1、1Six 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.An
2、alyze 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 charts
3、Use 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 concern4S
4、ix Steps Problem Solving ProcessStep 1.Identify Concerns(How urgent or important is this?)Identifying the gapSomething 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
5、analysis reports such as check sheets,Pareto chartsUse questions to probe for understanding of real issues which require further investigationHow your team proceedsList Areas of Concern eg.STT,Defects,UMHQuestions to ask:1.Why is a solution necessary?Consequences if nothing is done?2.What is(or is n
6、ot)the problem?Keep asking to surface the real issues3.What is/should be happening?Determine the appropriate gapProceed to identify concerns1.Use formats to help get team agreement on area of mutual concern5Six Steps Problem Solving ProcessStep 2.Analyze the ProblemInvestigate in Detail(gather and e
7、valuate 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 Dia
8、gramEnsure active participationBuild consensusProceed to analyze the problemTeam agreement that area of mutual concern has been sufficiently analyzedAllow for constructive criticism and concerns to be shared6Six Steps Problem Solving ProcessStep 2.Analyze the ProblemInvestigate in Detail(evaluate th
9、e facts)Obtain valid information about“what is”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 Ef
10、fect Diagram or Fish Bone DiagramHow your team proceedsEveryone participates activelyBuild consensusProceed to analyze the problemUse formats to help get team agreement that area of mutual concern has been sufficiently analyzed7The Effect(results which is influenced by the main factors or Causes)are
11、 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 causesEffectABCDMaterialsManMethodsMachinesCausesCause and Effect Diagram8The Force Field Analysis ToolList Driving
12、forces that driving you towards a needed changeList Restraining forces those that are causing you not to change9Steps One and TwoAnalysis SummaryKey things that the team should have:Looked for patterns or trends during the analysis.Recurring themes point toward a definition Define barriers,as necess
13、ary.A clear definition of these barriers is necessary when preparing an action plan Used 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 analy
14、sis 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 groupSix Steps Problem Solving Process113.Evaluate alternativ
15、es(continued)Alternative testing procedureTakes into account 3 fact finding and judgment procedures1.Establish team priorities(assign point values)1.List Absolute Requirements eg.Goal to be met in 6 weeks equals 10 points2.List Desirable Objectives eg.Minimum Improvement of 8%equals to 10 points2.Ev
16、aluate alternatives eg.1.Replace with new unit2.Return cash to customer3.Repair and return later3.Set your criteria1.What do you want to achieve by any solution you make?2.What do you want to preserve by any solution you make?3.What do you want to avoid by any solution you make?Six Steps Problem Sol
17、ving Process12Step 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 comple
18、teN=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.Tot
19、alPt.TotalPt.TotalPt.Total10Pt.Total1424 pts18 pts12614Step Three Evaluate Alternatives Tool3.Criteria of this Alternative Set 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 ne
20、ed 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
21、 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 comple
22、tedChronological 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
23、 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 ToolDetai
24、l 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 t
25、he 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 owne
26、rship 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 usedBenchmar
27、king of best practicesRemediesUse the simplest toolsAlternative solutions seriously exploredRemedies consistent with analysisImplementation plans thorough and well definedResultsVerified improvements measuredCustomer satisfaction results evidentInstitutionalizationImprovements sustainable and perman
28、ent22The Problem Solving Analysis ToolsRadar Chart123456Pareto Diagram01020304050BCADCategoriesNo.of Occurences0.0%20.0%40.0%60.0%80.0%100.0%TOTALCum PercentLine chart010203040506070123456Quantity23ABCDTOTAL1/42/10345/96/37/58/9TOTAL71711540To analyze the situation and look at important questions.Us
29、es: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 re
30、sultsPareto Diagram01020304050BCADCategoriesNo.of Occurences0.0%20.0%40.0%60.0%80.0%100.0%TOTALCum PercentCummulative 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
31、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,volum
32、e,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 sys
33、tems 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)A
34、ddress 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 H27U
35、tilizing 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 t
36、o 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 resultsHistogram0102
37、0304050607012345629A 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 situationUCLLCL30Useful information about control an
38、d 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 chan
39、gesTo track trendRadar chartQuantity0204060123456Line chart010203040506070123456QuantityRadar Chart123456Pie 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 c
40、ausal relationship between cause and effectTo grasp the relationship between objectives and measuresTo grasp the problem areas106478923Cause 15ProblemArea32The Problem Solving Technique Enforced Problem Solving33D/timeEnforced Problem SolvingConcept“Purposely seek and expose the problems so that the
41、y get attention to fix them”Two Choicesto keep the sailboat afloat and keep moving forward:-A.Increase water level orB.Lower the water level to uncover the rocks and break them upRocks=problemsMfg flowInventoryMissingDelaysQualitySetupPoor layoutRocks in the River346 W Why What Where When Who Which2
42、 H How How 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&TechniquesYesNoNoYe
43、sMonitor37Making decision and taking action are critical to learning and understanding the problem resolutionInputInformationExperienceJudgmentKnowledgeResultsConcernResolvedProcessGatherSortOrganizeAnalyzeConfirmThinkingActionCreativityDecision MakingSpeed of ExecutionQuestioning&ListeningSkills38T
44、he Human Side of Problem Solving39Team Member Interaction StylesThe Power of Group DiversityCollaboratorsPeople who see the big picture,the ultimate goal of the team Set standards/rules Generate ideas Test ideas Negotiate solutionsCommunicatorsPeople who ensure everyones views are expressed and keep
45、s everyone talking Encourage participation Provide compromise Reflect feelings Support othersChallengersPeople who question the leaders and members to keep the team on track Provide ideas Criticize answers Defend ideasContributorsPeople who concentrate on individual,task-oriented effort Synthesize i
46、deas Assess risks Summarize process status Provide expertise40The Human Side of Problem SolvingCommunications41Communication SkillsQuestioningUnraveling the unknownListeningBuilding trust and respectLearning from others42QuestioningUnraveling the unknown43Problem Solving Skills QuestioningQuestionin
47、g 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 a
48、n effective question Clear for easy communication Relevant to the time and topic in discussion Specific to the point in discussion45Types 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 a
49、nswer 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 d
50、irection Indicates the desired/expected response46Other 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 situation47Probing Questions 5Ws+1H Why 5X48The Problem Solving Techniques
