ISSUE RESOLUTION ESCALATION Training Pack .


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ISSUE Determination and Acceleration Preparing Pack. Points and Destinations. Target Gathering of people : All Operations and Bolster Administration Groups Motivation behind Module : To comprehend the requirement for a steady underlying driver issue determination process which supports critical thinking at each level.
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ISSUE RESOLUTION & ESCALATION Training Pack

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Aims and Objectives Target Audience : All Operations and Support Management Teams Purpose of Module : To comprehend the requirement for a steady underlying driver issue determination prepare which empowers critical thinking at each level. To give a structure to a typical framework to be used. Points & Objectives : Explain essential Problem Solving Importance of PDCA To clarify the regular system enough for the group to set one up unsupported Duration : 1.5 hours Attendees : 5-15

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Contents Why do we require an Escalation Process? Regular 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

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Why do we Need an Escalation Process?

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Why do we require an Escalation Process? WE HAVE zero ability to see of activities or possession. No formal control/client security. No screen of countermeasure adequacy. No sign of when issues are shut. WE WANT All issue heightening, over all capacities and work streams to be tended to in a reliable/institutionalized way.

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Escalation is a final resort. Preceding heightening there must be the ability and the ability to endeavor underlying driver critical thinking. Responsibility for issue must be concurred at whatever level the issue is raised, e.g. by designer at group level or by EGL at division level. Advance of issues ought to be formal survey at every day or week after week sessions. Issues raised ought not simply be EXTERNAL, i.e. issues that are judged to be "another person\'s blame!" Communication of advance is basic, especially to the individuals who raise the issues at first (take them to see heightened strips if vital).

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Problem Solving

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Problem Resolution Detailed Problem Resolution Asking Why 5 times will just distinguish a potential underlying driver. The "Strip" is a synopsis of an issue. The \'Restorative Action Report\' is a device for guaranteeing more inside and out, issue determination and Root Cause Analysis. Confirm that efficient critical thinking has been endeavored at each level before heightening.

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Analysis of Problems Environment Machinery Method Cause and Effect Diagram Flow Chart Out of detail Brain Storming !!! Man Materials Qualitative devices Tools which are utilized to acquire and structure thoughts amid the critical thinking cycle 5 x WHY

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Analysis of Problems Defects Week No. Welding Check Sheets Pareto Grinding Cleaning Painting Packing Quantitative Tools that are utilized to accumulate and investigation numerical information amid the critical thinking cycle.

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Analysis of Problems Scatter Diagram Control Charts UCL LCL Quantitative Tools Histograms

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Problem Solving The 5 Principles :- Problem Definition Identify Root Cause Customer Protection and Countermeasure(s) Confirm Effectiveness of Countermeasure Feedback/Feed forward

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Problem Solving Cycle Problem Definition Feedback/Feed forward Identify Root Cause Act Plan Check Do Confirm Effectiveness Customer Protection and Countermeasure

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Issue Escalation

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Issue Escalation Issue First Raised ? A P C D Issue Identified influencing Ops Issue Identified influencing Ops Rank Issue (if required) T/L, S/L A Rank Impacts on next process An or B i.e. Pursuing the part by means of telephone, fax, feet or Andon and conveying it late Protect Customer (Get Job Going) Write on Team Issues Board B Rank Will not affect on next process T/L Monitor Occurrences (e.g. 4 weeks) Occurrences (e.g. 5) Sign-off board No Yes Problem Solving lead at Team Level Problem Solved by Team Yes Monitor Successful? Close down board No (Re-Issue or Escalate?) Yes Escalate Strip

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Stakeholders Involved Operators Functional Representatives Team Leaders Cell Leaders Product Unit Managers Direction Of Escalation Assembly Manager Functional administrator Head of Business Involvement in extraordinary conditions Key Involvement/Responsibilities/SLA MMT Involvement when prior process depleted or if there should be an occurrence of MAJOR issue

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Stakeholders Process CL convey any issues to current TL & guarantee new ones are recorded amid move. Ensure normal work bunches have marked for issues & guarantee countermeasure is executed and check current status. Contact work rep if no move made to get tended to & welcome to IPT to address If office has no duty regarding the issue hand issue back to production.i.e. alloted to wrong region of support. Keep Department up to speed with determination of issue, utilizing status Quadrant on acceleration sheet. Administrator Raises Any issues to TL Attempts to address himself firstly if incapable raises to heightening sheet. Relegates bolster proprietor then calls them to go to board Natural Work Group Function Rep Accepts tel call & goes to board with TL & evaluate issue. Signs sheet, acknowledges issue & enters countermeasure. Attempts to determine issue, if not inside dispatch gives issue back to TL Natural Work Group Function Head Assume general obligation regarding countermeasure & determination of issue. Go to HOB meeting & guarantee survey of any strip highlighting help is required inside any capacity is tended to. Pum Hold week after week audit with capacity heads/reps survey determination advance & recognize where additional support is required, entrusting capacities with this. Decide issues that need heightening to HOB strip meeting Assembly Manager Review with pum and Escalate any strips to HOB meeting. Stick under division mindful on strip board. At meeting looks for audit on strip outside meeting. HOB Chair Friday meeting,with ass chief & normal work amass heads.

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Escalation prepare Stage 1 Once a variation from the norm is recognized it is raised to the Team Leader to determine it. The Issue is not heightened past this point until the Team Leader has taken a stab at everything in his energy to determine the issue If TL can\'t resolve it, then, and at exactly that point raise it to Shift Leader. Administrator Team Leader Shift Leader PUM HELP! Bolster Mgr

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Protecting the Customer Agree with providers a concurred level of support (Service Level Agreements). Might incorporate:- Response times. Participation at issue acceleration gatherings, i.e. IPT, Ops Reviews, and so on. Guarantee expected levels of administration are unmistakably imparted and obvious, i.e. what is worthy! Guarantee a viable interchanges framework, e.g. "hot lines", radios, Andon Signals. Approach providers/bolster with a steady framework, i.e. concurred principles. Guarantee the underlying driver is caught on! Try not to pass on issues that you could be unwittingly creating yourself… .

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Natural Workgroups Fully upheld by SLA\'s Department contact/Representatives

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Issue Escalation Issue First Raised ? Heighten Strip Present Strip at Shift IPT Present Strip at IPT Raise the issue at the point in the process that you have the ability to issue fathom at! Issue comprehend at the more elevated amount if the issues are exceedingly noticeable. Just when the "greater" issues have been expelled can this give the group and group pioneers the ability to issue understand. Since those "littler" issues are not as unmistakable at a more elevated amount, the capacity for the group and group pioneers to address is basic. Concur that it can\'t be settled at Team level Establish Issue Owner Root Cause Countermeasure Established Yes Monitor Yes Successful? No Sign-off board/strip No (Re-Issue or Escalate?) Escalate to Dept. Operations Review Escalate to Weekly Dept. Operations Review Establish Issue Owner Root Cause Countermeasure Established Yes Monitor No Successful? Yes Sign-off board/strip No (Re-Issue or Escalate?) Escalate to Model Line Review

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Issue Resolution Sheet - Process TEAM LEADER NUMBERS AND DATES THE ISSUE, THIS WILL BE SPECIFIC TO A UNIT

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Issue Resolution Sheet - Process THE ISSUE RAISER ENTERS HIS/HER NAME IN THE RAISED BY BOX

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Issue Resolution Sheet - Process A CUSTOMER PROTECTION IS PUT IN PLACE BY THE TEAM LEADER, ALONG WITH THE NAME OF THE RESPONSIBLE PERSON

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Issue Resolution Sheet - Process THE DEPARTMENT RESPONSIBLE IS IDENTIFIED WITH A NUMBER/Color CODED CIRCLE

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Issue Resolution Sheet - Process THE PERSON RESPONSIBLE IS CALLED TO THE BOARD TO SIGN, ACKNOWLEDGING THE ISSUE AND ACCEPTING RESPONSIBILITY TO RESOLVE

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Issue Resolution Sheet - Process THE PERSON RESPONSIBLE ENTERS THE COUNTERMEASURE TO BE TAKEN. Advance IS TRACKED USING THE STATUS QUADRANT

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Issue Resolution Sheet - Process THE DATE THAT THE COUNTERMEASURE IS TO BE PUT IN PLACE IS ENTERED (OR UNIT No IF ITS AN ENGINEERING CHANGE)

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Issue Resolution Sheet - Process UPON THE DATE ARRIVING, THE PERSON RESPONSIBLE COMPLETES THE TRACKER BOX FOR 5 UNITS GREEN – OK, RED – NOT OK

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Issue Resolution Sheet - Process WHEN THE PERSON HAS SATISFACTORILY TRACKED 5 UNITS THEY COMPLETE THE SIGN OFF BOX TO STATE THE RESOLUTION WAS EFFECTIVE, AND HAS PROVED ROBUST … .if the countermeasure falls flat, the issue is re-raised utilizing the old number, prefixed by R. (R is for REPEAT issue)

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Escalation handle Stage 2 Once all push to take care of the issue have been depleted at Team Leader level, the issue is heightened to the most abnormal amount to maintain a strategic distance from non finishing of a Work bundle or evasion of program slip. Administrator Team Leader Shift Leader PUM Mgr HELP! Bolster

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IPT or Operations Issue Board - Example IPT ISSUES BOARD Measure ISSUES Top 10 Issues Monitored ISSUES Escalated Issues Closed Issues PRD File

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Issue Escalation Model Line Review Establish Issue Owner Root Cause Countermeasure Established Yes Monitor No Successful? Yes Sign-off board/strip No

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