问题解决培训-课件

Problem Solving Key to Continuous Improvement Workshop1Six Steps Problem Solving Process1.Identify concerns2.Analyze the problem(facts)3.Evaluate Alternatives 4.Propose and Implement Solution 5.Analyze the Outcome6.Improve the Process2The Six Step Problem Solving Process ModelVVVVVV1.Identify Concerns and problem4.Propose and Implement the Solution2.Analyze the Problem6.Improve the Process5.Analyze the Outcome3.Evaluate the Alternatives3Six Steps Problem Solving ProcessStep 1.Identify Concerns(How urgent or important is this?)Identifying the gapSmoke out the issues to the team or organizationUse analysis reports such as check sheets,Pareto chartsUse questions to probe for understanding of real issues which require further investigationList areas of concern and the consequences of not taking action eg.Defects,tardiness,attitude Proceed to identify concernsKeep asking to surface the real issuesTeam to get agreement on area of mutual concern4Six Steps Problem Solving ProcessStep 2.Analyze the ProblemInvestigate in Detail(gather and evaluate the facts)Write a statement that identifies the root problemUse appropriate tools and techniquesChecksheets,reports,observationsBrainstorming(Alex F.Osborne,Applied Imagination,1957)Force Field Analysis(Kurt Lewin,Field Theory in Social Research,1955)Cause and Effect Diagram or Fish Bone DiagramEnsure active participationBuild consensusProceed to analyze the problemTeam agreement that area of mutual concern has been sufficiently analyzedAllow for constructive criticism and concerns to be shared6Steps One and TwoAnalysis SummaryKey things that the team should have:Looked for patterns or trends during the analysis.Recurring themes point toward a definitionDefine barriers,as necessary.A clear definition of these barriers is necessary when preparing an action planUsed brainstorming techniques to open up discussionAll ideas are acceptableGet as many as possibleInvolvement leads to ownership and commitment10Step 3.Evaluate alternatives(most critical step)Test your problem analysisEstablish priorities and Set criteria in an effort to establish a goal(refer next slide)Enables a wider perspective of possible solutions which tend to be more mutually acceptable by team.This in turn leads to higher commitment by the groupSix Steps Problem Solving Process11Step Three Evaluate Alternatives Tool1.Establish prioritiesList absolute requirements(points value)PtsReqmt MNO 106 wks6-7$300-$40067-8$400-$50048-9$500-$60029$600List Desirable Objectives(points value)PtsReqmt x yz100.5080.4060.3040.2020.10Example of Requirements M=timeframe to completeN=cost of implementationExample of Requirements x=UMHFor Alternative 1,13Step Three Evaluate Alternatives Tool2.Establish Priorities-Evaluate AlternativesAlternative 1:Alternative 3:Alternative 2:Absolute RequirementsPt value866 6ReqmtMNM NDesirable ObjectivesPt value 106Objective xxPt.TotalPt.TotalPt.TotalPt.TotalPt.Total10Pt.Total1424 pts18 pts12614Step Three Evaluate Alternatives Tool3.Criteria of this AlternativeSet your criteria1.Does this alternative express your desired achievement?_2.Does this alternative express what you need to preserve?_3.Does this alternative express what you need to avoid?_15Six Step Problem Solving ProcessStep 4.Propose and Implement the SolutionDevelop a plan of action1.Specify steps to be completed2.Determine resources needed to implement plan3.Group member responsibilities to be agreed upon4.Determine timeline of events5.Provide for emergencies and/or contingencies6.Determine expected impact and actual impact7.Plan for assessment of your proposed plan16Step Four Solution Creation ToolSuggestedSolutionsDoes it meet Need for change?How/why?Is it workable?How?Any disadvantages?Decided upon solution:17Step Four Action Planning ToolSteps to be completedChronological orderNeeded ResourcesWhose responsibility?Begin date and completion dateExpected ImpactActual ImpactPossible emergenciesPlan to assess Action Plan results:(list tools used eg Pareto charts,trend charts etc)18Six Step Problem Solving ProcessStep 5.Analyze the OutcomeFollow through is critical1.Analysis follow through1.Validate the entire process2.Dissemination and analysis of improvement results2.Determination of new problems that surfaced3.Revisit the process as necessary4.Problem Recurrence Prevention intervention5.Institutionalization19Step Five Analyze the Outcome ToolDetail level of improvement(or non-improvement)Can improvement process be institutionalized or action planning stage to be revisited?List observations.Do reports reveal any possibility of problem reappearing?Detail action plan to see this does not happen.20Six Step Problem Solving ProcessStep 6.Improve the ProcessContinue the improvement Link to Step 1 Identify Concern(initiates the process again)Step 6 also verifies your commitment to continuous improvementEvaluate what you do on a daily basisRethink and change the way you do thingsEliminate non-value added activitiesAccept responsibility and ownership for problems for which you are part of the solutionProblem Solving is an ongoing process21Six Steps Problem Solving ProcessImportant ConsiderationsProject selectionProject clearly definedCustomer orientedBusiness ImpactAnalysis techniqueThorough and appropriate analysis techniques usedBenchmarking of best practicesRemediesUse the simplest toolsAlternative solutions seriously exploredRemedies consistent with analysisImplementation plans thorough and well definedResultsVerified improvements measuredCustomer satisfaction results evidentInstitutionalizationImprovements sustainable and permanent22The Problem Solving Analysis Tools23To analyze the situation and look at important questions.Uses:To grasp the past and present situationTo stratifyTo grasp the changes through timeTo confirm the standard24From the tally sheets,identify the few main problems to tackle.Uses:To grasp the problem betterTo grasp the past and present situation of the problemTo stratifyTo confirm the improvement resultsCummulative Percent25The Effect(results which is influenced by the main factors or Causes)are placed in a fish bone diagram.Using this diagram will help to identify the real causesUses:To grasp the causal relationship between cause and effectTo stratifyTo analyze the possible causesEffectABCD26BPI Project ExampleAnalyze:Root Cause and Proposed SolutionsBad Weather L H H Holidays(Public&Customer)L L L Strikes L H H Viruses L H H Customs Delays(exams)L H H EMF 2&3 difference(Dock doors,volume,products,Manifest,etc.)M H H Production by product(not destination)L H L Futuristic orders Split shipments(EMF 2&3)L H H Inaccurate Customer order statusing Shipping mis-route M M HTruck departure policy MANMACHINEMOTHER NATURELack of Training(Sales force,Drivers etc.)H M H Complex order entry systems Sorting errors M M H Theft/Missing L H H Damaged L H H Customer not there Short Ship(human error)L M H Addresses not input correctly H M HMATERIALMETHODMEASUREImprovedDelivery Time Multiple order entry systems 2 WIP systems(Tandem&Speedway)M H H Break in EDI link L H H Short Ship(system error)Address change(order entry and Speedway)H H M Technical Issues(Truck,Ferry,Plane)L H H Customs Delays (Documentation)L M H Mis-use of reason codes L L L Inconsistent data by Carrier H H L Data lags real time;not on-line A)OccurrenceB)Difficulty of ControlC)ImpactH H HH H HH H HH H HH H HH H HH H H27Utilizing two sets of data to plot them onto the vertical axis and horizontal axis.From the analysis of the situation,we can see the congenial relationship of the dataUses:To grasp the past and present situationTo grasp the correlation.YXTo study the correlation between X and Y28Data has a tendency to be centered upon a maximum of large numerical value,and from there it spreads out,gradually decreasing.The analysis of the situation is placed in columnar formUses:To grasp the past and present situationTo stratifyTo identify the extent of the problemTo confirm the improvement results29A line graph used to grasp the variation in the data which is entered through planning the control limit lines of a centre line,an upper control limit and a lower control limit.Uses:To discover the variablesTo grasp the control situationUCLLCL30Useful information about control and improvement is plotted onto diagrams which are visual and easily comprehensible.Column graphs,line graphs,pie charts,belt charts,radar charts and others.Uses:To analyze the causeTo record the time and contentsTo record the time and schedule controlTo grasp the large and small numbers and time changesTo track trendPie Chart31To solve problem by rationally seeing the relationship between“Cause Results”,and“Objective Measures”,where complicated circumstances are interwoven into the problemUses:To grasp the causal relationship between cause and effectTo grasp the relationship between objectives and measuresTo grasp the problem areas106478923Cause 15ProblemArea326 WWhyWhatWhereWhenWhoWhich2 HHowHow many6 Ws and 2 HsLook at current processes,systems,methods and ask questions!Enforced Problem Solving35Problem Solving Process Key Components36Problem Solving Process InfoIts about information processing.It is about getting the right information!Enough?Solved?Use Tools&TechniquesYesNoNoYesMonitor37Making decision and taking action are critical to learning and understanding the problem resolutionInputInformationExperienceJudgmentKnowledgeResultsConcernResolvedProcessGatherSortOrganizeAnalyzeConfirmThinkingActionCreativityDecision MakingSpeed of ExecutionQuestioning&ListeningSkills38The Human Side of Problem Solving39Team Member Interaction StylesThe Power of Group DiversityCollaboratorsPeople who see the big picture,the ultimate goal of the teamSet standards/rulesGenerate ideasTest ideasNegotiate solutionsCommunicatorsPeople who ensure everyones views are expressed and keeps everyone talkingEncourage participationProvide compromiseReflect feelingsSupport othersChallengersPeople who question the leaders and members to keep the team on trackProvide ideasCriticize answersDefend ideasContributorsPeople who concentrate on individual,task-oriented effortSynthesize ideasAssess risksSummarize process statusProvide expertise40The Human Side of Problem SolvingCommunications41Communication SkillsQuestioningUnraveling the unknownListeningBuilding trust and respectLearning from others42QuestioningUnraveling the unknown43Problem Solving Skills QuestioningQuestioning Is a Key SkillSuccess in process depends on using a systematic approach and asking questions effectivelyEffective questions understand:Intent behind their questionsThe assumptions they have madeThe importance of choosing words carefullyWhere they are likely to get the answers44Characteristics of an effective questionClearfor easy communicationRelevant to the time and topic in discussionSpecific to the point in discussion45Types of Questions and UsesOpen to explore,understand further,solicit informationBegin with What,When,How,Which,Where,Why,WhoRequire explanation/description in the answerClosed to confirm agreement,to move on to next topicLead to a yes or no answerElicit only the answer to that specific questionReverse to clarify,evaluate ideas,/views,seek ideas/opinionsAsking back the question and getting associates to think for themselvesLeading direct flow to desired directionIndicates the desired/expected response46Probing Questions5Ws+1HWhy 5X48The Problem Solving Techniques and Tools49Brainstorming Technique Brainstorming getting maximum group participation“The best way to get a good idea is to get a lot of good ideas”Linus PaulingUse for generating alternative solutions to a problemLeader describes the problemEveryone takes a few minutes to thinkCapture ideas visiblyGroup or categorize ideas(eg.use fish bone daigram)Lastly,evaluates the best ideasRules:Go for quantityAllow for the absurd.Fantasy etcDo not criticize,challenge,question or pre-judge idea yetPiggy back on each ideaUse open-ended questions to stimulate more ideasGo round fast when seeking ideasEncourage full participation round robin techniqueWrite ideas visibly(on flip chart)50The Various Problem Solving Methodologies52VVVVVVThe Six Step Problem Solving ModelIdentify Concerns and problemPropose and Implement the SolutionAnalyze the ProblemImprove the ProcessAnalyze the OutcomeEvaluate the Alternatives53The BPI Problem Solving ProcessDefine(Plan Project)Measure(Collect data&ideas)Analyze(Identify critical factors)Improve(Critical factors to Improve or eliminate)Control(Maintain critical factorsat required level)Report(Document&leverageoutcomes)BPI Problem Solving Model54Ford 8 D Problem SolvingInitiate Project Team Define Problem Implement Containment Actions Identify Root Causes Develop and Verify Solution Implement Corrective Actions Prevent Problem Recurrence Recognize Project TeamProblem Resolved12345678Steps55Kepner-Tregoe Problem Solving and Decision Making Process Decision AnalysisPotential Problem Analysis Problem AnalysisSituational Appraisal Avoid Jumping to Cause Balance Benefits and Risks Avoid Reactive Action Sort out Priority Concern56Problem Solving&Decision MakingModel Decision Analysis Problem Analysis PotentialProblem AnalysisSituation Appraisal1.Identify concerns or issue2.Analyze the problems3.Generate and evaluate alternative solutions4.Propose and Implement Solution5.Analyze the outcome6.Improve the process57Tools At Each Step VVVVVV1.Identify Concerns and problem4.Propose and Implement the Solution2.Analyze the Problem6.Improve the Process5.Analyze the Outcome3.Evaluate the AlternativesCheck Sheet,Yield Log SheetPareto DiagramQuestioning TechniquesStratification,C&E diagram,HistogramRelationship diagram,Force Field AnalysisQuestioning,Brainstorming TechniquesEvaluate alternatives tool,Prioritization tool,Criteria(requirements,objectives)evaluation tool,Experiment or simulation,Questioning TechniquesSolution Creation ToolAction Planning ToolGantt ChartTrend chart,Control Chart,Paired Pareto diagram,Paired Histogram,Radar Chart,Graphs,Scatter DiagramImprovement Analysis toolTrend chart,Control chart5859