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OODA loop problem solving

Glen Alleman
Glen Alleman
Glen AllemanAgile Program, Planning, and Controls at Niwot Ridge, LLC

Col. John Boyd's OODA loop applied to problem solving in complex environments.

OODA loop problem solving

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OODA Loop Problem
Solving
Observe
1. Clarify the problem
Recognize the correct problem and make
sure it is completely understood by all
State the problem by developing a
problem statement
What
Where
When
Significance
Clarification and Verification Tools
Go and See
Value stream mapping
Voice of the customer
2. Break down the problem and
identify the performance gaps
Don't just start taking action
Gather and review key data
What if the performance gap?
What are the constraints in the problem?
What are the constraints in any possible solution?
Value and waste management using
Product Development Kaizen
Defects
Over production
Waiting
Non-standard over processing
Transportation
Intellect
Motion
Excess inventory
Orient
3. Set the improvement target
Strategic targets
The vision of what to organization strives to become
The needed capabilities produced for the
business by the project
Tactical targets
Performance levels needed to implement
the vision or utilize the capabilities
4. Determine the root causes
This is the most vital step in the problem solving
Determine root cause characteristics
Don't work on the symptoms, work on the
root cause of the symptoms
Apply the 5 whys
When you think you understand the
cause of the problem, ask what caused
the cause.
Determine Root Causes
Control charts
Pareto charts
Cause and Effect Diagrams
Decide5. Develop corrective actions
and continuous surveillance
Select solutions
Consider quality and practicality and need
fro gain acceptance by those that must
implement the corrective action
Analysis of alternatives
Factor analysis
Effectiveness
Feasibility
Impact
Develop Corrective Actions
Create clear and concise plan that
everyone understands
Build consensus with other involving all
team members appropriately to develop a
sense of ownership in the solution and its
success
Act
8. Standardize the successful processes
What is needed to standardize the
improvements?
What documentation is needed to sustain
the improvements?
What other opportunities or problems
have been identified by the problem
solving process?
Restart the OODA Loop
7. Confirm results and process
Ensure plan is producing the intended results
Monitor the results
The baseline developed in Steps 1 and 2
Improve targets developed in Step 3
Assess where you thought you would be at this stage
Are you targets by the established deadline?
Return to any step necessary
6. Take action
Collect data according to the acton plan
Implement a contingency plan
provide the required training
OODA Loop Problem Solving.mmap - 6/21/2014 - Mindjet

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OODA loop problem solving

  • 1. OODA Loop Problem Solving Observe 1. Clarify the problem Recognize the correct problem and make sure it is completely understood by all State the problem by developing a problem statement What Where When Significance Clarification and Verification Tools Go and See Value stream mapping Voice of the customer 2. Break down the problem and identify the performance gaps Don't just start taking action Gather and review key data What if the performance gap? What are the constraints in the problem? What are the constraints in any possible solution? Value and waste management using Product Development Kaizen Defects Over production Waiting Non-standard over processing Transportation Intellect Motion Excess inventory Orient 3. Set the improvement target Strategic targets The vision of what to organization strives to become The needed capabilities produced for the business by the project Tactical targets Performance levels needed to implement the vision or utilize the capabilities 4. Determine the root causes This is the most vital step in the problem solving Determine root cause characteristics Don't work on the symptoms, work on the root cause of the symptoms Apply the 5 whys When you think you understand the cause of the problem, ask what caused the cause. Determine Root Causes Control charts Pareto charts Cause and Effect Diagrams Decide5. Develop corrective actions and continuous surveillance Select solutions Consider quality and practicality and need fro gain acceptance by those that must implement the corrective action Analysis of alternatives Factor analysis Effectiveness Feasibility Impact Develop Corrective Actions Create clear and concise plan that everyone understands Build consensus with other involving all team members appropriately to develop a sense of ownership in the solution and its success Act 8. Standardize the successful processes What is needed to standardize the improvements? What documentation is needed to sustain the improvements? What other opportunities or problems have been identified by the problem solving process? Restart the OODA Loop 7. Confirm results and process Ensure plan is producing the intended results Monitor the results The baseline developed in Steps 1 and 2 Improve targets developed in Step 3 Assess where you thought you would be at this stage Are you targets by the established deadline? Return to any step necessary 6. Take action Collect data according to the acton plan Implement a contingency plan provide the required training OODA Loop Problem Solving.mmap - 6/21/2014 - Mindjet