ISSUE RESOLUTION & ESCALATION Training Pack

1 ISSUE RESOLUTION & ESCALATION . Training pack Aims and Objectives Target Audience : All Operations and Support Management Teams Purpose of Module : To understand the need for a consistent root cause problem RESOLUTION process which encourages problem solving at every level. To provide a framework for a common system to be utilised. Aims & Objectives : Explain basic Problem Solving Importance of PDCA. To explain the common framework enough for the team to set one up unsupported Duration : hours Attendees : 5-15. Contents Why do we need an ESCALATION Process? Common Approach to All Issues Problem Solving Operations ISSUE ESCALATION Change Process ISSUE ESCALATION Quality ISSUE ESCALATION How to Complete an Issues Sheet How to Complete an ESCALATION Strip Why do we Need an ESCALATION Process? Why do we need an ESCALATION Process? WE HAVE. No visibility of actions or ownership.

2 No formal containment/customer protection. No monitor of countermeasure effectiveness. No indication of when issues are closed. WE WANT. All ISSUE ESCALATION , across all functions and work streams to be addressed in a consistent/standardised manner. ESCALATION ! ESCALATION is a last resort. ! Prior to ESCALATION there must be the capability and the capacity to attempt root cause problem solving. ! Ownership of the ISSUE must be agreed at whatever level the ISSUE is raised, by engineer at team level or by EGL at department level. ! Progress of issues should be formal review at daily or weekly sessions. ! Issues raised should not just be EXTERNAL, issues that are judged to be someone else's fault! . ! Communication of progress is critical, particularly to those who raise the issues initially (take them to see escalated strips if necessary). Problem Solving Problem RESOLUTION Detailed Problem RESOLUTION Asking Why 5 times will only help to identify a potential root cause.

3 The Strip' is a summary of an ISSUE . The Corrective Action Report' is a tool for ensuring more in depth, problem RESOLUTION and Root Cause Analysis. Evidence that systematic problem solving has been attempted at each level prior to ESCALATION . Analysis of Problems Qualitative tools Tools which are used to obtain and structure ideas during the problem solving cycle Flow Chart Cause and Effect Diagram Environment Method Machinery Out of specification Brain Storming !!! Man Materials 5x WHY. 5 Why's Example 1 2 3. Q : WHY has machine stopped ? Q : WHY overload trip ? Q : WHY Insufficient oil ? A : Overload tripped out ! A : Insufficient oil on shaft ! A : Oil pump inefficient ! Root-cause 4. Q : WHY is pump not efficient ? 5. Q : WHY is this shaft worn ? A : Pump drive shaft worn ! A : Oil filter blocked with swarf ! Analysis of Problems Quantitative Tools Tools that are used to gather and analysis numerical data during the problem solving cycle.

4 Check Sheets Pareto 160. Defects Week No. 140. 120. Welding 100. Grinding 80 Series1. 60. Cleaning 40. Painting 20. 0. Packing Hole Dia ST Contour Workmanshi Shaft Dia Runout Contour Profile Other Fwd Shaft Radius p Analysis of Problems Quantitative Tools Histograms Control Charts 14. UCL 12. 10. 8. 6. 4. LCL 2. 0 Series1. 1 2 3 4 5 6 7 8 9 10. Scatter Diagram 12. 10. 8. Series1. 6. Series2. 4. 2. 0. 0 1 2 3 4 5 6 7 8 9. Problem Solving The 5 Principles :- Problem Definition Identify Root Cause Customer Protection and Countermeasure(s). Confirm Effectiveness of Countermeasure Feedback / Feed forward Problem Solving Cycle Problem Definition Feedback /. Feed forward Identify Root Cause Act Plan Check Do Confirm Effectiveness Customer Protection and Countermeasure ISSUE ESCALATION ISSUE ESCALATION ISSUE First ISSUE Identified Raised ? affecting Ops Rank ISSUE (if required).

5 T/L, S/L. A Rank A or B. Protect Customer Impacts on Chasing (Get Job Going). next the part via process phone, fax, feet or Write on Team Issues Board Andon and delivering it B Rank late Monitor Occurrences T/L. Will not impact ( 4 weeks). on next process Occurrences Sign-off board No ( 5). Yes Problem Solving lead at Team Level AP. CD. Problem Yes Monitor Solved by Team Sign-off Successful? board Yes No (Re- ISSUE or Escalate?). Escalate Strip Stakeholders Involved Operators Functional Representatives Team Leaders Cell Leaders Product Unit Managers Direction Of Functional manager Assembly Manager ESCALATION Head of Business Involvement in exceptional circumstances Key Involvement / Responsibilities / SLA. Involvement when earlier process exhausted MMT. or in case of MAJOR ISSUE Operator Stakeholders Process Raises Any issues to TL. TL. Attempts to address himself firstly They are cause for ANDON signal Natural Work Group Function Rep if unable raises to ESCALATION sheet.

6 There has been an accident or near miss on section Accepts tel call & attends board with TL There is a repeating cause of disruption Assigns support owner then calls The issues lead to a concession & assess ISSUE . Signs sheet, accepts them to attend board The ISSUE leads to scrap/rework ISSUE & enters countermeasure. Works The ISSUE impedes Program achievement to resolve ISSUE , if not within remit gives ISSUE back to TL. CL. RESOLUTION is not progressing as planned communicate any issues to current TL & ensure A customer protection action must be relayed to If department has no responsibility for the ISSUE hand ISSUE back to new ones are recorded during shift. Make sure natural opposite shift assigned to wrong area of support. An owner has not visited the board during the shift Keep Department up to speed with RESOLUTION of ISSUE , work groups have signed for issues & ensure A countermeasure has failed when monitored using status Quadrant on ESCALATION sheet.

7 Countermeasure is implemented and check current The ISSUE has prevented productivity achievement for the shift status. Contact function rep if no action taken to get There has been an accident or near miss on section addressed & invite to IPT to address Natural Work Group Function Head Assume overall responsibility for countermeasure & RESOLUTION of ISSUE . Attend HOB meeting & ensure review of any strip highlighting help is needed within any Pum function is addressed. Hold weekly review with function heads/reps review RESOLUTION progress & identify where Counter measures have failed on more than one occasion. The ISSUE owner has not visited the board during week. Attended weekly by HOB, Assembly Manager extra support is needed, tasking functions Implementation dates have been missed on more than one and Stakeholders from natural work groups. To present strips to senior team, seek with this.

8 Determine issues that need occasion. More than 1 shifts productivity has been impeded by the ISSUE . support and accountability from them. escalating to HOB strip meeting An accident has occurred on section. Discuss aspects that are appropriate for senior level review. Record actions on strip and seek to ensure review of the ESCALATION strip outside of the meeting. Assembly Manager Review with pum and Escalate any strips to Anowner hasnot signedfor theissue2weeksafter it israised. HOB meeting. Pin under department responsible Counter measures havefailedonthreeoccasions. HOB Timingtoimplement counter measureshavefailed Chair Friday meeting,with ass manager on strip board. At meeting seeks review on strip onthreeoccasions. & natural work group heads. outside meeting. TheNatural WorkGroupdoesnot havetheresource toaddress theissuesatisfactorily. At PUM'sdiscretionastoseverityof effects.

9 ESCALATION process Stage 1. Once an abnormality is identified it is escalated to the Team Leader to resolve it. The ISSUE is not escalated beyond this point until the Team Leader has tried everything in his power to resolve the ISSUE If TL cannot resolve it, then, and only then raise it to Shift Leader. Operator Team Leader Shift Leader HELP! PUM SUPPORT. Mgr Protecting the Customer Agree with suppliers an agreed level of support (Service Level Agreements). Might include:- Response times. Attendance at ISSUE ESCALATION meetings, IPT, Ops Reviews, etc. Ensure expected levels of service are clearly communicated and visible, what is acceptable! Ensure an effective communications system, hot lines , radios, Andon Signals. Approach suppliers/support with a consistent system, agreed standards. Ensure the root cause is understood! Do not pass on issues that you could be unwittingly causing yourself.

10 Natural Workgroups Fully supported by SLA's TEAM. LEADER. & TEAM. Logistics OPS Support Lean Engineering MM Test Dept Name Name Name Name Name Name Name Tel: 1234 Tel: 1234 Tel: 1234 Tel: 1234 Tel: 1234 Tel: 1234 Tel: 1234. Manager Manager Manager Manager Manager Manager Manager Department contact/Representatives ISSUE ESCALATION Escalate Strip ISSUE First Present Strip Present at Shift Strip at IPTIPT. Raised ? Agree that it can't be ! Raise the ISSUE at the point inatthe resolved Team process level that you have the capacity to problem solve at! Establish ISSUE Owner Yes Root Cause Monitor Countermeasure ! Problem solve at the higher level if the issues are highly visible. Established Yes No Sign-off Successful? board/strip No (Re- ISSUE or ! Only when the bigger issues Escalate?). Escalate have EscalatetotoWeekly Dept. been removed can this give the team and team leadersDept.