Pareto Analysis is a simple technique for prioritizing possible changes by identifying the problems that will be resolved by making these changes. By using this approach, you can prioritize the individual changes that will most improve the situation.
Structured problem solving - training packageCraig Zedwick
Training package designed for a wide range of professionals who need to solve problems in a corporate context. Introduction to statistical concepts that are relevant to analyzing data to find the root cause and develop solutions. Customer-focused content
University of Utah Health Value Improvement Leaders: MethodologyUniversity of Utah
At the University of Utah, we use a general value improvement methodology based on Lean and Six Sigma with the following phases: Project Definition, Baseline Analysis, Investigation, Design, Implement, Monitor. Problem-solving runs into challenges when an immediate solution is implemented as a reaction to the problem. Following a proven, structured, and balanced improvement methodology forces reflection on a problem.
Pareto Analysis is a simple technique for prioritizing possible changes by identifying the problems that will be resolved by making these changes. By using this approach, you can prioritize the individual changes that will most improve the situation.
Structured problem solving - training packageCraig Zedwick
Training package designed for a wide range of professionals who need to solve problems in a corporate context. Introduction to statistical concepts that are relevant to analyzing data to find the root cause and develop solutions. Customer-focused content
University of Utah Health Value Improvement Leaders: MethodologyUniversity of Utah
At the University of Utah, we use a general value improvement methodology based on Lean and Six Sigma with the following phases: Project Definition, Baseline Analysis, Investigation, Design, Implement, Monitor. Problem-solving runs into challenges when an immediate solution is implemented as a reaction to the problem. Following a proven, structured, and balanced improvement methodology forces reflection on a problem.
Problem Solving Tools and Techniques by TQMIAndrew Leong
This handy guide is for anyone involved in problem solving and improvement activities. It contains guidelines on the use of many of the tools and techniques which can be used as part of a Continuous Improvement process.
We believe that healthcare can be different by respecting the people on the frontlines of healthcare. For University of Utah Healthcare, respect means supporting healthcare workers through aligned tools. The Value Summary is an attempt to create a common language of value improvement in healthcare through a one-page summary document. It is more than a form; it is a planning guide, a way to share and spread ideas, and a path to earn continuing education credit. It is the currency of value improvement work at University of Utah Healthcare.
Recorded webinar: http://slidesha.re/1hT5ghk
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For most, problem solving and critical thinking are NOT naturally given talents. But they are skills that can be developed in anyone, with practice and adequate coaching. In this webinar, Karen shares her 12-step model for executing the PDSA (plan-do-study-adjust) cycle and give tips on how to best develop deep capabilities across the entire workforce.
Active problem solving is a means to aid in the engagement of employees in the process of problem solving, that is auditable and visual to the entire workforce.
The Inevitable Change - Are You Ready for the Ups and Downs?LogiKal Projects
Webinar Slides: COVID has changed us, so how do we take back control of change in the workplace?
Join David Eveleigh and Chris Burr in LogiKal’s webinar to find out how controlling change may be the key to survival.
A short slide deck to introduce what is RCA, why is it valuable, and what is the return. It also has some introductory slides about the process of the Apollo RCA methodology
How to Make Your Organization a Problem Solving Machine With Toyota's 8 step ...Frank Donohue
Organizations don't plan to fail, they just don't have a structured system for problem solving. In this presentation you will find out how to solve problems the way one of the most successful, admired, studied, and emulated companies in the history of commerce solves problems and continuously improves its business and enjoys major breakthroughs time and time again.
Recorded webinar: http://slidesha.re/1l6raT1
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is part 2 of a 2-part series and focuses on the Do, Study Adjust stages of the (PDSA) cycle.
Problem Solving Tools and Techniques by TQMIAndrew Leong
This handy guide is for anyone involved in problem solving and improvement activities. It contains guidelines on the use of many of the tools and techniques which can be used as part of a Continuous Improvement process.
We believe that healthcare can be different by respecting the people on the frontlines of healthcare. For University of Utah Healthcare, respect means supporting healthcare workers through aligned tools. The Value Summary is an attempt to create a common language of value improvement in healthcare through a one-page summary document. It is more than a form; it is a planning guide, a way to share and spread ideas, and a path to earn continuing education credit. It is the currency of value improvement work at University of Utah Healthcare.
Recorded webinar: http://slidesha.re/1hT5ghk
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
For most, problem solving and critical thinking are NOT naturally given talents. But they are skills that can be developed in anyone, with practice and adequate coaching. In this webinar, Karen shares her 12-step model for executing the PDSA (plan-do-study-adjust) cycle and give tips on how to best develop deep capabilities across the entire workforce.
Active problem solving is a means to aid in the engagement of employees in the process of problem solving, that is auditable and visual to the entire workforce.
The Inevitable Change - Are You Ready for the Ups and Downs?LogiKal Projects
Webinar Slides: COVID has changed us, so how do we take back control of change in the workplace?
Join David Eveleigh and Chris Burr in LogiKal’s webinar to find out how controlling change may be the key to survival.
A short slide deck to introduce what is RCA, why is it valuable, and what is the return. It also has some introductory slides about the process of the Apollo RCA methodology
How to Make Your Organization a Problem Solving Machine With Toyota's 8 step ...Frank Donohue
Organizations don't plan to fail, they just don't have a structured system for problem solving. In this presentation you will find out how to solve problems the way one of the most successful, admired, studied, and emulated companies in the history of commerce solves problems and continuously improves its business and enjoys major breakthroughs time and time again.
Recorded webinar: http://slidesha.re/1l6raT1
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is part 2 of a 2-part series and focuses on the Do, Study Adjust stages of the (PDSA) cycle.
Recorded webinar: http://slidesha.re/1l6raT1
Part 1: http://slidesha.re/1glUCgV
Subscribe: http://www.ksmartin.com/subscribe
Karen’s Books: http://ksmartin.com/books
This is part 2 of a 2-part series and focuses on the Do, Study, Adjust stages of the Plan, Do, Study, Adjust (PDSA) cycle.
this is a problem-solving toolkit, it's really useful it has different Approaches to solving problems everybody can use organizations, business people even familes
Project managers, in just about any industry, are faced with the challenge of improving the efficiency and productivity of their businesses. To do this, they need to understand the best methodology and tools to study and analyze processes correctly. After all, to improve results, the best approach is to improve the process that gives you those results.
The A3 -Tool for Continuous ImprovementWillie Carter
The A3 management process is a problem-solving and continuous improvement methodology that originated from the Toyota Production System (TPS) and is commonly used in Lean management and Six Sigma approaches. It gets its name from the paper size typically used for the A3 report, which is a concise and visual one-page document used to present information and guide problem-solving efforts.
The A3 management process encourages a structured and visual approach to problem-solving, making it easier for teams to collaborate, communicate, and drive improvements. It emphasizes data-driven decision-making and encourages a culture of continuous improvement within organizations.
Fixing the Problems in Your Operations Problem-Solving MethodsSafetyChain Software
Learn why manufacturers struggle to quickly and clearly define production issues, determine the complexity of a problem, and why there may be confusion over problem-solving methodologies versus problem-solving tools.
Presented by: David Hicks and Tim Nickerson of TBM Consulting
This is the final session in a four part series on Operational Management Systems.
Watch the full presentation: https://info.safetychain.com/fix-problem-solving
This Gemba kaizen sample 30 slides is only part from the original 128 slides.
Kaizen Definition
KAIZEN is a Commonsense Approach to Low Cost Management. It focuses on MUDA elimination
What is MUDA?
Muda means any wasteful activity or any obstruction to smooth flow of an activity
Activity = Work + Muda
Expenditure = Cost + waste
That is, for each activity there is expenditure and every work there is a cost associated. Any expenditure on the Muda is a waste!
NSA advisory about state sponsored cybersecurity threatsRonald Bartels
Chinese State-Sponsored Actors Exploit Publicly Known Vulnerabilities. This advisory provides Common Vulnerabilities and Exposures (CVEs) known to be recently leveraged, or scanned-for, by Chinese state-sponsored cyber actors to enable successful hacking operations against a multitude of victim networks.
Problem management foundation - IntroductionRonald Bartels
Problem management is typically defined as an aggregated process that analyses issues within an organisation and provides causation to adverse events and situations.
A key element is how a major incident is handled as this is one of the most crucial processes for an enterprise. A major incident which is one with a significant negative business consequences needs to be handled with a well defined process which is not currently clearly defined in existing methodologies.
This course addresses how an enterprise, with a focus on IT, needs to handle the major incident process which includes those outages and failures that are on the immediate horizon of any enterprise.
It also deals with the aspects of dealing with problems with an organization in a generic fashion including supporting methodologies and processes.
An overview of crisis management
What is crisis management
Entities involved in crisis management
Incidents, problems and Major incidents (in an ITIL context)
Vital Business Functions
The causes of a major incident are a problem
Other problems are highlighted by the manner in which the major incident is handled
Refer the Major Incident Classification Tool in the Appendix
Tool is used to ensure the correct classification of a Major incident and that all details are captured
Pilots are trained on simulators because they can not afford to deal with life threatening events in the air by way of experimentation
The diligence applied in the aviation industry is seldom duplicated with Information Technology being a case in point
Simulation is crucial to the successful resolution of a crisis
A disaster recovery test is an example of a simulation involving crisis management
The simulation exercises should cover
Media communications
Being able to avoid inconsistent communications
Social media interactions
Desktop exercises
Full blown scenario simulations (replay of known errors)
Co-ordination of all stakeholders
Deming wheel: Made popular by Dr W. Edwards Deming, based on work by Shewhart.
Concepts originate from scientific method and the works of Bacon.
Plan to improve service management by determining what is going wrong (that is identify the problems), and then suggest resolutions.
Do changes designed to solve the problems on a small and incremental scale first. This minimizes disruption to Live while testing whether the changes are workable
Problem management foundation CommunicationsRonald Bartels
- Understand the importance of communications during a major incident
- Identify and describe the various communications channels available
- Notifications
- Escalations
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
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3. be ready for any potential
threat of a power grid
blackout
Continuous improvement through
Professional data centre training and certification
4. ProblemManagementFoundation
Continuous
improvement
Plan-Do-Check-Act
Deming wheel: Made popular by Dr W. Edwards
Deming, based on work by Shewhart. Concepts
originate from scientific method and the works of
Bacon.
• Plan to improve service management by
determining what is going wrong (that is identify
the problems), and then suggest resolutions.
• Do changes designed to solve the problems
on a small and incremental scale first. This
minimises disruption to Live while testing
whether the changes are workable.
5. ProblemManagementFoundation
Plan-Do-Check-Act
• Check whether the small and incremental changes are achieving the
desired result. Also, continuously monitor nominated key activities to
ensure that you know what the quality of the output is at all times to
identify any new problems when they crop up.
• Act to implement changes on a larger scale if the small changes are
successful. This means scheduling the changes a part of the standard
maintenance and administrative tasks. Also Act to involve resources
(people, partners, products and process) affected by the changes
and obtain buy-in to implement them successfully. Be sure to share
the knowledge learned.
6. ProblemManagementFoundation
Kaizen
“big results come from many
small changes accumulated over
time”
• Kaizen is the practice of continuous improvement.
Kaizen was originally a Japanese concept introduced into
the west by Masaaki Imai in his book Kaizen: The Key to
Japan’s Competitive Success in 1986. Kaizen is
continuous improvement that is based on certain guiding
principles:
• Good processes bring good results
• Go see for yourself to grasp the current situation
• Speak with data, manage by facts
• Take action to contain and correct root causes of
problems
• Work as a team
• Kaizen is all inclusive of everyone
7. ProblemManagementFoundation
hansei
• hansei is a philosophy of problem solving that emphasizes
thorough understanding of consensus-based solutions that are
swiftly implemented.
• In the hansei process, the emphasis is on what went wrong and
on creating clear plans for ensuring that it does not reoccur; this
is done constantly and consistently. At Toyota, even if you do a
project successfully, there is still a hansei-kai (reflection meeting)
to review what went wrong. If a manager or engineer claims that
there were not any problems with the project,
they will be reminded that “no problem is a
problem” – in other words, you have not
objectively and critically evaluated the project to
find opportunities for improvement. No problems
indicate that you did not stretch to meet (or
exceed) your expected capacity.
8. ProblemManagementFoundation
As part of Toyota
Production
Systems (TPS)
• Hansei is a philosophy
of problem solving that
emphasizes thorough
understanding of
consensus-based
solutions that are
swiftly implemented.
• Kaizen is the concept
of continual reflection
and continuous
improvement.
9. ProblemManagementFoundation
Prioritization
• It is possible to set targets for reducing
the impact of major incidents using
the Pareto principle, also known as the
80-20 rule. The principle states that
with just 20% effort, correctly applied,
you can achieve 80% of the desired
effect.
• We need to analyse the major
incidents and identify 80% of the
causes that can be mitigated with 20%
of the overall effort.
• And then continue….
10. ProblemManagementFoundation
Escalation
and grading
Refer to the Appendix for the tool, Rating of resources involved in a Major Incident
Without this you will not assign resources optimally to problem solving such as
assigning your best resources to a Tiger Team or recommending those with
insufficient skills for Kepner-Tregoe (KT) training. Refer to Appendix for a KT
overview.
Just as important, once the problem is resolved the resources involved in the
problem need to be reviewed and graded.
It is beneficial if this communications is handled separately by resources who
aren't directly involved in resolving the problem as it will make more optimal
utilization of resources.
When working on problems there needs to be a communications channel to which
escalations of the status and resolution occurs.
Learnings from TPS
Training and certification
Assessments
Continuous improvement through
Professional data centre training and certification
Deming wheel: Made popular by Dr W. Edwards Deming, based on work by Shewhart. Concepts originate from scientific method and the works of Bacon.
Plan to improve service management by determining what is going wrong (that is identify the problems), and then suggest resolutions.
Do changes designed to solve the problems on a small and incremental scale first. This minimises disruption to Live while testing whether the changes are workable.
Check whether the small and incremental changes are achieving the desired result. Also, continuously monitor nominated key activities to ensure that you know what the quality of the output is at all times to identify any new problems when they crop up.
Act to implement changes on a larger scale if the small changes are successful. This means scheduling the changes a part of the standard maintenance and administrative tasks. Also Act to involve resources (people, partners, products and process) affected by the changes and obtain buy-in to implement them successfully. Be sure to share the knowledge learned.
Kaizen is the practice of continuous improvement. Kaizen was originally a Japanese concept introduced into the west by Masaaki Imai in his book Kaizen: The Key to Japan’s Competitive Success in 1986. Kaizen is continuous improvement that is based on certain guiding principles:
Good processes bring good results
Go see for yourself to grasp the current situation
Speak with data, manage by facts
Take action to contain and correct root causes of problems
Work as a team
Kaizen is all inclusive of everyone
hansei is a philosophy of problem solving that emphasizes thorough understanding of consensus-based solutions that are swiftly implemented.
In the hansei process, the emphasis is on what went wrong and on creating clear plans for ensuring that it does not reoccur; this is done constantly and consistently. At Toyota, even if you do a project successfully, there is still a hansei-kai (reflection meeting) to review what went wrong. If a manager or engineer claims that there were not any problems with the project, they will be reminded that “no problem is a problem” – in other words, you have not objectively and critically evaluated the project tofind opportunities for improvement. No problemsindicate that you did not stretch to meet (or exceed) your expected capacity.
It is possible to set targets for reducing the impact of major incidents using the Pareto principle, also known as the 80-20 rule. The principle states that with just 20% effort, correctly applied, you can achieve 80% of the desired effect. Vilfredo Pareto made several important contributions in the study of income distribution and in the analysis of individuals' choices. His concepts helped develop the field of microeconomics and the Pareto Principle has become gospel.
The 80-20 rule developed when Pareto noted that 80% of income in Italy went to 20% of the population.
The above principle is relevant to Information Technology (IT) as it is an important tool to use when prioritizing effort, as effort applied correctly can achieve a far higher proportionate effect. The relevance to of Pareto as applied to major incidents, is that the principle can be applied to resource optimization by observing that optimally 80% of the resources are typically used by 20% of the operations. Thus we need to prioritize our effort to work on an identified 20% of possible causes. These possible causes are often based upon lessons learnt which is dealt with in a separate article.
When it is applied to outages and incidents it means that 80% of major incidents are as a result of 20% of the causes. Knowledge of the identified 20% of these causes, will then result in a substantial reduction in major incidents! As an example, when troubleshooting a network problem using a checklist, the first checks should be those that are identified by lessons learnt as the ones that occur most often, such as Ethernet duplex/speed mismatches or power related issues. As an example with the later, the implementation of secondary power sources at customer premises can potential eliminate some major incidents from even happening.
Pareto’s observations have been around since the early 1900’s and applied practically it would mean that if you had 87 major incidents per month, it would be possible to reduce these to 18 major incidents per month if the correct identifiable 20% of causes were addressed. This allows these incidents to be reduced to a negligible and manageable level.
Although these 20% of causes account for 80% of the major incidents, when setting a target you can only reduce it proportionally so the ultimate goal can only be achieved incrementally over time.
It might be argued that the setting of targets needs to be researched in more detail, but Pareto's observations have been proved so many times that it is close to gospel.
I'll provide an example, and it often makes me see red about vendors or service providers. Many service providers are not transparent. If they have a major issue with their services then they clam up about it. You can be the tenth customer that day where the problem has occurred, with an exact duplicate of an issue, and they'll pretend they have never heard of it before. Network Operations Centre Managers (NOC) seem to be hired with their primary skill being plausible deniability, often referred to as being Teflon coated.
Typically we have all encountered this issue. Even though it would be possible to research suggested resolutions in the vendor's knowledge base, the support structures are focused on limiting marketing damage and not resolving problems. After the fact a marketing disaster occurs where the service provider deals with having to acknowledge an outage. They are on the back foot apologizing for an outage, and not explaining how efficiently and effectively they are dealing with an outage.
Now why don't service providers publish these limited set of causes in a dashboard on their support sites in real time? This by itself would so dramatically improve efficiencies that in no time most would be running optimally. The reluctance by service providers who are falsely influenced by marketers to be less than transparent is problematic. A detailed analysis of outages and proactive measures display technical competence and is in itself a great tool to showcase the service provider’s proficiency!
Escalation and grading
When working on problems there needs to be a communications channel to which escalations of the status and resolution occurs.
It is beneficial if this communications is handled separately by resources who aren't directly involved in resolving the problem as it will make more optimal utilization of resources.
Just as important, once the problem is resolved the resources involved in the problem need to be reviewed and graded.
Without this you will not assign resources optimally to problem solving such as assigning your best resources to a Tiger Team or recommending those with insufficient skills for Kepner-Tregoe training.
Refer to the Appendix for the tool, Rating of resources involved in a Major Incident