitioners cutting across functional and organisational boundaries [19].…”