Introductiontoproblemanalysis 100102034455-phpapp02


Published on

problem analysis

Published in: Technology
  • Be the first to comment

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

Introductiontoproblemanalysis 100102034455-phpapp02

  1. 1. Problem analysis <ul><li>Presentation by </li></ul><ul><li>AnantaYasaswy - 09mse280 </li></ul><ul><li>Sankeetrh - 09mse276 </li></ul>
  2. 2. Presentation Objectives <ul><li>Identify importance of problem analysis </li></ul><ul><li>Identify workable model for problem analysis </li></ul><ul><li>Apply multiple techniques of problem analysis in ascertainment of key causes </li></ul><ul><li>Use problem analysis to increase effectiveness of managerial capacity </li></ul>
  3. 3. <ul><li>1.Problem Analysis is used to find the cause of a positive or negative deviation. </li></ul><ul><li>2 When people, machinery, systems, or processes are not performing as expected, Problem Analysis points to the relevant information and leads the way to the root cause. </li></ul><ul><li>3 The process is used to gather and analyze just the information needed to find and correct the true cause of a problem which promotes rapid and accurate issue resolution. </li></ul>
  4. 4. Types of Organisational Problems <ul><li>Technical Problem </li></ul><ul><li>Process Problem </li></ul><ul><li>Policy Problem </li></ul><ul><li>Functional Problem </li></ul><ul><li>Cultural Problem </li></ul><ul><li>Structural Problem </li></ul><ul><li>Procedural Problem </li></ul><ul><li>Capacity Problem </li></ul><ul><li>People Problem </li></ul><ul><li>Location Problem </li></ul><ul><li>Materials Problem </li></ul>
  5. 5. Model of Problem Analysis
  6. 6. Verifying Subject of Analysis <ul><li>This should be performed by engaging the stakeholders by means of the following: </li></ul><ul><li>Interview </li></ul><ul><li>Meeting </li></ul><ul><li>Observation </li></ul>
  7. 7. Major Techniques of Problem Analysis <ul><li>Force Field Analysis </li></ul><ul><li>Fishbone Analysis </li></ul><ul><li>Cause and Effect Trail </li></ul><ul><li>Critical Incidence Analysis </li></ul><ul><li>Five Whys </li></ul><ul><li>Interrelationship Digraph </li></ul>
  8. 8. Force Field Analysis <ul><li>Developed by Kurt Lewin. </li></ul><ul><li>It’s based on the concept of dynamic balance of helping (driving) and hindering (restraining) forces, emphasizing that problem will only occur when there’s imbalance between them. </li></ul>
  9. 9. Fishbone Analysis <ul><li>This was developed by Dr. Kaoru Ishikawa. </li></ul><ul><li>It’s a methodical way of determining the causes that contribute to an identified effect. </li></ul><ul><li>It’s also known as cause and effect analysis. </li></ul>
  10. 10. Applying Fishbone Analysis <ul><li>Draw the fishbone diagram </li></ul><ul><li>List the problem at the head of that fish </li></ul><ul><li>Label each bone of the fish in one of the following format - 4 P’s (Place, Procedure, Policies, People) - 4 M’s (Manpower, Materials, Methods, Machines) - 4 S’s (Suppliers, Skills, Surroundings, Systems) - PEMPEM (plant, equipment, materials, people, environment, methods) </li></ul><ul><li>Use brainstorming to identify factors in each category that are causes of the problem </li></ul><ul><li>Use brainstorming to identify sub-factors under each factor </li></ul><ul><li>Identify the main causes </li></ul>
  11. 11. Cause and Effect Trail <ul><li>This is a diagram that shows the interrelated causes of a problem and enables the identification of the key cause. </li></ul>
  12. 12. Applying Cause and Effect Trail <ul><li>List the Effect or Problem at the centre </li></ul><ul><li>Identify and list the causes of that problem around it </li></ul><ul><li>Use a line from a cause to its effect, placing arrow towards the effect </li></ul><ul><li>Trace out intervening steps, wherein cause leads to another. </li></ul>
  13. 13. Critical Incidence Analysis <ul><li>This is a method of problem analysis through identification of the total activities of a problem by engagement of people from various parts of a firm’s value chain. </li></ul>
  14. 14. Applying Critical Incidence Analysis <ul><li>Identify complete activity of a problem </li></ul><ul><li>Appoint participants from various areas of the firm’s value chain </li></ul><ul><li>Place them in three or four groups </li></ul><ul><li>Let each group state the key points about each process step, noting the good and bad occurrences </li></ul><ul><li>Then transfer the statement of each group to another, for identification of log jams </li></ul><ul><li>Collect the remarks of each group and compile to obtain the final report of log jams. </li></ul><ul><li>Identified log jams can be subjected to further analysis using Five whys, Fishbone Analysis or Cause and Effect Trail </li></ul>
  15. 15. Five Whys <ul><li>This problem analysis technique was developed by Sakichi Toyoda for probing further and further into an identified problem, so as to trace the line of causality through diverse levels of effects to the key cause. </li></ul>
  16. 16. Applying Five Whys <ul><li>Identify the problem </li></ul><ul><li>Tender the first why </li></ul><ul><li>Tender the second why, probing into the first why </li></ul><ul><li>Tender the third why, probing into the second why </li></ul><ul><li>Tender the fourth why, probing into the third why </li></ul><ul><li>Tender the fifth why, probing into the fourth why </li></ul><ul><li>Ascertain the key cause </li></ul>
  17. 17. Interrelationship Digraph <ul><li>This technique is used for tracing the interrelated factors in complex problems, with the aim of proving the relationships between those factors. </li></ul>
  18. 18. Applying Interrelationship Digraph <ul><li>Identify the problem </li></ul><ul><li>Place the problem at the centre </li></ul><ul><li>Identify and list the causes of that problem around it </li></ul><ul><li>Use a line from a cause to its effect, placing arrow towards the effect </li></ul><ul><li>Count the number of arrows heading into and out of each factor </li></ul><ul><li>Score each factor based on number of arrows heading out/number of arrows heading into it </li></ul><ul><li>The factor with the highest number of arrows heading out is the key cause factor </li></ul>
  19. 19. Uses of Problem Analysis <ul><li>Performance Reengineering </li></ul><ul><li>Decision-Making </li></ul><ul><li>Operation Management </li></ul><ul><li>Benchmarking </li></ul><ul><li>Value Based Management </li></ul><ul><li>Competitive Intelligence </li></ul>