问题解决培训ppt课件

1、1Problem Solving Key to Continuous Improvement Workshop2Six Steps Problem Solving ProcessIdentify concernsAnalyze the problem (facts)Evaluate Alternatives Propose and Implement Solution Analyze the OutcomeImprove the Process3The Six Step Problem Solving Process ModelVVVVVV1. Identify Concerns and pr

2、oblem4. Propose and Implement the Solution2. Analyze the Problem6. Improve the Process5. Analyze the Outcome3. Evaluate the Alternatives;.4Six Steps Problem Solving ProcessStep 1. Identify Concerns(How urgent or important is this?)Identifying the gapSmoke out the issues to the team or organizationUs

3、e analysis reports such as check sheets, Pareto chartsUse 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 rea

4、l issuesTeam to get agreement on area of mutual concern5Six 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 pr

5、ovidedSmoke 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 investigationHow your team proceedsList Areas of Concern eg. STT, Defects, UMHQuestions to ask:Why is a solution

6、 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 gapProceed to identify concernsUse formats to help get team agreement on area of mutual concern6Six Steps Problem Solving ProcessS

7、tep 2. Analyze the ProblemInvestigate in Detail (gather and evaluate 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 The

8、ory in Social Research, 1955)Cause and Effect Diagram or Fish Bone DiagramEnsure active participationBuild consensusProceed to analyze the problemTeam agreement that area of mutual concern has been sufficiently analyzedAllow for constructive criticism and concerns to be shared7Six Steps Problem Solv

9、ing ProcessStep 2. Analyze the ProblemInvestigate in Detail (evaluate the 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)Fo

10、rce 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 analyze the problemUse formats to help get team agreement that area of mutual concern has been sufficiently

11、 analyzed8The 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 stratifyTo analyze the possible causesEffectABCDMaterialsManMe

12、thodsMachinesCausesCause and Effect Diagram9The Force Field Analysis ToolList Driving forces that driving you towards a needed changeList Restraining forces those that are causing you not to change10Steps One and TwoAnalysis SummaryKey things that the team should have:Looked for patterns or trends d

13、uring the 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

14、and commitment11Step 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

15、 to higher commitment by the groupSix Steps Problem Solving Process12Evaluate 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 1

16、0 pointsList 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?W

17、hat do you want to avoid by any solution you make?Six Steps Problem Solving Process13Step 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)PtsReq

18、mt x yz100.5080.4060.3040.2020.10Example of Requirements M = timeframe to completeN = cost of implementationExample of Requirements x = UMHFor Alternative 1, 14Step Three Evaluate Alternatives Tool2. Establish Priorities - Evaluate AlternativesAlternative 1:Alternative 3:Alternative 2:Absolute Requi

19、rementsPt value866 6ReqmtMNM NDesirable ObjectivesPt value 106Objective xxPt. TotalPt. TotalPt. TotalPt. TotalPt. Total10Pt. Total1424 pts18 pts12615Step Three Evaluate Alternatives ToolCriteria of this AlternativeSet your criteria1. Does this alternative express your desired achievement?_2. Does th

20、is alternative express what you need to preserve?_3. Does this alternative express what you need to avoid?_16Six Step Problem Solving ProcessStep 4. Propose and Implement the SolutionDevelop a plan of actionSpecify steps to be completedDetermine resources needed to implement planGroup member respons

21、ibilities to be agreed uponDetermine timeline of eventsProvide for emergencies and/or contingenciesDetermine expected impact and actual impactPlan for assessment of your proposed plan17Step Four Solution Creation ToolSuggestedSolutionsDoes it meet Need for change? How/why?Is it workable?How?Any disa

22、dvantages?Decided upon solution:18Step Four Action Planning ToolSteps to be completedChronological orderNeeded ResourcesWhose responsibility?Begin date and completion dateExpected ImpactActual ImpactPossible emergenciesPlan to assess Action Plan results : (list tools used eg Pareto charts, trend cha

23、rts etc)19Six Step Problem Solving ProcessStep 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 necessaryProblem Recurrence Prevention i

24、nterventionInstitutionalization20Step Five Analyze the Outcome ToolDetail 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

25、see this does not happen.21Six Step Problem Solving ProcessStep 6. Improve the 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 yo

26、u do thingsEliminate non-value added activitiesAccept responsibility and ownership for problems for which you are part of the solutionProblem Solving is an ongoing process22Six Steps Problem Solving ProcessImportant ConsiderationsProject selectionProject clearly definedCustomer orientedBusiness Impa

27、ctAnalysis techniqueThorough and appropriate analysis techniques usedBenchmarking of best practicesRemediesUse the simplest toolsAlternative solutions seriously exploredRemedies consistent with analysisImplementation plans thorough and well definedResultsVerified improvements measuredCustomer satisf

28、action results evidentInstitutionalizationImprovements sustainable and permanent23The Problem Solving Analysis ToolsRadar Chart123456Pareto Diagram01020304050BCADCategoriesNo. of Occurences0.0%20.0%40.0%60.0%80.0%100.0%TOTALCum PercentLine chart010203040506070123456Quantity24ABCDTOTAL1 /42 / /10345

29、/ / /96 /37 /58 / /9TOTAL71711540To 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 standard25From the tally sheets, identify the few main problems to tackle.Uses : To grasp the problem

30、better To grasp the past and present situation of the problem To stratify To confirm the improvement resultsPareto Diagram01020304050BCADCategoriesNo. of Occurences0.0%20.0%40.0%60.0%80.0%100.0%TOTALCum PercentCummulative Percent26The Effect (results which is influenced by the main factors or Causes

31、) 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 stratifyTo analyze the possible causesEffectABCD27BPI Project ExampleAnalyze: Root Cause and Proposed SolutionsBad Weather L H H Holidays (Pu

32、blic & 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

33、Shipping mis-route M M HTruck departure policy MANMACHINEMOTHER NATURELack 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 HMATERIALMETH

34、ODMEASUREImprovedDelivery 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 reaso

35、n 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 H28Utilizing two sets of data to plot them onto the vertical axis and horizontal axis. From the analysis of the situation, we can see the

36、congenial relationship of the dataUses :To grasp the past and present situationTo grasp the correlation. .YXTo study the correlation between X and Y29Data 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 s

37、ituation is placed in columnar formUses :To grasp the past and present situationTo stratifyTo identify the extent of the problemTo confirm the improvement resultsHistogram01020304050607012345630A line graph used to grasp the variation in the data which is entered through planning the control limit l

38、ines of a centre line, an upper control limit and a lower control limit.Uses : To discover the variables To grasp the control situationUCLLCL31Useful information about control and improvement is plotted onto diagrams which are visual and easily comprehensible. Column graphs, line graphs, pie charts,

39、 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 trendRadar chartQuantity0204060123456Line chart010203040506070123456QuantityRadar Chart123456Pie Ch

40、art32To 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 gra

41、sp the problem areas106478923Cause 15ProblemArea33The Problem Solving Technique Enforced Problem Solving34D/timeEnforced Problem SolvingConcept“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. Increase w

42、ater level orB. Lower the water level to uncover the rocks and break them upRocks = problemsMfg flowInventoryMissingDelaysQualitySetupPoor layoutRocks in the River356 WWhyWhatWhereWhenWhoWhich2 HHowHow many6 Ws and 2 HsLook at current processes, systems, methods and ask questions!Enforced Problem So

43、lving36Problem Solving Process Key Components37Problem Solving Process InfoIts about information processing.It is about getting the right information!Enough?Solved?Use Tools &TechniquesYesNoNoYesMonitor38Making decision and taking action are critical to learning and understanding the problem res

44、olutionInputInformationExperienceJudgmentKnowledgeResultsConcernResolvedProcessGatherSortOrganizeAnalyzeConfirmThinkingActionCreativityDecision MakingSpeed of ExecutionQuestioning & ListeningSkills39The Human Side of Problem Solving40Team Member Interaction StylesThe Power of Group DiversityColl

45、aboratorsPeople 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 keeps everyone talking Encourage participation Provide compromise Reflect feelings Support othersCh

46、allengersPeople 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 ideas Assess risks Summarize process status Provide expertise41The Human Side of Problem Solvin

47、gCommunications42Communication SkillsQuestioningUnraveling the unknownListeningBuilding trust and respectLearning from others43QuestioningUnraveling the unknown44Problem Solving Skills QuestioningQuestioning Is a Key SkillSuccess in process depends on using a systematic approach and asking questions

48、 effectivelyEffective questions understand :Intent behind their questionsThe assumptions they have madeThe importance of choosing words carefullyWhere they are likely to get the answers45Characteristics of an effective questionClearfor easy communicationRelevant to the time and topic in discussionSp

49、ecific to the point in discussion46Types of Questions and UsesOpen 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 o

50、nly the answer to that specific questionReverse 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 response47Other Types of Questions and UsesReflecting/Re

51、statementEncourages expansion of the pointRequestSpecifies what expansion you needProbingTo further understand the issue or situation48Probing Questions5Ws + 1HWhy 5X49The Problem Solving Techniques and Tools50Brainstorming Technique Brainstorming getting maximum group participation“The best way to

52、get a good idea is to get a lot of good 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 qu

53、antityAllow for the absurd. Fantasy etcDo 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)51Problem Solv

54、ing & Decision Making ProcessBrainstorming TechniqueCase 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 min52The Various Problem Solving Methodologies53VVVVVVThe Six Step Problem Solving ModelIdentify Concerns and problemPropose and Implement the SolutionAnalyze the ProblemImprove the ProcessAnalyze the OutcomeEvaluate the Alternatives54The BPI Problem Solving ProcessDefine(Plan