ELEC2017 3.2 a. meissner - problem solving circles as work-integrated learning opportunity

www.prozesslernfabrik.de

Nijmegen, November 9th, 2017

Problem solving circles as work-integrated learning opportunity

European Lean Educator Conference 2017

Alyssa Meißnera

Christian Hertlea

Joachim Metternicha

Benjamin Jokovicb

aInstitute of Production Management, Technology and Machine Tools, Technische

Universität Darmstadt, Otto-Berndt-Str. 2, 64287 Darmstadt, GermanybInstitute of Ergonomics, Technische Universität Darmstadt, Otto-Berndt-Straße

2, 64287 Darmstadt, Germany

Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich | 250722JH1 | 1

Summary4

Evaluation3

Definition of Problem Solving Circles2

Motivation1

Agenda


Summary4

Evaluation3


Motivation1

Agenda


Project ZielKom

Targeted and age-appropriate mediation of workplace-related

competencies through learning factories

Capture production-relevant and demography-oriented

competencies

Realization of the concepts at the Learning-Factory of the

TU Darmstadt and at cooperating partners

Development of demography-oriented competence-

mediation-concepts by means of the method of Shopfloor

Management

Evaluation and transfer of the findings into other fields


Motivation of research

See Liker, J./Meyer, D.: The Toyota Fieldbook, p. 419

How to systematically

develop competencies

on the shop floor?

Lean Learning

Organization

Value Stream

Management

Process

Improvement

Tools

Shop Floor

Management

Technical Tools /

Short Term Results

People Development

Isolated

Processes

Value

Stream

Management Orientation

How to systematically

develop competencies

on the shop floor?

Improvement

Focus


Concept of Shop Floor ManagementHow to solve problems in SFM?

Shop floor management is an integrated management system to systematically develop

processes and people on the shop floor by means of …

1. Performance management

2. Problem solving and continuous improvement

3. Leadership

4. Visual management

5. Competency development

Hertle et al. (2015): The next generation shop floor management – how to continuously develop competencies in manufacturing environments

Initial stabilization and

standardization

Shop floor meeting incl.

Deviation analysis,

Short-term counter

measures,

Escalation through the shop

floor management cascade

Identification of deviations

Gemba Walks,

Andon

KPIs actual vs. target

Standardization

of work documents

and procedures

(Check & Act)

Stabilisation of processes

(Plan & Do)Systematic problem solving

(not part of the circle)

Targets (target

deployment)

Shopfloor

Management


Why use Problem solving circles?

▶ standardize and structurize problem solving

▶ use the knowledge of employees in production

▶ competency and knowledge exchange between younger and older employees in

the group

▶ solving problems to eliminate long-term consequences:

„longer working hours and

extra-shifts“„discontent customers“


Summary4

Evaluation3


Motivation1

Agenda


Requirements on problem solving circlesLiterature research and interviews with the partnering companies

Requirements

Corporate culture that

supports learning

Visualization

Multiple contexts

Independent learning

Time to learn

Guideline for

team composition

Defined duration and rhythm

Organisational inclusion

Standardized procedures

Multiple perspectives

Partnering companies

Literature

Literature & Companies

Source: Sonntag et.al. (1998) Implementation arbeitsbezogener Lernumgebung p. 327-347


Problem solving circlesDefinition of roles and parameters

Problem solving circles are temporary work groups, that follow the goal of solving problems

independently following a standardized procedure.

▶ Moderator: Leads and moderates the circle, is trained in problem solving methods,

functions as a methodological coach and supports the participants

▶ Participant: Helps to solve the problem, works in the area where the problem occurs

▶ External expert: Will be consulted if knowledge of other areas is required. Has expertise

in other areas of the company (e.g. quality control, other production area)

Parameters:

• Problem solving procedure of Kepner/Tregoe

• 3-5 participants meet on a weekly basis

• Meetings take place directly at the workplace

• Meetings are no longer than 60 minutes

• Prepared poster with problem solving templates


Phases of the problem solving circlesProcess

Shop floor meeting

Team composition

Solution selection & Planning

Implementation

Evaluation & Standardization

Lessons learned

Search for solutions & assessment

Root cause analysis

Problem definition

Problem selectionShop floor Management

Approval of solution

External expert

External expert


Procedure of problem assignment within shop floor management

Classification of the

problem in one or more

areas of competency

2 - Categorization

Prioritization of the

problems according to

relevance and frequency

1 – Prioritizaion

Selection of suitable

employees to solve the

problem

3 - Assignment

Extended Skillmatrix „Is“

Extended Skillmatrix „Goal“Requirement


Requirements are the skill matrices of the employees

Extended skill matrix „Is“

Extended skill matrix „Goal“

Beschäftigte INDEX

Drehbearbeitung

stentrum

Montagearbeitsp

latz 1

Problemlösung Digitalisierung

und Computer

Herr Müller 3 3 2 1

Herr Meier 0 4 1 1

Frau Schmidt 2 3 1 1

Herr Schröder 0 3 2 4

Frau Mustermann 4 1 2 1

Beschäftigte INDEX

Drehbearbeitung

stentrum

Montagearbeitsp

latz 1


und Computer


Herr Meier 0 4 2 2



Frau Mustermann 4 2 2 2Competency-steps

0 – not relevant/ not available

1 – Novice has first insights, needs further instruction to utilize content

2 – Advanced can partly utilize content independently

3 – Expert can utilize content in new situations independently

4 – Trainer can utilize content in new situations independently and train others

Framework for

competencies/defined

qualifications


Step 1: Prioritization of the problems according to relevance andfrequency

Problem

Relevance: How relevant is the problem for the Company/ department/ customer?

► low/medium/high

Frequency: How often has the deviation/ problem occured?

► low/medium/high

Prioritization in: A Problems

B Problems

C Problems

D Problems 1

4

7

2

5

8 9

6

3

relevance

frequencylow

low

medium

mediu

m

high

hig

h A

C

B

D


Step 2: Classification of the problem in one or more areas ofcompetency

In which area of competency does

the problem fit?

Problem

INDEX turning

machine

Assembly line Problem solving Digitalization and

computers


Step 3a: Selection of suitable employees to solve the problem

For the selected competencies at least one competency level of 3 is needed

Problem

Extended „Is-“ skill matrix

To solve the problem and transfer

competencies

Beschäftigte INDEX

Drehbearbeitung

szentrum

Montagearbeitsp

latz 1


und Computer


Herr Meier 0 4 1 1




INDEX turning

machineAssembly

lineProblem

solving

Digitalization

and computersEmployee


Step 3b: Selection of suitable employees to solve the problem

Beschäftigte INDEX

Drehbearbeitung

szentrum

Montagearbeitsp

latz 1


und Computer


Herr Meier 0 4 2 2




Problem

Extended „Goal“- skill matrix

To support competency development

For the selected competencies at least one competency level of 3 is needed

INDEX turning

machineAssembly

lineProblem

solving

Digitalization

and computersEmployee


Problem solving methods used in the circlesThe Template

Develop a thorough

understanding of the current

situation and define the problem

Identify the point of cause

(Ishikawa)

Complete a thorough root cause

analysis (5 Why)

Thoroughly consider alternative

solutions while building

consensus

Effectively implement the best

solution

plan – do (PDCA)

Evaluate, stabilise and then

standardise the solution

check – act (PDCA)

Reflect and learn from the

process

Source: R. Martin, unpublished


Summary4

Evaluation3


Motivation1

Agenda


Performance of the survey of the problem solving circles

• Moderator completes a

full questionnaire

• Moderator completes

an external evaluation

for all participants

• Participants complete a full

questionnaire including an

external evaluation of the

moderator

Before the circleSix to eight weeks after

the circle ended

Right after completing the

circle

The questionnaires include questions concerning the following three competencies:

• Professional

• Personal (self)

• social

The evaluation is performed through questionnaires that are filled out by the

participants of the circles

Source: S. Kauffeld (2003) Das Kompetenz-reflexions-Inventar (KRI), unpublished


Test series of circles and evaluation

Circle

Competency

Company 1

Circle 1

Company 2

Circle 1

Company 3

Circle 2 … 8

Professional evaluated evaluated evaluated Still in Evaluation

social evaluated evaluated evaluated Still in Evaluation

Personal (self) evaluated evaluated evaluated Still in Evaluation


Circle

Competency

Company 1

Circle 1

Company 2

Circle 1

Company 3

Circle 2 … 8



Personal

(self)

evaluated evaluated evaluated Still in Evaluation

Professional competency – company 1 circle 1

0

1

2

3

4

5

6

7

8

9

10

pro

fes

sio

na

l c

om

pe

ten

cy

professional competency

moderator

self

moderator

external

participant 1

self

participant 1

external

participant 2

selfparticipant 2

external


Circle

Competency

Company 1

Circle 1

Company 2

Circle 1

Company 3

Circle 2 … 8



Personal

(self)


Personal competency – company 2 circle 1

0

1

2

3

4

5

6

7

8

9

10

Pe

rso

na

l c

om

pe

ten

cy

Personal (self) competency

moderator

self

moderator

externalparticipant 1

self

participant 1

external

participant 2

self

participant 2

external


Circle

Competency

Company 1

Circle 1

Company 2

Circle 1

Company 3

Circle 2 … 8



Personal

(self)


Social competency – company 3 circle 1

0

1

2

3

4

5

6

7

8

9

10s

oc

ial c

om

pe

ten

cy

social competency

moderator

self

moderator

external

Particip. 1

self

Particip. 1

externalParticip. 2

self

Particip. 2

external

Particip. 3

self

Particip. 3

external


Summary4

Evaluation3


Motivation1

Agenda


First results are positive, further Evaluation is needed

∑ Summary

• An effective method to solve problems and

develop competencies at the workplace

• Employees have to be matched accordingly

and need time to work in the groups

• Motivates employees to work together and to

learn

• Results are limited due to small test group

and the test environment

• Positive feedback of the employees towards

the circles, which underlines the potential

Outlook

• The rest of the circles still need to be

evaluated

• The third round of evaluation will show further

results, confirm or negate previous results

• For further evaluation more circles need to be

performed

• The circles will be implemented permanently

in the partnering companies

• During the project a tool was developed

which defines the matching of the team, the

tool will be implemented in the companies

and in the learning factory at the Institute

Institute of Production Management, Technology and Machine Tools | Prof. Dr.-Ing. E. Abele / Prof. Dr.-Ing. J. Metternich

If you have any questions, do not

hesitate to contact us.

Thank you for your kind attention!

Prof. Dr.-Ing. Eberhard Abele

Prof. Dr.-Ing. Joachim Metternich

Institute of Production Management, Technology and Machine Tools

Technische Universität Darmstadt

Otto-Berndt-Straße 2

64287 Darmstadt

Phone: +49 61 51 | 16 20059

E-Mail: [email protected]

Internet: www.prozesslernfabrik.de

ELEC2017 3.2 a. meissner - problem solving circles as work-integrated learning opportunity

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