問題解決培訓(xùn)教學(xué)課件

ProblemSolving

KeytoContinuousImprovement

Workshop

2021/4/171SixStepsProblemSolvingProcessIdentifyconcernsAnalyzetheproblem(facts)EvaluateAlternativesProposeandImplementSolutionAnalyzetheOutcomeImprovetheProcess2021/4/172TheSixStepProblemSolvingProcessModel

VVVVVV1.IdentifyConcernsandproblem4.ProposeandImplementtheSolution2.AnalyzetheProblem6.ImprovetheProcess5.AnalyzetheOutcome3.EvaluatetheAlternatives2021/4/173SixStepsProblemSolvingProcessStep1.IdentifyConcerns(Howurgentorimportantisthis?)IdentifyingthegapSmokeouttheissuestotheteamororganizationUseanalysisreportssuchaschecksheets,ParetochartsUsequestionstoprobeforunderstandingofrealissueswhichrequirefurtherinvestigationListareasofconcernandtheconsequencesofnottakingactioneg.Defects,tardiness,attitudeProceedtoidentifyconcernsKeepaskingtosurfacetherealissuesTeamtogetagreementonareaofmutualconcern2021/4/174SixStepsProblemSolvingProcessStep1.IdentifyConcerns(Howurgentorimportantisthis?)IdentifyingthegapSomethingiswrongandneedstobecorrectedSomethingisthreateningandneedstobepreventedSomethingismissingandneedstobeprovidedSmokeouttheissuestotheteamororganizationUseanalysisreportssuchaschecksheets,ParetochartsUsequestionstoprobeforunderstandingofrealissueswhichrequirefurtherinvestigationHowyourteamproceedsListAreasofConcerneg.STT,Defects,UMHQuestionstoask:Whyisasolutionnecessary?Consequencesifnothingisdone?Whatis(orisnot)theproblem?KeepaskingtosurfacetherealissuesWhatis/shouldbehappening?DeterminetheappropriategapProceedtoidentifyconcernsUseformatstohelpgetteamagreementonareaofmutualconcern2021/4/175SixStepsProblemSolvingProcessStep2. AnalyzetheProblemInvestigateinDetail(gatherandevaluatethefacts)WriteastatementthatidentifiestherootproblemUseappropriatetoolsandtechniquesChecksheets,reports,observationsBrainstorming(AlexF.Osborne,AppliedImagination,1957)ForceFieldAnalysis(KurtLewin,FieldTheoryinSocialResearch,1955)CauseandEffectDiagramorFishBoneDiagramEnsureactiveparticipationBuildconsensusProceedtoanalyzetheproblemTeamagreementthatareaofmutualconcernhasbeensufficientlyanalyzedAllowforconstructivecriticismandconcernstobeshared2021/4/176SixStepsProblemSolvingProcessStep2. AnalyzetheProblemInvestigateinDetail(evaluatethefacts)Obtainvalidinformationabout“whatis”WriteastatementthatidentifiestherootproblemUseappropriatetoolsandtechniquesChecksheets,reports,observationsBrainstorming(AlexF.Osborne,AppliedImagination,1957)ForceFieldAnalysis(KurtLewin,FieldTheoryinSocialResearch,1955)CauseandEffectDiagramorFishBoneDiagramHowyourteamproceedsEveryoneparticipatesactivelyBuildconsensusProceedtoanalyzetheproblemUseformatstohelpgetteamagreementthatareaofmutualconcernhasbeensufficientlyanalyzed2021/4/177TheEffect(resultswhichisinfluencedbythemainfactorsorCauses)areplacedinafishbonediagram.UsingthisdiagramwillhelptoidentifytherealcausesUses:TograspthecausalrelationshipbetweencauseandeffectTostratifyToanalyzethepossiblecausesEffectABCDMaterialsManMethodsMachinesCausesCauseandEffectDiagram2021/4/178TheForceFieldAnalysisToolListDrivingforces–thatdrivingyoutowardsaneededchangeListRestrainingforces–thosethatarecausingyounottochange2021/4/179StepsOneandTwo

AnalysisSummaryKeythingsthattheteamshouldhave:Lookedforpatternsortrendsduringtheanalysis.RecurringthemespointtowardadefinitionDefinebarriers,asnecessary.AcleardefinitionofthesebarriersisnecessarywhenpreparinganactionplanUsedbrainstormingtechniquestoopenupdiscussionAllideasareacceptableGetasmanyaspossibleInvolvementleadstoownershipandcommitment2021/4/17109、人的價值，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.ThisinturnleadstohighercommitmentbythegroupSixStepsProblemSolvingProcess2021/4/1712Evaluatealternatives(continued)AlternativetestingprocedureTakesintoaccount3factfindingandjudgmentproceduresEstablishteampriorities(assignpointvalues)ListAbsoluteRequirementseg.Goaltobemetin6weeksequals10pointsListDesirableObjectiveseg.MinimumImprovementof8%equalsto10pointsEvaluatealternativeseg.ReplacewithnewunitReturncashtocustomerRepairandreturnlaterSetyourcriteriaWhatdoyouwanttoachievebyanysolutionyoumake?Whatdoyouwanttopreservebyanysolutionyoumake?Whatdoyouwanttoavoidbyanysolutionyoumake?SixStepsProblemSolvingProcess2021/4/1713StepThree–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=UMHForAlternative1,2021/4/1714StepThree–EvaluateAlternativesTool2.EstablishPriorities-EvaluateAlternativesAlternative1:Alternative3:Alternative2:AbsoluteRequirementsPtvalue 8 6 66Reqmt M N MNDesirableObjectivesPtvalue 10 6Objective x xPt.TotalPt.TotalPt.TotalPt.TotalPt.Total10Pt.Total1424pts18pts1262021/4/1715StepThree–EvaluateAlternativesToolCriteriaofthisAlternativeSetyourcriteria1.Doesthisalternativeexpressyourdesiredachievement? _________________________________________________________________________________________________________________________________________________________2.Doesthisalternativeexpresswhatyouneedtopreserve? _________________________________________________________________________________________________________________________________________________________3.Doesthisalternativeexpresswhatyouneedtoavoid? _________________________________________________________________________________________________________________________________________________________2021/4/1716SixStepProblemSolvingProcessStep4.ProposeandImplementtheSolutionDevelopaplanofactionSpecifystepstobecompletedDetermineresourcesneededtoimplementplanGroupmemberresponsibilitiestobeagreeduponDeterminetimelineofeventsProvideforemergenciesand/orcontingenciesDetermineexpectedimpactandactualimpactPlanforassessmentofyourproposedplan2021/4/1717StepFour–SolutionCreationToolSuggestedSolutionsDoesitmeetNeedforchange?How/why?Isitworkable?How?Anydisadvantages?Decideduponsolution:2021/4/1718StepFour–ActionPlanningToolStepstobecompletedChronologicalorderNeededResourcesWhoseresponsibility?BegindateandcompletiondateExpectedImpactActualImpactPossibleemergenciesPlantoassessActionPlanresults:(listtoolsusedegParetocharts,trendchartsetc)2021/4/1719SixStepProblemSolvingProcessStep5.AnalyzetheOutcomeFollowthroughiscriticalAnalysisfollowthroughValidatetheentireprocessDisseminationandanalysisofimprovementresultsDeterminationofnewproblemsthatsurfacedRevisittheprocessasnecessaryProblemRecurrencePreventioninterventionInstitutionalization2021/4/1720StepFive–AnalyzetheOutcomeToolDetaillevelofimprovement(ornon-improvement)Canimprovementprocessbeinstitutionalizedoractionplanningstagetoberevisited?Listobservations.Doreportsrevealanypossibilityofproblemreappearing?Detailactionplantoseethisdoesnothappen.2021/4/1721SixStepProblemSolvingProcessStep6.ImprovetheProcessContinuetheimprovementLinktoStep1–IdentifyConcern(initiatestheprocessagain)Step6alsoverifiesyourcommitmenttocontinuousimprovementEvaluatewhatyoudoonadailybasisRethinkandchangethewayyoudothingsEliminatenon-valueaddedactivitiesAcceptresponsibilityandownershipforproblemsforwhichyouarepartofthesolutionProblemSolvingisanongoingprocess2021/4/1722SixStepsProblemSolvingProcess

ImportantConsiderationsProjectselectionProjectclearlydefinedCustomerorientedBusinessImpactAnalysistechniqueThoroughandappropriateanalysistechniquesusedBenchmarkingofbestpracticesRemediesUsethesimplesttoolsAlternativesolutionsseriouslyexploredRemediesconsistentwithanalysisImplementationplansthoroughandwelldefinedResultsVerifiedimprovementsmeasuredCustomersatisfactionresultsevidentInstitutionalizationImprovementssustainableandpermanent2021/4/1723TheProblemSolvingAnalysisTools2021/4/1724Tool1-TallySheetToanalyzethesituationandlookatimportantquestions.Uses:TograspthepastandpresentsituationTostratifyTograspthechangesthroughtimeToconfirmthestandard2021/4/1725Tool2-ParetoDiagramFromthetallysheets,identifythefewmainproblemstotackle.Uses:TograsptheproblembetterTograspthepastandpresentsituationoftheproblemTostratifyToconfirmtheimprovementresultsCummulativePercent2021/4/1726Tool3-CauseandEffectDiagramTheEffect(resultswhichisinfluencedbythemainfactorsorCauses)areplacedinafishbonediagram.UsingthisdiagramwillhelptoidentifytherealcausesUses:TograspthecausalrelationshipbetweencauseandeffectTostratifyToanalyzethepossiblecausesEffectABCD2021/4/1727BPIProjectExample

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)ImpactHHHHHHHHHHHHHHHHHHHHH2021/4/1728Tool4-ScatterDiagramUtilizingtwosetsofdatatoplotthemontotheverticalaxisandhorizontalaxis.Fromtheanalysisofthesituation,wecanseethecongenialrelationshipofthedataUses:TograspthepastandpresentsituationTograspthecorrelation...................................YXTostudythecorrelationbetweenXandY2021/4/1729Tool5-HistogramDatahasatendencytobecentereduponamaximumoflargenumericalvalue,andfromthereitspreadsout,graduallydecreasing.TheanalysisofthesituationisplacedincolumnarformUses:TograspthepastandpresentsituationTostratifyToidentifytheextentoftheproblemToconfirmtheimprovementresults2021/4/1730Tool6-ControlChartsAlinegraphusedtograspthevariationinthedatawhichisenteredthroughplanningthecontrollimitlinesofacentreline,anuppercontrollimitandalowercontrollimit.Uses:TodiscoverthevariablesTograspthecontrolsituationUCLLCL2021/4/1731Tool7-GraphUsefulinformationaboutcontrolandimprovementisplottedontodiagramswhicharevisualandeasilycomprehensible.Columngraphs,linegraphs,piecharts,beltcharts,radarchartsandothers.Uses:ToanalyzethecauseTorecordthetimeandcontentsTorecordthetimeandschedulecontrolTograspthelargeandsmallnumbersandtimechangesTotracktrendPieChart2021/4/1732Tool8-RelationsDiagramTosolveproblembyrationallyseeingtherelationshipbetween“Cause–Results”,and“Objective–Measures”,wherecomplicatedcircumstancesareinterwovenintotheproblemUses:TograspthecausalrelationshipbetweencauseandeffectTograsptherelationshipbetweenobjectivesandmeasuresTograsptheproblemareas106478923Cause15ProblemArea2021/4/1733TheProblemSolvingTechniqueEnforcedProblemSolving2021/4/1734D/timeEnforcedProblemSolvingConcept“Purposelyseekandexposetheproblemssothattheygetattentiontofixthem”TwoChoicestokeepthesailboatafloatandkeepmovingforward:-A.IncreasewaterlevelorB.LowerthewaterleveltouncovertherocksandbreakthemupRocks=problemsMfgflowInventoryMissingDelaysQualitySetupPoorlayoutRocksintheRiver2021/4/17356WWhyWhatWhereWhenWhoWhich2HHowHowmany6Wsand2HsLookatcurrentprocesses,systems,methodsandaskquestions!EnforcedProblemSolving2021/4/1736ProblemSolvingProcess

KeyComponents

ThinkingProcessQuestioning&Listening-keyskillsTools/techniques2021/4/1737ProblemSolvingProcessInfoIt’saboutinformationprocessing.Itisaboutgettingtherightinformation!!Enough?Solved?UseTools&TechniquesYesNoNoYesMonitor2021/4/1738ThinkingandActionProcessMakingdecisionandtakingactionarecriticaltolearningandunderstandingtheproblemresolutionInputInformationExperienceJudgmentKnowledge

Results Concern ResolvedProcessGatherSortOrganizeAnalyzeConfirmThinking

Action CreativityDecisionMakingSpeedofExecutionQuestioning&ListeningSkills2021/4/1739TheHumanSideofProblemSolving

2021/4/1740TeamMemberInteractionStyles

ThePowerofGroupDiversityCollaboratorsPeoplewhoseethebigpicture,theultimategoaloftheteamSetstandards/rulesGenerateideasTestideasNegotiatesolutionsCommunicatorsPeoplewhoensureeveryone’sviewsareexpressedandkeepseveryonetalkingEncourageparticipationProvidecompromiseReflectfeelingsSupportothersChallengersPeoplewhoquestiontheleadersandmemberstokeeptheteamontrackProvideideasCriticizeanswersDefendideasContributorsPeoplewhoconcentrateonindividual,task-orientedeffortSynthesizeideasAssessrisksSummarizeprocessstatusProvideexpertise2021/4/1741TheHumanSideofProblemSolving

Communications2021/4/1742CommunicationSkillsQuestioningUnravelingtheunknownListeningBuildingtrustandrespectLearningfromothers2021/4/1743QuestioningUnravelingtheunknown2021/4/1744ProblemSolvingSkills

QuestioningQuestioningIsaKeySkill SuccessinprocessdependsonusingasystematicapproachandaskingquestionseffectivelyEffectivequestionsunderstand:IntentbehindtheirquestionsTheassumptionstheyhavemadeTheimportanceofchoosingwordscarefullyWheretheyarelikelytogettheanswers2021/4/1745CharacteristicsofaneffectivequestionClearforeasycommunicationRelevanttothetimeandtopicindiscussionSpecific tothepointindiscussion2021/4/1746TypesofQuestionsandUsesOpen–toexplore,understandfurther,solicitinformationBeginwithWhat,When,How,Which,Where,Why,WhoRequireexplanation/descriptionintheanswerClosed–toconfirmagreement,tomoveontonexttopicLeadtoayesornoanswerElicitonlytheanswertothatspecificquestionReverse–toclarify,evaluateideas,/views,seekideas/opinionsAskingbackthequestionandgettingassociatestothinkforthemselvesLeading–directflowtodesireddirectionIndicatesthedesired/expectedresponse2021/4/1747OtherTypesofQuestionsandUsesReflecting/RestatementEncouragesexpansionofthepointRequestSpecifieswhatexpansionyouneedProbingTofurtherunderstandtheissueorsituation2021/4/1748ProbingQuestions5Ws+1HWhy5X2021/4/1749TheProblemSolvingTechniquesandTools2021/4/1750BrainstormingTechniqueBrainstorming–gettingmaximumgroupparticipation“Thebestwaytogetagoodideaistogetalotofgoodideas”–LinusPaulingUseforgeneratingalternativesolutionstoaproblemLeaderdescribestheproblemEveryonetakesafewminutestothinkCaptureideasvisiblyGrouporcategorizeideas(eg.usefishbonedaigram)Lastly,evaluatesthebestideasRules:GoforquantityAllowfortheabsurd.FantasyetcDonotcriticize,challenge,questionorpre-judgeideayetPiggybackoneachideaUseopen-endedquestionstostimulatemoreideasGoroundfastwhenseekingideasEncouragefullparticipation–roundrobintechniqueWriteideasvisibly(onflipchart)2021/4/1751ProblemSolving&DecisionMakingProcess

BrainstormingTechniqueCase1HowtomakeDellabetterworkplace?Case2HowtomakemyselfenjoytheworkIamdoingandthetimeIspentinDell.Time:15min2021/4/1752TheVariousProblemSolvingMethodologies2021/4/1753VVVVVVTheSixStepProblemSolvingModelIdentifyConcernsandproblemProposeandImplementtheSolutionAnalyzetheProblemImprovetheProcessAnalyzetheOutcomeEvaluatetheAlternatives2021/4/1754TheBPIProblemSolvingProcessDefine(PlanProject)Measure(Collectdata&ideas)Analyze(Identifycriticalfactors)Improve(CriticalfactorstoImproveoreliminate)Control(Maintaincriticalfactorsatrequiredlevel)Report(Document&leverageoutcomes)BPIProblemSolvingModel2021/4/1755Ford8DProblemSolvingInitiateProjectTeam

DefineProblem

ImplementContainmentActions

IdentifyRootCauses

DevelopandVerifySolution

ImplementCorrectiveActions

PreventProblemRecurrence

RecognizeProjectTeamProblemResolved12345678Steps2021/4/1756Kepner-TregoeProblemSolvingand

DecisionMakingProcess

DecisionAnalysisPotentialProblemAnalysis

ProblemAnalysisSituationalAppraisal

AvoidJumpingtoCause

BalanceBenefitsandRisks

AvoidReactiveAction

SortoutPriorityConcern2021/4/1757ProblemSolving&DecisionMaki