033 dell問題解決培訓(xùn)

1、1,Problem Solving Key to Continuous Improvement Workshop,2,Six Steps Problem Solving Process,Identify concernsAnalyze the problem (facts)Evaluate Alternatives Propose and Implement Solution Analyze the OutcomeImp

2、rove the Process,3,The Six Step Problem Solving Process Model,4,Six Steps Problem Solving Process,Step 1. Identify Concerns(How urgent or important is this?)Identifying the gapSmoke out the issues to the team or orga

3、nizationUse 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 actio

4、n eg. Defects, tardiness, attitude Proceed to identify concernsKeep asking to surface the real issuesTeam to get agreement on area of mutual concern,5,Six Steps Problem Solving Process,Step 1. Identify Concerns(How

5、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

6、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. S

7、TT, Defects, UMHQuestions to ask:Why is a solution 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 appropri

8、ate gapProceed to identify concernsUse formats to help get team agreement on area of mutual concern,6,Six Steps Problem Solving Process,Step 2. Analyze the ProblemInvestigate in Detail (gather and evaluate the fact

9、s)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, F

10、ield Theory 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 sufficien

11、tly analyzedAllow for constructive criticism and concerns to be shared,7,Six Steps Problem Solving Process,Step 2. Analyze the ProblemInvestigate in Detail (evaluate the facts)Obtain valid information about “what i

12、s”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, F

13、ield 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 agreem

14、ent that area of mutual concern has been sufficiently analyzed,8,The 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

15、 causesUses :To grasp the causal relationship between cause and effectTo stratifyTo analyze the possible causes,Effect,,,,,,A,B,C,D,,,,,,,,,Materials,Man,Methods,Machines,Cause and Effect Diagram,9,The Force Field An

16、alysis Tool,10,Steps One and TwoAnalysis Summary,Key things that the team should have:Looked for patterns or trends during the analysis. Recurring themes point toward a definitionDefine barriers, as necessary.A clea

17、r 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 and commitment

18、,11,Step 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 soluti

19、ons which tend to be more mutually acceptable by team. This in turn leads to higher commitment by the group,Six Steps Problem Solving Process,12,Evaluate alternatives (continued)Alternative testing procedureTakes into

20、account 3 fact finding and judgment proceduresEstablish team priorities (assign point values)List Absolute Requirements eg. Goal to be met in 6 weeks equals 10 pointsList Desirable Objectives eg. Minimum Improvement o

21、f 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 preserv

22、e by any solution you make?What do you want to avoid by any solution you make?,Six Steps Problem Solving Process,13,Step Three – Evaluate Alternatives Tool,1. Establish prioritiesList absolute requirements (points valu

23、e)PtsReqmt MNO 106-7>$300 - $4006>7-8>$400-$5004>8-9>$500 - $6002>9>$600List Desirable Objectives (points value)PtsReqmt x yz10>0.508>0.406&g

24、t;0.304>0.202>0.10,Example of Requirements M = timeframe to completeN = cost of implementation,Example of Requirements x = UMH,For Alternative 1,,14,,Step Three – Evaluate Alternatives Tool,2. Establish Prio

25、rities - Evaluate Alternatives,Alternative 1:,Alternative 3:,Alternative 2:,Absolute RequirementsPt value866 6ReqmtMNM N,Desirable ObjectivesPt value 106Objective xx,

26、,,,,,,Pt. Total,Pt. Total,Pt. Total,Pt. Total,Pt. Total10,Pt. Total,14,24 pts,18 pts,12,6,15,Step Three – Evaluate Alternatives Tool,Criteria of this AlternativeSet your criteria1. Does this alternative express your d

27、esired achievement?_________________________________________________________________________________________________________________________________________________________2. Does this alternative express what you ne

28、ed to preserve?_________________________________________________________________________________________________________________________________________________________3. Does this alternative express what you need t

29、o avoid?_________________________________________________________________________________________________________________________________________________________,16,Six Step Problem Solving Process,Step 4. Propose and

30、 Implement the SolutionDevelop a plan of actionSpecify steps to be completedDetermine resources needed to implement planGroup member responsibilities to be agreed uponDetermine timeline of eventsProvide for emergen

31、cies and/or contingenciesDetermine expected impact and actual impactPlan for assessment of your proposed plan,17,Step Four – Solution Creation Tool,,,,Decided upon solution:,18,Step Four – Action Planning Tool,,Plan to

32、 assess Action Plan results : (list tools used eg Pareto charts, trend charts etc),19,Six Step Problem Solving Process,Step 5. Analyze the OutcomeFollow through is criticalAnalysis follow throughValidate the entire p

33、rocessDissemination and analysis of improvement resultsDetermination of new problems that surfacedRevisit the process as necessaryProblem Recurrence Prevention interventionInstitutionalization,20,Step Five – Analyze

34、 the Outcome Tool,21,Six Step Problem Solving Process,Step 6. Improve the ProcessContinue the improvement Link to Step 1 – Identify Concern (initiates the process again)Step 6 also verifies your commitment to continu

35、ous improvementEvaluate what you do on a daily basisRethink and change the way you do thingsEliminate non-value added activitiesAccept responsibility and ownership for problems for which you are part of the solution,

36、Problem Solving is an ongoing process,22,Six Steps Problem Solving ProcessImportant Considerations,Project selectionProject clearly definedCustomer orientedBusiness ImpactAnalysis techniqueThorough and appropriate

37、analysis techniques usedBenchmarking of best practicesRemediesUse the simplest toolsAlternative solutions seriously exploredRemedies consistent with analysisImplementation plans thorough and well definedResultsVe

38、rified improvements measuredCustomer satisfaction results evidentInstitutionalizationImprovements sustainable and permanent,23,The Problem Solving Analysis Tools,24,Tool 1 - Tally Sheet,To analyze the situation and lo

39、ok at important questions.Uses :To grasp the past and present situationTo stratifyTo grasp the changes through timeTo confirm the standard,25,Tool 2 - Pareto Diagram,From the tally sheets, identify the few main prob

40、lems to tackle.Uses :To grasp the problem betterTo grasp the past and present situation of the problemTo stratifyTo confirm the improvement results,Cummulative Percent,,26,Tool 3 - Cause and Effect Diagram,The Effec

41、t (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 effectT

42、o stratifyTo analyze the possible causes,Effect,,,,,,A,B,C,D,,,,,,,,,27,,,BPI Project ExampleAnalyze: Root Cause and Proposed Solutions,28,Tool 4 - Scatter Diagram,Utilizing two sets of data to plot them onto the vert

43、ical 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,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,

44、.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,.,Y,X,To study the correlation between X and Y,29,Tool 5 - Histogram,Data has a tendency to be centered upon a maximum of large numerical value, and from there it spreads out, gradua

45、lly 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 results,30,Tool 6 - Co

46、ntrol Charts,A 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 vari

47、ablesTo grasp the control situation,,,,UCL,LCL,,,,,,31,Tool 7 - Graph,Useful information about control and improvement is plotted onto diagrams which are visual and easily comprehensible. Column graphs, line graphs, pie

48、 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 changesTo track trend,Pie

49、Chart,32,Tool 8 - Relations Diagram,To solve problem by rationally seeing the relationship between “Cause – Results”, and “Objective – Measures”, where complicated circumstances are interwoven into the problemUses :To

50、grasp the causal relationship between cause and effectTo grasp the relationship between objectives and measuresTo grasp the problem areas,10,6,4,7,8,9,2,3,Cause 1,5,,,,,ProblemArea,,,,,,,,,,,33,The Problem Solving Te

51、chnique Enforced Problem Solving,34,,,,,,,D/time,,,,Enforced Problem Solving,Concept“Purposely seek and expose the problems so that they get attention to fix them”,,,,,,,Two Choicesto keep the sailboat afloat and keep

52、moving forward :-A. Increase water level orB. Lower the water level to uncover the rocks and break them up,,,Rocks = problems,Mfg flow,Inventory,,Missing,Delays,Quality,,Setup,Poor layout,Rocks in the River,35,6 WWh

53、yWhatWhereWhenWhoWhich,2 HHowHow many,6 Ws and 2 Hs,Look at current processes, systems, methods and ask questions!,Enforced Problem Solving,36,Problem Solving Process Key Components,Thinking Process,37,Problem So

54、lving Process,It’s about information processing.It is about getting the right information!!,38,,Thinking and Action Process,Making decision and taking action are critical to learning and understanding the problem resolu

55、tion,InputInformationExperienceJudgmentKnowledge,ResultsConcernResolved,,,,ActionCreativityDecision MakingSpeed of Execution,Questioning & ListeningSkills,,39,The Human Side of Problem Solving,40,Team M

56、ember Interaction StylesThe Power of Group Diversity,CollaboratorsPeople who see the big picture, the ultimate goal of the teamSet standards/rulesGenerate ideasTest ideasNegotiate solutions,CommunicatorsPeople who

57、 ensure everyone’s views are expressed and keeps everyone talkingEncourage participationProvide compromiseReflect feelingsSupport others,ChallengersPeople who question the leaders and members to keep the team on tra

58、ckProvide ideasCriticize answersDefend ideas,ContributorsPeople who concentrate on individual, task-oriented effortSynthesize ideasAssess risksSummarize process statusProvide expertise,41,The Human Side of Proble

59、m SolvingCommunications,42,,Communication Skills,QuestioningUnraveling the unknown,ListeningBuilding trust and respectLearning from others,43,,Questioning,Unraveling the unknown,44,,Problem Solving Skills Questionin

60、g,Questioning 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

61、 importance of choosing words carefullyWhere they are likely to get the answers,45,Characteristics of an effective question,Clearfor easy communicationRelevant to the time and topic in discussionSpecific to the po

62、int in discussion,46,Types of Questions and Uses,Open – to explore, understand further, solicit informationBegin with What, When, How, Which, Where, Why, WhoRequire explanation/description in the answerClosed – to con

63、firm agreement, to move on to next topicLead to a yes or no answerElicit only the answer to that specific questionReverse – to clarify, evaluate ideas,/views, seek ideas/opinionsAsking back the question and getting a

64、ssociates to think for themselvesLeading – direct flow to desired directionIndicates the desired/expected response,47,Other Types of Questions and Uses,Reflecting/RestatementEncourages expansion of the pointRequestS

65、pecifies what expansion you needProbingTo further understand the issue or situation,48,Probing Questions,5Ws + 1HWhy 5X,49,The Problem Solving Techniques and Tools,50,Brainstorming Technique,Brainstorming – getting ma

66、ximum group participation“The best way to 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

67、 thinkCapture ideas visiblyGroup or categorize ideas (eg. use fish bone daigram)Lastly, evaluates the best ideasRules :Go for quantityAllow for the absurd. Fantasy etcDo not criticize, challenge, question or pre-

68、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),51,Problem