7-STEPS_PROBLEM_SOLVING_PROCESS.ppt

7 STEPSPROBLEMSOLVINGPROCESS WHYTOUSE7 STEPPROBLEMSOLVINGPROCESS Collectionandanalysisofinformationiseasier Youcanrecognizeimportantproblems Complexproblemscanbesystematicallyanalyzed Easiertofindtherealcause s oftheproblem Problemwillbesolved notonlythesymptoms Noextraworkcausedbyunplannedactions Youcanfollowtheresults Teamworkismoreeffective Solutionofproblemsgivesapositiverewardtoteammembers Providesacommonlanguage 7STEPSTOPROBLEMSOLVING 1 Definetheareaforimprovement identifyproblem2 Analyzeproblemsbystudyingthecurrentdata3 Determinecause4 Develop create select solutions5 Planactions6 Implementsolutions7 Evaluateoutcome 1 IdentifyProblem KeyactivitiesDefinetheareaforimprovementReducecomplexsituationstosimpleworkableelementsDefineimprovementareasinorderofpriorityDefinetheproblemDesignatemilestonesandtargetsToolsBrainstorming Brainstorming Everybodyspeaksinturn Onlyoneideaattime Waitforyourturn Youcanmissyourturnifyouwish Explain butdon tdiscuss Donotcriticizetheideasofothers Gatherasmanyideasaspossible Improveuponother sideas Encouragewildideas WHATISAPROBLEM Thedifferencebetweenadesired expectedornormalsituationandwhatisactuallyhappening Time Normal Actual Perf GAP Problemdefinition isadescriptionoftheproblem describesthegapbetweenwhatisandwhatshouldbe i e actual and planned expressesthewhat who whenandwhereoftheproblem showstheproblem notthecauseorimpliedsolution includesquantities howoften howmuch whenetc requiresexactterms isnotaquestion tellsyouwhytheproblemisimportant IdentifyProblem HowtoWriteaProblemStatement Currentstate ShipmentsarearrivingtocustomerstoolateandattoohighacostDesiredstate PromptcustomerdeliveryatminimalcostOperativeterm Operationaldefinition PromptCustomerDeliveryMinimalCost Within2daysregardlessofdestinationorsizeoforder shipmentUsersofourelectronicproducts salescentersMail expressdelivery orspecialdeliverydependingoncustomerlocaleordeliverydestinationNottoexceed3 ofsalespriceperunitUnitcostinFIMpershipment IdentifyProblem SampleProblemStatement CurrentState Electronicproductshipmentsarebeingdeliveredtocustomersinanaverageof14daystimeandatanaveragecostof13 ofthesalesunitprice DesiredState Promptdeliveryofwithin2days atapricenottoexceed3 oftheunitsalesprice Problem GAPStatement Improveproductshipmentperformancefromnow14daystounder2days whilereducingthetotalcostpershipmentfromnow13 tonomorethan3 oftheunitsalesprice withinthenext30days 2 AnalyzeProblem KeyactivitiesCollectandanalyzedataabouttheproblemortheprocessDescribeandvisualizethepresentstatusIdentifypotentialrootcausesToolsGraphsHistogramProcessmodel Graphs PIECHARTBARCHARTLINEDIAGRAM BarChart CallFrequency Timeofday No ofCalls LineDiagram Thex mRChart Histogram Thestatusoftheproductionprocesscanbeassessedfromtherangeanddistributionofacertainvariable Onthehorizontalaxisaforementionedvariableisdividedintosizeclasseswhilsttheverticalaxisrepresentsthefrequency ofmeasurementsclasseslessthan505 751 1007 9101 2509 11morethan25011 15 Histogram SomeExamples TheProcessModel Togetresults shouldwefocusourbehaviorontheYorX s Y f X s X1 X2 XNInput ProcessIndependentCauseControl YOutputDependentEffectMonitor 3 DetermineCauses KeyactivitiesIdentifypossiblecausesAnalyzepossiblecausesoftheproblemSelectthemostlikelycause s forfurtherinvestigationsIdentify verifyrootcause s ToolsBrainstormingCause and EffectDiagramWhy WhyDiagramand5Why s Cause and effectdiagram asystematicwayoflookingatthecausesandeffectsoftheproblemandhowtheyarerelatedalsoknownasaFish boneorIshikawadiagram 4M s MENMETHODSMATERIALSMACHINES ENVIRONMENT4P s PEOPLEPRODUCTPRICEPROMOTION EffectorOutcome Trunk PrimaryCausalFactor MainBranch MinorBranch Second LevelCausalFactors ProblemStatement ofidentifiedGAP Why WhyDiagram BrainstormpossiblerootcausesTakeeachpossiblecauseandaskwhyitisacauseoftheproblemContinuetochallengeuntilarootcause s isfoundContinueforthefollowingpossiblecausesfoundduringthebrainstormuntilcommonrootcausesemerge 4 Developsolutions KeyactivitiesStatetherootcausesDeveloppossiblesolutionsforcorrectiveand orpreventiveactionsAgreeuponthemostsuitablesolution s SelectandtestsolutionsToolsBrainstormingDoubleTeam 2 2 HowtoperformaDoubleTeamexercise Doubleteam 2 2 isateamworkingtechniquewhichensureseverybody scontributionincreatingideas 3 5Suggestions ThreeSuggestionsfrom the1 DoubleTeam 3 5Suggestions 3 5Suggestions ThreeSuggestionsfrom the2 DoubleTeam 3 5Suggestions Correctiveorpreventiveaction BothcorrectthesituationBothcansolvetheproblemBothcanaffectcause s evenrootcausesBothhaveadvantagesanddisadvantagesCorrectiveAction Actiontakentoeliminatethecausesofaexistingproblemornonconformityinordertofixtheproblem PreventiveAction Actiontakentoeliminatethecausesofaexisting potentialproblemornonconformityinordertopreventoccurrence recurrence 5 PlanAction KeyactivitiesCreateaplanthatwillresultinasuccessfulimplementationoftheselectedsolution s DeterminebestwaytoimplementsolutionPlanthestrategyforimplementationListpossibleproblemsinimplementationDevelopthecompleteoverallactionplanDeterminemeasures time cost quality ToolsRiskanalysisForceFieldAnalysisGanttchart RiskManagement Purpose Thepurposeofriskmanagementistoimprovetheprobabilityofcompletingaplanasexpectedbyidentifyingandremovingorreducingpotentialrisks Overview Noplanwillrunexactlyasexpected Therewillalwaysbesomelevelofvariationtowhatwasexpected Riskmanagementisabouttryingtopredictallthethingsthatcouldgowrongorcouldeffecttheplanandthenlimitingtheeffectbyeitherincludingactivitiestoremovethecauseorbymonitoringtheeffectsothatactioncanbetakenbeforetheplanbecomesunachievable Riskmanagementisusedinitiallytoimproveaprojectplanduringtheplanningphaseandthenduringtheimplementationphasetoprovidepre preparedrectificationactions RiskManagement Thetablebecomesarecordandpreparationtoolduringtheimplementationphase Documentthepotentialrisksfromthebrainstorm step1 Considerhowyouwillknowifthepotentialriskactuallyoccursorwhatwilltriggerofftheuseofacontingencyplan Documentthetriggersandcontingencyplansforeachoftheidentifiedrisks Thetriggermayindicateameasurethatisrequiredduringtheimplementationphase ForceFieldAnalysis Defineyourcurrentsituation Definewhereyouwanttobe whatyouwanttoachieveand orwhatthesituationwouldbelikeiftherewasnottheproblemyouaretryingtosolve Identifytheforces eitherhelping positive orhindering negative youseeonyourwayfromthecurrentsituationtothefuturestate Recordonlyexistingforces notplannedIdentifytherelativestrengthofthehelpingandthehinderingforces Identifyyouractionareastohelpyouusetheforcesaroundyou ExampletoForceFieldAnalysis CurrentSituationProductionCulture FutureSituationCustomerCulture HelpingForces HinderingForces Competitorsactions CustomerDemands Marketingskills AdvertisingAgencies Historyofthecompany ManagementIncentives Budgetprocess Actionplanning Dividesolution s intoactions Assignresponsibilities Createaschedule Time 25 improvement Quality 50 reductioninexpensesofqualityfailures Cost 20 productivityimprovement WHO WHEN WHAT Measure TimeQualityCost GanttChart Purpose ThepurposeofaGanttchartistodisplaytherelationshipsanddurationsofaseriesoftasksrequiredtocompleteanoverallproject Overview TheprinciplebenefitofaGanttchartisitsabilitytoshowcomplexinterrelatedtasksfittogetheronatimeline Initiallythiscanshowhowthetasksareexpectedtorun TheGanttchartcanalsobeusedtotrackprogressandsupportalt