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Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,Problem Solving,Key to Continuous Improvement,Workshop,1,Six Steps Problem Solving Process,Identify concerns,Analyze the problem (facts),Evaluate Alternatives,Propose and Implement Solution,Analyze the Outcome,Improve the Process,2,The Six Step Problem Solving Process Model,V,V,V,V,V,V,1. Identify Concerns and problem,4. Propose and Implement the Solution,2. Analyze the Problem,6. Improve the Process,5. Analyze the Outcome,3. Evaluate the Alternatives,3,Six Steps Problem Solving Process,Step 1. Identify Concerns,(How urgent or important is this?),Identifying the gap,Smoke out the issues to the team or organization,Use analysis reports such as,check sheets, Pareto charts,Use questions to probe for understanding of real issues which require further investigation,List areas of concern and the consequences of not taking action eg. Defects, tardiness, attitude,Proceed to identify concerns,Keep asking to surface the real issues,Team to get agreement on area of mutual concern,4,Six Steps Problem Solving Process,Step 1. Identify Concerns,(How urgent or important is this?),Identifying the gap,Something is wrong and needs to be corrected,Something is threatening and needs to be prevented,Something is missing and needs to be provided,Smoke out the issues to the team or organization,Use analysis reports such as check sheets, Pareto charts,Use questions to probe for understanding of real issues which require further investigation,How your team proceeds,List Areas of Concern eg. STT, Defects, UMH,Questions to ask:,Why is a solution necessary? Consequences if nothing is done?,What is (or is not) the problem? Keep asking to surface the real issues,What is/should be happening? Determine the appropriate gap,Proceed to identify concerns,Use formats to help get team agreement on area of mutual concern,5,Six Steps Problem Solving Process,Step 2. Analyze the Problem,Investigate in Detail (gather and evaluate the facts),Write a statement that identifies the root problem,Use appropriate tools and techniques,Checksheets, reports, observations,Brainstorming (Alex F. Osborne, Applied Imagination, 1957),Force Field Analysis (Kurt Lewin, Field Theory in Social Research, 1955),Cause and Effect Diagram or Fish Bone Diagram,Ensure active participation,Build consensus,Proceed to analyze the problem,Team agreement that area of mutual concern has been sufficiently analyzed,Allow for constructive criticism and concerns to be shared,6,Six Steps Problem Solving Process,Step 2. Analyze the Problem,Investigate in Detail (evaluate the facts),Obtain valid information about “what is”,Write a statement that identifies the root problem,Use appropriate tools and techniques,Checksheets, reports, observations,Brainstorming (Alex F. Osborne, Applied Imagination, 1957),Force Field Analysis (Kurt Lewin, Field Theory in Social Research, 1955),Cause and Effect Diagram or Fish Bone Diagram,How your team proceeds,Everyone participates actively,Build consensus,Proceed to analyze the problem,Use formats to help get team agreement that area of mutual concern has been sufficiently analyzed,7,The 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 causes,Uses,:,To grasp the causal relationship between cause and effect,To stratify,To analyze the possible causes,Effect,A,B,C,D,Materials,Man,Methods,Machines,Causes,Cause and Effect Diagram,8,The Force Field Analysis Tool,List,Driving forces, that driving you towards a needed change,List,Restraining forces,those that are causing you not to change,9,Steps One and Two,Analysis Summary,Key things that the team should have:,Looked for patterns or trends during the analysis.,Recurring themes point toward a definition,Define barriers, as necessary.,A clear definition of these barriers is necessary when preparing an action plan,Used brainstorming techniques to open up discussion,All ideas are acceptable,Get as many as possible,Involvement leads to ownership and commitment,10,Step 3. Evaluate alternatives (most critical step),Test your problem analysis,Establish,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 group,Six Steps Problem Solving Process,11,Evaluate alternatives (continued),Alternative testing procedure,Takes into account 3 fact finding and judgment procedures,Establish team priorities (assign point values),List Absolute Requirements eg. Goal to be met in 6 weeks equals 10 points,List Desirable Objectives eg. Minimum Improvement of 8% equals to 10 points,Evaluate alternatives eg.,Replace with new unit,Return cash to customer,Repair and return later,Set your criteria,What do you want to achieve by any solution you make?,What do you want to preserve by any solution you make?,What do you want to avoid by any solution you make?,Six Steps Problem Solving Process,12,Step Three Evaluate Alternatives Tool,1. Establish priorities,List absolute requirements (points value),PtsReqmt MNO,106 wks6-7$300 - $400,67-8$400-$500,48-9$500 - $600,29$600,List Desirable Objectives (points value),PtsReqmt x yz,100.50,80.40,60.30,40.20,20.10,Example of Requirements,M = timeframe to complete,N = cost of implementation,Example of Requirements,x = UMH,For Alternative 1,13,Step Three Evaluate Alternatives Tool,2. Establish Priorities - Evaluate Alternatives,Alternative 1:,Alternative 3:,Alternative 2:,Absolute Requirements,Pt value866 6,ReqmtMNM N,Desirable Objectives,Pt value 106,Objective xx,Pt. Total,Pt. Total,Pt. Total,Pt. Total,Pt. Total,10,Pt. Total,14,24 pts,18 pts,12,6,14,Step Three Evaluate Alternatives Tool,Criteria of this Alternative,Set your criteria,1. 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?,_,15,Six Step Problem Solving Process,Step 4. Propose and Implement the Solution,Develop a plan of action,Specify,steps,to be completed,Determine,resources needed,to implement plan,Group member,responsibilities,to be agreed upon,Determine,timeline,of events,Provide for,emergencies and/or contingencies,Determine,expected impact and actual impact,Plan for,assessment,of your proposed plan,16,Step Four Solution Creation Tool,Suggested,Solutions,Does it meet Need for change? How/why?,Is it workable?,How?,Any disadvantages?,Decided upon solution:,17,Step Four Action Planning Tool,Steps to be completed,Chronological order,Needed Resources,Whose responsibility?,Begin date and completion date,Expected Impact,Actual Impact,Possible emergencies,Plan to assess Action Plan results : (list tools used eg Pareto charts, trend charts etc),18,Six Step Problem Solving Process,Step 5. Analyze the Outcome,Follow through is critical,Analysis follow through,Validate the entire process,Dissemination and analysis of improvement results,Determination of,new problems that surfaced,Revisit the process as necessary,Problem,Recurrence Prevention,intervention,Institutionalization,19,Step Five Analyze the Outcome Tool,Detail 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.,20,Six Step Problem Solving Process,Step 6. Improve the Process,Continue the improvement,Link to Step 1 Identify Concern (initiates the process again),Step 6 also verifies your commitment to continuous improvement,Evaluate what you do on a daily basis,Rethink and change the way you do things,Eliminate non-value added activities,Accept responsibility and ownership for problems for which you are part of the solution,Problem Solving is an ongoing process,21,Six Steps Problem Solving Process,Important Considerations,Project selection,Project clearly defined,Customer oriented,Business Impact,Analysis technique,Thorough and appropriate analysis techniques used,Benchmarking of best practices,Remedies,Use the simplest tools,Alternative solutions seriously explored,Remedies consistent with analysis,Implementation plans thorough and well defined,Results,Verified improvements measured,Customer satisfaction results evident,Institutionalization,Improvements sustainable and permanent,22,The Problem Solving Analysis Tools,23,To analyze the situation and look at important questions.,Uses,:,To grasp the past and present situation,To stratify,To grasp the changes through time,To confirm the standard,24,From the tally sheets, identify the few main problems to tackle.,Uses,:,To grasp the problem better,To grasp the past and present situation of the problem,To stratify,To confirm the improvement results,Cummulative Percent,25,The 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 causes,Uses,:,To grasp the causal relationship between cause and effect,To stratify,To analyze the possible causes,Effect,A,B,C,D,26,BPI Project ExampleAnalyze: Root Cause and Proposed Solutions,Bad 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 H,Truck departure policy,MAN,MACHINE,MOTHER NATURE,Lack 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 H,MATERIAL,METHOD,MEASURE,Improved,Delivery,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) Occurrence,B) Difficulty of Control,C) Impact,H H H,H H H,H H H,H H H,H H H,H H H,H H H,27,Utilizing 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 data,Uses,:,To grasp the past and present situation,To grasp the correlation,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,Y,X,To study the correlation between X and Y,28,Data 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 form,Uses,:,To grasp the past and present situation,To stratify,To identify the extent of the problem,To confirm the improvement results,29,A 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 variables,To grasp the control situation,UCL,LCL,30,Useful 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 cause,To record the time and contents,To record the time and schedule control,To grasp the large and small numbers and time changes,To track trend,Pie Chart,31,To solve problem by rationally seeing the relationship between “Cause Results”, and “Objective Measures”, where complicated circumstances are interwoven into the problem,Uses,:,To grasp the causal relationship between cause and effect,To grasp the relationship between objectives and measures,To grasp the problem areas,10,6,4,7,8,9,2,3,Cause 1,5,Problem,Area,32,The Problem Solving Technique,Enforced Problem Solving,33,D/time,Enforced Problem Solving,Concept,“Purposely seek and expose the problems so that they get attention to fix them”,Two Choices,to keep the sailboat afloat and keep moving forward :-,A. Increase water level,or,B. Lower the water level to uncover the rocks and break them up,Rocks = problems,Mfg flow,Inventory,Missing,Delays,Quality,Setup,Poor layout,Rocks in the River,34,6 W,Why,What,Where,When,Who,Which,2 H,How,How many,6 Ws and 2 Hs,Look at current processes, systems, methods and ask questions!,Enforced Problem Solving,35,Problem Solving Process Key Components,Thinking Process,Questioning & Listening - key skills,Tools/techniques,36,Problem Solving Process,Info,Its about information processing.,It is about getting the right information!,Enough?,Solved?,Use Tools &,Techniques,Yes,No,No,Yes,Monitor,37,Thinking and Action Process,Making decision and taking action are critical to learning and understanding the problem resolution,Input,Information,Experience,Judgment,Knowledge,Results,Concern,Resolved,Process,Gather,Sort,Organize,Analyze,Confirm,Thinking,Action,Creativity,Decision Making,Speed of Execution,Questioning & Listening,Skills,38,The Human Side of Problem Solving,39,Team Member Interaction Styles,The Power of Group Diversity,Collaborators,People who see the big picture, the ultimate goal of the team,Set standards/rules,Generate ideas,Test ideas,Negotiate solutions,Communicators,People who ensure everyones views are expressed and keeps everyone talking,Encourage participation,Provide compromise,Reflect feelings,Support others,Challengers,People who question the leaders and members to keep the team on track,Provide ideas,Criticize answers,Defend ideas,Contributors,People who concentrate on individual, task-oriented effort,Synthesize ideas,Assess risks,Summarize process status,Provide expertise,40,The Human Side of Problem Solving,Communications,41,Communication Skills,Questioning,Unraveling the unknown,Listening,Building trust and respect,Learning from others,42,Questioning,Unraveling the unknown,43,Problem Solving Skills,Questioning,Questioning Is a Key Skill,Success in process depends on using a systematic approach and asking questions effectively,Effective questions understand :,Intent behind their questions,The assumptions they have made,The importance of choosing words carefully,Where they are likely to get the answers,44,Characteristics of an effective question,Clear,for easy communication,Relevant,to the time and topic in discussion,Specific,to the point in discussion,45,Types of Questions and Uses,Open ,to explore, understand further, solicit information,Begin with What, When, How, Which, Where, Why, Who,Require explanation/description in the answer,Closed ,to confirm agreement, to move on to next topic,Lead to a yes or no answer,Elicit only the answer to that specific question,Reverse ,to clarify, evaluate ideas,/views, seek ideas/opinions,Asking back the question and getting associates to think for themselves,Leading ,direct flow to desired direction,Indicates the desired/expected response,46,Other Types of Questions and Uses,Reflecting/Restatement,Encourages expansion of the point,Request,Specifies what expansion you need,Probing,To further understand the issue or situation,47,Probing Questions,5Ws + 1H,Why 5X,48,The Problem Solving Techniques and Tools,49,Brainstorming Technique,Brainstorming, getting maximum group participation,“The best way to get a good idea is to get a lot of good ideas” Linus Pauling,Use for generating alternative solutions to a problem,Leader describes the problem,Everyone takes a few minutes to think,Capture ideas visibly,Group or categorize ideas (eg. use fish bone daigram),Lastly, evaluates the best ideas,Rules :,Go for quantity,Allow for the absurd. Fantasy etc,Do not criticize, challenge, question or pre-judge idea yet,Piggy back on each idea,Use open-ended questions to stimulate more ideas,Go round fast when seeking ideas,Encourage full participation round robin technique,Write ideas visibly (on flip chart),50,Problem Solving,&,Decision Making Process,Brainstorming Technique,Case 1,How to make Dell a better workplace?,Case 2,How to make myself enjoy the work I am doing and the time I spent in Dell.,Time : 15 min,51,The Various Problem Solving Methodologies,52,V,V,V,V,V,V,The Six Step Problem Solving Model,Identify Concerns and problem,Propose and Implement the Solution,Analyze the Problem,Improve the Process,Analyze the Outcome,Evaluate the Alternatives,53,The BPI Problem Solving Process,Define,(Plan Project),Measure,(Collect data & ideas),Analyze,(Identify critical factors),Improve,(Critical factors to Improve or eliminate),Control,(Maintain critical factors,at required level),Report,(Document & leverage,outcomes),BPI Problem,Solving Model,54,Ford 8 D Problem Solving,Initiate Project Team,Define Problem,Implement Containment Actions,Identify Root Causes,Develop and Verify Solution,Implement Corrective Actions,Prevent Problem Recurrence,Recognize Project Team,Problem Resolved,1,2,3,4,5,6,7,8,Steps,55,Kepner-Tregoe Problem Solving and Decision Making Process,Decision Analysis,Potential Problem Analysis,Problem Analysis,Situational Appraisal,Avoid Jumping to Cause,Balance Benefits and Risks,Avoid Reactive Action,Sort out Priority Concern,56,Problem Solving,&,Decision MakingModel,Decision Analysis,Problem Analysis,Potential,Problem Analysis,Situation Appraisal,1. Identify concerns or issue,2. Analyze the problems,3. Generate and evaluate alternative solutions,4. Propose and Implement Solution,5. Analyze the outcome,6. Improve the process,57,Tools At Each Step,V,V,V,V,V,V,1. Identify Concerns and problem,4. Propose and Implement the Solution,2. Analyze the Problem,6. Improve the Process,5. Analyze the Outcome,3. Evaluate the Alternatives,Check Sheet, Yield Log Sheet,Pareto Diagram,Questioning Techniques,Stratification, C&E diagram, Histogram,Relationship diagram, Force Field Analysis,Questioning, Brainstorming Techniques,Evaluate alternatives tool, Prioritization tool,Criteria (requirements, objectives) evaluation tool,Experiment or simulation, Questioning Techniques,Solution Creation Tool,Action Planning Tool,Gantt Chart,Trend chart, Control Chart,Paired Pareto diagram, Paired Histogram,Radar Chart, Graphs, Scatter Diagram,Improvement Analysis tool,Trend chart, Control chart,58,59,Thank You,Problem Solving,Key to Continuous Improvement,60,
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