Mgt tools problem_solving_techniques
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Mgt tools problem_solving_techniques
- 1. sakda@tips.co.th Á¡º°Ä®o Ÿo ¼Á¦¸¥œµ¤µ¦™ É • ‹—¨µ—‡ªµ¤µ‡…°ŠŠµœ ´ Î ´ Î ´ • °›·µ¥„¦³ªœ„µ¦ª·Á‡¦µ³®rž´®µ°¥nµŠ¤¸ ¦³ • ®µµÁ®˜…°Šž´ ®µš¸ÉÁ„·—…¹Ê œ‹µ„„¦–¸ ®µµÁ®˜»…°Šž®µšÁ„—…œ‹µ„„¦– ˜´ª°¥nµŠ • °›·µ¥„¦³ªœ„µ¦˜´—·œÄ‹š¸É¦°‡° • ª·Á‡¦µ³®rž´®µš¸É°µ‹‹³Á„·—…¹Ê œÁ¡ºÉ°ž„ž°Š ªÁ‡¦µ³®ž®µš°µ‹‹³Á„—…œÁ¡°ž„ž°Š o ŸœŠµœ 2
- 2. Human Mind and Creativity* y idea *T. Korhonen, A. Ainamo: Handbook of Product and Service Development T. in Communication and Information Technology, Kluwer Academic Press, 2003 3 PDCA N P O L I „µ¦ž¦´ž¦» Š œÃ¥µ¥ A Á¡·É¤Ÿ¨Ÿ¨·˜ T C ¦ „µ¦šµ ¦³„µ¦šÎµ N P A Šµœ Q „µ¦Â„o ž´®µ „µ¦Â„ž®µ žo Ážµ®¤µ¥ C Â¥„Â¥³Ÿ¨¨´¡›r D C ¨³‡oo œ®µ —µÁœœ„µ¦˜µ¤ —εÁœ·œ„µ¦˜µ¤ S ŸœŠµœ M H ž´ ®µ ˜¦ª‹ E E ° O C ž¦³Á¤·œŸ¨ D K Deming 4
- 3. List Reduction st Reduct o 1 …… 2 …… 1 _______ 3 …… 4 …… 2 _______ 5 …… 2 …… 3 _______ 4 …… 1 …… 4 _______ 5 …… 1 …... 5 _______ 2 …... 1 …… 5 …… : 1 …… 3 …… - 1 …… 5-10 3 …… 2 …… - 5 Workshop timetable ‡oœ®µ ž´®µ ( ) 6
- 4. ‡oœ®µ ž´®µ 7 Idea Case Business Case practise - example 8
- 5. Creative Thinking g divergent convergent innovative logical 9 Creative Thinking 10
- 6. 5WH ć¦/°³Å¦ šÅ®œ š¸Å®œ É œ·—Å®œ n °¥Â‡n ‡Îµ™µ¤ Á¤ºÉ°Å¦ Å®œ Ášn µÅ¦ Who What Where When Wh How o t e n Why Ho h 11 Group Members p • : – – – Task Needs – • : – Team Individual – Needs Needs • : – – • • ,SWOT-Analysis … l 12
- 7. • : – – – – Train the Trainer n e Team Building 13 x : x x Ÿ¼ „¥ª…°Š Ÿo Á„¸¥ª…o °Š É x ‰ Ÿ¼o¦o¼ …o°¤¼¨ x ‰ Ÿ¼o ¤ž¦³„µ¦–rr ¸ ‰ Ÿ¼o¤ª‹µ¦–µ– ¸· x : ‰ Ÿ¼o¤°µœµ‹˜´—· œÄ‹ ¸Î x x ‰ Ÿ¼ ’·˜ Ÿo ž’˜· ´ x x ( / ) x Self Development 14
- 8. Double Team* 1. 2. 5 3. 4. 2 2 2 2 5. 2 6. 7. 5 5 1-2-3 123 5 8. 5 9. 10. 2 *Recommended for generation of long list of solutions 15 Fish Bones Cause Effect Diagram 16
- 9. Five Whys ( Hows!) y (& ) ( ) >5 : A machine does not work! : : Voltage ? ? overload? etc : overload? : ! ! etc : ? : Pump spare part! etc : Pump ? : Pump overheated! ? etc. : Pump overheated? : ! : 17 SWOT Analysis y Strength Weakness Opportunity Threats 18
- 10. Economic, Sociocultural, Technological, Political-Legal Factors Supplier Strategic Factors • Opportunities • Threats 19 ( ) Improvement Funnel p ? ? ? ? ? ? ? ? 20
- 11. Policy M P li Management t Action Planning 21 Daily Management • • Policy Management • 22
- 12. Policy Management y g Daily Management y g Activity Policy PDCA PDCA % REJECT "A" 7 Breakthrough : 6 Policy M. P li M 5 4 : 3 Daily M. 2 1 2 3 4 5 6 7 8 9 10 11 12 23 : SDCA „ε®œ—®œoµš¸ÉŠµœ / ¤µ˜¦“µœ “ œÃ¥µ¥ šµ‡ªµ¤Á…µÄ‹Šµœ šÎµ‡ªµ¤Á…oµÄ‹Šµœ Î „ε®œ—‹»—‡ª‡»¤ ˜¦ª‹°Ÿ¨ ž’·˜·Šµœ˜µ¤¤µ˜¦“µœ ´ „oÅ…ž´ ®µ : PDCA ž¦´ž¦»» ŠŠµœ /ššªœ¤µ˜¦“µœ 24
- 13. Process Maps -Workflow - Process map - Work instruction Link Li k 25 New Paradigms: The Kanban Production System Direction of Pull upplier r Cutting RHF Cell Assembly A 1 B 2 Z n Su Order Signal 26
- 14. The Clean Workplace Part A Outgoing Part B Holding areas Identified 27 16 Process Flowchart Job: Copying Job Date: 9/11 Page: 1 Analyst: Calvin Desk operator fills out work order D Work order placed in “waiting job” box D Job picked up by operator and read D Job carried to appropriate copy machine D Operator waits for machine to vacate O t it f hi t t D Operator loads paper D Operator sets machine D Operator performs and completes job D Operator inspects job for irregularities D Job filed alphabetically in completed shelves D Job waits for pick up p p D Job moved by cashier for pick up D Cashier completes transaction D Cashier packages job (bag, wrap, or box) D 28
- 15. Project Management j g • • – • – – – – – – – • – – – – • (Milestones) – – – – – – • 29 Project Management j g (˜n°) • – – – , – • – – – • • • 30
- 16. Gantt Chart Example p 31 PERT Example A Start B C D End E Te=8 Te=4 Te=6 START END Te=7 T 7 Te=10 Te=5 32
- 17. Value Chain Analysis Identifying Resources and Capabilities That Can Add Value Firm Infrastructure Support Human Resource Management Activities Technological Development Procurement ce Servic ations keting Logistics bound & Sales ound stics Inbo Logis Opera S Mark Outb Primary Activities 33 Komatsu . Plan 2 / ( ) 1 .................. 12 QC Diagnosis 2 / A B 1 ...............12 1 ..............12 ..............12 1 Do 1 / 1 C D ........... 1 Check 12 1 .................12 .................12 12 1 12 QC Diagnosis . 1 / QC Diagnosis 1 1 . ............12 A B Action 1 1 .............12 ............12 1 Diagnosis ( ) 15 ............12 34
- 18. 4 (Balanced Scorecard) Customers;External Perspective Management;Internal Perspective ‡ªµ¤Á®œ ‡ªµ¤˜o °Š„µ¦ Ážµž¦³Š‡ Ÿ¨Šµœš¸¨„‡µ ‡ªµ¤Á®Èœ ‡ªµ¤˜°Š„µ¦ Ážo µž¦ Š‡r Ÿ¨Šµœš¨¼„‡o µ É ¤¦¦™œ³»‡¨µ„¦ „¦³ªœ„µ¦šµŠµœ ¤¦¦™œ ‡¨µ„¦ „¦ ªœ„µ¦šÎµŠµœ šµš ¨³Ÿ¼o¤¸nªœÅ—o Á¸ ¥ž¦³Ã¥œr ˜o °Š„µ¦Å—o Á®Èœ ǦŠ¦o µŠ°Š‡r „¦ª´•œ›¦¦¤ ‡n µœ·¥¤š¸¨¼„‡o µ-Ÿ¼o É (Ÿ¼o¦´¦·„µ¦ ž¦³µœ ®œn ª¥¦µ„µ¦ ¦´“µ¨) ™º°®»oœ¡°Ä‹ - - Innovation(;Learning) Perspective Financial Perspective ¦³Áš‡ÃœÃ¨¥¸µ¦œÁš« …o °¤¼¨¡´•œµÁ‡¦º°…n µ¥ ž¦³· š›·£µ¡ ž¦³· š›·Ÿ¨„µ¦‹´—¦¦Š˜µ¤ ¦³Šµœ Šµœª·‹´¥ œª´˜„¦¦¤ „µ¦Äo ž¦³Ã¥œr Ÿœ-ª´˜™»ž¦³Š‡r „µ¦„ε„´˜¦ª‹° „µ¦Â„o Å… ¨³„µ¦˜—˜µ¤ž¦³Á¤œŸ¨ ¨³„µ¦˜·—˜µ¤ž¦³Á¤·œŸ¨ Robert S. Kaplan & David P. Norton ; 1996 35 Reference • http://www.comlab.hut.fi/opetus/124/workshop2005.ppt p p p pp • TQM • Policy Mgt./Daily Mgt. 36