Problem solving tools

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Problem Identification Analyzing Problem Cause Generate Potential Solution Solution Selection Implementation Evaluation And Preventive ?????????? ?????????? Problem Solving Tools Evaluation Forms 7 QC Tools, Problem Burger Objectives, KPI Ishikawa diagram, Logical Structure diagram, 5 Why Analysis Action Plan, Gantt Chart ,[object Object],[object Object],[object Object],[object Object],Re…: Re design, Rethink Re train, Re process Repair, Replace Relocate, Retools.. Re c ycle ….

Symptom Condition Impact Q, C, D, S, M, E, E 5 Ws 2Hs 7 QC Tools Problem Burger

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Strategists, Business Model Innovators, and Lean Startup Practitioners tend to use different and fragmented tools. Consequently, communication and cooperation are poor between Strategists, Business Model Innovators, and Lean Startup Practitioners especially in collaborative projects. This presentation features the Problem Solving Engine (PSE) Toolkit which is a visual framework that integrates tools used by Strategists, Business Model Innovators, and Lean Startup Practitioners. One advantage is greater communication as well as effective and efficient problem solving in innovation projects especially under conditions of great uncertainty. http://goo.gl/zzRSDO

3 Problem Solving Tools for Strategists, Business Model Innovators, and Strat...

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Fostering an online professional community: What can you do?

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At the 2015 Front End of Innovation Conference in Vienna, we're delighted to host a workshop on Strategy Tools - in action. The 90 minute, hands-on workshop will feature a mix of our well-tested but also some of our very latest tools, developed by Strategy Tools for the Next Generation. We're on a mission to change how the world works on Strategy and Innovation - don't miss the energizing workshop in Vienna.

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Quick & easy problem solving tools

LineView Academy (was OFX Academy)

This is the third of three presentations delivered at an innovation workshop for the Greater Tygerberg Partnership, a non-profit organisation facilitating socio-economic growth in the northern region of Cape Town, in July 2016. This particular deck looked at four innovation theories and methodologies. Like many of my presentations it requires a talking head in front to fully explain. Hopefully, when viewed with the accompanying deck on innovation theories an models, a viewer will be ale to discern the main themes and points of the workshop. (The other deck in the workshop was an introduction to the workshop).

Innovation Tools & Processes | 2016

Patrick Collings

Recently, I read what may be the best book to date on tactically applying Lean Storyboarding to risky projects and decision-making in organizations. The book is “The Innovator’s Method: Bringing the Lean Startup Into Your Organization” by Nathan Furr & Jeff Dyer. Lean Startup Storyboarding focuses on answering the Lean Startup Question: How to rapidly discover and solve a Big Urgent Market Problem (BUMP)? Lean Startup Storyboarding is synonymous with Lean Startup Problem Solving as well as Lean System Problem Solving. For those, who are not familiar with Lean Storyboarding, one could use the formal definition below, which I developed based on Eric Ries’s seminal book, “The Lean Startup.” Lean Storyboarding refers to a tightly integrated set of tools for rapid lean improvement and innovation that lead to radically successful business models (under conditions of extreme uncertainty). Small, medium, and large businesses are eager to adopt Lean Storyboarding as it promises two things. The first is achievement of the objective of “rapid lean improvement and innovation” which is regarded (a la Joseph Schumpeter’s “Creative destruction” as well as John Boyd’s “OODA Loop”) as a prerequisite for business model survival and growth especially in a hypercompetitive environment. The second reason is rapidly achieving the highly desirable outcome of radically successful business models that are developed under conditions of extreme uncertainty. In other words, Lean Storyboarding promises to solve, in one swoop, the Big Urgent Market Problem (BUMP) of slow customer problem solving, business decision-making, and experimentation (execution) as well as wasteful innovation. Given the attractive value proposition of Lean Storyboarding, more and more large organizations want to act like “Lean Startups” while adopting Lean Storyboarding. However, unlike in the Six Sigma methodology, there is currently no “standard” framework, process, template, or “operating manual” for Lean Storyboarding, that is, rapid application of the Lean Startup method to improvement and innovation projects. Lean Storyboarding is a nascent field. At the moment, Lean Startup projects are mainly guided by Lean Startup principles and ideas as outlined in Ries’s book, “The Lean Startup,” nothwithstanding a lot of disparate templates and “canvases” as well as acronyms and buzzwords: MVP; GOOB; Build-Measure-Learn Loop; Hypothesis; Experiment; Validated Learning; Problem-Solution Fit; Product-Market Fit; Pivot. The result is Slow Lean Startup Problem Solving (LSPS) which defeats the primary purpose and essence of a Lean Startup. The approach of Lean Storyboarding is designed to solve the above mentioned problems while helping organizations rapidly do lean improvement and innovation projects.

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Ruven Gotz

I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 1st of a 3 part presentation.

Basic 8D Problem Solving Tools & Methods - Part 1

Tony Alvarez

Market Research - Course Slides CONTENTS 1. Introduction -Marketing Research -Types of Market Research -Research Methods 2.Qualitative Research Methods - Focus Groups - Depth Interview - Projective Techniques - Comparison of Qualitative Techniques 3. Observation Methods 4. Survey: Measurement and Scaling - Intorduction - Comparative Scales - Non-comparative Scales - Multi-item Scales - Reliability and Validity 5.Questionnaire - Asking Questions - Overcoming Inability to Answer - Overcoming Unwillingness to Answer - Increasing Willingness of Respondents - Determining the Order of Questions - What’s Next? 6.Sampling - Non-probability Sampling - Probability Sampling - Choosing Non-Probability vs. Probability Sampling - Sample Size 7. Data Analysis:  A Concise Overview of Statistical Techniques - Descriptive Statistics:   Some Popular Displays of Data - Organizing Qualitative Data - Organizing Quantitative Data - Summarizing Data Numerically - Cross-Tabulations - Inferential Statistics:   Can the results be generalized to population? - Hypothesis Testing - Strength of a Relationship in Cross-Tabulation - Describing the Relationship Between   Two (Ratio Scaled) Variables 8. Advanced Techniques of Market Analysis:  A Brief Overview of Some Useful Concepts - Conjoint Analysis - Market Simulations - Market Segmentation - Perceptual Positioning Maps 9. Reporting Results

Market Research - course slides

Paul Marx

Chuck Liu Design Research Lead KISSmetrics @chuckjliu cliu@kissmetrics.com Market research helps you make decisions. 3 Essential Mantras of Market Research 1 Goal: Make better decisions, faster. Get things done in days, not weeks or months. Market research priorities are different depending on what stage your business is at There are many FREE resources out there. Google Trends: Measure market potential and interest AVINASH KAUSHIK HTTP://KISS.LY/LEANAC Talking to experts: Get the detailed scoop of workflows and processes 1. Hypothesis- driven Have an idea to prove or disprove 2. Short and targeted 5 days, 2 weeks max 3 Ways for Early Stage Businesses to do Lean Market Research 2 1. Survey + Social Distribution Cheap (or free), but requires more work on your part 1. Make a screener or survey 2. Tweet/share it out 3. Analyze Try the good ole’ “asking for a friend” (except it’s you really asking) Whether you’re actually asking for a friend or not, this actually works be er, especially if you tag a potential competitor 1. Ask a question on Quora 2. Revitalize an old relevant thread with a new comment 3. Ask people to answer an existing question 2. AdWords Easy setup, variable expenses You Pay for Clicks, Which Is Pre y Realistic AdWords Keyword Planner does the work for you in volume and interest 1. Practice your pitch 2. Limited character count = concise messaging 3. Bad ideas = no problem 3. Amazon Mechanical Turk Disclaimer: I haven’t tried yet, but I want to Mechanical Turk Plan: Simple • Design a test • Distribute a test • Analyze the data 3 Strategies for Existing Businesses/ Enterprises to Getting Faster Research Done 3 1. In-App Surveys Contextual, relevant, and dismissible Existing workflow and pain points • Nudge your customers with in-app surveys • Open-ended In-App Survey Pros and Cons Pros • Low cost • Low effort • Can be turned on/off as you please to measure activities over time • Quick responses based on targeting technique Cons • Limits demographic to your existing users • Can potentially annoy your users 2. Experience Sampling Uncover user needs and behaviors Pros • Highlights behaviors, moods, stress levels • Gives context to these behaviors depending on how it was administered (same time every day, multiple times a day, etc.) • Measures differences over time Cons • Risk of participants dropping off or stopping participation • Incentive needed to lure in • Not good for checking if someone is doing a task repetitively Experience Sampling Pros and Cons 3. Persona Advisory Board Quick Review: Personas (thanks to Buffer for these images! Pros • Highly contextual information about day in the life, workflow, and process • Visibility into which tools are used for tasks • Deeper relationship and trust built with customer Cons • High amount of effort on your part • Recruiting can be hit or miss depending on your relationship with customers / th

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