Global 8D – D3: Develop an Interim Containment Action (ICA)

Having already put into place an emergency response action (ERA), the G8D Team now need to replace this with a more considered ICA.

In this article I will describe and discuss the Interim Containment Action (ICA).

Like all structured problem solving methodologies, the continuous review of the G8D Team composition is important to ensure that the team has all the right skills and knowledge to maximise the problem solving efforts.

Having established that we have a problem we need to protect the customer (internal or external) from the effects or symptom of the problem. This is done for two reasons: 

• To ensure the customer has minimal or no impact felt as a result of the problem 
• To buy time for the problem to be investigated and solved

Having already put in place an ERA the team now to apply a more considered option to portect the customer, and that is the ICA. By its nature, an ICA will normally be expensive to implement as it will probably involve an additional process being introduced and could include:

• 100% Inspection
• Rework
• Sorting good from bad
• Field service action

As can be seen, any one of these actions would add considerable cost, however they are necessary to protect the customer. Remember that some of the above actions are not 100% effective, even 100% inspection is subject to variation.

Note: Sometimes the ERA might be considered as the best ERA. In these cases, make sure this is recorded and why.

An ICA is, as it states, interim. The Global 8D process drives learning about the problem to enable a fuller understanding of the problem so that, in some cases, a more cost effective containment action can be derived.

Example: An automotive manufacturer was experiencing water leaks between the inner and outer front wing of a vehicle under water test at the factory. The ICA was to add a thin bead of mastic sealant the whole length of the inner wing before welding the inner and outer together. Once the problem was better understood the length of the mastic sealant applied was reduced to one small area. When making several hundred a day, these few seconds and material savings were significant. 

The choosing and implementation of the ICA uses the Deming Plan Do Check Act Cycle.

PLAN – Chose the most effective ICA and plan its implementation. This will involve verifying that the ICA is effective and that all the necessary work instructions, resources and equipment are made available, on time. It is important to ensure that the ICA is made “official” for accounting and operational purposes.

DO - Implement the ICA as per the plan, ensuring that the action is clearly communicated at operational and management levels.

CHECK - Check that the ICA has been implemented exactly according to the plan and that it continues to be effective.

ACT – Take action to ensure ICA remains effective and sustained within daily operations as necessary.

Assessing Questions

• Are ICAs required?

• Is a Service Action required as part of the ICA?

• What can you learn from the ERA that will help in the selection of the ‘best’ ICA?

• Based on consultation with the G8D Customer and Champion, have criteria been established for ICA selection?

• Based on the criteria established, does the ICA provide the best balance of benefits and risks?

• How does this choice satisfy the following conditions?

  • The ICA protects the customer 100 % from the effect.

  • The ICA is verified.

  • The ICA is cost-effective and easy to implement. 

Complete the G8D Form (Template)

Complete the Global 8D form and circulate. Remember to update team composition for any changes that are made at the end of this stage.

The G8D form is a summary of the problem solving activity and is supported by all of the other worksheets, data and supporting information that is generated as a results of the problem solving activity.

Ensure that a a full account of the ICA and supporting documents are alailable to support this summary.

Graham Cripps 

Results Consortium Ltd

Global 8D – D1: Establish the G8D Team

In this article I will look at teamwork and how to establish a problem solving team that will be effective and cohesive.

Having an effective team is crucial to the success of the problem solving effort. We need a multidiscipline and experienced team to be able to provide the effort needed in getting to the root cause of the problem. This is the goal of all structured problem solving tools.

In this article I will discuss the following issues: 

• Team skills

• Team roles

• Team responsibilities

Having established management support for the G8D process to be applied to the problem, this implies that the right people will be released at the right time.

Team Skills (And Knowledge)

The skills that the team members require will include, but are not restricted to: 

• Knowledge of the process where the problem has manifested itself

• Knowledge of the item (part, sub-assembly, outcome)

• Technical knowledge of the item under analysis

• Customer usage and application knowledge (internal or external customers)

• Decision making

• Conflict resolution

• Communication skills

• Data analysis skills

The makeup of the team will depend upon the initial perception of the problem. However, the team composition may need to change during the G8D process. This is because the team’s understanding of the problem will grow and as it does may need additional of different skills to help resolve the process.

Team Roles

There are a number of roles in effective teamwork that, when applied in the spirit of supporting the team, ensure that the team has the very best chance of success.

Before we go any further I would like to give a definition of a team.

'A team is a small number of people with complementary skills who are committed to a common purpose, performance goal and approach for which they hold themselves mutually responsible'

In other words a cohesive team.

The recommended team roles are: 

Champion: the champion will normally be the responsible person that is feeling the pain of the problem. The champion will not normally attend the meetings but will support the team, in particular gaining access to the resources required for the problem solving effort

Team Leader: the team leader’s role is to manage the business of the team for the team. The activities will include setting the agenda, arranging the meeting venue, managing the activities and communicating with the champion

Time Manager: this is not a time keeper! The time manger takes on the responsibility on behalf of the team to manage the allotted team meeting time. Working with the team leader, they will issue a timed agenda, allocating fixed times for each topic on the agenda. During the meeting, the time manager will advise the team of remaining time for each subject and, with the team, agree amendments on a running basis if a topic is running over and considered important enough to do so

Scribe: is the person that captures the outcomes of the meeting as agreed by the team and publishes on behalf of the team

Facilitator: the facilitator looks after the team process and ensures that everyone is involved in the process steps and captures what went well for the team members

G8D Coach – this is optional, but recommended where some, or all, of the team members have no experience of G8D process application. This should be an internal resource where ever possible to maximise the possible problem solving effort

Team Responsibilities

The responsibilities of the individual team members will be allocated by the team and will involve some or all of the following: 

• Data collection

• Data analysis

• Decision making processes

• Experimentation

• Solution verification and validation

• Modelling and/or experimentation

• Managing resources

• Planning and implementation of solution (see also Plan-Do-Check-Act)

• Communication

These are the common skills required in addition to the general problem solving and technical skills required to contribute to the problem solving effort

Complete G8D Report (Template)

The G8D report has is a reporting summary for the G8D process efforts and is designed to be completed at each stage of the process

At this stage the G8D Report is completed by the team to show all the team members and circulated to all interested parties.

Circulation of the G8D report will vary at different stages of the G8D process and will normally be agreed with the Champion before circulation.

You can dowload a free, editable version of this report template via the button at the bottom of this article.

Assessing Questions

At the end of each stage there are a number of assessing questions that should be asked by the team leader or champion to ensure that all the factors have been considered and all necessary actions completed

In particular at this stage the questions will include: 

• Have all changes been documented?

• Is the ERA continuing to be effective?

• Is the team composition correct to proceed to the next step?

• Have all the measurables been established?

• Is a Service Action required?

Next Time

I hope you will join me again for the next article when I will be discussing how to clearly describe the problem (Problem Description), and look at one of the main reasons problem solving efforts fail to succeed

Graham Cripps
Results Consortium Ltd

www.resultsresults.co.uk

Plan-Do-Check-Act: Keep the plan alive

First, thanks for sticking with your business planning journey.  I hope you have found the information useful so far.

Introduction

This is the final publication in this series and here we will discuss the business plan, how it is constructed, the additional information that needs to be attached and, how to keep the plan alive and therefore, a useful business tool for the future.

If you have been following these articles you will now have all the necessary elements to start to populate your business plan. These elements are: -

• Clearly defined personal and business goals

• A full list of your business skills and an action plan for improving or acquiring these skills

• Customer groups clearly defined

• A clear understanding of your competition, your strengths and weaknesses and an action plan in place to lever your strengths and minimise your weaknesses in the market place

• A full understanding of your USP

• A detailed, realistic sales plan

• A driven marketing plan

• A completed cash flow forecast

• An understanding of your key business processes

The business plan

If you have not already done so, you can download a free Business Plan template by clicking on this button

One of the core methodologies the we use at Results is the application of the Deming Plan-Do-Check-Act cycle. Briefly, this is about spending time planning an activity to maximise the chances of success.

PLAN – what you have to do and include all the preparation, research and planning activities

DO – carry out the plan

CHECK – the outcome against the plan and identify any gaps or problems

ACT – take action to improve the outcomes, updating the plan as you go

I propose that the P-D-C-A cycle is applied to your business planning activity. In fact, if you have been following this series of articles, you have been in the planning stage of writing your business plan.

PLAN

The contents of a business plan can vary. The Results Business Plan Template provides a robust framework that has been tried and tested and has been accepted by all the main high street banks.

The business plan content should include: -

• Executive summary – about you and an overview of your business plan

• Product/service description – a detailed description of the product or service that you intend to provide

• Market research details – a summary of the marketing you have carried out for your product/service and the potential market population

• Customer groups – clear definitions of your customer groups and the products/services to you intend to sell into those groups

• Your competition – the competition you have identified and their relative strengths and weaknesses

• Reasons for success – detail the reasons why your business will be successful, include your unique selling proposition as well

• Risks to your business – for each risk identified, detail the risk and what you have, or will have, in place to protect against that risk

• How will the business be managed – list the roles and responsibilities and include finance, sales, marketing and operations

• Sales plan – a brief summary of your planned sales

• Sales methods – how you intend to sell your product or service into your specified customer groups

• Sales methods – a brief overview of each sales method and how each will impact upon sales volumes overall

• How will the business be financed – describe how the business will be financed over time and includes set-up costs, working capital and future stock purchases

• Cash flow forecast – estimates of cash in the business over the first year and why you believe this is a realistic forecast

• Pricing policy – how are your prices arrived at, are they competitive and sustainable

• Your business and the law – list the laws applicable to your business and nay actions taken to comply

• Attachments – there should be a minimum of: cash flow forecast; sales plan; marketing plan and any additional details that you feel support and strengthen your business plan.

Do 

Having the plan in place is paramount at the start of any business venture. Once the business is trading and you have some experience of operating the business, the next thing is to check how things are going against that plan. As the old saying goes “a failure to plan is a plan to fail”.

Check

How is your business doing against your plan? Are you doing better than planned or worse?

Review all the key measures for your business cash flow, sales and costs.

Act

What actions need to be put in place to either redress the situation, or, take advantage and capitalise on a positive trend.

Summary

A Business Plan is a live document and should be reviewed to check that it remains relevant in all aspects. So make it a regular activity that you undertake at regular intervals.

If you have missed of the previous articles, please click on any or all of the following to access the article and a selection of free templates. For any other related articles including SWOT analysis and setting SMART objectives, please contact Results Consortium Ltd.

A business plan is key for business

Defining your personal and business goals

Understanding your in your business

Define your customer groups

Know your competition

Defining your USP

Establishing your sales plan

Establishing your marketing plan

Establishing your business costs

Definine your business processes

Graham Cripps

Results Consortium Ltd.

www.resultsresults.co.uk

Sounds obvious doesn’t it? 

Everyone wants to save money. Most people realise that organised work saves money.

The point is – “How do I get to be organised?”

Two things can help.

The first is PLAN-DO-CHECK-ACT

The second is 5 Stages to Workplace Organisation.

Here, we’re going to have a look at PLAN-DO-CHECK-ACT.

(See my separate blog for 5 Stages to Workplace Organisation) http://www.resultsresults.co.uk/blog/

Plan-Do-Check-Act is a simple, straightforward and easy to use system.

Its purpose is to make sure that your actions achieve what you want them to achieve. And very importantly, that we learn from the way we do things.

Consider going out to get some milk.

You don’t leave the house without a purpose, or a target in mind. You don’t suddenly decide one day “You know what; I’m going to leave the house, drive round for a while and see what comes up.” That would be silly – wouldn’t  it?

You know that you’re going out for milk. You know where you’re going to go to get it. You also have a plan of what route you are going to take. That’s your PLAN.

So you set out – you start on your DO. But hey! There’s a “No Entry” sign on roadworks, so you have to go through a detour. But that’s Ok, you can change the plan a little so you use a different route, but the final goal is the same – get some milk.

So you get to the shop. You pick up some milk. While you’re there your partner texts you on your mobile. “Pick up some bread as well”. So you get some bread. Your plan has changed again, but the core objective is the same – get some milk.

So you drive home. Your DO is complete. Some minor changes to the plan were needed, but the core objective was the same.

So you do a little CHECK.  “I got the milk, but then I had to get bread as well, and I had to use a different route”.

So now you ACT – you learn a lesson “Maybe I could think a bit more about what I need before I go to the shops. I’m going to do that from now on. I’m going to use a different route until I know the roadworks are clear”.

This all seems reasonable here in our “personal life”. We try to do things without wasting time and effort. That’s what we do in real life. But sometimes, that’s not what we do in business.

So we need to apply that same common sense from “Real Life” to business.

• Plan what it is you want to achieve, and how you are going to achieve it.

• Do carry out the plan and allow for modifications to the plan.

• Check whether the plan is working and decide what lessons can be learned.

• Act on the check by applying the lessons.

Notice that we’ve spent a lot of time on the plan. That’s because the old rule of “fail to prepare, prepare to fail” is actually true. If you do what you planned, and act on the checks on how well it works, your success rates will improve. If you don’t plan, you won’t know what you’re trying to achieve or whether you need to change your approach. If you don’t plan, you won’t really have a concrete objective – so how will you know if you are achieving it?

Be very careful though! Only change the Plan during the Do if it is absolutely necessary, and cannot be avoided. And make sure you learn the lessons from the need to change the Plan. That should make your next Plan more robust.

Planning what to do saves time and unnecessary expense.

Doing what we planned, and allowing for necessary modifications saves us time, effort and money.

Checking what worked and what didn’t allows us to learn from success and failure.

Acting on our lessons learned allows us to stop wasting time on things that don’t work, and to concentrate on things that do.

This all saves time, effort, expense.

Sounds obvious doesn’t it? Everyone wants to save money. Most people realise that organised work saves money. The point is – “How do I get to be organised?”

Two things can help: The first is 5 Stages to Workplace Organisation; The second is PLAN-DO-CHECK-ACT.

 Here, we’re going to have a look at 5 Stages to Workplace Organisation. (See my separate blog for PLAN-DO-CHECK-ACT) 

5 Stages to Workplace Organisation is a simple, straightforward and easy to use system. 

Its purpose is to make sure that the workplace that you operate in is fit for purpose. In short, it means that the workplace is helping you to do the jobs you need to do, instead of hindering you.

Think of it this way. Would you rather have the area you work in as your enemy or your friend?

Consider making a cup of coffee at home. If you drink tea, it’s the same thing, only the names have changed to protect the innocent!

Picture yourself at home, in the kitchen.

• Where is the kettle?
• Where are the mugs?
• Where is the spoon?
• Where is the coffee, the sugar, the milk?

Everything you need is close to hand, isn’t it?

Now ask yourself. “Is my workplace like that?”  If you answer no, then why not? If you say yes, is it really? Can you get it to be any better?

The answer to improving the area you work in is called the 5 Stages of Workplace Organisation. Usually, the people who use the system call it 5S.

It’s a very simple system, and that’s the beauty of it.

Sort, Set, Shine, Standardise, Sustain.

Each stage builds on the previous ones. It is of no value at all to jump in to one of the middle stages. If you don’t get each stage right, all of the work in the next stages are going to actually make things worse, not better.

Sort - make sure that only the things we need are present, and everything that we need day to day is present.

Set –make sure that it’s obvious where things should go. Make sure that it’s very easy to locate and return items to the right place.

Shine –make sure that the hard work that you’ve out into getting Sort and Set in place doesn’t have to be done again and again and again. Keep the area clear, organised and clean.

Standardise –make sure that there are Standard Operating procedures for the key tasks performed in the area. This makes sure that we always do things the right way, in order to improve quality of product and service. Make sure that the knowledge and experience gained so far in organising this area are spread out into other areas.

Sustain – This is often the hardest thing to do, and the part of 5S that is often missed. The key is to constantly strive for Continuous Improvement of the area. So you should make sure that you regularly review the area, to see if any other things need improving. If you find something that needs improving, then improve it!

Simple, common sense stuff.

All we are saying here is to apply what you do in the kitchen at home to your workplace.

The 5 Stages to Workplace organisation is a simple, easy to use, common sense based system that should help you. It’s not there for its own purpose. Everything you do in the 5 Stages should save you time and make your job easier in the long term, even if it might take some time to do at the start.

So how have we saved money?

Every time you can’t find something, you’ve wasted time – and time is money.

Having everything that you need, where you need it, kept that way, always that way and improved when needed.

This all saves time, effort, expense.

It doesn't matter if you're a factory, small business or an office. Wasted time is wasted money.

Being organised saves money!