The document discusses several problem solving methods including the 8 Disciplines Problem Solving process, Kepner-Tregoe Problem Solving and Decision Making (KT), TRIZ, Plan-Do-Check-Act (PDCA) model, and the GROW model. It provides an overview of each method and compares the PDCA model and GROW model. The key strengths of each approach are discussed.
The document outlines Toyota's 8 steps to practical problem solving which include: 1) clarifying the problem, 2) breaking down the problem, 3) setting a target, 4) analyzing the root cause, 5) developing countermeasures, 6) implementing countermeasures, 7) monitoring results and the process, and 8) standardizing and sharing success. The 8 steps are meant to work in conjunction with the PDCA (plan-do-check-act) cycle and promote continuous improvement.
Qcc Quality Control Circle (Collaborative Problem Solving)Parvin Sinha
Quality Control Circles (QCC) are small groups of employees that meet regularly to identify, analyze, and solve work-related problems. They aim to improve quality, productivity, safety, and morale. Some key points:
- QCCs were first established in Japan in the 1960s and have since spread internationally. They involve cross-functional collaboration to tackle issues.
- Groups are typically 4-12 employees from the same department. They receive training in problem-solving tools and work with management to implement solutions.
- Benefits include increased employee engagement, better quality and productivity, stronger problem-solving skills, and an improved work environment. QCCs rely on participatory decision-making and developing
This document outlines a training program on design thinking techniques. It includes 4 modules that cover customer experience, sales, innovation, and creativity. The document then provides details on each stage of the design thinking process, including empathize, define, ideate, prototype, and test. It emphasizes the importance of understanding user needs and testing solutions. Contact information is also provided for the training program facilitator.
PDCA stands for Plan, Do, Check, Act and is an improvement cycle used to refine processes. It involves planning a change, implementing it, observing the results, and acting on what is learned by either adopting or adjusting the change. The document then discusses each step in more detail, emphasizing that PDCA is an iterative process that requires consistent use to drive continuous improvement through learning.
201803 journey to agility floris quantFloris Quant
The document describes the author Floris Quant's journey to adopting an agile mindset and implementing agile practices like Scrum. It outlines his background and career, how he was inspired by reading about agile and Scrum, and his perspectives on creating a human-centered approach. It then details three cases where he implemented Scrum with varying degrees of success, highlighting lessons learned around communication, involvement of stakeholders, and the importance of an agile mindset. The document concludes by emphasizing the importance of focusing on human needs and empowering people through self-organizing teams.
The document outlines an 8-step process for effective problem solving: 1) Identify the problem, 2) Understand the current situation, 3) Identify the root causes, 4) Plan improvements, 5) Execute the improvements, 6) Confirm the results, 7) Standardize the improvements, and 8) Plan for the future. Key aspects of the process include using tools like fishbone diagrams, Pareto charts, and goal setting to thoroughly analyze problems and select effective solutions. The process advocates for containing root causes, prioritizing high impact improvements with low effort, monitoring solutions, and documenting standardized practices to maintain results over time.
The document provides information about continuous improvement in Agile processes. It discusses using an iterative transition process with small continuous changes to adopt an Agile development process. An improvement backlog should track items to improve the organization's use of Scrum, similar to a product backlog. An Enterprise Transition Community supports the organization's effort to introduce and improve Scrum use through an iterative process.
The most difficult part of any initiative is the behavior change it calls for, and RBQM is no exception. The implementation of RBQM without a implementation plan is just a wish.
To achieve their organizational goals, successful research organizations have figured out how to navigate change management. No matter the type of project or initiative, these companies treat any kind of plan execution with a change management mindset.
Part 2: How to fight your biggest enemy, time, by agile change management
The document outlines Toyota's 8 steps to practical problem solving which include: 1) clarifying the problem, 2) breaking down the problem, 3) setting a target, 4) analyzing the root cause, 5) developing countermeasures, 6) implementing countermeasures, 7) monitoring results and the process, and 8) standardizing and sharing success. The 8 steps are meant to work in conjunction with the PDCA (plan-do-check-act) cycle and promote continuous improvement.
Qcc Quality Control Circle (Collaborative Problem Solving)Parvin Sinha
Quality Control Circles (QCC) are small groups of employees that meet regularly to identify, analyze, and solve work-related problems. They aim to improve quality, productivity, safety, and morale. Some key points:
- QCCs were first established in Japan in the 1960s and have since spread internationally. They involve cross-functional collaboration to tackle issues.
- Groups are typically 4-12 employees from the same department. They receive training in problem-solving tools and work with management to implement solutions.
- Benefits include increased employee engagement, better quality and productivity, stronger problem-solving skills, and an improved work environment. QCCs rely on participatory decision-making and developing
This document outlines a training program on design thinking techniques. It includes 4 modules that cover customer experience, sales, innovation, and creativity. The document then provides details on each stage of the design thinking process, including empathize, define, ideate, prototype, and test. It emphasizes the importance of understanding user needs and testing solutions. Contact information is also provided for the training program facilitator.
PDCA stands for Plan, Do, Check, Act and is an improvement cycle used to refine processes. It involves planning a change, implementing it, observing the results, and acting on what is learned by either adopting or adjusting the change. The document then discusses each step in more detail, emphasizing that PDCA is an iterative process that requires consistent use to drive continuous improvement through learning.
201803 journey to agility floris quantFloris Quant
The document describes the author Floris Quant's journey to adopting an agile mindset and implementing agile practices like Scrum. It outlines his background and career, how he was inspired by reading about agile and Scrum, and his perspectives on creating a human-centered approach. It then details three cases where he implemented Scrum with varying degrees of success, highlighting lessons learned around communication, involvement of stakeholders, and the importance of an agile mindset. The document concludes by emphasizing the importance of focusing on human needs and empowering people through self-organizing teams.
The document outlines an 8-step process for effective problem solving: 1) Identify the problem, 2) Understand the current situation, 3) Identify the root causes, 4) Plan improvements, 5) Execute the improvements, 6) Confirm the results, 7) Standardize the improvements, and 8) Plan for the future. Key aspects of the process include using tools like fishbone diagrams, Pareto charts, and goal setting to thoroughly analyze problems and select effective solutions. The process advocates for containing root causes, prioritizing high impact improvements with low effort, monitoring solutions, and documenting standardized practices to maintain results over time.
The document provides information about continuous improvement in Agile processes. It discusses using an iterative transition process with small continuous changes to adopt an Agile development process. An improvement backlog should track items to improve the organization's use of Scrum, similar to a product backlog. An Enterprise Transition Community supports the organization's effort to introduce and improve Scrum use through an iterative process.
The most difficult part of any initiative is the behavior change it calls for, and RBQM is no exception. The implementation of RBQM without a implementation plan is just a wish.
To achieve their organizational goals, successful research organizations have figured out how to navigate change management. No matter the type of project or initiative, these companies treat any kind of plan execution with a change management mindset.
Part 2: How to fight your biggest enemy, time, by agile change management
This document discusses risk management in software engineering projects. It defines risk as an uncertainty that could negatively impact a project. Risk management is the process of identifying risks, analyzing them, planning mitigation actions, tracking risks, controlling deviations, and communicating about risks. The key principles of risk management are taking a global perspective, having a forward-looking view, enabling open communication, and making risk management an integrated part of project management through continuous monitoring. Risk management methodologies involve identifying, analyzing, planning, tracking, controlling, and communicating about risks. This helps manage risks effectively in projects of all sizes.
The document provides an overview of the Plan-Do-Check-Act (PDCA) cycle, also known as the Deming Wheel. It was developed by Walter Shewhart and popularized by W. Edwards Deming for continuous process improvement. The four steps are: 1) Plan a change, 2) Do by implementing it on a small scale, 3) Check if the results meet objectives, and 4) Act by either standardizing the change if successful or repeating the cycle with a new plan. Using the PDCA cycle and combining it with the FOCUS method of finding opportunities, organizing a team, clarifying processes, understanding causes, and starting the cycle can deliver improved results.
Overcoming Some Pitfalls of Transitioning to AgileJohanna Rothman
This document discusses common pitfalls that teams face when transitioning to Agile and provides strategies to overcome them. Some of the pitfalls discussed include interruptions, unrealistic deadlines, overtime expectations, geographically distributed teams, unclear requirements, technical debt, multiple product owners, and expanded timeboxes. The strategies provided focus on establishing clear definitions of done, ranking requirements, shortening iteration lengths, integrating testing, and holding regular retrospectives to continuously improve.
Let's Explore Agile Basics and Answer the Big 3 Questions. Are we working on the right things? Are we getting the work done? Are we doing the work the right way?
The document outlines the 14 management principles of the Toyota Way. The two pillars are continuous improvement and respect for people. The principles include developing a long-term vision, creating continuous process flow, using pull systems to avoid overproduction, leveling out workload, building a culture of stopping to fix problems, using visual controls, developing exceptional people and teams, respecting suppliers, going to see problems firsthand, making decisions by consensus, and becoming a learning organization.
Basic 8D Problem Solving Tools & Methods - Part 1Tony Alvarez
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.
The document outlines 14 management principles of the Toyota Way. The principles focus on long-term philosophy over short-term goals, continuous process improvement, pull-based production systems to avoid overproduction, leveling workload, stopping to fix all problems the first time, standardized processes for continuous improvement, visual controls, reliable technology, developing leaders and exceptional people, respecting suppliers, and leaders directly observing situations.
The document discusses an efficiency expert, Pete DiSantis, presenting information on improving operations using a Plan-Do-Check-Act (PDCA) process. It provides details on each step of the PDCA process and applies it to a paper plane design competition. Attendees are instructed to collaborate using PDCA to design and build a paper plane for the competition, with the goal of achieving the furthest flight distance. Key paper plane design elements like weight distribution, vertical stabilizers, flaps, and winglets that could improve performance are also highlighted.
The document discusses concepts related to quality management in healthcare. It covers Deming's 14 points for quality management philosophy, including building quality into processes to eliminate need for inspection, continuous improvement, breaking down barriers between departments, and eliminating targets/quotas in favor of leadership. It also discusses core values of organizations like Sony and Nordstrom, and concepts like total quality management, leadership, and quality systems.
Presentation Coaching Workshop at Singapore PolytechnicKenny Lew
The document provides an agenda and materials for a presentation coaching workshop. It discusses key elements of effective pitches such as having a compelling story, clear message, capturing attention, and convincing the audience to take action. It offers tips for preparing pitch decks, including knowing the audience and goal, highlighting compelling elements, and using visual designs over text. Common mistakes like reading slides and meaningless information are also addressed. Example pitch videos are presented and discussed.
Surpassing the Boundaries of Project and Change Management. Becoming a key “S...Spark the Change Montréal
The aim of this presentation is to raise the level of awareness and understanding of how to surpass boundaries to become the key Solution Integrator” for Business Success, integrating Project Management, Change Management and Business Processes.
Today, we can affirm there is an important gap between the definition of the project success and its actual implementation and value realization due to the inability to systemically implement change throughout business transformation.
This document provides an introduction to the Kanban method. It begins with an agenda for discussing what Kanban is, the Kanban method, applying upstream Kanban, applying Kanban to Scrum, and includes a Q&A section. The document then discusses the key aspects of the Kanban method including visualizing workflow with Kanban boards, limiting work-in-progress with WIP limits, managing flow, making policies explicit, implementing feedback loops, and improving collaboratively through experimentation. It also discusses how Kanban can help teams become more lean by eliminating waste. The document concludes by discussing how Kanban can be applied to both Scrum processes and other domains beyond software development.
The document provides an overview of Six Sigma, including:
1) It defines Six Sigma as a methodology for continuous improvement and creating high quality products and processes using statistical tools.
2) It discusses the origins and growth of Six Sigma at Motorola and GE in the 1980s-1990s.
3) It describes the DMAIC methodology used for process improvement projects and the roles of Master Black Belts, Black Belts, and Green Belts in a Six Sigma organization.
Scrum is a simple project management framework for complex projects that focuses on delivering business value continuously through short development cycles called sprints. It aims to improve efficiency, boost motivation, and enhance communication between customers and teams. Scrum involves self-organizing cross-functional teams, daily stand-ups, product backlogs prioritized by a product owner, and sprints that result in working software delivered every 2-4 weeks.
This document provides an overview of Scrum, an agile project management framework. Some key points:
- Scrum uses iterative "Sprints" typically lasting 2-4 weeks to develop software in short cycles. A product backlog is prioritized and tasks are broken down for each Sprint.
- Self-organizing Scrum teams of 5-9 people work to complete the Sprint goals. Daily stand-up meetings provide status updates and help remove impediments.
- At the end of each Sprint, working software is demonstrated and the product owner evaluates progress before prioritizing tasks for the next Sprint.
- Scrum aims to improve productivity, adaptability and creativity compared to
I run the Red beads simulation as the basis for describing how any business is a system and the need to understand how it really works to manage it effectively.
The document summarizes the key principles of the Toyota Production System. It describes Toyota's philosophy of continuous improvement, respect for people, and eliminating waste. The core goals of Toyota's approach are achieving the highest quality at the lowest cost and shortest lead times. Toyota relies on principles like just-in-time production, respect for people, challenging assumptions, and solving problems at their root cause. Overall, the document outlines Toyota's management methods that prioritize operational excellence, continuous learning, and developing a culture of improvement.
Close the Loop - Simplifying A3 Thinking for Team RetrospectivesCara Turner
The document discusses using A3 Thinking and the scientific method to structure team retrospectives. It presents a process for defining a goal as a hypothesis to test in the next sprint, then reviewing the results to see if assumptions were correct and how close the team is to the target state. The goal is to close the loop on continuous improvement by experimenting with changes and reviewing outcomes to guide future adaptations.
The document discusses various scaled agile project management frameworks like LeSS, SAFe, DAD, and DSDM. It summarizes findings from a white paper on adopting these approaches which found that the mindset is more important than the specific method. Organizations need to determine what fits their purpose and rely on experienced teams to decide on the appropriate blend of techniques. Training, multi-skilling teams, and ensuring strategic alignment are also important for successful adoption of agile project management.
The document discusses the benefits of an agile mindset over agile fundamentalism. It argues that agile is a mindset guided by principles rather than a formula or best practices. An agile mindset is pragmatic, focuses on delivering value to customers, manages expectations, and empowers teams. The document cautions against those who claim there is only one right way to do agile. It provides examples of how an agile mindset continues learning and embraces alternative views rather than being closed off.
The document summarizes a leadership training workshop. The purpose of the workshop is to improve business and leadership skills, learn from peers, share best practices, and build industry networks. It discusses dealing with volatile, uncertain, complex and ambiguous (VUCA) business conditions. Key topics covered include future management trends, online training resources, problem solving techniques, decision making tools, and increasing productivity. Participants engage in exercises to analyze leadership gaps, develop strategic plans, solve problems, and improve time management. The workshop provides tools and frameworks to help leaders navigate challenging business environments.
Are you tired of feeling overwhelmed by your workload and struggling to manage your time effectively? Look no further! In this presentation, I introduce you to the power of solution-focused coaching, a practical and empowering approach to problem-solving.
I begin by identifying common challenges such as a lack of time, ineffective prioritizing, and poor efficiency. Then, I dive into the core principles of solution-focused coaching, emphasizing the shift from dwelling on problems to identifying and implementing solutions.
Discover the numerous benefits of solution-focused coaching, including improved time management, increased productivity, and a positive and pragmatic mindset that fuels motivation. Learn how to embrace a solution-oriented approach and leverage your strengths and resources to overcome obstacles.
I guide you through the four steps of solution-focused coaching: goal identification, action plan creation, progress monitoring, and adapting what isn't working. Along the way, I introduce you to powerful tools like the SIMPLE model and the OSKAR framework, which provide practical techniques for effective coaching.
Gain insights into effective communication strategies, including active listening and skilled questioning, and explore how to tap into your resources and strengths for sustainable change. I address the importance of personal responsibility and highlight the holistic nature of solution-focused coaching.
This document discusses risk management in software engineering projects. It defines risk as an uncertainty that could negatively impact a project. Risk management is the process of identifying risks, analyzing them, planning mitigation actions, tracking risks, controlling deviations, and communicating about risks. The key principles of risk management are taking a global perspective, having a forward-looking view, enabling open communication, and making risk management an integrated part of project management through continuous monitoring. Risk management methodologies involve identifying, analyzing, planning, tracking, controlling, and communicating about risks. This helps manage risks effectively in projects of all sizes.
The document provides an overview of the Plan-Do-Check-Act (PDCA) cycle, also known as the Deming Wheel. It was developed by Walter Shewhart and popularized by W. Edwards Deming for continuous process improvement. The four steps are: 1) Plan a change, 2) Do by implementing it on a small scale, 3) Check if the results meet objectives, and 4) Act by either standardizing the change if successful or repeating the cycle with a new plan. Using the PDCA cycle and combining it with the FOCUS method of finding opportunities, organizing a team, clarifying processes, understanding causes, and starting the cycle can deliver improved results.
Overcoming Some Pitfalls of Transitioning to AgileJohanna Rothman
This document discusses common pitfalls that teams face when transitioning to Agile and provides strategies to overcome them. Some of the pitfalls discussed include interruptions, unrealistic deadlines, overtime expectations, geographically distributed teams, unclear requirements, technical debt, multiple product owners, and expanded timeboxes. The strategies provided focus on establishing clear definitions of done, ranking requirements, shortening iteration lengths, integrating testing, and holding regular retrospectives to continuously improve.
Let's Explore Agile Basics and Answer the Big 3 Questions. Are we working on the right things? Are we getting the work done? Are we doing the work the right way?
The document outlines the 14 management principles of the Toyota Way. The two pillars are continuous improvement and respect for people. The principles include developing a long-term vision, creating continuous process flow, using pull systems to avoid overproduction, leveling out workload, building a culture of stopping to fix problems, using visual controls, developing exceptional people and teams, respecting suppliers, going to see problems firsthand, making decisions by consensus, and becoming a learning organization.
Basic 8D Problem Solving Tools & Methods - Part 1Tony Alvarez
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.
The document outlines 14 management principles of the Toyota Way. The principles focus on long-term philosophy over short-term goals, continuous process improvement, pull-based production systems to avoid overproduction, leveling workload, stopping to fix all problems the first time, standardized processes for continuous improvement, visual controls, reliable technology, developing leaders and exceptional people, respecting suppliers, and leaders directly observing situations.
The document discusses an efficiency expert, Pete DiSantis, presenting information on improving operations using a Plan-Do-Check-Act (PDCA) process. It provides details on each step of the PDCA process and applies it to a paper plane design competition. Attendees are instructed to collaborate using PDCA to design and build a paper plane for the competition, with the goal of achieving the furthest flight distance. Key paper plane design elements like weight distribution, vertical stabilizers, flaps, and winglets that could improve performance are also highlighted.
The document discusses concepts related to quality management in healthcare. It covers Deming's 14 points for quality management philosophy, including building quality into processes to eliminate need for inspection, continuous improvement, breaking down barriers between departments, and eliminating targets/quotas in favor of leadership. It also discusses core values of organizations like Sony and Nordstrom, and concepts like total quality management, leadership, and quality systems.
Presentation Coaching Workshop at Singapore PolytechnicKenny Lew
The document provides an agenda and materials for a presentation coaching workshop. It discusses key elements of effective pitches such as having a compelling story, clear message, capturing attention, and convincing the audience to take action. It offers tips for preparing pitch decks, including knowing the audience and goal, highlighting compelling elements, and using visual designs over text. Common mistakes like reading slides and meaningless information are also addressed. Example pitch videos are presented and discussed.
Surpassing the Boundaries of Project and Change Management. Becoming a key “S...Spark the Change Montréal
The aim of this presentation is to raise the level of awareness and understanding of how to surpass boundaries to become the key Solution Integrator” for Business Success, integrating Project Management, Change Management and Business Processes.
Today, we can affirm there is an important gap between the definition of the project success and its actual implementation and value realization due to the inability to systemically implement change throughout business transformation.
This document provides an introduction to the Kanban method. It begins with an agenda for discussing what Kanban is, the Kanban method, applying upstream Kanban, applying Kanban to Scrum, and includes a Q&A section. The document then discusses the key aspects of the Kanban method including visualizing workflow with Kanban boards, limiting work-in-progress with WIP limits, managing flow, making policies explicit, implementing feedback loops, and improving collaboratively through experimentation. It also discusses how Kanban can help teams become more lean by eliminating waste. The document concludes by discussing how Kanban can be applied to both Scrum processes and other domains beyond software development.
The document provides an overview of Six Sigma, including:
1) It defines Six Sigma as a methodology for continuous improvement and creating high quality products and processes using statistical tools.
2) It discusses the origins and growth of Six Sigma at Motorola and GE in the 1980s-1990s.
3) It describes the DMAIC methodology used for process improvement projects and the roles of Master Black Belts, Black Belts, and Green Belts in a Six Sigma organization.
Scrum is a simple project management framework for complex projects that focuses on delivering business value continuously through short development cycles called sprints. It aims to improve efficiency, boost motivation, and enhance communication between customers and teams. Scrum involves self-organizing cross-functional teams, daily stand-ups, product backlogs prioritized by a product owner, and sprints that result in working software delivered every 2-4 weeks.
This document provides an overview of Scrum, an agile project management framework. Some key points:
- Scrum uses iterative "Sprints" typically lasting 2-4 weeks to develop software in short cycles. A product backlog is prioritized and tasks are broken down for each Sprint.
- Self-organizing Scrum teams of 5-9 people work to complete the Sprint goals. Daily stand-up meetings provide status updates and help remove impediments.
- At the end of each Sprint, working software is demonstrated and the product owner evaluates progress before prioritizing tasks for the next Sprint.
- Scrum aims to improve productivity, adaptability and creativity compared to
I run the Red beads simulation as the basis for describing how any business is a system and the need to understand how it really works to manage it effectively.
The document summarizes the key principles of the Toyota Production System. It describes Toyota's philosophy of continuous improvement, respect for people, and eliminating waste. The core goals of Toyota's approach are achieving the highest quality at the lowest cost and shortest lead times. Toyota relies on principles like just-in-time production, respect for people, challenging assumptions, and solving problems at their root cause. Overall, the document outlines Toyota's management methods that prioritize operational excellence, continuous learning, and developing a culture of improvement.
Close the Loop - Simplifying A3 Thinking for Team RetrospectivesCara Turner
The document discusses using A3 Thinking and the scientific method to structure team retrospectives. It presents a process for defining a goal as a hypothesis to test in the next sprint, then reviewing the results to see if assumptions were correct and how close the team is to the target state. The goal is to close the loop on continuous improvement by experimenting with changes and reviewing outcomes to guide future adaptations.
The document discusses various scaled agile project management frameworks like LeSS, SAFe, DAD, and DSDM. It summarizes findings from a white paper on adopting these approaches which found that the mindset is more important than the specific method. Organizations need to determine what fits their purpose and rely on experienced teams to decide on the appropriate blend of techniques. Training, multi-skilling teams, and ensuring strategic alignment are also important for successful adoption of agile project management.
The document discusses the benefits of an agile mindset over agile fundamentalism. It argues that agile is a mindset guided by principles rather than a formula or best practices. An agile mindset is pragmatic, focuses on delivering value to customers, manages expectations, and empowers teams. The document cautions against those who claim there is only one right way to do agile. It provides examples of how an agile mindset continues learning and embraces alternative views rather than being closed off.
The document summarizes a leadership training workshop. The purpose of the workshop is to improve business and leadership skills, learn from peers, share best practices, and build industry networks. It discusses dealing with volatile, uncertain, complex and ambiguous (VUCA) business conditions. Key topics covered include future management trends, online training resources, problem solving techniques, decision making tools, and increasing productivity. Participants engage in exercises to analyze leadership gaps, develop strategic plans, solve problems, and improve time management. The workshop provides tools and frameworks to help leaders navigate challenging business environments.
Are you tired of feeling overwhelmed by your workload and struggling to manage your time effectively? Look no further! In this presentation, I introduce you to the power of solution-focused coaching, a practical and empowering approach to problem-solving.
I begin by identifying common challenges such as a lack of time, ineffective prioritizing, and poor efficiency. Then, I dive into the core principles of solution-focused coaching, emphasizing the shift from dwelling on problems to identifying and implementing solutions.
Discover the numerous benefits of solution-focused coaching, including improved time management, increased productivity, and a positive and pragmatic mindset that fuels motivation. Learn how to embrace a solution-oriented approach and leverage your strengths and resources to overcome obstacles.
I guide you through the four steps of solution-focused coaching: goal identification, action plan creation, progress monitoring, and adapting what isn't working. Along the way, I introduce you to powerful tools like the SIMPLE model and the OSKAR framework, which provide practical techniques for effective coaching.
Gain insights into effective communication strategies, including active listening and skilled questioning, and explore how to tap into your resources and strengths for sustainable change. I address the importance of personal responsibility and highlight the holistic nature of solution-focused coaching.
The GROW model is a structured coaching method used to set goals and solve problems. It was developed in the UK in the 1980s and involves four stages: Goal, Reality, Options, and Way Forward. The document then provides details on each stage and examples of how the GROW model can be applied to issues like weight loss or time management. It originated from the Inner Game theory developed by tennis coach Timothy Gallwey to help athletes improve through self-discovery rather than instruction.
Problem Solving Tools.pptx and basix 7Qc Tools and QCC -12 Steps Problem solv...Dhinakaran416989
The document provides information about total quality management (TQM) and quality improvement tools. It defines TQM as integrating all functions and processes to continuously improve quality of goods and services. Key aspects of TQM include customer satisfaction, meeting standards and expectations. Tools covered include DMAIC (define, measure, analyze, improve, control), 8D (eight disciplines of problem solving), PDCA (plan, do, check, act) and basic quality tools like histograms, Pareto charts, flowcharts and control charts. The document discusses how these tools are applied in the problem solving methodology of identifying problems, analyzing causes, finding root causes, developing and testing solutions.
This document introduces Lean thinking and the PDSA (Plan-Do-Study-Act) method. Lean focuses on maximizing value for the customer while minimizing waste. The benefits of Lean include stability, organizational vitality, and respect for people. PDSA is Lean's version of the scientific method for testing changes by planning a change, doing it, studying the results, and acting on what is learned. The document provides details on how to structure each component of a PDSA cycle, including defining the problem, setting goals, analyzing root causes, developing countermeasures, experimenting, studying outcomes, and adjusting for continuous improvement.
The document is a leader's guide to innovation from Dale Carnegie Training. It discusses how innovation is important for organizations to stay competitive and outlines a process for leaders to foster innovation. The process involves visualizing an ideal future state, finding facts about the current state, identifying challenges and opportunities, brainstorming ideas, evaluating solutions, gaining acceptance, implementing solutions, following up on implementation, and evaluating results. Fostering innovation requires open communication, valuing employees, and creating a positive work environment.
The Deming Cycle, also known as the plan-do-check-act (PDCA) cycle, is a four-step method for continuous improvement and learning. It involves planning an improvement, doing or implementing it, checking the results, and acting on what is learned through repetition of the cycle. The PDCA cycle structures improvement projects systematically by planning a change, executing the plan, measuring the results, and determining what actions to take next. It is used to manage initiatives for continuous organizational improvement through repetitive learning cycles.
Complete Introduction to Service Design and Design ThinkingHaytham El-Mardi
Course Tag Description: Introduction to Service Design
Course Title: Introduction to Service Design
Overview:
This course provides a comprehensive introduction to service design, focusing on the principles of innovation and design thinking. Participants will explore how to create user-centered services by integrating the needs of people, the possibilities of technology, and the requirements for business success. The course covers the essential components of service design and the five stages of design thinking, ensuring a practical and interactive learning experience.
Key Topics:
Understanding Innovation and its Types
Principles and Components of Service Design
The Design Thinking Process: Empathize, Define, Ideate, Prototype, Test
Practical Tools and Techniques for Service Design
Real-Life Examples and Case Studies
ICC dan KIK - keperluan dan perlaksanaan dalam organisasiParman Ambo
This document discusses continuous improvement (CI) in businesses. It provides an overview of CI, including that it typically occurs incrementally over long periods rather than through sudden changes. CI can begin on a small scale in one team or department and expand across the business. The document also discusses implementing a CI mindset and using a Plan-Do-Check-Act model. It provides examples of applying CI to positive, negative, and neutral areas of a business. Finally, it discusses Prasarana's use of innovative convention competitions (ICCs) to promote innovation and CI among its staff.
Trend provides one of the greatest opportunities for starting new venture and when the entrepreneur can be at the start of a trend that lasts for a considerable period of time.
Those entrepreneurs who are capable of understanding the trend and start working on that may get success in their venture.
Managing business change projects with AgileAdam Humphrey
1. Agile project management methods can be applied to business change projects to address common challenges like lack of prior knowledge, underestimating resistance to change, and focusing on too many changes at once.
2. The author proposes an "Agile for Change" approach using iterative development cycles to deliver change in small, prioritized increments with feedback between cycles.
3. User stories are used to describe small, measurable elements of capability to be implemented incrementally to stay focused yet flexible.
This document summarizes the eight steps of the Simplex problem-solving model: 1) Problem Finding, 2) Fact Finding, 3) Problem Definition, 4) Idea Finding, 5) Selection & Evaluation, 6) Planning, 7) Sell Idea, and 8) Action. The model is a circular process for solving current problems and identifying new problems on an ongoing basis. Each step of the process is described in one to three sentences with techniques for implementation.
The Innovation Recipe: Six steps to turn your ideas into resultsJenny Vandyke
An overview of the six-step Innovation Recipe.
For more information on the book, or to download a free chapter sampler, go to:
http://www.zumbara.com.au/the-innovation-recipe.html
This document provides an overview of the PDCA (Plan-Do-Check-Act) problem solving cycle and techniques that can be used within each step of the cycle. It describes the origins of PDCA in Deming's work helping Japanese industries rebuild after World War II. Key steps are outlined for each phase of the cycle, including defining the problem, analyzing data, developing and implementing solutions, and standardizing successful processes. Fourteen techniques are also introduced that can aid various stages of the problem solving process.
The document provides an overview of the PDCA (Plan-Do-Check-Act) problem solving cycle and techniques that can be used within each step of the cycle. It describes the origins and purpose of the PDCA approach and outlines the key steps and actions involved in planning, implementing, monitoring, and standardizing solutions to problems. A variety of quality improvement techniques are also introduced that can aid different phases of the PDCA process.
Are you ready to innovate?
Just talking about "innovation" is not enough...
Great companies ask "what is going right?" and "how we can it do more?" Ask also "why" when something went well, not only when something went wrong.
Start realizing your potential and focus on your strenghts.
Discover your BrightSpots for Growth!
The document introduces the Model for Improvement, which provides a framework for developing, testing, and implementing changes that lead to improvement. The model consists of two parts: 1) three fundamental questions to guide improvement work, and 2) Plan-Do-Study-Act (PDSA) cycles to test changes rapidly through small-scale trials. Using PDSA cycles allows improvements to be implemented systematically after building evidence of what works through consecutive tests. The Model for Improvement offers a simple, low-risk approach to achieving successful organizational change.
The document describes The Model for Improvement, which provides a framework for developing, testing, and implementing changes that lead to improvement. The model consists of two parts: 1) three fundamental questions to guide improvement work, and 2) Plan-Do-Study-Act cycles to test changes rapidly through small-scale trials. Using this approach can help achieve successful change by starting small, reducing risk, and learning from iterative testing to build knowledge for further improvement.
The document describes The Model for Improvement, which provides a framework for developing, testing, and implementing changes that lead to improvement. The model consists of two parts: 1) three fundamental questions to guide improvement work, and 2) Plan-Do-Study-Act cycles to test changes rapidly through small-scale trials. Using this approach can help achieve successful, low-risk change through a simple and effective process of continuous learning and adaptation.
Dokumen tersebut membahas tentang imperialisme, kolonialisme, dan penjajahan kuasa asing di Tanah Melayu dari abad ke-16 hingga abad ke-20. Ia menjelaskan faktor-faktor kedatangan penjajah seperti Portugal, Belanda, dan British serta kesan-kesan penjajahan terhadap pembangunan sosial, ekonomi, politik, dan pendidikan. Dokumen tersebut juga membincangkan langkah-langkah untuk mempertah
Dokumen tersebut membahas mengenai tanggung jawab warga negara Malaysia dalam menjaga keamanan dan pembangunan negara. Tanggung jawab ini meliputi menuntut ilmu, mencegah kejahatan, memelihara nilai-nilai masyarakat, serta menanamkan semangat patriotisme pada generasi muda. Dokumen ini juga menyoroti peranan keluarga dan pendidikan dalam membentuk warga negara yang bertanggung jawab.
Car A and Car B are traveling side by side on curves with radii of 200m and 180m respectively. The relative velocity of Car B observed from Car A is 5 m/s, and the relative acceleration of Car B towards the center of its curve is 10 m/s^2. By analyzing the velocities and accelerations of the two cars, the speed of Car A is calculated to be 93.3 m/s, and the speed of Car B is calculated to be 97.3 m/s.
Sewing machines were invented during the Industrial Revolution to increase efficiency of sewing. Early inventors developed various prototypes of sewing machines in the 18th and 19th centuries, with Thomas Saint inventing the first design in 1790. However, it was Elias Howe's sewing machine, patented in 1846, that used a needle with the eye at the pointed end that became the basis for modern sewing machines. Throughout the late 19th century, various inventors improved on existing sewing machine designs, developing new stitching mechanisms and features. By the early 20th century, electric sewing machines became widespread as more homes had power, revolutionizing home sewing.
The document provides information about wire electrical discharge machining (EDM). It discusses how wire EDM works by using a thin wire fed through the workpiece to cut complex shapes. The document outlines the objectives, scope, safety precautions, and standard operating procedure for a project using a Mitsubishi wire EDM machine to cut a mild steel workpiece. It also analyzes the output part and discusses advantages and disadvantages of wire EDM.
2. GROUP MEMBERS
NO. NAME MATRIC NO.
1. NUR SYUHADA BINTI ZAKARIA DD110052
2. NUR SHAFIKAH BINTI AHMAD MAULANA DD110102
3. SITI NUR HASRAT BINTI ABDUL HALIM DD110110
4 MOHD SYAFIQ BIN MOHD YASSIN DD110126
NEXT
3. INTRODUCTION
What is a problem?
Problem solving is the art of finding ways to get from where you are to
where want to be. The problem, therefore, is the gap between the
present situation and a more desirable one. – Vincent Nolan (1989)
A problem must be perceived or recognized by somebody, otherwise, it is
not a problem.
Problems are everywhere, depending on one’s perception to the problem
that it is a problem. We may not realize that we have a problem, but that
does not stop us from having one.
NEXT
4. Kepner-Tregoe Problem Solving and Decision Making (KT)
The KT Problem Solving & Decision Making methods are
systematic techniques that guide critical thinking to maximum
expertise and use data effectively.
Implementing the KT approach harnesses critical thinking and
diverse expertise and directs it at your most pressing issues.
The KT methods have been used globally to save billions of
dollars and improve quality, productivity, profitability, market
share, customer satisfaction and other key measures.
NEXT
5. 8 Disciplines Problem Solving Process
Eight Disciplines Problem Solving is a method used to approach
and to resolve problems, typically employed by quality engineers
or other professionals. Its purpose is to identify, correct and
eliminate recurring problems, and it is useful in product and
process improvement. The disciplines are:
D1. Use Team Approach
D2. Describe the Problem
D3. Implement and Verify Short-Term Corrective Actions
D4. Define and Verify Root Causes
D5. Verify Corrective Actions
D6. Implement Permanent Corrective Actions
D7. Prevent Recurrence
D8. Congratulate Your Team
NEXT
6. TRIZ
TRIZ presents a systematic approach for analysing the kind
of challenging problems where inventiveness is needed and
provides a range of strategies and tools for finding
inventive solutions.
8. Plan-Do-Check-Act [PDCA] Model
PDCA (plan–do–check–act or plan–do–check–adjust)
is an iterative four-step management method used in
business for the control and continuous improvement of
processes and products. It is also known as
the Deming circle/cycle/wheel, Shewhart cycle, contro
l circle/cycle, or plan–do–study–act (PDSA).
NEXT
12. Step 2:
Do
•Generate possible solutions.
•Select the best of these
solutions, perhaps using
techniques like Impact Analysis to
scrutinize them.
•Implement a pilot project on a
small scale basis, with a small
group, or in a limited
geographical area.
13. • The number of areas for
improvement you have identified,
and the scope of the whole
initiative, you may decide to
repeat the "Do" and "Check"
phases, incorporating your
additional improvements.
• Once you are finally satisfied that
the costs would outweigh the
benefits of repeating the Do-Check
sub-cycle any more, you can move
on to the final phase.
14. • Implement your solution
fully.
• If you are using the PDCA
as part of a continuous
improvement initiative,
you need to loop back to
the Plan Phase (Step 1),
and seek out further areas
STEP 4 : ACT
for improvement.
15. When to Use PDCA
• As a model for continuous improvement.
• When starting a new improvement project.
• When developing a new or improved
design of a process, product or service.
• When defining a repetitive work process.
• When planning data collection and
analysis in order to verify and prioritize
problems or root causes.
• When implementing any change.
16. • Daily routine management-for
the individual and/or the team
• Problem-solving process
• Project management
• Continuous development
• Vendor development
• Human resources development
• New product development
17. GROW Model
Problem developed
technique
solving
UK
Goal settings
Used extensively in the corporate coaching market in the late
1980s and 1990s.
GROW is very well known in the business arena but it also has
many applications in everyday life. The particular value of grow
is that it provides an effective structured methodology which
both helps set goals effectively and is a problem solving
process.
NEXT
18. GOAL – This is the end point, where the client wants to be.
WAY - The Options then need to be converted into action
steps which will take the client to their goal.
OPTION - Once Obstacles have been identified, the client needs
to find ways of dealing with them if they are to make progress.
OBSTACLE - There will be Obstacles stopping the client
getting from where they are now to where they want to go.
NEXT REALITY - This is how far the client is away from their goal.
19. STRENGTH OF GROW MODEL
It can be used by anyone without special training. While there are many
methodologies that can be used to address problems, the value of grow is
that it is easily understood, straight forward to apply and very thorough.
In addition it is possible to apply it to a large variety of issues in a very
effective way.
NEXT
20. Example:
GOAL - Bring my weight
down to 60kg in three
OBSTACLE – No food,
months and keep it down busy, lazy to exercises
REALITY - What their weight is
now? OPTION –
manage time for
exercise, pyramid of
food, diet
WAY – Go to gym, diet, exercises 10 min per day
21. PROCESSES OF GROW MODEL
1. Establish the Goal
Define and agree the goal or outcome to be achieved. You should
help your team member define a goal that is specific, measurable
and realistic. In doing this, it is useful to ask questions like:
"How will you know that you have achieved that goal?"
"How will you know the problem is solved?“
2. Examine Current Reality
Too often, people try to solve a problem without fully considering
their starting point, and often they are missing some of the
information they need to solve the problem effectively. Useful
coaching questions include:
"What is happening now?"
"What, who, when, how often"
"What is the effect or result of that?"
22. 3. Explore the Options
meaning, all the many possible options you have for solving the problem. Help
your team member generate as many good options as possible, and discuss
these. Typical questions used to establish the options are:
"What else could you do?"
"What if this or that constraint were removed?
"What are the benefits and downsides of each option?"
4. Establish the Will
So your final step as coach is to get you team member to commit to specific
action. In so doing, you will help the team member establish his or her will and
motivation. Useful questions:
"So what will you do now, and when?
"What could stop you moving forward?"
"And how will you overcome it?"
"Will this address your goal?"
"How likely is this option to succeed?"
NEXT "What else will you do?"
23. DISCUSSION
PDCA CYCLE give clear identification of the problem and
metrics, a prototyping of the solution, evaluation of the
changes and subsequently, a full-scale implementation of
the success.
Use Plan-Do-Check-Act, or PDCA. Without fully
understanding the cause of what is happening in a
situation, an organization will not have the control in its
processes in order to sustain lean.
NEXT
24. The GROW process has been presented
sequentially here. In practice, it is a much less
linear process which may start anywhere and
revisit each of the stages several times. Often
when we have lost our way in a session or got
stuck, we should turn to The GROW Model to
check out where we need to put our attention
As with many simple principles any user of
GROW can apply a great deal of skill and
knowledge at each stage but the basic
process remains as we have discuss before.
NEXT
25. CONCLUSION
Use visual management and standard work tools
to catch problems before we start adding up.
Build the skills, tools and systems needed to deal
with those problems as soon as possible.
Understand that the small problems are a
valuable contribution for future results
Each creative solving problems have their own
advantages, we just need to choose the suitable for
our own good.
Always thinks creative to solve problem.
NEXT