Fx3.1 problem handling and system dynamics
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This document discusses problem handling and organizational competence. It defines a problem as a discrepancy between what is and what should be. The problem phase involves finding problems, shaping problems, solving problems, and practicing problem solving. Problem finding leads to innovation. Problem shaping involves defining and restating the problem in terms of costs, environment, and public reaction. Problem solving techniques include trial and error, brainstorming, root cause analysis, and model simulation. Root cause analysis focuses on identifying the underlying causes rather than superficial solutions. System thinking notes that solutions can cause more problems if interrelatedness is not understood, and that simple questions require complex reflection to find good solutions. It is better to manage by design than default.
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The document discusses various problem solving techniques including trial and error, brainstorming, and divide and conquer. It explains the steps in problem solving as understanding the problem, devising a plan, carrying out the plan, and looking back. It also covers algorithms, pseudocode, flowcharts, and complexity analysis. Key problem solving techniques are trial and error, which uses multiple attempts to find a solution, and brainstorming, where a group generates many ideas without criticism. Divide and conquer breaks a problem into subproblems, solves them recursively, and combines the solutions.
8D Problem Solving WorksheetGroup NumberGroup Member Nam.docx
8D: Problem Solving Worksheet
Group Number:
Group Member Names:
Date:
8-D is a quality management tool and is a vehicle for a team to articulate thoughts and provides scientific determination to details of problems and provide solutions. Organizations can benefit from the 8-D approach by applying it to all areas in the company. The 8-D provides excellent guidelines allowing us to get to the root of a problem and ways to check that the solution actually works. Rather than healing the symptom, the illness is cured, thus, the same problem is unlikely to recur.
Step
0
1
2
3
4
5
6
7
8
Action
The Planning Stage
Establishing the Team
Problem Definition / Statement & Description
Developing Interim Containment Action
Identifying & Verifying Root Cause
Identifying Permanent Corrective Actions (PCA)
Implementing & Validating PCA
Preventing Recurrence
Recognizing Team Efforts
0
The Planning Stage:
The 8-D method of problem solving is appropriate in "cause unknown" situations and is not the right tool if concerns center solely on decision-making or problem prevention. 8-D is especially useful as it results in not just a problem-solving process, but also a standard and a reporting format. Does this problem warrant/require an 8D? If so comment why and proceed.
Is an Emergency Response Action Needed?
(If needed document actions in Action Item Table)
1
Establishing the Team: (Your group is the team)
Establish a small group of people with the process/ product
knowledge, allocated time, authority and skill in the required technical disciplines to solve the problem and implement corrective actions.
Team Goals:
Team Objectives:
First and Last Name (put an asterisk * after the name of the team leader)
Current Job Position
Skills (related to the problem)Years of Hospitality Work Experience
2A
Problem Definition
Provides the starting point for solving the problem. Need to have “correct” problem description to identify causes. Need to use terms that are understood by all.
Sketch / Photo of Problem
Product(s):
Customer(s):
List all of the data and documents that might help you to define the problem more exactly?
Action Plan to collect additional information:
Prepare Process Flow Diagram for problem
use a separate sheet if needed
2B
IS
IS NOT
Who
Who is affected by the problem?
Who first observed the problem?
To whom was the problem reported?
Who is not affected by the problem?
Who did not find the problem?
What
What type of problem is it?
What has the problem (food, service, etc)?
What is happening with the process & with containment?
Do we have physical evidence of the problem?
What does not have the problem?
What could be happening but is not?
What could be the problem but is not?
Why
Why is this a problem (degraded performance)?
Is the process stable?
Why is it not a problem?
Where
Where was the problem observed?
Where does the problem occur?
Where could the problem be located but is not?
Where else could .
Structured Problem Solving.pptx
Structured problem solving follows a scientific approach to identify the root causes of problems in a repeatable way. The PDCA (Plan-Do-Check-Act) cycle is used to continuously improve and stabilize processes. When analyzing a problem, it is important to clearly describe what is observed, including the five W questions. To find the root cause, the focus starts by expanding to consider all possible causes, then narrows down using tools like cause-effect diagrams or the 5 why method. Developing solutions includes considering both short-term measures to reduce symptoms and long-term solutions to address the root cause. Alternatives should be evaluated against objective criteria.
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Fx3.1 problem handling and system dynamics
- 3. Problem is
- 5. The Problem Phase Problem-finding Problem shaping Problem solving Problem practice
- 7. KAIZEN
- 8. Problem Shaping Define Revise / Restate on Area Cost Environment Public Reaction
- 9. Sample Event: Manager receives a lot of complaints regarding long-waiting hours for elevator.
- 10. Sample Proposed Solution: Upgrade elevator lifter Install new elevator Build second elevator
- 11. Sample Proposed Solution: Install mirrors on every floor
- 12. PROBLEM BLOCKS
- 14. Emotions – The Animal Game 1/5 4/5
- 15. PROBLEM SOLVING
- 16. Problem Solving Techniques Trial and Error Brainstorming Root-cause analysis Model Simulation
- 17. Root Cause Analysis All problems arise from their root cause. A high quality solution is one engineered to resolve a specific correct root cause. Only high quality solutions can solve difficult problems Only a formally defined process undergoing continuous improvement can produce high quality solutions consistently, economically, and in short amount of time. Don’t focus on solutions. Focus on the process. The right process will produce the right results.
- 18. Difficult Problem Analysis Map Problem Symptoms Superficial Layer Fundamental Layer Intermediate Causes Root Causes Superficial Solutions Low Leverage Points Fundamental Solutions High Leverage Points
- 19. Correlation VS Causation Ice Cream Sales Murder Rates Temperature
- 20. System Thinking “If you don’t understand the interrelatedness of things, Solutions often cause more problems”
- 21. System Thinking “Simple questions often require complex and reflective thinking if good solutions are to be found”
- 22. System Thinking “It is always better to manage by design, than by default.