《DELL问题解决培训》课件

ProblemSolving

KeytoContinuousImprovement

Workshop

1可整理pptSixStepsProblemSolvingProcessIdentifyconcernsAnalyzetheproblem(facts)EvaluateAlternativesProposeandImplementSolutionAnalyzetheOutcomeImprovetheProcess2可整理pptTheSixStepProblemSolvingProcessModel

VVVVVV1.IdentifyConcernsandproblem4.ProposeandImplementtheSolution2.AnalyzetheProblem6.ImprovetheProcess5.AnalyzetheOutcome3.EvaluatetheAlternatives3可整理pptSixStepsProblemSolvingProcessStep1.IdentifyConcerns(Howurgentorimportantisthis?)IdentifyingthegapSmokeouttheissuestotheteamororganizationUseanalysisreportssuchaschecksheets,ParetochartsUsequestionstoprobeforunderstandingofrealissueswhichrequirefurtherinvestigationListareasofconcernandtheconsequencesofnottakingactioneg.Defects,tardiness,attitudeProceedtoidentifyconcernsKeepaskingtosurfacetherealissuesTeamtogetagreementonareaofmutualconcern4可整理pptSixStepsProblemSolvingProcessStep1.IdentifyConcerns(Howurgentorimportantisthis?)IdentifyingthegapSomethingiswrongandneedstobecorrectedSomethingisthreateningandneedstobepreventedSomethingismissingandneedstobeprovidedSmokeouttheissuestotheteamororganizationUseanalysisreportssuchaschecksheets,ParetochartsUsequestionstoprobeforunderstandingofrealissueswhichrequirefurtherinvestigationHowyourteamproceedsListAreasofConcerneg.STT,Defects,UMHQuestionstoask:Whyisasolutionnecessary?Consequencesifnothingisdone?Whatis(orisnot)theproblem?KeepaskingtosurfacetherealissuesWhatis/shouldbehappening?DeterminetheappropriategapProceedtoidentifyconcernsUseformatstohelpgetteamagreementonareaofmutualconcern5可整理pptSixStepsProblemSolvingProcessStep2. AnalyzetheProblemInvestigateinDetail(gatherandevaluatethefacts)WriteastatementthatidentifiestherootproblemUseappropriatetoolsandtechniquesChecksheets,reports,observationsBrainstorming(AlexF.Osborne,AppliedImagination,1957)ForceFieldAnalysis(KurtLewin,FieldTheoryinSocialResearch,1955)CauseandEffectDiagramorFishBoneDiagramEnsureactiveparticipationBuildconsensusProceedtoanalyzetheproblemTeamagreementthatareaofmutualconcernhasbeensufficientlyanalyzedAllowforconstructivecriticismandconcernstobeshared6可整理pptSixStepsProblemSolvingProcessStep2. AnalyzetheProblemInvestigateinDetail(evaluatethefacts)Obtainvalidinformationabout“whatis”WriteastatementthatidentifiestherootproblemUseappropriatetoolsandtechniquesChecksheets,reports,observationsBrainstorming(AlexF.Osborne,AppliedImagination,1957)ForceFieldAnalysis(KurtLewin,FieldTheoryinSocialResearch,1955)CauseandEffectDiagramorFishBoneDiagramHowyourteamproceedsEveryoneparticipatesactivelyBuildconsensusProceedtoanalyzetheproblemUseformatstohelpgetteamagreementthatareaofmutualconcernhasbeensufficientlyanalyzed7可整理pptTheEffect(resultswhichisinfluencedbythemainfactorsorCauses)areplacedinafishbonediagram.UsingthisdiagramwillhelptoidentifytherealcausesUses:TograspthecausalrelationshipbetweencauseandeffectTostratifyToanalyzethepossiblecausesEffectABCDMaterialsManMethodsMachinesCausesCauseandEffectDiagram8可整理pptTheForceFieldAnalysisToolListDrivingforces–thatdrivingyoutowardsaneededchangeListRestrainingforces–thosethatarecausingyounottochange9可整理pptStepsOneandTwo

AnalysisSummaryKeythingsthattheteamshouldhave:Lookedforpatternsortrendsduringtheanalysis.RecurringthemespointtowardadefinitionDefinebarriers,asnecessary.AcleardefinitionofthesebarriersisnecessarywhenpreparinganactionplanUsedbrainstormingtechniquestoopenupdiscussionAllideasareacceptableGetasmanyaspossibleInvolvementleadstoownershipandcommitment10可整理pptStep3.Evaluatealternatives(mostcriticalstep)TestyourproblemanalysisEstablishprioritiesandSetcriteriainanefforttoestablishagoal(refernextslide)Enablesawiderperspectiveofpossiblesolutionswhichtendtobemoremutuallyacceptablebyteam.ThisinturnleadstohighercommitmentbythegroupSixStepsProblemSolvingProcess11可整理pptEvaluatealternatives(continued)AlternativetestingprocedureTakesintoaccount3factfindingandjudgmentproceduresEstablishteampriorities(assignpointvalues)ListAbsoluteRequirementseg.Goaltobemetin6weeksequals10pointsListDesirableObjectiveseg.MinimumImprovementof8%equalsto10pointsEvaluatealternativeseg.ReplacewithnewunitReturncashtocustomerRepairandreturnlaterSetyourcriteriaWhatdoyouwanttoachievebyanysolutionyoumake?Whatdoyouwanttopreservebyanysolutionyoumake?Whatdoyouwanttoavoidbyanysolutionyoumake?SixStepsProblemSolvingProcess12可整理pptStepThree–EvaluateAlternativesTool1.EstablishprioritiesListabsoluterequirements(pointsvalue)Pts ReqmtM N O10 <6wks <$3008 >6-7 >$300-$4006 >7-8 >$400-$500 4 >8-9 >$500-$6002 >9 >$600ListDesirableObjectives(pointsvalue)Pts Reqmtxy z10 >0.508 >0.406 >0.304 >0.202 >0.10ExampleofRequirementsM=timeframetocompleteN=costofimplementationExampleofRequirementsx=UMHForAlternative1,13可整理pptStepThree–EvaluateAlternativesTool2.EstablishPriorities-EvaluateAlternativesAlternative1:Alternative3:Alternative2:AbsoluteRequirementsPtvalue 8 6 66Reqmt M N MNDesirableObjectivesPtvalue 10 6Objective x xPt.TotalPt.TotalPt.TotalPt.TotalPt.Total10Pt.Total1424pts18pts12614可整理pptStepThree–EvaluateAlternativesToolCriteriaofthisAlternativeSetyourcriteria1.Doesthisalternativeexpressyourdesiredachievement? _________________________________________________________________________________________________________________________________________________________2.Doesthisalternativeexpresswhatyouneedtopreserve? _________________________________________________________________________________________________________________________________________________________3.Doesthisalternativeexpresswhatyouneedtoavoid? _________________________________________________________________________________________________________________________________________________________15可整理pptSixStepProblemSolvingProcessStep4.ProposeandImplementtheSolutionDevelopaplanofactionSpecifystepstobecompletedDetermineresourcesneededtoimplementplanGroupmemberresponsibilitiestobeagreeduponDeterminetimelineofeventsProvideforemergenciesand/orcontingenciesDetermineexpectedimpactandactualimpactPlanforassessmentofyourproposedplan16可整理pptStepFour–SolutionCreationToolSuggestedSolutionsDoesitmeetNeedforchange?How/why?Isitworkable?How?Anydisadvantages?Decideduponsolution:17可整理pptStepFour–ActionPlanningToolStepstobecompletedChronologicalorderNeededResourcesWhoseresponsibility?BegindateandcompletiondateExpectedImpactActualImpactPossibleemergenciesPlantoassessActionPlanresults:(listtoolsusedegParetocharts,trendchartsetc)18可整理pptSixStepProblemSolvingProcessStep5.AnalyzetheOutcomeFollowthroughiscriticalAnalysisfollowthroughValidatetheentireprocessDisseminationandanalysisofimprovementresultsDeterminationofnewproblemsthatsurfacedRevisittheprocessasnecessaryProblemRecurrencePreventioninterventionInstitutionalization19可整理pptStepFive–AnalyzetheOutcomeToolDetaillevelofimprovement(ornon-improvement)Canimprovementprocessbeinstitutionalizedoractionplanningstagetoberevisited?Listobservations.Doreportsrevealanypossibilityofproblemreappearing?Detailactionplantoseethisdoesnothappen.20可整理pptSixStepProblemSolvingProcessStep6.ImprovetheProcessContinuetheimprovementLinktoStep1–IdentifyConcern(initiatestheprocessagain)Step6alsoverifiesyourcommitmenttocontinuousimprovementEvaluatewhatyoudoonadailybasisRethinkandchangethewayyoudothingsEliminatenon-valueaddedactivitiesAcceptresponsibilityandownershipforproblemsforwhichyouarepartofthesolutionProblemSolvingisanongoingprocess21可整理pptSixStepsProblemSolvingProcess

ImportantConsiderationsProjectselectionProjectclearlydefinedCustomerorientedBusinessImpactAnalysistechniqueThoroughandappropriateanalysistechniquesusedBenchmarkingofbestpracticesRemediesUsethesimplesttoolsAlternativesolutionsseriouslyexploredRemediesconsistentwithanalysisImplementationplansthoroughandwelldefinedResultsVerifiedimprovementsmeasuredCustomersatisfactionresultsevidentInstitutionalizationImprovementssustainableandpermanent22可整理pptTheProblemSolvingAnalysisTools23可整理pptToanalyzethesituationandlookatimportantquestions.Uses:TograspthepastandpresentsituationTostratifyTograspthechangesthroughtimeToconfirmthestandard24可整理pptFromthetallysheets,identifythefewmainproblemstotackle.Uses:TograsptheproblembetterTograspthepastandpresentsituationoftheproblemTostratifyToconfirmtheimprovementresultsCummulativePercent25可整理pptTheEffect(resultswhichisinfluencedbythemainfactorsorCauses)areplacedinafishbonediagram.UsingthisdiagramwillhelptoidentifytherealcausesUses:TograspthecausalrelationshipbetweencauseandeffectTostratifyToanalyzethepossiblecausesEffectABCD26可整理pptBPIProjectExample

Analyze:RootCauseandProposedSolutionsBadWeatherLHHHolidays(Public&Customer)LLLStrikesLHHVirusesLHHCustomsDelays(exams)LHH

EMF2&3difference(Dockdoors,volume,products,Manifest,etc.)MHHProductionbyproduct(notdestination)LHLFuturisticordersSplitshipments(EMF2&3)LHHInaccurateCustomerorderstatusingShippingmis-routeMMHTruckdeparturepolicyMANMACHINEMOTHERNATURELackofTraining(Salesforce,Driversetc.)HMHComplexorderentrysystemsSortingerrorsMMHTheft/MissingLHHDamagedLHHCustomernotthereShortShip(humanerror)LMHAddressesnotinputcorrectlyHMHMATERIALMETHODMEASUREImprovedDeliveryTimeMultipleorderentrysystems2WIPsystems(Tandem&Speedway)MHHBreakinEDIlinkLHHShortShip(systemerror)Addresschange(orderentryandSpeedway)HHM

TechnicalIssues(Truck, Ferry,Plane)LHHCustomsDelays(Documentation)LMHMis-useof reasoncodesLLLInconsistentdatabyCarrierHHLDatalagsrealtime;not‘on-line’A)OccurrenceB)DifficultyofControlC)ImpactHHHHHHHHHHHHHHHHHHHHH27可整理pptUtilizingtwosetsofdatatoplotthemontotheverticalaxisandhorizontalaxis.Fromtheanalysisofthesituation,wecanseethecongenialrelationshipofthedataUses:TograspthepastandpresentsituationTograspthecorrelation...................................YXTostudythecorrelationbetweenXandY28可整理pptDatahasatendencytobecentereduponamaximumoflargenumericalvalue,andfromthereitspreadsout,graduallydecreasing.TheanalysisofthesituationisplacedincolumnarformUses:TograspthepastandpresentsituationTostratifyToidentifytheextentoftheproblemToconfirmtheimprovementresults29可整理pptAlinegraphusedtograspthevariationinthedatawhichisenteredthroughplanningthecontrollimitlinesofacentreline,anuppercontrollimitandalowercontrollimit.Uses:TodiscoverthevariablesTograspthecontrolsituationUCLLCL30可整理pptUsefulinformationaboutcontrolandimprovementisplottedontodiagramswhicharevisualandeasilycomprehensible.Columngraphs,linegraphs,piecharts,beltcharts,radarchartsandothers.Uses:ToanalyzethecauseTorecordthetimeandcontentsTorecordthetimeandschedulecontrolTograspthelargeandsmallnumbersandtimechangesTotracktrendPieChart31可整理pptTosolveproblembyrationallyseeingtherelationshipbetween“Cause–Results”,and“Objective–Measures”,wherecomplicatedcircumstancesareinterwovenintotheproblemUses:TograspthecausalrelationshipbetweencauseandeffectTograsptherelationshipbetweenobjectivesandmeasuresTograsptheproblemareas106478923Cause15ProblemArea32可整理pptTheProblemSolvingTechniqueEnforcedProblemSolving33可整理pptD/timeEnforcedProblemSolvingConcept“Purposelyseekandexposetheproblemssothattheygetattentiontofixthem”TwoChoicestokeepthesailboatafloatandkeepmovingforward:-A.IncreasewaterlevelorB.LowerthewaterleveltouncovertherocksandbreakthemupRocks=problemsMfgflowInventoryMissingDelaysQualitySetupPoorlayoutRocksintheRiver34可整理ppt6WWhyWhatWhereWhenWhoWhich2HHowHowmany6Wsand2HsLookatcurrentprocesses,systems,methodsandaskquestions!EnforcedProblemSolving35可整理pptProblemSolvingProcess

KeyComponents

ThinkingProcessQuestioning&Listening-keyskillsTools/techniques36可整理pptProblemSolvingProcessInfoIt’saboutinformationprocessing.Itisaboutgettingtherightinformation!!Enough?Solved?UseTools&TechniquesYesNoNoYesMonitor37可整理pptThinkingandActionProcessMakingdecisionandtakingactionarecriticaltolearningandunderstandingtheproblemresolutionInputInformationExperienceJudgmentKnowledge

Results Concern ResolvedProcessGatherSortOrganizeAnalyzeConfirmThinking

Action CreativityDecisionMakingSpeedofExecutionQuestioning&ListeningSkills38可整理pptTheHumanSideofProblemSolving

39可整理pptTeamMemberInteractionStyles

ThePowerofGroupDiversityCollaboratorsPeoplewhoseethebigpicture,theultimategoaloftheteamSetstandards/rulesGenerateideasTestideasNegotiatesolutionsCommunicatorsPeoplewhoensureeveryone’sviewsareexpressedandkeepseveryonetalkingEncourageparticipationProvidecompromiseReflectfeelingsSupportothersChallengersPeoplewhoquestiontheleadersandmemberstokeeptheteamontrackProvideideasCriticizeanswersDefendideasContributorsPeoplewhoconcentrateonindividual,task-orientedeffortSynthesizeideasAssessrisksSummarizeprocessstatusProvideexpertise40可整理pptTheHumanSideofProblemSolving

Communications41可整理pptCommunicationSkillsQuestioningUnravelingtheunknownListeningBuildingtrustandrespectLearningfromothers42可整理pptQuestioningUnravelingtheunknown43可整理pptProblemSolvingSkills

QuestioningQuestioningIsaKeySkill SuccessinprocessdependsonusingasystematicapproachandaskingquestionseffectivelyEffectivequestionsunderstand:IntentbehindtheirquestionsTheassumptionstheyhavemadeTheimportanceofchoosingwordscarefullyWheretheyarelikelytogettheanswers44可整理pptCharacteristicsofaneffectivequestionClearforeasycommunicationRelevanttothetimeandtopicindiscussionSpecific tothepointindiscussion45可整理pptTypesofQuestionsandUsesOpen–toexplore,understandfurther,solicitinformationBeginwithWhat,When,How,Which,Where,Why,WhoRequireexplanation/descriptionintheanswerClosed–toconfirmagreement,tomoveontonexttopicLeadtoayesornoanswerElicitonlytheanswertothatspecificquestionReverse–toclarify,evaluateideas,/views,seekideas/opinionsAskingbackthequestionandgettingassociatestothinkforthemselvesLeading–directflowtodesireddirectionIndicatesthedesired/expectedresponse46可整理pptOtherTypesofQuestionsandUsesReflecting/RestatementEncouragesexpansionofthepointRequestSpecifieswhatexpansionyouneedProbingTofurtherunderstandtheissueorsituation47可整理pptProbingQuestions5Ws+1HWhy5X48可整理pptTheProblemSolvingTechniquesandTools49可整理pptBrainstormingTechniqueBrainstorming–gettingmaximumgroupparticipation“Thebestwaytogetagoodideaistogetalotofgoodideas”–LinusPaulingUseforgeneratingalternativesolutionstoaproblemLeaderdescribestheproblemEveryonetakesafewminutestothinkCaptureideasvisiblyGrouporcategorizeideas(eg.usefishbonedaigram)Lastly,evaluatesthebestideasRules:GoforquantityAllowfortheabsurd.FantasyetcDonotcriticize,challenge,questionorpre-judgeideayetPiggybackoneachideaUseopen-endedquestionstostimulatemoreideasGoroundfastwhenseekingideasEncouragefullparticipation–roundrobintechniqueWriteideasvisibly(onflipchart)50可整理pptProblemSolving&DecisionMakingProcess

BrainstormingTechniqueCase1HowtomakeDellabetterworkplace?Case2HowtomakemyselfenjoytheworkIamdoingandthetimeIspentinDell.Time:15min51可整理pptTheVariousProblemSolvingMethodologies52可整理pptVVVVVVTheSixStepProblemSolvingModelIdentifyConcernsandproblemProposeandImplementtheSolutionAnalyzetheProblemImprovetheProcessAnalyzetheOutcomeEvaluatetheAlternatives53可整理pptTheBPIProblemSolvingProcessD