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1、1,Problem Solving Key to Continuous Improvement Workshop,2,Six Steps Problem Solving Process,Identify concernsAnalyze the problem(facts)Evaluate Alternatives Propose and Implement Solution Analyze the OutcomeImprove the Process,3,The Six Step Problem Solving Process Model,4,Six Steps Problem Solving
2、 Process,Step 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 concer
3、n 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 concern,5,Six Steps Problem Solving Process,Step 1.Identify Concerns(How urgent or important is this?)Identifying the ga
4、pSomething is wrong and needs to be correctedSomething is threatening and needs to be preventedSomething is missing and needs to be providedSmoke out the issues to the team or organizationUse analysis reports such as check sheets,Pareto chartsUse questions to probe for understanding of real issues w
5、hich require further investigationHow your team proceedsList Areas of Concern eg.STT,Defects,UMHQuestions 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 issuesWhat is/should be happening?Determine the appropriate gapPr
6、oceed to identify concernsUse formats to help get team agreement on area of mutual concern,6,Six Steps Problem Solving Process,Step 2.Analyze the ProblemInvestigate in Detail(gather and evaluate the facts)Write a statement that identifies the root problemUse appropriate tools and techniquesCheckshee
7、ts,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 co
8、ncern has been sufficiently analyzedAllow for constructive criticism and concerns to be shared,7,Six Steps Problem Solving Process,Step 2.Analyze the ProblemInvestigate in Detail(evaluate the facts)Obtain valid information about“what is”Write a statement that identifies the root problemUse appropria
9、te 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 DiagramHow your team proceedsEveryone participates activelyBuild consensusProceed to
10、 analyze the problemUse formats to help get team agreement that area of mutual concern has been sufficiently analyzed,8,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 causesUses:To grasp the cau
11、sal relationship between cause and effectTo stratifyTo analyze the possible causes,Effect,A,B,C,D,Materials,Man,Methods,Machines,Cause and Effect Diagram,9,The Force Field Analysis Tool,10,Steps One and TwoAnalysis Summary,Key things that the team should have:Looked for patterns or trends during the
12、 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 commitm
13、ent,11,Step 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 co
14、mmitment by the group,Six Steps Problem Solving Process,12,Evaluate alternatives(continued)Alternative testing procedureTakes into account 3 fact finding and judgment proceduresEstablish team priorities(assign point values)List Absolute Requirements eg.Goal to be met in 6 weeks equals 10 pointsList
15、Desirable Objectives eg.Minimum Improvement of 8%equals to 10 pointsEvaluate alternatives eg.Replace with new unitReturn cash to customerRepair and return laterSet your criteriaWhat 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
16、 to avoid by any solution you make?,Six Steps Problem Solving Process,13,Step Three Evaluate Alternatives Tool,1.Establish prioritiesList absolute requirements(points value)PtsReqmt MNO 106-7$300-$40067-8$400-$50048-9$500-$60029$600List Desirable Objectives(points value)PtsReqmt x yz100.5080.4060.30
17、40.2020.10,Example of Requirements M=timeframe to completeN=cost of implementation,Example of Requirements x=UMH,For Alternative 1,14,Step Three Evaluate Alternatives Tool,2.Establish Priorities-Evaluate Alternatives,Alternative 1:,Alternative 3:,Alternative 2:,Absolute RequirementsPt value866 6Reqm
18、tMNM N,Desirable ObjectivesPt value 106Objective xx,Pt.Total,Pt.Total,Pt.Total,Pt.Total,Pt.Total10,Pt.Total,14,24 pts,18 pts,12,6,15,Step Three Evaluate Alternatives Tool,Criteria of this AlternativeSet your criteria1.Does this alternative express your desired achievement?_2.Does this alternative ex
19、press what you need to preserve?_3.Does this alternative express what you need to avoid?_,16,Six Step Problem Solving Process,Step 4.Propose and Implement the SolutionDevelop a plan of actionSpecify steps to be completedDetermine resources needed to implement planGroup member responsibilities to be
20、agreed uponDetermine timeline of eventsProvide for emergencies and/or contingenciesDetermine expected impact and actual impactPlan for assessment of your proposed plan,17,Step Four Solution Creation Tool,Decided upon solution:,18,Step Four Action Planning Tool,Plan to assess Action Plan results:(lis
21、t tools used eg Pareto charts,trend charts etc),19,Six Step Problem Solving Process,Step 5.Analyze the OutcomeFollow through is criticalAnalysis follow throughValidate the entire processDissemination and analysis of improvement resultsDetermination of new problems that surfacedRevisit the process as
22、 necessaryProblem Recurrence Prevention interventionInstitutionalization,20,Step Five Analyze the Outcome Tool,21,Six Step Problem Solving Process,Step 6.Improve the ProcessContinue the improvement Link to Step 1 Identify Concern(initiates the process again)Step 6 also verifies your commitment to co
23、ntinuous 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 solution,Problem Solving is an ongoing process,22,Six Steps Problem Solving ProcessImpor
24、tant Considerations,Project selectionProject clearly definedCustomer orientedBusiness ImpactAnalysis techniqueThorough and appropriate analysis techniques usedBenchmarking of best practicesRemediesUse the simplest toolsAlternative solutions seriously exploredRemedies consistent with analysisImplemen
25、tation plans thorough and well definedResultsVerified improvements measuredCustomer satisfaction results evidentInstitutionalizationImprovements sustainable and permanent,23,The Problem Solving Analysis Tools,24,Tool 1-Tally Sheet,To analyze the situation and look at important questions.Uses:To gras
26、p the past and present situationTo stratifyTo grasp the changes through timeTo confirm the standard,25,Tool 2-Pareto Diagram,From 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
27、improvement results,Cummulative Percent,26,Tool 3-Cause and Effect Diagram,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 causesUses:To grasp the causal relationship between cause and effectTo s
28、tratifyTo analyze the possible causes,Effect,A,B,C,D,27,BPI Project ExampleAnalyze:Root Cause and Proposed Solutions,28,Tool 4-Scatter Diagram,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 o
29、f the dataUses:To grasp the past and present situationTo grasp the correlation,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,Y,X,To study the correlation between X and Y,29,Tool 5-Histogram,Data has a tendency to be centered upon a maximum of large numerical value,and from th
30、ere 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 results,30,Tool 6-Control Charts,A line graph used to grasp the variation in the data
31、 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 situation,UCL,LCL,31,Tool 7-Graph,Useful information about control and improvement is plotted onto diagrams which are visual
32、 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 trend,Pie Chart,32,Tool 8-Relations Diagram
33、,To 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 pr
34、oblem areas,10,6,4,7,8,9,2,3,Cause 1,5,ProblemArea,33,The Problem Solving Technique Enforced Problem Solving,34,D/time,Enforced Problem Solving,Concept“Purposely seek and expose the problems so that they get attention to fix them”,Two Choicesto keep the sailboat afloat and keep moving forward:-A.Inc
35、rease water level orB.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,35,6 WWhyWhatWhereWhenWhoWhich,2 HHowHow many,6 Ws and 2 Hs,Look at current processes,systems,methods and ask questions!,En
36、forced Problem Solving,36,Problem Solving Process Key Components,Thinking Process,37,Problem Solving Process,Its about information processing.It is about getting the right information!,38,Thinking and Action Process,Making decision and taking action are critical to learning and understanding the pro
37、blem resolution,InputInformationExperienceJudgmentKnowledge,ResultsConcernResolved,ActionCreativityDecision MakingSpeed of Execution,Questioning&ListeningSkills,39,The Human Side of Problem Solving,40,Team Member Interaction StylesThe Power of Group Diversity,CollaboratorsPeople who see the big pict
38、ure,the ultimate goal of the teamSet standards/rulesGenerate ideasTest ideasNegotiate solutions,CommunicatorsPeople who ensure everyones views are expressed and keeps everyone talkingEncourage participationProvide compromiseReflect feelingsSupport others,ChallengersPeople who question the leaders an
39、d members to keep the team on trackProvide ideasCriticize answersDefend ideas,ContributorsPeople who concentrate on individual,task-oriented effortSynthesize ideasAssess risksSummarize process statusProvide expertise,41,The Human Side of Problem SolvingCommunications,42,Communication Skills,Question
40、ingUnraveling the unknown,ListeningBuilding trust and respectLearning from others,43,Questioning,Unraveling the unknown,44,Problem Solving Skills Questioning,Questioning Is a Key SkillSuccess in process depends on using a systematic approach and asking questions effectivelyEffective questions unders
41、tand:Intent behind their questionsThe assumptions they have madeThe importance of choosing words carefullyWhere they are likely to get the answers,45,Characteristics of an effective question,Clearfor easy communicationRelevant to the time and topic in discussionSpecific to the point in discussion,46
42、,Types of Questions and Uses,Open 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 questionRe
43、verse 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 response,47,Other Types of Questions and Uses,Reflecting/RestatementEncourages expansion of the poin
44、tRequestSpecifies what expansion you needProbingTo further understand the issue or situation,48,Probing Questions,5Ws+1HWhy 5X,49,The Problem Solving Techniques and Tools,50,Brainstorming Technique,Brainstorming getting maximum group participation“The best way to get a good idea is to get a lot of g
45、ood 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
46、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),51,Problem Solving&Decision Making Process,Brainstorming T
47、echniqueCase 1How to make Dell a better workplace?Case 2How to make myself enjoy the work I am doing and the time I spent in Dell.,Time:15 min,52,The Various Problem Solving Methodologies,53,The Six Step Problem Solving Model,Identify Concerns and problem,Propose and Implement the Solution,Analyze t
48、he Problem,Improve the Process,Analyze the Outcome,Evaluate the Alternatives,54,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 factorsat required level),Re
49、port(Document&leverageoutcomes),BPI Problem Solving Model,55,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,
50、2,3,4,5,6,7,8,Steps,56,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,57,Problem Solving&Decision MakingMod
