DELL問(wèn)題解決培訓(xùn)ppt課件

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

2、em4. Propose and Implement the Solution2. Analyze the Problem6. Improve the Process5. Analyze the Outcome3. Evaluate the AlternativesSix Steps Problem Solving ProcessStep 1. Identify Concerns(How urgent or important is this?)Identifying the gapSmoke out the issues to the team or organizationUse anal

3、ysis 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 real issu

4、esTeam to get agreement on area of mutual concernSix 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 providedS

5、moke 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 necess

6、ary? 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 concernSix Steps Problem Solving ProcessStep 2. A

7、nalyze 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 Theory in S

8、ocial 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 sharedSix Steps Problem Solving Proce

9、ssStep 2. Analyze the ProblemInvestigate in Detail (evaluate the facts)Obtain valid information about “what isWrite a statement that identifies the root problemUse appropriate tools and techniquesChecksheets, reports, observationsBrainstorming (Alex F. Osborne, Applied Imagination, 1957)Force Field

10、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 analyzedT

11、he 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 causesEffectABCDMaterialsManMethodsMachin

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

13、ysis. 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 and commitment

14、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 solutions which tend to be more mutually acceptable by team. This in turn leads to higher commi

15、tment by the groupSix Steps Problem Solving ProcessEvaluate 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 10 pointsList Desir

16、able 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?What do you want to

17、 avoid by any solution you make?Six Steps Problem Solving ProcessStep Three Evaluate Alternatives Tool1. Establish prioritiesList absolute requirements (points value)Pts Reqmt M NO 106 wks6-7 $300 - $40067-8 $400-$50048-9 $500 - $60029$600List Desirable Objectives (points value)Pts Reqmt x yz10 0.50

18、80.4060.3040.2020.10Example of Requirements M = timeframe to completeN = cost of implementationExample of Requirements x = UMHFor Alternative 1, Step Three Evaluate Alternatives Tool2. Establish Priorities - Evaluate AlternativesAlternative 1:Alternative 3:Alternative 2:Absolute RequirementsPt value

19、866 6ReqmtMNM NDesirable ObjectivesPt value 106Objective xxPt. TotalPt. TotalPt. TotalPt. TotalPt. Total10Pt. Total1424 pts18 pts126Step Three Evaluate Alternatives ToolCriteria of this AlternativeSet your criteria1. Does this alternative express your desired achievement?_2. Does this alternative ex

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

21、eed uponDetermine timeline of eventsProvide for emergencies and/or contingenciesDetermine expected impact and actual impactPlan for assessment of your proposed planStep Four Solution Creation ToolSuggestedSolutionsDoes it meet Need for change? How/why?Is it workable?How?Any disadvantages?Decided upo

22、n solution:Step 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 charts etc)Six Step Proble

23、m 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 interventionInstitutionali

24、zationStep 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 see this does not happen.Si

25、x 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 you do thingsEliminate non-valu

26、e added activitiesAccept responsibility and ownership for problems for which you are part of the solutionProblem Solving is an ongoing processSix Steps Problem Solving ProcessImportant ConsiderationsProject selectionProject clearly definedCustomer orientedBusiness ImpactAnalysis techniqueThorough an

27、d appropriate analysis techniques usedBenchmarking of best practicesRemediesUse the simplest toolsAlternative solutions seriously exploredRemedies consistent with analysisImplementation plans thorough and well definedResultsVerified improvements measuredCustomer satisfaction results evidentInstituti

28、onalizationImprovements sustainable and permanentThe Problem Solving Analysis ToolsRadar Chart123456Pareto Diagram01020304050BCADCategoriesNo. of Occurences0.0%20.0%40.0%60.0%80.0%100.0%TOTALCum PercentLine chart010203040506070123456QuantityABCDTOTAL1 /42 / /10345 / / /96 /37 /58 / /9TOTAL71711540To

29、 analyze the situation and look at important questions.Uses :To grasp the past and present situationTo stratifyTo grasp the changes through timeTo confirm the standardFrom the tally sheets, identify the few main problems to tackle.Uses :To grasp the problem betterTo grasp the past and present situat

30、ion of the problemTo stratifyTo confirm the improvement resultsPareto Diagram01020304050BCADCategoriesNo. of Occurences0.0%20.0%40.0%60.0%80.0%100.0%TOTALCum PercentCummulative PercentThe Effect (results which is influenced by the main factors or Causes) are placed in a fish bone diagram. Using this

31、 diagram will help to identify the real causesUses :To grasp the causal relationship between cause and effectTo stratifyTo analyze the possible causesEffectABCDBPI Project ExampleAnalyze: Root Cause and Proposed SolutionsBad Weather L H H Holidays (Public & Customer) L L L Strikes L H H Viruses

32、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 Shipping mis-route M M HTruck departure policy MA

33、NMACHINEMOTHER 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 HMATERIALMETHODMEASUREImprovedDelivery Time Multiple order ent

34、ry 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 reason codes L L L Inconsistent data by Carrier H H L

35、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 HUtilizing two sets of data to plot them onto the vertical axis and horizontal axis. From the analysis of the situation, we can see the congenial relationship of the dataUses :To grasp th

36、e past and present situationTo grasp the correlation. . . .YXTo study the correlation between X and YData 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 situation is placed in columnar formUses :To grasp

37、 the past and present situationTo stratifyTo identify the extent of the problemTo confirm the improvement resultsHistogram010203040506070123456A 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

38、 lower control limit.Uses : To discover the variablesTo grasp the control situationUCLLCLUseful information about control and improvement is plotted onto diagrams which are visual and easily comprehensible. Column graphs, line graphs, pie charts, belt charts, radar charts and others.Uses :To analyze

39、 the causeTo record the time and contentsTo record the time and schedule controlTo grasp the large and small numbers and time changesTo track trendRadar chartQuantity0204060123456Line chart010203040506070123456QuantityRadar Chart123456Pie ChartTo solve problem by rationally seeing the relationship b

40、etween “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 grasp the problem areas106478923Cause 15ProblemAreaThe Problem Sol

41、ving Technique Enforced Problem SolvingD/timeEnforced Problem SolvingConcept“Purposely seek and expose the problems so that they get attention to fix themTwo Choicesto keep the sailboat afloat and keep moving forward :-A. Increase water level orB. Lower the water level to uncover the rocks and break

42、 them upRocks = problemsMfg flowInventoryMissingDelaysQualitySetupPoor layoutRocks in the River6 WWhyWhatWhereWhenWhoWhich2 HHowHow many6 Ws and 2 HsLook at current processes, systems, methods and ask questions!Enforced Problem SolvingProblem Solving Process Key ComponentsProblem Solving Process Inf

43、oIts about information processing.It is about getting the right information!Enough?Solved?Use Tools &TechniquesYesNoNoYesMonitorMaking decision and taking action are critical to learning and understanding the problem resolutionInputInformationExperienceJudgmentKnowledgeResultsConcernResolvedProc

44、essGatherSortOrganizeAnalyzeConfirmThinkingActionCreativityDecision MakingSpeed of ExecutionQuestioning & ListeningSkillsThe Human Side of Problem SolvingTeam Member Interaction StylesThe Power of Group DiversityCollaboratorsPeople who see the big picture, the ultimate goal of the teamSet standa

45、rds/rulesGenerate ideasTest ideasNegotiate solutionsCommunicatorsPeople who ensure everyones views are expressed and keeps everyone talkingEncourage participationProvide compromiseReflect feelingsSupport othersChallengersPeople who question the leaders and members to keep the team on trackProvide id

46、easCriticize answersDefend ideasContributorsPeople who concentrate on individual, task-oriented effortSynthesize ideasAssess risksSummarize process statusProvide expertiseThe Human Side of Problem SolvingCommunicationsCommunication SkillsQuestioningUnraveling the unknownListeningBuilding trust and r

47、espectLearning from othersQuestioningUnraveling the unknownProblem Solving Skills QuestioningQuestioning 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 made

48、The importance of choosing words carefullyWhere they are likely to get the answersCharacteristics of an effective question Clear for easy communication Relevant to the time and topic in discussion Specific to the point in discussionTypes of Questions and Uses Open to explore, understand further, sol

49、icit information Begin with What, When, How, Which, Where, Why, Who Require explanation/description in the answer Closed to confirm agreement, to move on to next topic Lead to a yes or no answer Elicit only the answer to that specific question Reverse to clarify, evaluate ideas,/views, seek ideas/op

50、inions Asking back the question and getting associates to think for themselves Leading direct flow to desired direction Indicates the desired/expected responseOther Types of Questions and Uses Reflecting/Restatement Encourages expansion of the point Request Specifies what expansion you need Probing

51、To further understand the issue or situationProbing Questions 5Ws + 1H Why 5XThe Problem Solving Techniques and ToolsBrainstorming Technique Brainstorming getting maximum group participation“The best way to get a good idea is to get a lot of good ideas Linus PaulingUse for generating alternative sol

52、utions 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 quantityAllow for the absurd. Fantasy etcDo not criticize, challenge, question or pre-judge idea

53、 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)Problem Solving & Decision Making ProcessBrainstorming TechniqueCase 1How to make Dell a better workplac

54、e?Case 2How to make myself enjoy the work I am doing and the time I spent in Dell.Time : 15 minThe Various Problem Solving MethodologiesVVVVVVThe Six Step Problem Solving ModelIdentify Concerns and problemPropose and Implement the SolutionAnalyze the ProblemImprove the ProcessAnalyze the OutcomeEvaluate the AlternativesThe BPI Problem Solving ProcessDefine(Pla