Kepner tregoe approach to problem solving
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This document discusses the Kepner-Tregoe approach to decision making, which involves analyzing problems through considering timing, trends, and impacts. It outlines using Pareto analysis to prioritize problems based on their frequency and financial impacts. The document provides an example decision analysis where two potential sites for a new office are evaluated based on weighted factors like access to transportation, costs, and air quality to determine the best alternative.
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Kepner tregoe Presentation
Kepner-Tregoe improves the business performance of clients worldwide using proven management methods. We are the ‘gold standard’ in organizational issue resolution – from tactical troubleshooting to strategic decision making. For over 50 years we have collaborated with clients to optimize their business environments and manage business challenges. We achieve rapid results in organizations and install the skills, processes and work environment to create ongoing value.
Kepner-Tregoe Problem-Solving Method
Explain why it is important to use KT Problem Analysis to quickly get to a precise problem description and to avoid building biases into problem-solving processes.
Kepner Tregoe Method PowerPoint Presentation Slides
Identify the root cause of the problems easier and faster, make better decisions, and prioritize your tasks list using ready-made Kepner Tregoe Method PowerPoint Presentation Slides. Incorporate kepner Tregoe PPT slides to troubleshoot and perform root cause analysis to execute plans. This kepner Tregoe method PPT templates are apt for employees at all levels and well-suited departments like operations, engineering, manufacturing, IT, customer service, maintenance, marketing, sales, etc. It covers topics such as kepner Tregoe troubleshooting methodology, kt key troubleshooting process, kepner Tregoe approach to problem solving, kepner Tregoe value proposition, etc. These templates are completely editable. Customize templates as per your requirement. Edit color, text, icon, and font size as per your need. Use kepner Tregoe method PowerPoint templates to get to the decisions beneficial for business. Identify and plan for the high priority issues, understand and manage risks, and get to the root cause of the complex problems. Fight any form of inequality with our Kepner Tregoe Method Powerpoint Presentation Slides. It helps establish a fair environment.
Problem Solving: The P in PDSA
Recorded webinar: http://slidesha.re/1tGIZaH
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
Effective problem solving is not an innate skill that most people are born with.
Even for those few few lucky ones who are born with natural problem-solving talent, it is often drummed out of them by parents, teachers, and bosses. And those whose academic preparation would lead you to believe that they're highly skilled in this area (such as engineers and physicians) regularly fall prey to sloppy problem solving.
The good news is that effective problem solving is a skill that can be developed. Everyone can learn to solve problems effectively given the will and ample practice with a skilled coach/teacher.
This webinar focuses on the P (plan) phase of the PDSA/PDCA cycle (plan-do-study-adjust), which is the most difficult phase of scientific problem solving for people to master. Topics include:
• Setting a target condition
• Problem clarification
• Scoping and qualifying the problem
• Root cause analysis
Watch this lively discussion and learn the important first steps for closing the gap between where you are and where you'd like or need to be.
As preparation for the webinar, you may want to read the Discipline chapter in Karen's Shingo Award-winning book, The Outstanding Organization. www.ksmartin.com/TOO
UCSD Class: A3 Management and Root Cause Analysis
To subscribe: http://www.ksmartin.com/subscribe
To learn about Karen's books and products, please visit: http://www.ksmartin.com/books-products/.
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Recorded webinar: http://slidesha.re/1fqJfEd
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Operational Excellence: Getting the most out of your Lean and Six Sigma programs
Operational Excellence: Getting the most out of your Lean and Six Sigma programsWilson Perumal and Company
Operational Excellence is more important now than ever. Your customers demand it! However, evidence shows that traditional approaches to achieving Operational Excellence are not delivering the expected results. In this presentation delivered at the APICS Houston Professional Development Meeting on May 15, 2015, Chris Seifert, Manager at Wilson Perumal & Company, explains why traditional approaches to Operational Excellence are failing, and provides strategies you can use to make Lean and Six Sigma relevant in today's complex world.5 why training_presentation
The document provides guidance on conducting a 5-Why analysis to determine the root cause of problems. It explains that 5-Why fits within the problem resolution request (PRR) process and is used to facilitate problem resolution. The document then covers understanding 5-Why, provides an example, and discusses open-ended versus closed-ended questions. It also outlines the steps for a 5-Why analysis, provides a critique sheet for evaluating 5-Why analyses, and offers general guidelines.
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Kepner tregoe Presentation
Kepner-Tregoe improves the business performance of clients worldwide using proven management methods. We are the ‘gold standard’ in organizational issue resolution – from tactical troubleshooting to strategic decision making. For over 50 years we have collaborated with clients to optimize their business environments and manage business challenges. We achieve rapid results in organizations and install the skills, processes and work environment to create ongoing value.
Kepner-Tregoe Problem-Solving Method
Explain why it is important to use KT Problem Analysis to quickly get to a precise problem description and to avoid building biases into problem-solving processes.
Kepner Tregoe Method PowerPoint Presentation Slides
Identify the root cause of the problems easier and faster, make better decisions, and prioritize your tasks list using ready-made Kepner Tregoe Method PowerPoint Presentation Slides. Incorporate kepner Tregoe PPT slides to troubleshoot and perform root cause analysis to execute plans. This kepner Tregoe method PPT templates are apt for employees at all levels and well-suited departments like operations, engineering, manufacturing, IT, customer service, maintenance, marketing, sales, etc. It covers topics such as kepner Tregoe troubleshooting methodology, kt key troubleshooting process, kepner Tregoe approach to problem solving, kepner Tregoe value proposition, etc. These templates are completely editable. Customize templates as per your requirement. Edit color, text, icon, and font size as per your need. Use kepner Tregoe method PowerPoint templates to get to the decisions beneficial for business. Identify and plan for the high priority issues, understand and manage risks, and get to the root cause of the complex problems. Fight any form of inequality with our Kepner Tregoe Method Powerpoint Presentation Slides. It helps establish a fair environment.
Problem Solving: The P in PDSA
Recorded webinar: http://slidesha.re/1tGIZaH
Subscribe: http://www.ksmartin.com/subscribe
Purchase the book: http://bit.ly/TOObk
Effective problem solving is not an innate skill that most people are born with.
Even for those few few lucky ones who are born with natural problem-solving talent, it is often drummed out of them by parents, teachers, and bosses. And those whose academic preparation would lead you to believe that they're highly skilled in this area (such as engineers and physicians) regularly fall prey to sloppy problem solving.
The good news is that effective problem solving is a skill that can be developed. Everyone can learn to solve problems effectively given the will and ample practice with a skilled coach/teacher.
This webinar focuses on the P (plan) phase of the PDSA/PDCA cycle (plan-do-study-adjust), which is the most difficult phase of scientific problem solving for people to master. Topics include:
• Setting a target condition
• Problem clarification
• Scoping and qualifying the problem
• Root cause analysis
Watch this lively discussion and learn the important first steps for closing the gap between where you are and where you'd like or need to be.
As preparation for the webinar, you may want to read the Discipline chapter in Karen's Shingo Award-winning book, The Outstanding Organization. www.ksmartin.com/TOO
UCSD Class: A3 Management and Root Cause Analysis
To subscribe: http://www.ksmartin.com/subscribe
To learn about Karen's books and products, please visit: http://www.ksmartin.com/books-products/.
Lean Transformation in Office, Service, and Knowledge Work Enviroments
Recorded webinar: http://slidesha.re/1fqJfEd
Subscribe: http://www.ksmartin.com/subscribe
To purchase the book: http://bit.ly/VSMbk
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Operational Excellence is more important now than ever. Your customers demand it! However, evidence shows that traditional approaches to achieving Operational Excellence are not delivering the expected results. In this presentation delivered at the APICS Houston Professional Development Meeting on May 15, 2015, Chris Seifert, Manager at Wilson Perumal & Company, explains why traditional approaches to Operational Excellence are failing, and provides strategies you can use to make Lean and Six Sigma relevant in today's complex world.5 why training_presentation
The document provides guidance on conducting a 5-Why analysis to determine the root cause of problems. It explains that 5-Why fits within the problem resolution request (PRR) process and is used to facilitate problem resolution. The document then covers understanding 5-Why, provides an example, and discusses open-ended versus closed-ended questions. It also outlines the steps for a 5-Why analysis, provides a critique sheet for evaluating 5-Why analyses, and offers general guidelines.
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The document discusses root cause analysis methods and processes. It provides an overview of various analytical techniques like 5 Whys, fault trees, cause-and-effect diagrams. It outlines the basic steps of root cause analysis as understanding the process, identifying sources of errors, collecting and analyzing data, and working backwards. Key aspects are conducting the analysis methodically, getting outside objective advice, and carefully implementing solutions to avoid unintended consequences.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Root Cause Analysis (RCA) is a problem-solving technique that seeks to identify the primary cause of a problem. By focusing on the root cause, organizations can prevent the problem from recurring and develop long-term solutions that improve efficiency, reduce costs, and increase customer satisfaction.
RCA uses tools such as the 5 Whys and Cause & Effect Diagram to identify the underlying causes of a problem. The 5 Whys technique involves asking "why" multiple times to dig deeper into the root cause. The Cause & Effect Diagram categorizes potential causes, such as people, process, and equipment, to identify root causes quickly.
This RCA presentation is designed to provide participants with a comprehensive understanding of Root Cause Analysis (RCA) as a problem-solving technique. The presentation highlights the importance of identifying the root cause of a problem and how RCA can be used to achieve this. Participants will learn how to apply common RCA tools such as the 5 Whys and Cause & Effect Diagram to identify the root cause of a problem. They will also gain knowledge on how to prioritize root causes using a Pareto Chart to focus on the most significant causes first. The presentation will also cover the pitfalls in root cause analysis, highlighting the importance of avoiding making assumptions, involving stakeholders, and making RCA an ongoing process. By the end of the presentation, participants will have a deep understanding of RCA and be equipped with the skills needed to identify and solve problems effectively.
LEARNING OBJECTIVES:
1. Understand the critical role of identifying root causes in effective problem-solving.
2. Apply 5 Whys and Cause & Effect Diagram for practical root cause analysis.
3. Learn to prioritize root causes using Pareto Charts for impactful solutions.
4. Recognize common pitfalls and strategies for overcoming them.
CONTENTS
1. Introduction to Root Cause Analysis
2. Overview of Problem Solving
3. 5 Whys
4. Cause & Effect Diagram
5. Root Cause Prioritization
6. Effective RCA Practices
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The document discusses root-cause analysis (RCA) and provides definitions, goals, cognitive biases to avoid, and tools to use when performing RCA. It defines root causes as specific underlying causes that can be reasonably identified and resolved. The goals of RCA are to identify what happened, how it occurred, why, and how to prevent reoccurrence. Tools mentioned for RCA include Five Whys, Current Reality Tree, Interrelationship Diagram, and Cause-and-Effect Diagram. The document emphasizes avoiding cognitive biases and adhering to a seven-step problem-solving process for objective, effective RCA.
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Our roadmap to Operational Excellence highlights the key milestones for implementing an Operational Excellence Management System and a culture of Operational Discipline in order to achieve Operational Excellence. Along the roadmap, you will find links to some of our most popular blog articles. You will need to download the file to access the links.
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The document provides an overview of root cause analysis (RCA) tools and processes. It defines RCA as a systematic process for identifying the root causes of problems in order to prevent recurrence. The document outlines the key concepts, types of causes, common tools like fishbone diagrams and 5 whys, and a 5-step DMAIC process for conducting RCA including defining the problem, measuring its scope, analyzing root causes, implementing solutions, and controlling effectiveness. The goal of RCA is to develop sustainable solutions by understanding underlying causes rather than just addressing symptoms.
5 Why Training Slides Oct 14, 2009
The document provides an agenda and overview for a training on systematic problem solving using tools like 5 Whys. The agenda covers introductions, an exercise on defining problems, an introduction to 5 Whys technique, team exercises applying the techniques, and a wrap up. The training will teach participants how to use 5 Whys to peel back the layers of a problem to identify the root cause by repeatedly asking "Why?". Identifying the root cause allows for preventing future recurrence of the problem.
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This webinar discusses and investigates how to conduct root cause analysis. Root cause analysis is something that companies really struggle with. There will be plenty of practical advice in the webinar to help with you understand the concepts and the tools.
If you would like to watch the recording of this webinar then copy and paste the below link into your web browser:
http://www.mangolive.com/blog-mango/root-cause-analysis-tools-webinar
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This Template is created for helping the quality or continuous improvement professionals to generate a step by step problem solving report, which include the guidance on each steps in a 8D process, also include the templates of popular quality tools such as 5-Why and Fishbone Diagram.
想学习六西格玛？可以看看ucourse.org的网上课程。
http://ucourse.org/ssgb
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2. MS Word Problem Solving Process Case Study
3. MS Excel 8D Problem Solving Process Worksheet Template
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Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-global-8d-problem-solving-process/
“If I had an hour to save the world I would spend 59 minutes defining the problem and one minute finding solutions .” – Albert Einstein
The 8D (Eight Disciplines) Problem Solving Process is a team oriented and structured problem solving methodology that is mainly used to identify, correct and eliminate recurring problems.
The 8D Problem Solving Process focuses on the origin of the problem by determining root causes and establishes corrective and preventive actions.
The U.S. government first standardized the 8D Problem Solving Process during the Second World War, referring to it as Military Standard 1520. It was later popularized by the Ford Motor Company in the ‘60s and ‘70s.
Today, the 8D Problem Solving Process has become a standard in many industries as problem solving or improvement process, as internal Corrective Action Request (CAR) Process or as Supplier Corrective Action Request (SCAR) Process. The 8D Problem Solving Process can be an integral part of an Operational and Process Excellence initiative.
The benefits of a systematic Problem Solving Process are obvious.
• Create a shared understanding about how to systematically solve problems.
• Strengthen cross-functional teamwork, problem solving and collaboration capabilities.
• Reduce defects, lead times and costs through effective problem solving.
• Identify the underlying root cause(s) by applying effective problem solving tools.
• Develop effective process controls to prevent recurrence of known problems.
• Establish a systematic documentation of the Problem Solving Process.
The 8D Problem Solving Process follows a systematic methodology using eight step or disciplines.
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Learn about the DMAIC method that is used in Six Sigma. This Overview will walk you through Define, Measure, Analyze, Improve and Control in under 5 minutes. Learn more about the DMAIC method and other six sigma techniques on Lean Strategies International LLC's website: www.leanstrategiesinternational.com
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This document provides an overview of 5 Why analysis, a root cause analysis tool. It discusses when to use 5 Why analysis, such as for recurring errors or quality issues. The general guidelines for 5 Why analysis include using a cross-functional team, asking "why" until the root cause is uncovered, and ensuring corrective actions address root causes rather than just symptoms. Examples of applying 5 Why analysis to problems like a vehicle not starting and long assembly times are also provided. Potential problems that can occur with 5 Why analysis include stopping at symptoms rather than root causes and different conclusions from different people.
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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 2nd of a 3 part presentation.
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Lean Six Sigma is a methodology that combines Lean (focused on eliminating waste) and Six Sigma (focused on reducing variation and defects). It uses the DMAIC process - Define, Measure, Analyze, Improve, Control. Projects follow this 5 step process and are led by Black Belts and Green Belts trained in statistical quality tools. The goal is to reduce costs and improve processes, products and services by removing sources of defects and minimizing variability.
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The document discusses root cause analysis methods and processes. It provides an overview of various analytical techniques like 5 Whys, fault trees, cause-and-effect diagrams. It outlines the basic steps of root cause analysis as understanding the process, identifying sources of errors, collecting and analyzing data, and working backwards. Key aspects are conducting the analysis methodically, getting outside objective advice, and carefully implementing solutions to avoid unintended consequences.
Root Cause Analysis (RCA)
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Root Cause Analysis (RCA) is a problem-solving technique that seeks to identify the primary cause of a problem. By focusing on the root cause, organizations can prevent the problem from recurring and develop long-term solutions that improve efficiency, reduce costs, and increase customer satisfaction.
RCA uses tools such as the 5 Whys and Cause & Effect Diagram to identify the underlying causes of a problem. The 5 Whys technique involves asking "why" multiple times to dig deeper into the root cause. The Cause & Effect Diagram categorizes potential causes, such as people, process, and equipment, to identify root causes quickly.
This RCA presentation is designed to provide participants with a comprehensive understanding of Root Cause Analysis (RCA) as a problem-solving technique. The presentation highlights the importance of identifying the root cause of a problem and how RCA can be used to achieve this. Participants will learn how to apply common RCA tools such as the 5 Whys and Cause & Effect Diagram to identify the root cause of a problem. They will also gain knowledge on how to prioritize root causes using a Pareto Chart to focus on the most significant causes first. The presentation will also cover the pitfalls in root cause analysis, highlighting the importance of avoiding making assumptions, involving stakeholders, and making RCA an ongoing process. By the end of the presentation, participants will have a deep understanding of RCA and be equipped with the skills needed to identify and solve problems effectively.
LEARNING OBJECTIVES:
1. Understand the critical role of identifying root causes in effective problem-solving.
2. Apply 5 Whys and Cause & Effect Diagram for practical root cause analysis.
3. Learn to prioritize root causes using Pareto Charts for impactful solutions.
4. Recognize common pitfalls and strategies for overcoming them.
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1. Introduction to Root Cause Analysis
2. Overview of Problem Solving
3. 5 Whys
4. Cause & Effect Diagram
5. Root Cause Prioritization
6. Effective RCA Practices
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Process improvement involves identifying opportunities to optimize existing processes by eliminating waste, streamlining steps, and reducing resources needed. Common process improvement methodologies include Six Sigma, Kaizen, PDCA, and Work Process Improvement. The WPI methodology is a 5-step approach involving preparing for the project, understanding the current process, improving and testing changes, and standardizing the new process. Overall, process improvement aims to continuously enhance processes to increase effectiveness, efficiency and quality.
Root Cause Analysis
The document discusses root-cause analysis (RCA) and provides definitions, goals, cognitive biases to avoid, and tools to use when performing RCA. It defines root causes as specific underlying causes that can be reasonably identified and resolved. The goals of RCA are to identify what happened, how it occurred, why, and how to prevent reoccurrence. Tools mentioned for RCA include Five Whys, Current Reality Tree, Interrelationship Diagram, and Cause-and-Effect Diagram. The document emphasizes avoiding cognitive biases and adhering to a seven-step problem-solving process for objective, effective RCA.
Operational Excellence Roadmap
Our roadmap to Operational Excellence highlights the key milestones for implementing an Operational Excellence Management System and a culture of Operational Discipline in order to achieve Operational Excellence. Along the roadmap, you will find links to some of our most popular blog articles. You will need to download the file to access the links.
Root cause analysis - tools and process
The document provides an overview of root cause analysis (RCA) tools and processes. It defines RCA as a systematic process for identifying the root causes of problems in order to prevent recurrence. The document outlines the key concepts, types of causes, common tools like fishbone diagrams and 5 whys, and a 5-step DMAIC process for conducting RCA including defining the problem, measuring its scope, analyzing root causes, implementing solutions, and controlling effectiveness. The goal of RCA is to develop sustainable solutions by understanding underlying causes rather than just addressing symptoms.
5 Why Training Slides Oct 14, 2009
The document provides an agenda and overview for a training on systematic problem solving using tools like 5 Whys. The agenda covers introductions, an exercise on defining problems, an introduction to 5 Whys technique, team exercises applying the techniques, and a wrap up. The training will teach participants how to use 5 Whys to peel back the layers of a problem to identify the root cause by repeatedly asking "Why?". Identifying the root cause allows for preventing future recurrence of the problem.
Root Cause Analysis - Tools, Tips and Tricks to Get to the Bottom of Root Cause
This webinar discusses and investigates how to conduct root cause analysis. Root cause analysis is something that companies really struggle with. There will be plenty of practical advice in the webinar to help with you understand the concepts and the tools.
If you would like to watch the recording of this webinar then copy and paste the below link into your web browser:
http://www.mangolive.com/blog-mango/root-cause-analysis-tools-webinar
8D Problem Solving Report Template with Guidance
This Template is created for helping the quality or continuous improvement professionals to generate a step by step problem solving report, which include the guidance on each steps in a 8D process, also include the templates of popular quality tools such as 5-Why and Fishbone Diagram.
想学习六西格玛？可以看看ucourse.org的网上课程。
http://ucourse.org/ssgb
8D analysis presentation
This is very useful presentation on "8D method" for analysis of customer complaint and rejection analysis.
Global 8D Problem Solving Process Training Module
The 8D Problem Solving Process Training Module v8.0 includes:
1. MS PowerPoint Presentation including 206 slides covering the Global 8D Problem Solving Process & Tools, a Case Study, and 7 Workshop Exercises.
2. MS Word Problem Solving Process Case Study
3. MS Excel 8D Problem Solving Process Worksheet Template
4. MS Excel Process Variables Map Template, Process FMEA Template, and Process Control Plan Template
5. MS Word 8D Problem Solving Process Report Template
The Global 8D Problem Solving Process
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-global-8d-problem-solving-process/
“If I had an hour to save the world I would spend 59 minutes defining the problem and one minute finding solutions .” – Albert Einstein
The 8D (Eight Disciplines) Problem Solving Process is a team oriented and structured problem solving methodology that is mainly used to identify, correct and eliminate recurring problems.
The 8D Problem Solving Process focuses on the origin of the problem by determining root causes and establishes corrective and preventive actions.
The U.S. government first standardized the 8D Problem Solving Process during the Second World War, referring to it as Military Standard 1520. It was later popularized by the Ford Motor Company in the ‘60s and ‘70s.
Today, the 8D Problem Solving Process has become a standard in many industries as problem solving or improvement process, as internal Corrective Action Request (CAR) Process or as Supplier Corrective Action Request (SCAR) Process. The 8D Problem Solving Process can be an integral part of an Operational and Process Excellence initiative.
The benefits of a systematic Problem Solving Process are obvious.
• Create a shared understanding about how to systematically solve problems.
• Strengthen cross-functional teamwork, problem solving and collaboration capabilities.
• Reduce defects, lead times and costs through effective problem solving.
• Identify the underlying root cause(s) by applying effective problem solving tools.
• Develop effective process controls to prevent recurrence of known problems.
• Establish a systematic documentation of the Problem Solving Process.
The 8D Problem Solving Process follows a systematic methodology using eight step or disciplines.
Dmaic overview for slideshare
Learn about the DMAIC method that is used in Six Sigma. This Overview will walk you through Define, Measure, Analyze, Improve and Control in under 5 minutes. Learn more about the DMAIC method and other six sigma techniques on Lean Strategies International LLC's website: www.leanstrategiesinternational.com
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This document discusses continuous process improvement strategies. It describes 5 ways to improve a process including reducing inputs, reducing errors, meeting or exceeding customer expectations, making the process safer, and making it more satisfying for employees. Improvement strategies include repairing issues, refining incremental improvements, renovating with breakthrough improvements, and reinventing with new outputs. The 7-step problem solving method is outlined as identifying opportunities, analyzing the current process, developing optimal solutions, implementing changes, studying results, standardizing solutions, and planning for the future. Kaizen is also discussed as a philosophy of continuous improvement through small increments.
Lean thinking
Lead Definition, Lean Leadership, Operational Excellence, Lean Journey, Lean House, Lean Pillars, Lean Culture, Respect for People, Gemba
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This document provides an overview of 5 Why analysis, a root cause analysis tool. It discusses when to use 5 Why analysis, such as for recurring errors or quality issues. The general guidelines for 5 Why analysis include using a cross-functional team, asking "why" until the root cause is uncovered, and ensuring corrective actions address root causes rather than just symptoms. Examples of applying 5 Why analysis to problems like a vehicle not starting and long assembly times are also provided. Potential problems that can occur with 5 Why analysis include stopping at symptoms rather than root causes and different conclusions from different people.
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Operation research history and overview application limitation
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What if you could get upper management to care about your technical developer problems? Would you be willing to measure and prioritize the problems?
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Problem solving section 1
This document provides an overview and agenda for a training on problem solving and root cause analysis. It covers defining problems versus symptoms, using the Plan-Do-Check-Adjust problem solving model, developing problem statements, prioritizing problems, and practicing active listening skills to understand current conditions and gather information. The training aims to help participants reduce defects by addressing ongoing or critical issues.
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Chapter-1 Course Material OR (1) (1).pdf
Operations research is a quantitative approach to decision making based on the scientific method. It originated in World War II and is now used widely in business and industry. Operations research uses techniques like linear programming, transportation modeling, and simulation to identify problems, develop mathematical models, obtain optimal solutions, test models, and implement solutions. The goal is to provide organizations with more complete data, consider all options, carefully predict outcomes, and use the latest decision tools to optimize processes and solve problems effectively.
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#8 Root Cause Analysis
The document discusses root cause analysis techniques for problem solving. It addresses key questions about when action should be taken to address problems and the importance of treating each problem seriously to find the underlying cause. Various tools for root cause analysis are defined, including brainstorming, cause-and-effect diagrams, the 5 whys technique, checklists and flowcharts. Guidance is provided on effective use of cause-and-effect diagrams and 5 whys to delve beyond symptoms and uncover root causes.
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Commissioning And Procurement
Knowing where and when an intervention can be made will determine the outcomes of people\'s lives for decades to come. This ppt attempts to show the range and scope of such interventions
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Ad Monsters Kaizen - Mark Verone
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Promise Keynote
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Operations research ppt
Operations research is a scientific approach to decision making that was developed during World War II and is now used widely in business and industry. It involves defining problems quantitatively and building mathematical models to represent real-world situations. These models are used to evaluate alternative solutions systematically and predict outcomes in order to optimize decisions. The process involves identifying problems, developing models, obtaining optimal solutions using techniques like linear programming, testing the model solutions, and implementing the best solution. Operations research helps organizations make more informed decisions using data, consider all options, and manage resources effectively.
QM-026-Quality Management
The document provides an overview of various quality management concepts and tools including:
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- Six Sigma which seeks to reduce process variation and eliminate defects through tools like DMAIC (Define, Measure, Analyze, Improve, Control).
- ISO 9000 standards for quality management systems which many companies adopt for global competitiveness.
- Various analytical tools used in quality improvement like control charts, flow diagrams and cause-and-effect diagrams.
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Operation research history and overview application limitation
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Kepner tregoe approach to problem solving
- 1. Deciding the Course of Action The Kepner-Tregoe Approach Paul Morris CIS144
- 2. Situation Analysis (Where are we?) Problem Analysis Past What is the fault? Decision Analysis Present How to correct the fault? Potential Problem Analysis Future How to prevent future faults?
- 3. “You think you have problems” Timing How urgent is the problem? Is a deadline involved? What will happen if nothing is done for a while? Bakery and malfunctioning oven
- 4. “You think you have problems” Trend What is the problem potential for growth? Bakery and malfunctioning oven
- 5. “You think you have problems” Impact How serious is the problem What are the effects on the people, the product, the organization, and its policies? Bakery and malfunctioning oven
- 6. “You think you have problems” “You know it’s a really bad day when” problem “First Day on the Job…Trial by Fire” problem
- 7. Pareto Analysis and Diagram This method shows the relative importance of each individual problem to the other problems in the situation. This analysis draws its name from the Pareto Principle (80% of the trouble comes from 20% of the problems) Vital few concerns vs. the trivial many
- 8. Toasty O’s Product Problem A. Inferior printing on boxes (smeared/blurred) 10,000 B. Overfilling boxes (too much weight) 30,000 C. Boxes damaged during shipping 2,000 D. Inner wrapper not sealed (stale) 25,000 E. No prize in box 50,000
- 9. Toasty O’s Boxes Analysis A B C D E S1 0 10000 20000 30000 40000 50000
- 10. Toasty O’s Product Problem A. Inferior printing on boxes (smeared/blurred) $100 B. Overfilling boxes (too much weight) $6,000 C. Boxes damaged during shipping $7,000 D. Inner wrapper not sealed (stale) $87,500 E. No prize in box $17,500
- 11. Boxes vs. Lost Revenue A B C D E S1 0 10000 20000 30000 40000 50000 A B C D E S2 0 20000 40000 60000 80000 100000
- 12. K.T. Problem Analysis and Troubleshooting The basic premise of KT PA is that there is always something that distinguishes what the problem IS from what it IS NOT. Fear of Flying Problem
- 13. Decision Analysis Prepare a decision statement with both an action and a result component Establish strategic requirements (Musts), operational objectives (Wants), and restraints (Limits) Rank objectives and assign relative weights Generate alternatives
- 14. Decision Analysis Assign a relative score for each alternative on an objective-by- objective basis Calculate weighted score for each alternative and identify top two or three List adverse consequences for each top alternative and evaluate probability and severity Make a final single choice
- 15. Example of Decision Analysis Our company is looking for a new site for construction of a branch office. We have determined our MUSTs and several other factors to consider Two sites have been brought to our attention.
- 16. General Factors for Our Example Factor Weight 1 Developable >= 25acres “Must” 2 Favorable physical site attrib. 6 3 Competitive location costs 7 4 Access to quality/trainable workforce 8 5 Quality transportation access 10 6 Capacity & flexibility of utility services 5 7 Regional air quality designations 8
- 17. Comparative Analysis Site A Site B Factor Wt. Facts Scor e Wt. Score Facts Score Wt. Score Favorable phy. site 6 Great size & config 10 60 Poor config & soil 4 24 Competitive costs 7 Low Land dev. $ 8 56 High Land dev. $ 6 42 Access to qual. workforce 8 Dense Pop; many compare ind. 9 72 Adeq. Pop; high unemplyment 8 64 Quality trans. access 10 30 miles to I-5 with good access 7 70 Right on Freeway; good access 9 90 Utility services 5 All systems meet req. 7 35 All systems meet req. 8 40 Air Quality 8 Near non- attainment 4 32 80 miles to non- attainment 8 64 Total 325 324