Kaizen Spiral PDCA Report Template

Global Quality Management Solutions, LLC
2016 Kaizen Spiral PDCA
Project Report Template
GQMS Phone: 1-888-216-8324
GQMS Email: info@globalqualitymanagementsolutions.com
Global Quality Management Solutions Phone: 1-888-216-8324

PDCA - KAIZEN Spiral – Improvement ActivityEnsures:
Use of PDCA
Recognition
Skills & training
Communication
Use of CI Tools

Team Name:
Date
Note that this will be the 1st page of your presentation, so delete the
previous slides. Also, need to remove the helpful ideas/information in
all of the following slides and replace with your specific data and
explanation.
Remember that this presentation is a story of your team improvement
activities – needs to be clear and logical, not only showing your
successes, but showing your failures along the way.

What is the problem? 1. a
Identify Gap
Budget
Customer Complaint
Desire
Document the “gap” that needs addressed with this project
A PROBLEM IS DEFINED AS A DEVIATION BETWEEN WHAT SHOULD BE HAPPENING,
AND WHAT IS ACTUALLY HAPPENING.
Identify what the problem is before beginning analysis
Ideal state / target
Gap = Problem (abnormality)
Current condition
Outputs:
Theme, Problem and gap defined and approved
Customers acknowledged and input documented
Type of problem (lean or variation/quality)
Note: Be careful about listing
symptoms instead of the problem
and be careful to not assume a
cause of the problem

Why this problem? 1. b
Identify Gap
Budget
Customer Complaint
Desire
Gap: Document how it ties to the company
goals
Identify: ASK, How this project ties to the company goals?
The gap that is initiating the project could come from:
Quality - Customer complaints
Cost - Budget targets not met
Productivity - Some desired improved level
Other – Safety, Environmental, etc

Why this problem?
1. c
Identify Gap
Budget
Customer Complaint
Desire
Gap: Document how it impacts CS
(Customer Satisfaction).
Identify: ASK, who is the Customer?
(internal or external or both)
Clarify: Ask, how the customer satisfaction is being damaged
(PPM, customer targets not being met, customer surveys, etc.).
Go talk to the customer.
Maybe use a survey to document impact on customer

Use a slide or two to show historical data analysis
that narrows issue to specific problem(s)
2.
Data
Analysis
Use graphs, diagrams, etc to show why specific parts and defects are chosen
Outputs:
Big problem or gap broke
down
NSL by Model - Windshields
0
200
400
600
800
1000
1200
1400
1600
1800
L32-F
044-F
GMT191-F
UL-F
GM315-F
500N-F
W164LS-FD
W164-F
CM-F
770-F
U388/387-F
Defects
NSL - Sidelites Repeat Issues
0
5
10
15
20
25
Logo
Grind
Pits
Chips
Contamination
BrokenLine
Scratch
MissingCorner
MixedModels
Warp
MissingPriint
Rubs
InkSpot
CeramicVoid
Printissue
Mis-Labeled
Curvature
Distortion
Packaging
Size
Kink
Beltmarks
MoldMarks
Occurrances

Set the priorities and targets for the team by
establishing the project and/or problem
statement and goals or targets for improvement.
3.
Set Priorities
& Targets
Use the historical data to categorize the project into smaller, more concrete problems.
If working on a big project , then tackle the most impacting problem 1st, then the 2nd most important, until
the big project target is met.
One Specific Problem Statement:
Document the problem statement or statements (if
addressing more than one defect or object)
One object
One defect
Target: Document the target for
improvement such as 50% reduction
and note the ultimate goal.
2. Break Down The Problem
5
3. Set A Target
- Make the commitment.
- Measurable, concrete and challenging.
> Do what by how much by when?
> Clarify rationale and impact.
> Output oriented (things to be achieved, not things to do).
- Use data to categorize the problem
into smaller, more concrete
problems. Use division points
such as Who, What, When
or Where?
- Narrow the focus to one aspect
of the problem to solve.
- Genchi Genbutsu: Go & see the
smaller problem and visualize
the process.
(Contain the problem if needed)
- Specify the point of cause and
state the problem to engage.
- Keep in mind scope.
Tally Sheet
Survey
P D C A
P D C A
July
Start
Finish!
April
Current
Situation
Problem
Problem Problem
ProblemProblem Problem Problem
Point of Cause
Include a picture or diagram of the
part and the defect
Outputs:
Specific Problem statement and target Global Quality Management Solutions Phone: 1-888-216-8324

Assign the resources required to meet the target. Establish the team members and leader
(generally 4-7 members) and any other team guidelines including timing and leadership
approval.
4.
Assign
Team
Team Members:
Name Title/Area
1
2
3
4
5
Other support members:
1.
Include a team picture if
possible
Timing: Project to be completed in 3 months by
end of July, 2011.
Champion/Approval: Jim Jones, Dept Manager
Outputs:
Team members assigned
Timeline completed

Do not rely on historical data 5.
Study Actual
Facts 3e
• 5a Fill out IS/IS NOT with known information
• 5b Process Flow Chart – Walk the Process
• Process Map – 3e
• 5c Fill out 2E column
• Reviewing current SOP and Standards and compare to what is
actually happening
• What are the process settings suppose to be
• How are changeovers supposed to be completed
• What PM schedules are supposed to be followed
• 5d Data Collection Plan
• Used to complete questions that you don’t have answers to
• Part Analysis
• Collect a sampling of the defects
• What is the location
• What kind of pattern
• Special Condition of Defect – Microscope
• 5e Benchmarking
• Are there other plants that have the same/similar equipment
A B
A1
D1
A2
D2
Checksheets
3e Go to the exact place
See the exact object
Confirm the exact facts
Outputs:
Process Flow chart or Process Map
Is/Is-not answers on Problem specification
2E completed on Problem specification

Describe the Problem• Complete a problem description
• Break down the problem into an IS category
and IS Not category
• The IS gives an accurate description of the
problem – FACTS ONLY
• The IS NOT provides additional information
about closely related items which do not have
the same problem thus helping to eliminate
possible causes = saves time
• Answering the questions focused around What,
Where, When and Extent
2E Differences
Produced on different Lines -
Wash tanks
Final Assemblies
Overhead conveyors
Different Employees
Different Production Rates
6% More or less than 6%
1mm - 2mm Larger or smaller
Increasing Stable or decreasing
Stable up to 11 Increasing or decreasing
up to 11 more than 11
Periodically (more data would be helpful) Continuously or Sporadically
Drying booth we actually could see the
defect but it was first seen during visual
final inspection
Paint Booth
Two weeks ago Before two weeks ago
Final Inspection
Final Assembly, Drying and Paint
Booth
Randomly on the painted surface In one specific spot
Paint Gaps Peeling, running, globs, discoloring
IS IS-NOT Changes
Extend your Knowledge!
Look at the Fundemental
Rules!
What is different, odd,
unusual or distinctive
about each IS compared
to each IS-NOT?
What has changed
in, on, or about
each Difference?
Accord Door Panels Civic & Acura Door Panels
Clean more units weekly
for the last 3 weeks
more units last 3 weeks
panels loaded closer
New employees 5 wks ago
Increasing wkly - last 3wks
How many
objects
W
H
A
T
What
Object
W
H
E
N
E
X
T
E
N
T
What is
the size
of the
defect
No. of
defects on
one unit
Trend of
object
Trend of
defect
Where
Geographically
Where on
the object
When first
When Since Is
there a pattern
for Varience
What was
going on in
the process or at
what process step
did it occur
What is having the Problem
What could be having the problem
but IS-NOT
W
H
E
R
E
3e - Reality of the Present Situation, Go to the exact place, See the exact object, Confirm the exact facts
What should be happening? How
should it opperate?
What
Defect
Problem Statement: Honda Door Panels with Paint Gaps
Where do I get the information
• Breakdown the problem factually
– It will be necessary to spend time getting
the facts about the current state from the
exact place and exact object (3e) – Walk
the Floor
5.a
Study Actual
Facts 3e

Study the actual facts – Walk the process and
document it using a flow chart or a process map
5.b
Study Actual
Facts 3e
Walk the Process
1) Establish the process start and stop points
2) Entire team takes time to walk the process and observe
each step of the process including repair loops
3) Note documents and talk to operators and take notes and
pictures for reference later
3e

Describe the Problem - 2E - Determine if
the process standards are being followed.
5.c
Study Actual
Facts
Does Actual = Standard
2E – Using our current knowledge,
experience and fundamental rules to
collect as much information about the
problem as possible. Example Work
Instructions, standards, etc.
2E
Extend your knowledge
Establish your own fundamental rules
Go to process:
What should be happening? (Work instructions, procedures, specifications, process
standards, staffing, etc.)
What is actually happening? (Setup sheets, process verification logs, PM logs, actual
staffing, training status, etc.)
Processes set up to existing standards?
Following PM schedule?
Measurement system satisfactory?

Study the Facts – Use the Is/Is-not missing data to help develop and implement a
data collection plan. Go deep into the issue.
5.d
Study Actual
Facts
Specify the Problem: Delivery trucks with broken glass
IS IS NOT
WHAT
What object? Delivery Trucks Harp Racks, Dollies
What defect? Broken Glass Scratched, Rubs,
WHERE
Where geographically? ???? ????
Where on the object? ????? ????
WHEN
When first? Been an issue for a while Before
When since? Daily Every Truck
When in the life cycle? ????? ?????
EXTENT
How many objects? ???? ????
What is the size? Full Sheets Partial Sheets
How many defects? ???? ????
What is the trend? ???? ????
PART ANALYSIS
-Visual observation – Use magnification, lighting, etc to improve ability
to see
-Dimensional comparison
-Test results and Technical reportsGlobal Quality Management Solutions Phone: 1-888-216-8324

Complete a Benchmarking Study looking for best
practices.
5.e
Study Actual
Facts
Compare your process to others to understand your current situation and learn from it.
By comparing your process to other processes, you can learn a lot about how to develop
and improve yours.
Benchmarking can show you:
Where your weaknesses are
Which areas you can improve
New or different ways to do things
Strategies for improvement
What is possible
Where your strengths are and how to
maintain them
Where you can increase efficiency
Hints:
Look at other AGC sites even in other
parts of the world
Is there another company that is known
for this process
Note that Benchmarking can be used in
step 1 also to help establish the “gap”
3e Go to the exact place
See the exact object
Confirm the exact facts

Analyze the actual facts 6.
Analyze
Facts
6a - Developing Possible Causes by
Differences & Changes
Brainstorming/Fishbone from Knowledge & Experience
6b - Create Possible Cause Statements
6c - Test Possible Causes
6d - Prioritize the Possible Causes
6e - Verify the most likely Cause(s)
Outputs:
Completed problem specification
Tested Possible Causes
-2000 -1000 0
-2200
-1200
-200
Sales Var
ProfVar
Prof Var = -566.037 + 0.608943 Sales Var
S = 216.684 R-Sq = 93.1 % R-Sq(adj) = 91.4 %
Regression Plot
+/- 3 Sigma
(99.7 % of Data)
Customer Specification
Process Width
Mean
Sample
SampleMean
10987654321
11.5
11.0
10.5
10.0
9.5
9.0
8.5
__
X=9.935
UCL=11.245
LCL=8.626
Xbar Chart of C4

Analyze the Facts – Develop possible causes by using Differences
and Changes and developing a Fishbone Diagram.
6. a
Analyze
Facts
The ways of developing possible causes.
METHODS
Difference & Changes
Brain Storming
Fishbone Diagram

Create Possible Cause Statements from the causes
developed in step 6a.
6.b
Analyze
FactsDevelop statements that explain how the problem
occurred
To create possible cause statements for
testing against the facts
List Possible cause statements from Differences and
Changes along with the Fishbone Analysis.
Purpose:
How could…
a change
a change and a difference
a change and another change
a difference alone
…cause the problem?
What causes can be generated from Fishbone
Analysis
Write a short statement in object/defeat format
Explain how the cause creates the problem
Examples
Possible Cause Statement:
I ran over a piece of metal in the road 2 weeks
ago which may have punctured my
radiator.
The drain valve is partially open causing it to
leak.
The automatic transmission connection line
has worked loose causing a leak.
A hose has developed a hole allowing a leak.

Test Possible Causes against the Is/Is not specification.
Eliminate some of the causes and list assumptions.
6.c
Analyze
Facts
Evaluating possible causes against the
IS/IS NOT specification
• To save time by eliminating possible
causes that do not make sense
Ask:
If Possible Cause is the cause of Problem
Statement, how does it explain both the IS
and the IS NOT?
• Ask about each pair of IS/IS NOT data
• Eliminate any cause that fails
• List all assumptions
Examples
* I ran over a piece of metal in the road 2
weeks ago which may have punctured my
radiator.
Explains only if started leaking 2 wks ago
* The drain valve is partially open causing it
to leak.
* The automatic transmission connection
line has worked loose causing a leak.
X Does not explain – You would see
transmission fluid not coolant
* A hose has developed a hole allowing a
leak.

Prioritize the Possible Causes by reviewing the
assumptions and picking the most likely.
6.d
Analyze
Facts
Explanation
• Identifying the cause that is most
reasonable
• To pick the possible cause to verify first
Ask:
• Which of the possible causes is the most
believable?
• Most Probable Cause has:
Reasonable assumptions
Fewest assumptions
Overall simplest assumptions
Example
All of the causes have potential in this
case but the ones that are most likely are?
1. Puncture to the radiator
2. Puncture to the hose

Verify the most likely Possible Cause(s) by 3e observation,
research/testing and turning the defect/issue on/off.
Proving the cause of the defect
To identify steps to take, use:
• Observation - How can we look at the cause?
(3e)
• Research - How can we experiment to test this
cause? You want to be able to turn the defect
on and off
• Results - How can we try our Fix to see if it
works?
Example
Observation in this case, go and look

Identify the root cause(s) by using the why-why analysis on
the most probable cause(s) from step 6.
7.a
5 why
Root Cause
Example (not complete)
Deduction: Why-Why or 5-Why Analysis
A way to find the actual Root Causes.
To make sure we countermeasure the correct
items.
The purpose of Root Cause analysis is to go
beyond direct and somewhat apparent causes
and figure out the underlying reasons for the
event.
It is not enough to just find what broke or
changed and fix it. We must go to the next
level and determine the root cause if we want
to minimize repeat problems and eliminate this
issue in the future. Outputs:
Root cause(s) identified and testedGlobal Quality Management Solutions Phone: 1-888-216-8324

Verify the root cause(s) by testing and documenting
the results preferably recreating the issue/defect.
7.b
5 why
Root Cause
The purpose of Root Cause verification is to test the hypothesis. Once the
issue or defect has been recreated, then at least one root cause has been
confirmed.
Verify the root cause(s) by trial and error or
Design of Experiment
Recreate the issue/defect
Use a summary table to show the result of the
testing.
Hints:
For more than one variable, use
a table like the one below
Verify the recreated defect is
exactly the same, not
similar.
Use Scientific method (Develop
a thesis (idea for
improvement), Conduct
experiment, Review results)Global Quality Management Solutions Phone: 1-888-216-8324

Lean Projects
If the project is a Lean
Waste Reduction Project
then different methods and
tools will be used in Steps 5-
7 to develop the Action plan.

The 5S Visual Workplace
Utilize 5S to stabilize, improve and standardize the process.
Definition (Vision)
• A clean and organized work
area that visually
communicates all the vital
statistics.
• Status of the operation is
understood at a glance
• An area where an
unintended event or activity
is immediately visible
5S refers to improvement activities aimed at increasing the cleanliness,
orderliness, and organization of a work area for greater efficiency and reduction
of waste.

Develop the plan of corrective actions that will
address the root causes
8.
Develop
Improvement
Plan
Outputs:
Approved Improvement Plan
• Establish criteria for selecting a
solution/countermeasure
• Generate potential solutions that will
address the root causes of the problem
• Select a solution
• Gain approval and support for the chosen
solution
• Plan the solution
Hints:
• Consider poka yoke (mistake
proof) countermeasures
• Assure countermeasures address
root causes (confirm before
implementation if possible)

Execute the corrective actions. 9.
Execute
Plan
• Implement the chosen solutions
• Follow through with countermeasures
• Show before and after countermeasure
pictures, if possible
Hints:
• Implement the chosen solution
on a trial or pilot basis, if possible
and if expensive.
Outputs:
Improvements completed
Before:
200
Mesh
Count
After:
230
Mesh
CountGlobal Quality Management Solutions Phone: 1-888-216-8324

Confirm and validate the impact of the corrective actions using
tests and analysis of data.
10.
Confirm
Results
Outputs:
Data analysis showing impact of changes
• Validate using data
• Statistical Proof (N-Chart, P-Chart, X&R)
• C/M verify (turn on – off)
• Supplier Self Audit (Schedule)
• Durability Tests
• Re-inspection Results
• Training Records
• Sign-off Sheets
• Product Specification Changes
Beautiful!
151413121110987654321
11
10
9
8
7
__
X=7.660
UCL=8.073
LCL=7.248
Before After

Analyze the results and determine if the improvement targets were
met. If not, then go back to step 5.
11.a
Analyze
Results
Outputs:
Proof that goal(s) were met
Any secondary metric impact
Financial cost impact (actual and annualized)
Customer feedback analysis
• Check the final results verses the target from Step 3.
• If possible, show results in visual form using a run/SPC
chart or some other chart
• Show the actual impact short term and long term.

Calculate the cost impact of the project using the
SGA guidelines
11.b
Analyze
Results
• Include cost savings for productivity, yield,
uptime, material use, reduction of head
count or inventory or other improvements
• Use the calculation guidelines for SGA in
the SGA Guidelines
• Report actual savings and an annualized
amount
• Include savings from other lines and plants
if the improvements were successfully
implemented
Hints:
• Include formulas for calculations
Cost Impact ( May’XX ~ Oct ‘XX )
Line 1: $ 90,895
Line 2: $ 224,087
TOTAL : $ 314,982 ( Scrap reduction )
=Σ Input * (Month Yield – Ave Yield (JAN~APR)) * Parts Cost
Monthly Yield=May
Oct
Cost Impact Annual Est. ( May ’XX to Apr ’XX )
Line 1: $ 271,645
Line 2: $ 487,057
TOTAL : $ 758,702 ( Scrap reduction )
=Σ Input * (Month Yield – Ave Yield (JAN~APR)) * Parts Cost
Monthly Yield=May
Oct
+ XX’ Oct effect * 6 month

Determine final impact on CS (Customer
Satisfaction)
11.c
Analyze
Results
• Include a way to measure CS
• Customer surveys are one way to measure
both internal and external CS

Standardize the solutions by changing the system and the
rules. Establish controls to assure the solutions stay in place.
12.a
Standardize
2E
• Adopt the solution
• Standardize countermeasures by changing
system documentation and training people
on the new way
• Implement controls assuring the
countermeasures are in place and stay in
place
Hints:
• Plan ongoing monitoring of the solution
• May use the Kamishibai Board and cards for visual
audits usually on a weekly, monthly, quarterly
schedule by supervisors or managers.
Outputs:
All improvements standardized assuring no
reversal
Communication of new best practices
completed
Team rewarded and acknowledged
Function FM FE Cause RPNControls
FMEA
Improvement Purpose Perf Mech Implementation ResponseAlarm
Control Plan

Communicate and implement best practices to other similar
lines, plants, etc.
12.b
Standardize
2E
FEED BACK / FEED FORWARD
• Make sure pertinent information
was given to those who needed it.
• Indicate to whom information was
given and the date the information
was relayed.
• Make sure new associates are
trained using the correct
countermeasures.
• Share the information with other
lines and sites and customers, as
needed.
Hints:
• Include next steps for
improvement
• Recognize the team

Summarize what the team learned and next
steps.
12.c
Standardize
2E
Summarize the learning points
Summarize the next steps or the next project

What to do with the completed Kaizen Spiral
• If SGA team, then copy with summary sheet to CI Rep at your site
• Share with others who need the information.
• Make sure management is aware of situation.
• Give copy to your QA department if it is quality related.
• Keep a copy on file. This could be useful in the
event of a similar problem.
Documentation of SGA progress and results using kaizen spiral
template and the summary sheet - Why is it important?
Standardize; share knowledge (feed forward); Training; show
failures and learn from history; present to managers and others.

Kaizen Spiral PDCA Report Template

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