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The G-C-E-C-P-C methodology - Structured Improvement with Strategy - SI³wS - Your home factory

Why people have aversions to support "new" methodologies.

Sometimes people have the fear to loose there jobs because
we think that increasing the efficiency of "something" will be
- in a direct conflict to our own performance,
- used to measure our performance,
- used to create competition between colleagues
or
- we have the doubts, whether we can or we can not handle those new tasks, requested by our superiors.

Often, people do not believe that changes are made
to make the job easier, more safety, more efficient
by avoiding user mistakes or accidents.

If we can not figure out why those "new things" have to be done
and how it has to be done, we hardly will agree to a change, also because we know "never change a winning team"
But, are we a winning team?

Main task in companies nowadays is, to make the “operator†to a process owner and to a machine owner, fully responsible for the technical condition of “his/her†machine and for the product “he/she†produces.

To teach the operator in understanding and using tools for failure description, data collection, failure analysis, and root cause elimination, independent, without the request of superiors, supervisors and quality engineers, takes more and more part inside a company’s employee trainings and education projects.

Avoid and correct to reduce search for and sort out, to assure a good output and quality level, is helping to reduce costs and eliminate waste in an early stage. By education and by knowing the “how to doâ€, the skills and the self confidence of the employees is rising and will strongly support the efficient and effective way to accomplish the company goals.

Finally, I just wrote down what I experienced during my job.
The purpose is, that by self study and self learning, people can
get themselves involved in process thinking, process knowledge and how to make it better.

How to define what is good and what is bad?

How to explain GOOD and BAD so that everybody can understand?

What has a company and a household in common?

Can we use things we know from our home to improve our working environment and efficiency in a company?

Can we use things we learn in a company to improve our homes?

The most changes are applied to processes because there was a problem happening or the need to make "it" better.

So what means better?
Who or What indicates that something is better now?
How to measure that something is better now?

and who cares?

Lets see and lets start where we need to start.
Lets figure out at first, what is a symptom and what is a problem.

Implementing a "new" kind of methodology into an "old" environment
or start doing changes in a given environment or structure can cause misunderstanding, fear, aversion, defensive postures.

To me, it makes pretty much sense, not to hide methodologies behind a few characters, instead, those characters already have to show the way to go,
to be the methodology itself and to be part of a clear guideline how this methodology is working like "the G-C-E-C-P-C methodology of root cause elimination".

Each letter has a specific meaning, each letter stands for a specific task.

The G-C-E-C-P-C methodology of root cause elimination is part of a statistical "tool set" called "Structured Improvement with Strategy" used for business process improvement and training for process engineers, process owners and process developers.

G...Get Data: Measure, Monitor, Record,......

C...Compare Data: Perform comparison between defined, specified,standardized information or measurement values (comparison between: instantaneous value; actual value & set point value; specified value)

E...Evaluate / Analyse / Trace: Evaluate all measured
or recognized deviations (anomalies, irregularities) in a systematic and structured way.

C...Correct: the largest found issue at first

P...Perform: Perform a further test run:

C...Control: Keep your applied action under tight and careful control and check how the process, machine, parameters, any other value or situation responds to your applied action.

The cycle, starting from G have to be repeated step by step, until the root cause is eliminated. It is explained very clearly that there is the basic need to understand the difference between a symptom and a problem and how to define what a symptom is and what a problem is. To understand that a high scrap rate is a symptom and not the problem for the technicians, that is one key aspect.

The idea behind is, to understand that sometimes a change is an improvement and sometimes a change is called improvement
and a so called improvement is just a change and the success is temporary and might be only the sum of all done experiments.
The alleged and short-term success is simply the sum of all experiments and not reproducible and repeatable.

If the problem can be reproduced and the same symptoms are shown again, then the root cause is found.

During the "most important" data collection process, every single finding needs to be recorded.
N E V E R think about, that this specific tiny item could not have an influence on my problem because if you do so, you could be lost already.

During building correlations between your findings and men, machine, method, material, environment, accessories,........ you can exclude the findings, one by one but never exclude anything in th early stage of data collection.

I hope my way of thinking can add value to process failure elimination and also help to eliminate the natural fear from "new" management methodologies.

Feel free to download the free version "Your home factory" (.pps) from www.martin-kolinsky.com - Sourcing & Supply - Intro Download, further the "Intro Version" of Structured Improvement with Strategy - SI³wS - G-C-E-C-P-C methodology of root cause elimination.

best regards,
Martin

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About the Author

Martin Kolinsky, born in 1971 in Austria.
Vocational School for Micromechanics;
Specialist Academy for Automation Technology;
2001 to 2004: support of builing up a manufacturing facility for
acoustic components for cell phones in Beijing - China;
2004 to 2006: support of builing up a manufacturing facility for
electro mechanical micro components in Suzhou - China;
2006 to 20..: technical consultant for process optimization, manufacturing realization, standard process verification runs and employee training