DELL问题解决培训.ppt

1 ProblemSolvingKeytoContinuousImprovementWorkshop 2 SixStepsProblemSolvingProcess IdentifyconcernsAnalyzetheproblem facts EvaluateAlternativesProposeandImplementSolutionAnalyzetheOutcomeImprovetheProcess 3 TheSixStepProblemSolvingProcessModel 4 SixStepsProblemSolvingProcess Step1 IdentifyConcerns Howurgentorimportantisthis IdentifyingthegapSmokeouttheissuestotheteamororganizationUseanalysisreportssuchaschecksheets ParetochartsUsequestionstoprobeforunderstandingofrealissueswhichrequirefurtherinvestigationListareasofconcernandtheconsequencesofnottakingactioneg Defects tardiness attitudeProceedtoidentifyconcernsKeepaskingtosurfacetherealissuesTeamtogetagreementonareaofmutualconcern 5 SixStepsProblemSolvingProcess Step1 IdentifyConcerns Howurgentorimportantisthis IdentifyingthegapSomethingiswrongandneedstobecorrectedSomethingisthreateningandneedstobepreventedSomethingismissingandneedstobeprovidedSmokeouttheissuestotheteamororganizationUseanalysisreportssuchaschecksheets ParetochartsUsequestionstoprobeforunderstandingofrealissueswhichrequirefurtherinvestigationHowyourteamproceedsListAreasofConcerneg STT Defects UMHQuestionstoask Whyisasolutionnecessary Consequencesifnothingisdone Whatis orisnot theproblem KeepaskingtosurfacetherealissuesWhatis shouldbehappening DeterminetheappropriategapProceedtoidentifyconcernsUseformatstohelpgetteamagreementonareaofmutualconcern 6 SixStepsProblemSolvingProcess Step2 AnalyzetheProblemInvestigateinDetail gatherandevaluatethefacts WriteastatementthatidentifiestherootproblemUseappropriatetoolsandtechniquesChecksheets reports observationsBrainstorming AlexF Osborne AppliedImagination 1957 ForceFieldAnalysis KurtLewin FieldTheoryinSocialResearch 1955 CauseandEffectDiagramorFishBoneDiagramEnsureactiveparticipationBuildconsensusProceedtoanalyzetheproblemTeamagreementthatareaofmutualconcernhasbeensufficientlyanalyzedAllowforconstructivecriticismandconcernstobeshared 7 SixStepsProblemSolvingProcess Step2 AnalyzetheProblemInvestigateinDetail evaluatethefacts Obtainvalidinformationabout whatis WriteastatementthatidentifiestherootproblemUseappropriatetoolsandtechniquesChecksheets reports observationsBrainstorming AlexF Osborne AppliedImagination 1957 ForceFieldAnalysis KurtLewin FieldTheoryinSocialResearch 1955 CauseandEffectDiagramorFishBoneDiagramHowyourteamproceedsEveryoneparticipatesactivelyBuildconsensusProceedtoanalyzetheproblemUseformatstohelpgetteamagreementthatareaofmutualconcernhasbeensufficientlyanalyzed 8 TheEffect resultswhichisinfluencedbythemainfactorsorCauses areplacedinafishbonediagram UsingthisdiagramwillhelptoidentifytherealcausesUses TograspthecausalrelationshipbetweencauseandeffectTostratifyToanalyzethepossiblecauses Effect A B C D Materials Man Methods Machines CauseandEffectDiagram 9 TheForceFieldAnalysisTool 10 StepsOneandTwoAnalysisSummary Keythingsthattheteamshouldhave Lookedforpatternsortrendsduringtheanalysis RecurringthemespointtowardadefinitionDefinebarriers asnecessary AcleardefinitionofthesebarriersisnecessarywhenpreparinganactionplanUsedbrainstormingtechniquestoopenupdiscussionAllideasareacceptableGetasmanyaspossibleInvolvementleadstoownershipandcommitment 11 Step3 Evaluatealternatives mostcriticalstep TestyourproblemanalysisEstablishprioritiesandSetcriteriainanefforttoestablishagoal refernextslide Enablesawiderperspectiveofpossiblesolutionswhichtendtobemoremutuallyacceptablebyteam Thisinturnleadstohighercommitmentbythegroup SixStepsProblemSolvingProcess 12 Evaluatealternatives continued AlternativetestingprocedureTakesintoaccount3factfindingandjudgmentproceduresEstablishteampriorities assignpointvalues ListAbsoluteRequirementseg Goaltobemetin6weeksequals10pointsListDesirableObjectiveseg MinimumImprovementof8 equalsto10pointsEvaluatealternativeseg ReplacewithnewunitReturncashtocustomerRepairandreturnlaterSetyourcriteriaWhatdoyouwanttoachievebyanysolutionyoumake Whatdoyouwanttopreservebyanysolutionyoumake Whatdoyouwanttoavoidbyanysolutionyoumake SixStepsProblemSolvingProcess 13 StepThree EvaluateAlternativesTool 1 EstablishprioritiesListabsoluterequirements pointsvalue PtsReqmtMNO106 7 300 4006 7 8 400 5004 8 9 500 6002 9 600ListDesirableObjectives pointsvalue PtsReqmtxyz10 0 508 0 406 0 304 0 202 0 10 ExampleofRequirementsM timeframetocompleteN costofimplementation ExampleofRequirementsx UMH ForAlternative1 14 StepThree EvaluateAlternativesTool 2 EstablishPriorities EvaluateAlternatives Alternative1 Alternative3 Alternative2 AbsoluteRequirementsPtvalue8666ReqmtMNMN DesirableObjectivesPtvalue106Objectivexx Pt Total Pt Total Pt Total Pt Total Pt Total10 Pt Total 14 24pts 18pts 12 6 15 StepThree EvaluateAlternativesTool CriteriaofthisAlternativeSetyourcriteria1 Doesthisalternativeexpressyourdesiredachievement 2 Doesthisalternativeexpresswhatyouneedtopreserve 3 Doesthisalternativeexpresswhatyouneedtoavoid 16 SixStepProblemSolvingProcess Step4 ProposeandImplementtheSolutionDevelopaplanofactionSpecifystepstobecompletedDetermineresourcesneededtoimplementplanGroupmemberresponsibilitiestobeagreeduponDeterminetimelineofeventsProvideforemergenciesand orcontingenciesDetermineexpectedimpactandactualimpactPlanforassessmentofyourproposedplan 17 StepFour SolutionCreationTool Decideduponsolution 18 StepFour ActionPlanningTool PlantoassessActionPlanresults listtoolsusedegParetocharts trendchartsetc 19 SixStepProblemSolvingProcess Step5 AnalyzetheOutcomeFollowthroughiscriticalAnalysisfollowthroughValidatetheentireprocessDisseminationandanalysisofimprovementresultsDeterminationofnewproblemsthatsurfacedRevisittheprocessasnecessaryProblemRecurrencePreventioninterventionInstitutionalization 20 StepFive AnalyzetheOutcomeTool 21 SixStepProblemSolvingProcess Step6 ImprovetheProcessContinuetheimprovementLinktoStep1 IdentifyConcern initiatestheprocessagain Step6alsoverifiesyourcommitmenttocontinuousimprovementEvaluatewhatyoudoonadailybasisRethinkandchangethewayyoudothingsEliminatenon valueaddedactivitiesAcceptresponsibilityandownershipforproblemsforwhichyouarepartofthesolution ProblemSolvingisanongoingprocess 22 SixStepsProblemSolvingProcessImportantConsiderations ProjectselectionProjectclearlydefinedCustomerorientedBusinessImpactAnalysistechniqueThoroughandappropriateanalysistechniquesusedBenchmarkingofbestpracticesRemediesUsethesimplesttoolsAlternativesolutionsseriouslyexploredRemediesconsistentwithanalysisImplementationplansthoroughandwelldefinedResultsVerifiedimprovementsmeasuredCustomersatisfactionresultsevidentInstitutionalizationImprovementssustainableandpermanent 23 TheProblemSolvingAnalysisTools 24 Tool1 TallySheet Toanalyzethesituationandlookatimportantquestions Uses TograspthepastandpresentsituationTostratifyTograspthechangesthroughtimeToconfirmthestandard 25 Tool2 ParetoDiagram Fromthetallysheets identifythefewmainproblemstotackle Uses TograsptheproblembetterTograspthepastandpresentsituationoftheproblemTostratifyToconfirmtheimprovementresults CummulativePercent 26 Tool3 CauseandEffectDiagram TheEffect resultswhichisinfluencedbythemainfactorsorCauses areplacedinafishbonediagram UsingthisdiagramwillhelptoidentifytherealcausesUses TograspthecausalrelationshipbetweencauseandeffectTostratifyToanalyzethepossiblecauses Effect A B C D 27 BPIProjectExampleAnalyze RootCauseandProposedSolutions 28 Tool4 ScatterDiagram Utilizingtwosetsofdatatoplotthemontotheverticalaxisandhorizontalaxis Fromtheanalysisofthesituation wecanseethecongenialrelationshipofthedataUses TograspthepastandpresentsituationTograspthecorrelation Y X TostudythecorrelationbetweenXandY 29 Tool5 Histogram Datahasatendencytobecentereduponamaximumoflargenumericalvalue andfromthereitspreadsout graduallydecreasing TheanalysisofthesituationisplacedincolumnarformUses TograspthepastandpresentsituationTostratifyToidentifytheextentoftheproblemToconfirmtheimprovementresults 30 Tool6 ControlCharts Alinegraphusedtograspthevariationinthedatawhichisenteredthroughplanningthecontrollimitlinesofacentreline anuppercontrollimitandalowercontrollimit Uses TodiscoverthevariablesTograspthecontrolsituation UCL LCL 31 Tool7 Graph Usefulinformationaboutcontrolandimprovementisplottedontodiagramswhicharevisualandeasilycomprehensible Columngraphs linegraphs piecharts beltcharts radarchartsandothers Uses ToanalyzethecauseTorecordthetimeandcontentsTorecordthetimeandschedulecontrolTograspthelargeandsmallnumbersandtimechangesTotracktrend PieChart 32 Tool8 RelationsDiagram Tosolveproblembyrationallyseeingtherelationshipbetween Cause Results and Objective Measures wherecomplicatedcircumstancesareinterwovenintotheproblemUses TograspthecausalrelationshipbetweencauseandeffectTograsptherelationshipbetweenobjectivesandmeasuresTograsptheproblemareas 10 6 4 7 8 9 2 3 Cause1 5 ProblemArea 33 TheProblemSolvingTechniqueEnforcedProblemSolving 34 D time EnforcedProblemSolving Concept Purposelyseekandexposetheproblemssothattheygetattentiontofixthem TwoChoicestokeepthesailboatafloatandkeepmovingforward A IncreasewaterlevelorB Lowerthewaterleveltouncovertherocksandbreakthemup Rocks problems Mfgflow Inventory Missing Delays Quality Setup Poorlayout RocksintheRiver 35 6WWhyWhatWhereWhenWhoWhich 2HHowHowmany 6Wsand2Hs Lookatcurrentprocesses systems methodsandaskquestions EnforcedProblemSolving 36 ProblemSolvingProcessKeyComponents ThinkingProcess 37 ProblemSolvingProcess It saboutinformationprocessing Itisaboutgettingtherightinformation 38 ThinkingandActionProcess Makingdecisionandtakingactionarecriticaltolearningandunderstandingtheproblemresolution InputInformationExperienceJudgmentKnowledge ResultsConcernResolved ActionCreativityDecisionMakingSpeedofExecution Questioning ListeningSkills 39 TheHumanSideofProblemSolving 40 TeamMemberInteractionStylesThePowerofGroupDiversity CollaboratorsPeoplewhoseethebigpicture theultimategoaloftheteamSetstandards rulesGenerateideasTestideasNegotiatesolutions CommunicatorsPeoplewhoensureeveryone sviewsareexpressedandkeepseveryonetalkingEncourageparticipationProvidecompromiseReflectfeelingsSupportothers ChallengersPeoplewhoquestiontheleadersandmemberstokeeptheteamontrackProvideideasCriticizeanswersDefendideas ContributorsPeoplewhoconcentrateonindividual task orientedeffortSynthesizeideasAssessrisksSummarizeprocessstatusProvideexpertise 41 TheHumanSideofProblemSolvingCommunications 42 CommunicationSkills QuestioningUnravelingtheunknown ListeningBuildingtrustandrespectLearningfromothers 43 Questioning Unravelingtheunknown 44 ProblemSolvingSkillsQuestioning QuestioningIsaKeySkillSuccessinprocessdependsonusingasystematicapproachandaskingquestionseffectivelyEffectivequestionsunderstand IntentbehindtheirquestionsTheassumptionstheyhavemadeTheimportanceofchoosingwordscarefullyWheretheyarelikelytogettheanswers 45 Characteristicsofaneffectivequestion ClearforeasycommunicationRelevanttothetimeandtopicindiscussionSpecifictothepointindiscussion 46 TypesofQuestionsandUses Open toexplore understandfurther solicitinformationBeginwithWhat When How Which Where Why WhoRequireexplanation descriptionintheanswerClosed toconfirmagreement tomoveontonexttopicLeadtoayesornoanswerElicitonlytheanswertothatspecificquestionReverse toclarify evaluateideas views seekideas opinionsAskingbackthequestionandgettingassociatestothinkforthemselvesLeading directflowtodesireddirectionIndicatesthedesired expectedresponse 47 OtherTypesofQuestionsandUses Reflecting RestatementEncouragesexpansionofthepointRequestSpecifieswhatexpansionyouneedProbingTofurtherunderstandtheissueorsituation 48 ProbingQuestions 5Ws 1HWhy5X 49 TheProblemSolvingTechniquesandTools 50 BrainstormingTechnique Brainstorming gettingmaximumgroupparticipation Thebestwaytogetagoodideaistogetalotofgoodideas LinusPaulingUseforgeneratingalternativesolutionstoaproblemLeaderdescribestheproblemEveryonetakesafewminutestothinkCaptureideasvisiblyGrouporcategorizeideas eg usefishbonedaigram Lastly evaluatesthebestideasRules GoforquantityAllowfortheabsurd FantasyetcDonotcriticize challenge questionorpre judgeideayetPiggybackoneachideaUseopen endedquestionstostimulatemoreideasGoroundfastwhenseekingideasEncouragefullparticipation roundrobintechniqueWriteideasvisibly onflipchart 51 ProblemSolving DecisionMakingProcess BrainstormingTechniqueCase1HowtomakeDellabetterworkplace Case2HowtomakemyselfenjoytheworkIamdoingandthetimeIspentinDell Time 15min 52 TheVariousProblemSolvingMethodologies 53 TheSixStepProblemSolvingModel IdentifyConcernsandproblem ProposeandImplementtheSolution AnalyzetheProblem ImprovetheProcess AnalyzetheOutcome EvaluatetheAlternatives 54 TheBPIProblemSolvingProcess Define PlanProject Measure Collectdata ideas Analyze Identifycriticalfactors Improve CriticalfactorstoImproveoreliminate Control Maintaincriticalfactorsatrequiredlevel Report Document leverageoutcomes BPIProblemSolvingModel 55 Ford8DProblemSolving InitiateProjectTeam DefineProblem ImplementCont