問題解決培訓(xùn)專業(yè)課件

ProblemSolving

KeytoContinuousImprovement

Workshop

1SixStepsProblemSolvingProcessIdentifyconcernsAnalyzetheproblem(facts)EvaluateAlternativesProposeandImplementSolutionAnalyzetheOutcomeImprovetheProcess2TheSixStepProblemSolvingProcessModel

VVVVVV1.IdentifyConcernsandproblem4.ProposeandImplementtheSolution2.AnalyzetheProblem6.ImprovetheProcess5.AnalyzetheOutcome3.EvaluatetheAlternatives3SixStepsProblemSolvingProcessStep1.IdentifyConcerns(Howurgentorimportantisthis?)IdentifyingthegapSmokeouttheissuestotheteamororganizationUseanalysisreportssuchaschecksheets,ParetochartsUsequestionstoprobeforunderstandingofrealissueswhichrequirefurtherinvestigationListareasofconcernandtheconsequencesofnottakingactioneg.Defects,tardiness,attitudeProceedtoidentifyconcernsKeepaskingtosurfacetherealissuesTeamtogetagreementonareaofmutualconcern4SixStepsProblemSolvingProcessStep1.IdentifyConcerns(Howurgentorimportantisthis?)IdentifyingthegapSomethingiswrongandneedstobecorrectedSomethingisthreateningandneedstobepreventedSomethingismissingandneedstobeprovidedSmokeouttheissuestotheteamororganizationUseanalysisreportssuchaschecksheets,ParetochartsUsequestionstoprobeforunderstandingofrealissueswhichrequirefurtherinvestigationHowyourteamproceedsListAreasofConcerneg.STT,Defects,UMHQuestionstoask:Whyisasolutionnecessary?Consequencesifnothingisdone?Whatis(orisnot)theproblem?KeepaskingtosurfacetherealissuesWhatis/shouldbehappening?DeterminetheappropriategapProceedtoidentifyconcernsUseformatstohelpgetteamagreementonareaofmutualconcern5SixStepsProblemSolvingProcessStep2. AnalyzetheProblemInvestigateinDetail(gatherandevaluatethefacts)WriteastatementthatidentifiestherootproblemUseappropriatetoolsandtechniquesChecksheets,reports,observationsBrainstorming(AlexF.Osborne,AppliedImagination,1957)ForceFieldAnalysis(KurtLewin,FieldTheoryinSocialResearch,1955)CauseandEffectDiagramorFishBoneDiagramEnsureactiveparticipationBuildconsensusProceedtoanalyzetheproblemTeamagreementthatareaofmutualconcernhasbeensufficientlyanalyzedAllowforconstructivecriticismandconcernstobeshared6SixStepsProblemSolvingProcessStep2. AnalyzetheProblemInvestigateinDetail(evaluatethefacts)Obtainvalidinformationabout“whatis”WriteastatementthatidentifiestherootproblemUseappropriatetoolsandtechniquesChecksheets,reports,observationsBrainstorming(AlexF.Osborne,AppliedImagination,1957)ForceFieldAnalysis(KurtLewin,FieldTheoryinSocialResearch,1955)CauseandEffectDiagramorFishBoneDiagramHowyourteamproceedsEveryoneparticipatesactivelyBuildconsensusProceedtoanalyzetheproblemUseformatstohelpgetteamagreementthatareaofmutualconcernhasbeensufficientlyanalyzed7TheEffect(resultswhichisinfluencedbythemainfactorsorCauses)areplacedinafishbonediagram.UsingthisdiagramwillhelptoidentifytherealcausesUses:TograspthecausalrelationshipbetweencauseandeffectTostratifyToanalyzethepossiblecausesEffectABCDMaterialsManMethodsMachinesCausesCauseandEffectDiagram8TheForceFieldAnalysisToolListDrivingforces–thatdrivingyoutowardsaneededchangeListRestrainingforces–thosethatarecausingyounottochange9StepsOneandTwo

AnalysisSummaryKeythingsthattheteamshouldhave:Lookedforpatternsortrendsduringtheanalysis.RecurringthemespointtowardadefinitionDefinebarriers,asnecessary.AcleardefinitionofthesebarriersisnecessarywhenpreparinganactionplanUsedbrainstormingtechniquestoopenupdiscussionAllideasareacceptableGetasmanyaspossibleInvolvementleadstoownershipandcommitment109、人的價(jià)值，在招收誘惑的一瞬間被決定。2023/2/32023/2/3Friday,February3,202310、低頭要有勇氣，抬頭要有低氣。2023/2/32023/2/32023/2/32/3/20234:48:54PM11、人總是珍惜為得到。2023/2/32023/2/32023/2/3Feb-2303-Feb-2312、人亂于心，不寬余請。2023/2/32023/2/32023/2/3Friday,February3,202313、生氣是拿別人做錯(cuò)的事來懲罰自己。2023/2/32023/2/32023/2/32023/2/32/3/202314、抱最大的希望，作最大的努力。03二月20232023/2/32023/2/32023/2/315、一個(gè)人炫耀什么，說明他內(nèi)心缺少什么。。二月232023/2/32023/2/32023/2/32/3/202316、業(yè)余生活要有意義，不要越軌。2023/2/32023/2/303February202317、一個(gè)人即使已登上頂峰，也仍要自強(qiáng)不息。2023/2/32023/2/32023/2/32023/2/3Step3.Evaluatealternatives(mostcriticalstep)TestyourproblemanalysisEstablishprioritiesandSetcriteriainanefforttoestablishagoal(refernextslide)Enablesawiderperspectiveofpossiblesolutionswhichtendtobemoremutuallyacceptablebyteam.ThisinturnleadstohighercommitmentbythegroupSixStepsProblemSolvingProcess129、人的價(jià)值，在招收誘惑的一瞬間被決定。2023/2/32023/2/3Friday,February3,202310、低頭要有勇氣，抬頭要有低氣。2023/2/32023/2/32023/2/32/3/20234:48:54PM11、人總是珍惜為得到。2023/2/32023/2/32023/2/3Feb-2303-Feb-2312、人亂于心，不寬余請。2023/2/32023/2/32023/2/3Friday,February3,202313、生氣是拿別人做錯(cuò)的事來懲罰自己。2023/2/32023/2/32023/2/32023/2/32/3/202314、抱最大的希望，作最大的努力。03二月20232023/2/32023/2/32023/2/315、一個(gè)人炫耀什么，說明他內(nèi)心缺少什么。。二月232023/2/32023/2/32023/2/32/3/202316、業(yè)余生活要有意義，不要越軌。2023/2/32023/2/303February202317、一個(gè)人即使已登上頂峰，也仍要自強(qiáng)不息。2023/2/32023/2/32023/2/32023/2/3Evaluatealternatives(continued)AlternativetestingprocedureTakesintoaccount3factfindingandjudgmentproceduresEstablishteampriorities(assignpointvalues)ListAbsoluteRequirementseg.Goaltobemetin6weeksequals10pointsListDesirableObjectiveseg.MinimumImprovementof8%equalsto10pointsEvaluatealternativeseg.ReplacewithnewunitReturncashtocustomerRepairandreturnlaterSetyourcriteriaWhatdoyouwanttoachievebyanysolutionyoumake?Whatdoyouwanttopreservebyanysolutionyoumake?Whatdoyouwanttoavoidbyanysolutionyoumake?SixStepsProblemSolvingProcess14StepThree–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=UMHForAlternative1,15StepThree–EvaluateAlternativesTool2.EstablishPriorities-EvaluateAlternativesAlternative1:Alternative3:Alternative2:AbsoluteRequirementsPtvalue 8 6 66Reqmt M N MNDesirableObjectivesPtvalue 10 6Objective x xPt.TotalPt.TotalPt.TotalPt.TotalPt.Total10Pt.Total1424pts18pts12616StepThree–EvaluateAlternativesToolCriteriaofthisAlternativeSetyourcriteria1.Doesthisalternativeexpressyourdesiredachievement? _________________________________________________________________________________________________________________________________________________________2.Doesthisalternativeexpresswhatyouneedtopreserve? _________________________________________________________________________________________________________________________________________________________3.Doesthisalternativeexpresswhatyouneedtoavoid? _________________________________________________________________________________________________________________________________________________________17SixStepProblemSolvingProcessStep4.ProposeandImplementtheSolutionDevelopaplanofactionSpecifystepstobecompletedDetermineresourcesneededtoimplementplanGroupmemberresponsibilitiestobeagreeduponDeterminetimelineofeventsProvideforemergenciesand/orcontingenciesDetermineexpectedimpactandactualimpactPlanforassessmentofyourproposedplan18StepFour–SolutionCreationToolSuggestedSolutionsDoesitmeetNeedforchange?How/why?Isitworkable?How?Anydisadvantages?Decideduponsolution:19StepFour–ActionPlanningToolStepstobecompletedChronologicalorderNeededResourcesWhoseresponsibility?BegindateandcompletiondateExpectedImpactActualImpactPossibleemergenciesPlantoassessActionPlanresults:(listtoolsusedegParetocharts,trendchartsetc)20SixStepProblemSolvingProcessStep5.AnalyzetheOutcomeFollowthroughiscriticalAnalysisfollowthroughValidatetheentireprocessDisseminationandanalysisofimprovementresultsDeterminationofnewproblemsthatsurfacedRevisittheprocessasnecessaryProblemRecurrencePreventioninterventionInstitutionalization21StepFive–AnalyzetheOutcomeToolDetaillevelofimprovement(ornon-improvement)Canimprovementprocessbeinstitutionalizedoractionplanningstagetoberevisited?Listobservations.Doreportsrevealanypossibilityofproblemreappearing?Detailactionplantoseethisdoesnothappen.22SixStepProblemSolvingProcessStep6.ImprovetheProcessContinuetheimprovementLinktoStep1–IdentifyConcern(initiatestheprocessagain)Step6alsoverifiesyourcommitmenttocontinuousimprovementEvaluatewhatyoudoonadailybasisRethinkandchangethewayyoudothingsEliminatenon-valueaddedactivitiesAcceptresponsibilityandownershipforproblemsforwhichyouarepartofthesolutionProblemSolvingisanongoingprocess23SixStepsProblemSolvingProcess

ImportantConsiderationsProjectselectionProjectclearlydefinedCustomerorientedBusinessImpactAnalysistechniqueThoroughandappropriateanalysistechniquesusedBenchmarkingofbestpracticesRemediesUsethesimplesttoolsAlternativesolutionsseriouslyexploredRemediesconsistentwithanalysisImplementationplansthoroughandwelldefinedResultsVerifiedimprovementsmeasuredCustomersatisfactionresultsevidentInstitutionalizationImprovementssustainableandpermanent24TheProblemSolvingAnalysisTools25Tool1-TallySheetToanalyzethesituationandlookatimportantquestions.Uses:TograspthepastandpresentsituationTostratifyTograspthechangesthroughtimeToconfirmthestandard26Tool2-ParetoDiagramFromthetallysheets,identifythefewmainproblemstotackle.Uses:TograsptheproblembetterTograspthepastandpresentsituationoftheproblemTostratifyToconfirmtheimprovementresultsCummulativePercent27Tool3-CauseandEffectDiagramTheEffect(resultswhichisinfluencedbythemainfactorsorCauses)areplacedinafishbonediagram.UsingthisdiagramwillhelptoidentifytherealcausesUses:TograspthecausalrelationshipbetweencauseandeffectTostratifyToanalyzethepossiblecausesEffectABCD28BPIProjectExample

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)ImpactHHHHHHHHHHHHHHHHHHHHH29Tool4-ScatterDiagramUtilizingtwosetsofdatatoplotthemontotheverticalaxisandhorizontalaxis.Fromtheanalysisofthesituation,wecanseethecongenialrelationshipofthedataUses:TograspthepastandpresentsituationTograspthecorrelation...................................YXTostudythecorrelationbetweenXandY30Tool5-HistogramDatahasatendencytobecentereduponamaximumoflargenumericalvalue,andfromthereitspreadsout,graduallydecreasing.TheanalysisofthesituationisplacedincolumnarformUses:TograspthepastandpresentsituationTostratifyToidentifytheextentoftheproblemToconfirmtheimprovementresults31Tool6-ControlChartsAlinegraphusedtograspthevariationinthedatawhichisenteredthroughplanningthecontrollimitlinesofacentreline,anuppercontrollimitandalowercontrollimit.Uses:TodiscoverthevariablesTograspthecontrolsituationUCLLCL32Tool7-GraphUsefulinformationaboutcontrolandimprovementisplottedontodiagramswhicharevisualandeasilycomprehensible.Columngraphs,linegraphs,piecharts,beltcharts,radarchartsandothers.Uses:ToanalyzethecauseTorecordthetimeandcontentsTorecordthetimeandschedulecontrolTograspthelargeandsmallnumbersandtimechangesTotracktrendPieChart33Tool8-RelationsDiagramTosolveproblembyrationallyseeingtherelationshipbetween“Cause–Results”,and“Objective–Measures”,wherecomplicatedcircumstancesareinterwovenintotheproblemUses:TograspthecausalrelationshipbetweencauseandeffectTograsptherelationshipbetweenobjectivesandmeasuresTograsptheproblemareas106478923Cause15ProblemArea34TheProblemSolvingTechniqueEnforcedProblemSolving35D/timeEnforcedProblemSolvingConcept“Purposelyseekandexposetheproblemssothattheygetattentiontofixthem”TwoChoicestokeepthesailboatafloatandkeepmovingforward:-A.IncreasewaterlevelorB.LowerthewaterleveltouncovertherocksandbreakthemupRocks=problemsMfgflowInventoryMissingDelaysQualitySetupPoorlayoutRocksintheRiver366WWhyWhatWhereWhenWhoWhich2HHowHowmany6Wsand2HsLookatcurrentprocesses,systems,methodsandaskquestions!EnforcedProblemSolving37ProblemSolvingProcess

KeyComponents

ThinkingProcessQuestioning&Listening-keyskillsTools/techniques38ProblemSolvingProcessInfoIt’saboutinformationprocessing.Itisaboutgettingtherightinformation!!Enough?Solved?UseTools&TechniquesYesNoNoYesMonitor39ThinkingandActionProcessMakingdecisionandtakingactionarecriticaltolearningandunderstandingtheproblemresolutionInputInformationExperienceJudgmentKnowledge

Results Concern ResolvedProcessGatherSortOrganizeAnalyzeConfirmThinking

Action CreativityDecisionMakingSpeedofExecutionQuestioning&ListeningSkills40TheHumanSideofProblemSolving

41TeamMemberInteractionStyles

ThePowerofGroupDiversityCollaboratorsPeoplewhoseethebigpicture,theultimategoaloftheteamSetstandards/rulesGenerateideasTestideasNegotiatesolutionsCommunicatorsPeoplewhoensureeveryone’sviewsareexpressedandkeepseveryonetalkingEncourageparticipationProvidecompromiseReflectfeelingsSupportothersChallengersPeoplewhoquestiontheleadersandmemberstokeeptheteamontrackProvideideasCriticizeanswersDefendideasContributorsPeoplewhoconcentrateonindividual,task-orientedeffortSynthesizeideasAssessrisksSummarizeprocessstatusProvideexpertise42TheHumanSideofProblemSolving

Communications43CommunicationSkillsQuestioningUnravelingtheunknownListeningBuildingtrustandrespectLearningfromothers44QuestioningUnravelingtheunknown45ProblemSolvingSkills

QuestioningQuestioningIsaKeySkill SuccessinprocessdependsonusingasystematicapproachandaskingquestionseffectivelyEffectivequestionsunderstand:IntentbehindtheirquestionsTheassumptionstheyhavemadeTheimportanceofchoosingwordscarefullyWheretheyarelikelytogettheanswers46CharacteristicsofaneffectivequestionClearforeasycommunicationRelevanttothetimeandtopicindiscussionSpecific tothepointindiscussion47TypesofQuestionsandUsesOpen–toexplore,understandfurther,solicitinformationBeginwithWhat,When,How,Which,Where,Why,WhoRequireexplanation/descriptionintheanswerClosed–toconfirmagreement,tomoveontonexttopicLeadtoayesornoanswerElicitonlytheanswertothatspecificquestionReverse–toclarify,evaluateideas,/views,seekideas/opinionsAskingbackthequestionandgettingassociatestothinkforthemselvesLeading–directflowtodesireddirectionIndicatesthedesired/expectedresponse48OtherTypesofQuestionsandUsesReflecting/RestatementEncouragesexpansionofthepointRequestSpecifieswhatexpansionyouneedProbingTofurtherunderstandtheissueorsituation49ProbingQuestions5Ws+1HWhy5X50TheProblemSolvingTechniquesandTools51BrainstormingTechniqueBrainstorming–gettingmaximumgroupparticipation“Thebestwaytogetagoodideaistogetalotofgoodideas”–LinusPaulingUseforgeneratingalternativesolutionstoaproblemLeaderdescribestheproblemEveryonetakesafewminutestothinkCaptureideasvisiblyGrouporcategorizeideas(eg.usefishbonedaigram)Lastly,evaluatesthebestideasRules:GoforquantityAllowfortheabsurd.FantasyetcDonotcriticize,challenge,questionorpre-judgeideayetPiggybackoneachideaUseopen-endedquestionstostimulatemoreideasGoroundfastwhenseekingideasEncouragefullparticipation–roundrobintechniqueWriteideasvisibly(onflipchart)52ProblemSolving&DecisionMakingProcess

BrainstormingTechniqueCase1HowtomakeDellabetterworkplace?Case2HowtomakemyselfenjoytheworkIamdoingandthetimeIspentinDell.Time:15min53TheVariousProblemSolvingMethodologies54VVVVVVTheSixStepProblemSolvingModelIdentifyConcernsandproblemProposeandImplementtheSolutionAnalyzetheProblemImprovetheProcessAnalyzetheOutcomeEvaluatetheAlternatives55TheBPIProblemSolvingProcessDefine(PlanProject)Measure(Collectdata&ideas)Analyze(Identifycriticalfactors)Improve(CriticalfactorstoImproveoreliminate)Control(Maintaincriticalfactorsatrequiredlevel)Report(Document&leverageoutcomes)BPIProblemSolvingModel56Ford8DProblemSolvingInitiateProjectTeam

DefineProblem

ImplementContainmentActions

IdentifyRootCauses

DevelopandVerifySolution

ImplementCorrectiveActions

PreventProblemRecurrence

RecognizeProjectTeamProblemResolved12345678Steps57Kepner-TregoeProblemSolvingand

DecisionMakingProcess

DecisionAnalysisPotentialProblemAnalysis

ProblemAnalysisSituationalAppraisal

AvoidJumpingtoCause

BalanceBenefitsandRisks

AvoidReactiveAction

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