The document discusses problem solving in the public sector. It outlines the overall process as having 6 steps: [1] defining the problem, [2] formulating hypotheses, [3] collecting facts, [4] conducting analysis, [5] developing solutions, and [6] implementing solutions. It then provides details on various tools and techniques that can be used for each step of the problem solving process. These include root cause analysis, force field analysis, benchmarking and others for defining problems, and issue diagrams and brainstorming for formulating hypotheses. Data collection techniques discussed include using available information, observing, interviewing, questionnaires and focus groups. The goal is to provide public sector workers with a framework to systematically solve problems from
The document provides an outline for a course on analytical thinking. It discusses the overall problem solving process, which includes defining the problem, formulating hypotheses, collecting facts, conducting analysis, and developing solutions. It then covers specific tools and techniques used in defining the problem, formulating hypotheses, and developing solutions. The objectives are to provide understanding of analytical thinking, identify problem solving tools, and give a framework for managing projects.
This document discusses analytical thinking and the scientific approach to problem solving, which includes defining the problem, formulating hypotheses, collecting facts, conducting analysis, and developing a solution. It provides details on various tools and techniques for each step of the process. For defining the problem, it describes techniques like problem identification, root cause analysis using the five whys method and fishbone diagrams. For formulating hypotheses, it recommends using an issue diagram to break down problems into key issues and formulate hypotheses and questions to test each hypothesis. It cautions that issue diagrams, hypotheses and questions need to be carefully crafted to be relevant, testable and not too broad or narrow in scope. Brainstorming is also presented as a method for identifying issues
This document outlines a course on analytical thinking. It provides an overview of the overall problem solving process, which includes defining the problem, formulating hypotheses, collecting facts, conducting analysis, and developing solutions. It then discusses specific tools and techniques that can be used for each step of the process. These include root cause analysis, fishbone diagrams, benchmarking, and various data collection methods. The goal is to equip participants with a framework for systematically solving problems from identification to resolution.
Analytical Thinking Training Analytical Thinking Training.pptSarimKhan86
This document outlines a course on analytical thinking. It provides an overview of the overall problem solving process, which includes defining the problem, formulating hypotheses, collecting facts, conducting analysis, and developing solutions. It then details several tools and techniques used in each step of the process. For defining the problem, techniques discussed include problem identification, root cause analysis methods like 5 whys and fishbone diagrams, and basic questions to ask. For formulating hypotheses, the document covers using an issue diagram to break down problems into issues and hypotheses. It also discusses identifying issues, formulating hypotheses, and framing key questions.
Provide a fundamental understanding of how analytical thinking works
Identify specific tools and techniques that students can use during the problem solving life cycle
Give students a complete framework for managing project issues – from identification to resolution
Understand the systematic process of problem solving
Define the issue as a starting point for your project
Focus on the “drivers” behind your issue
Know how to apply specific techniques, such as brainstorming, root cause analysis, and SWOT
Know how to test your proposed solutions before submission to the client
Know how to present viable solutions for solving critical problems
The document provides a framework and tools for effectively solving client issues. It outlines steps such as defining the issue, formulating hypotheses, collecting relevant facts, performing analysis to test hypotheses, and determining the viability of solutions. Various techniques are described for each step, including root cause analysis, surveys, brainstorming, interviews, and impact analysis tools like scenario planning and cost-benefit analysis. The goal is to follow a logical, systematic process to correctly identify and resolve client problems.
This document provides an outline for a course on analytical thinking. The course aims to teach participants the systematic process of problem solving, including defining the problem, formulating hypotheses, collecting relevant facts, conducting analysis, and developing solutions. The document outlines the overall process, key concepts and tools that will be covered for each step of analytical thinking. These include techniques like root cause analysis, fishbone diagrams, benchmarking, and brainstorming to help identify issues, hypotheses and information needs to solve problems.
The document outlines a training on problem solving and establishes a standard process for resolving problems efficiently and effectively while minimizing business impact. It discusses definitions of problem management, roles in the process, and common mistakes to avoid. The core of the training is a 6-step problem solving process: 1) identifying the problem, 2) analyzing the problem, 3) generating potential solutions, 4) selecting and planning solutions, 5) implementing solutions, and 6) evaluating solutions. Key aspects covered include properly defining problems, using tools to thoroughly analyze root causes, considering multiple solutions, and planning for tradeoffs.
The document provides an outline for a course on analytical thinking. It discusses the overall problem solving process, which includes defining the problem, formulating hypotheses, collecting facts, conducting analysis, and developing solutions. It then covers specific tools and techniques used in defining the problem, formulating hypotheses, and developing solutions. The objectives are to provide understanding of analytical thinking, identify problem solving tools, and give a framework for managing projects.
This document discusses analytical thinking and the scientific approach to problem solving, which includes defining the problem, formulating hypotheses, collecting facts, conducting analysis, and developing a solution. It provides details on various tools and techniques for each step of the process. For defining the problem, it describes techniques like problem identification, root cause analysis using the five whys method and fishbone diagrams. For formulating hypotheses, it recommends using an issue diagram to break down problems into key issues and formulate hypotheses and questions to test each hypothesis. It cautions that issue diagrams, hypotheses and questions need to be carefully crafted to be relevant, testable and not too broad or narrow in scope. Brainstorming is also presented as a method for identifying issues
This document outlines a course on analytical thinking. It provides an overview of the overall problem solving process, which includes defining the problem, formulating hypotheses, collecting facts, conducting analysis, and developing solutions. It then discusses specific tools and techniques that can be used for each step of the process. These include root cause analysis, fishbone diagrams, benchmarking, and various data collection methods. The goal is to equip participants with a framework for systematically solving problems from identification to resolution.
Analytical Thinking Training Analytical Thinking Training.pptSarimKhan86
This document outlines a course on analytical thinking. It provides an overview of the overall problem solving process, which includes defining the problem, formulating hypotheses, collecting facts, conducting analysis, and developing solutions. It then details several tools and techniques used in each step of the process. For defining the problem, techniques discussed include problem identification, root cause analysis methods like 5 whys and fishbone diagrams, and basic questions to ask. For formulating hypotheses, the document covers using an issue diagram to break down problems into issues and hypotheses. It also discusses identifying issues, formulating hypotheses, and framing key questions.
Provide a fundamental understanding of how analytical thinking works
Identify specific tools and techniques that students can use during the problem solving life cycle
Give students a complete framework for managing project issues – from identification to resolution
Understand the systematic process of problem solving
Define the issue as a starting point for your project
Focus on the “drivers” behind your issue
Know how to apply specific techniques, such as brainstorming, root cause analysis, and SWOT
Know how to test your proposed solutions before submission to the client
Know how to present viable solutions for solving critical problems
The document provides a framework and tools for effectively solving client issues. It outlines steps such as defining the issue, formulating hypotheses, collecting relevant facts, performing analysis to test hypotheses, and determining the viability of solutions. Various techniques are described for each step, including root cause analysis, surveys, brainstorming, interviews, and impact analysis tools like scenario planning and cost-benefit analysis. The goal is to follow a logical, systematic process to correctly identify and resolve client problems.
This document provides an outline for a course on analytical thinking. The course aims to teach participants the systematic process of problem solving, including defining the problem, formulating hypotheses, collecting relevant facts, conducting analysis, and developing solutions. The document outlines the overall process, key concepts and tools that will be covered for each step of analytical thinking. These include techniques like root cause analysis, fishbone diagrams, benchmarking, and brainstorming to help identify issues, hypotheses and information needs to solve problems.
The document outlines a training on problem solving and establishes a standard process for resolving problems efficiently and effectively while minimizing business impact. It discusses definitions of problem management, roles in the process, and common mistakes to avoid. The core of the training is a 6-step problem solving process: 1) identifying the problem, 2) analyzing the problem, 3) generating potential solutions, 4) selecting and planning solutions, 5) implementing solutions, and 6) evaluating solutions. Key aspects covered include properly defining problems, using tools to thoroughly analyze root causes, considering multiple solutions, and planning for tradeoffs.
The document discusses structured problem solving using the 7 step methodology. It covers defining the problem, structuring it, prioritizing issues, planning analyses and work, conducting analyses, synthesizing findings, and developing recommendations. Specific tools and approaches discussed include problem statement worksheets, logic trees, prioritization matrices, and designing analysis sheets. The overall process is meant to take complex problems, analyze them systematically, and communicate findings to facilitate action.
The document discusses structured problem solving using the 7 step methodology. It covers defining the problem, structuring it, prioritizing issues, planning analyses and work, conducting analyses, synthesizing findings, and developing recommendations. Specific tools and approaches discussed include problem statement worksheets, logic trees, prioritization matrices, and designing analysis sheets and workplans. The overall process is presented as an iterative one to break problems into manageable parts and ensure a logical, complete analysis.
Root-cause analysis tools can help identify the underlying causes of problems. The document discusses several tools:
Brainstorming is used to generate ideas in a structured group session, following principles like forbidding criticism and limiting sessions to 60 minutes. The 5 Whys tool asks "why" five times to drill down through problems to their root causes. Affinity diagrams group interrelated causes into categories to identify major causes. Pareto charts identify the most important causes addressing 80% of the problem. Fishbone diagrams show the relationship between effects and multiple potential causes. Other tools covered include interviewing staff, fault trees, and general tips for effective root cause analysis.
The document discusses various problem solving tools and techniques, including:
- Problem analysis, which involves investigating a situation to understand the problem and recommend solutions. Key steps include identifying the problem, conducting background research, reporting findings, drawing conclusions, and making recommendations.
- Cause and effect analysis (fishbone diagrams), which help identify likely causes of a problem by considering various factors and brainstorming possible causes related to each factor.
- SWOT analysis, which evaluates strengths, weaknesses, opportunities, and threats to assess an organization's competitive position.
- SMART objectives, which provide a framework for setting specific, measurable, achievable, relevant, and timely goals.
- Gantt charts, which are bar charts
The document discusses the stages of the problem solving process, including problem definition, problem analysis, identifying and evaluating solutions. It provides details on each stage: problem definition involves formally stating the problem, goals, and requirements. Problem analysis is decomposing the problem into parts to identify inputs, processes, and outputs. Identifying and evaluating solutions involves brainstorming possible solutions and evaluating them based on criteria like efficiency and feasibility.
Explanation of the seven basic tools used to solve a variety of quality-related issues. They are suitable for people with little formal training in statistics.
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.
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.
The document discusses the importance and benefits of critical thinking in problem solving. It outlines a methodology for critical thinking that involves identifying issues, selecting problems, finding root causes, developing alternative solutions, assessing implications, compiling action plans, and defining purposes. The methodology aims to focus on root causes rather than symptoms, understand how factors influence each other, and actively involve participation across an organization. Key benefits include developing critical thinking skills, interactive group participation, anonymous contributions to brainstorming, and input from various organizational levels in solving problems and debating issues.
The document discusses problem solving techniques, specifically the fishbone diagram. It provides detailed instructions on how to construct and utilize a fishbone diagram to identify and categorize potential causes for complex problems. Major steps include:
1) Identifying the problem and drawing the backbone of the fishbone diagram
2) Brainstorming and grouping potential causes into major categories along the bones
3) Continuing to brainstorm more detailed explanations and causes within each category
4) Evaluating the causes to determine the most likely ones to investigate further
The overall purpose is to use the visual diagram to systematically explore various categories of causes and potential root causes of problems.
Cause and Effect Analysis is a technique for identifying all the possible causes (inputs) associated with a particular problem / effect (output) before narrowing down to the small number of main, root causes which need to be addressed.
This document discusses problem solving techniques and skills. It begins by defining problem solving as identifying and defining a problem, generating solutions, evaluating options, implementing a solution, and assessing effectiveness. It then outlines a 5-step problem solving process: 1) analyzing contributing factors, 2) generating interventions, 3) evaluating solutions, 4) implementing a plan, and 5) assessing interventions. For each step, example skills are provided like active listening, brainstorming, and data analysis. Principles for teaching problem solving emphasize modeling a method, teaching in context, helping students understand the problem, allowing time, asking questions, and linking errors to misconceptions.
The document discusses several different approaches to management:
1) The systems approach views all elements of a business as interrelated and interdependent, and considers both business and customer needs to ensure quality products.
2) The behavioral approach believes our environment causes behavior and illness, and that observation can explain behavior.
3) The human relations approach recognizes employees need recognition and social acceptance from managers. The behavioral science approach extends this to consider humans as complex.
4) The decision approach uses decision models to evaluate alternatives by considering how alternatives relate and depend on each other.
Here are some slides on computer modeling. Very effective and well made slides. You can change the name and enjoy them in presentations amd assignments.hope any one seraching on this topic may find it helpful
The document discusses analytical thinking and various analytical tools used in problem solving. It describes the 5 steps of the analytical thinking problem solving model: defining the problem, formulating hypotheses, collecting facts, conducting analysis, and developing solutions. It then explains several analytical tools in more detail, including SWOT analysis, fishbone diagram, force field analysis, and dimensional fact model. The tools provide systematic approaches to break down problems, identify potential causes, analyze influencing factors, and model multi-dimensional data for decision making.
The document provides a step-by-step approach to applying analytics that includes defining the problem, developing hypotheses, gathering and analyzing data, synthesizing findings, and gaining commitment to recommendations. It emphasizes validating assumptions, keeping analyses simple, and asking "so what" to derive practical implications. The approach involves building logic trees to break problems into components and develop a shared understanding, as well as creating a storyline and "ghost pack" to remain output-oriented.
This document provides an overview of various problem solving tools that can be used to analyze issues, identify root causes, and develop solutions. Some of the key tools discussed include:
1. The Deming wheel of improvement which is a cyclical process of plan, do, check, act.
2. The 5 whys technique which involves asking why 5 times to drill down to the root cause of a problem.
3. Brainstorming techniques for generating many ideas without criticism to solve problems.
4. Cause and effect diagrams (fishbone diagrams) that categorize potential causes for a problem or effect.
5. Pareto charts that identify the most important causes based on frequency to prioritize
This presentation discusses modeling as an approach to problem solving. It outlines the key steps in the problem solving process, which includes recognizing the problem, collecting information, defining the problem, searching for solutions, evaluating solutions, and implementing a solution. Modeling can play a role at various stages of this process. The presentation also discusses mental modeling, the features of models including decisions, outcomes, structure and data, and techniques for becoming an effective modeler such as understanding problem content, model structure, realization, assessment, and implementation. Creativity is also highlighted as an important skill for successful modeling.
8D Problem Solving WorksheetGroup NumberGroup Member Nam.docxransayo
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 .
A Guide to a Winning Interview June 2024Bruce Bennett
This webinar is an in-depth review of the interview process. Preparation is a key element to acing an interview. Learn the best approaches from the initial phone screen to the face-to-face meeting with the hiring manager. You will hear great answers to several standard questions, including the dreaded “Tell Me About Yourself”.
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Similar to Problem Solving and Analytical Thinking in the Public Sector.ppt
The document discusses structured problem solving using the 7 step methodology. It covers defining the problem, structuring it, prioritizing issues, planning analyses and work, conducting analyses, synthesizing findings, and developing recommendations. Specific tools and approaches discussed include problem statement worksheets, logic trees, prioritization matrices, and designing analysis sheets. The overall process is meant to take complex problems, analyze them systematically, and communicate findings to facilitate action.
The document discusses structured problem solving using the 7 step methodology. It covers defining the problem, structuring it, prioritizing issues, planning analyses and work, conducting analyses, synthesizing findings, and developing recommendations. Specific tools and approaches discussed include problem statement worksheets, logic trees, prioritization matrices, and designing analysis sheets and workplans. The overall process is presented as an iterative one to break problems into manageable parts and ensure a logical, complete analysis.
Root-cause analysis tools can help identify the underlying causes of problems. The document discusses several tools:
Brainstorming is used to generate ideas in a structured group session, following principles like forbidding criticism and limiting sessions to 60 minutes. The 5 Whys tool asks "why" five times to drill down through problems to their root causes. Affinity diagrams group interrelated causes into categories to identify major causes. Pareto charts identify the most important causes addressing 80% of the problem. Fishbone diagrams show the relationship between effects and multiple potential causes. Other tools covered include interviewing staff, fault trees, and general tips for effective root cause analysis.
The document discusses various problem solving tools and techniques, including:
- Problem analysis, which involves investigating a situation to understand the problem and recommend solutions. Key steps include identifying the problem, conducting background research, reporting findings, drawing conclusions, and making recommendations.
- Cause and effect analysis (fishbone diagrams), which help identify likely causes of a problem by considering various factors and brainstorming possible causes related to each factor.
- SWOT analysis, which evaluates strengths, weaknesses, opportunities, and threats to assess an organization's competitive position.
- SMART objectives, which provide a framework for setting specific, measurable, achievable, relevant, and timely goals.
- Gantt charts, which are bar charts
The document discusses the stages of the problem solving process, including problem definition, problem analysis, identifying and evaluating solutions. It provides details on each stage: problem definition involves formally stating the problem, goals, and requirements. Problem analysis is decomposing the problem into parts to identify inputs, processes, and outputs. Identifying and evaluating solutions involves brainstorming possible solutions and evaluating them based on criteria like efficiency and feasibility.
Explanation of the seven basic tools used to solve a variety of quality-related issues. They are suitable for people with little formal training in statistics.
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.
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.
The document discusses the importance and benefits of critical thinking in problem solving. It outlines a methodology for critical thinking that involves identifying issues, selecting problems, finding root causes, developing alternative solutions, assessing implications, compiling action plans, and defining purposes. The methodology aims to focus on root causes rather than symptoms, understand how factors influence each other, and actively involve participation across an organization. Key benefits include developing critical thinking skills, interactive group participation, anonymous contributions to brainstorming, and input from various organizational levels in solving problems and debating issues.
The document discusses problem solving techniques, specifically the fishbone diagram. It provides detailed instructions on how to construct and utilize a fishbone diagram to identify and categorize potential causes for complex problems. Major steps include:
1) Identifying the problem and drawing the backbone of the fishbone diagram
2) Brainstorming and grouping potential causes into major categories along the bones
3) Continuing to brainstorm more detailed explanations and causes within each category
4) Evaluating the causes to determine the most likely ones to investigate further
The overall purpose is to use the visual diagram to systematically explore various categories of causes and potential root causes of problems.
Cause and Effect Analysis is a technique for identifying all the possible causes (inputs) associated with a particular problem / effect (output) before narrowing down to the small number of main, root causes which need to be addressed.
This document discusses problem solving techniques and skills. It begins by defining problem solving as identifying and defining a problem, generating solutions, evaluating options, implementing a solution, and assessing effectiveness. It then outlines a 5-step problem solving process: 1) analyzing contributing factors, 2) generating interventions, 3) evaluating solutions, 4) implementing a plan, and 5) assessing interventions. For each step, example skills are provided like active listening, brainstorming, and data analysis. Principles for teaching problem solving emphasize modeling a method, teaching in context, helping students understand the problem, allowing time, asking questions, and linking errors to misconceptions.
The document discusses several different approaches to management:
1) The systems approach views all elements of a business as interrelated and interdependent, and considers both business and customer needs to ensure quality products.
2) The behavioral approach believes our environment causes behavior and illness, and that observation can explain behavior.
3) The human relations approach recognizes employees need recognition and social acceptance from managers. The behavioral science approach extends this to consider humans as complex.
4) The decision approach uses decision models to evaluate alternatives by considering how alternatives relate and depend on each other.
Here are some slides on computer modeling. Very effective and well made slides. You can change the name and enjoy them in presentations amd assignments.hope any one seraching on this topic may find it helpful
The document discusses analytical thinking and various analytical tools used in problem solving. It describes the 5 steps of the analytical thinking problem solving model: defining the problem, formulating hypotheses, collecting facts, conducting analysis, and developing solutions. It then explains several analytical tools in more detail, including SWOT analysis, fishbone diagram, force field analysis, and dimensional fact model. The tools provide systematic approaches to break down problems, identify potential causes, analyze influencing factors, and model multi-dimensional data for decision making.
The document provides a step-by-step approach to applying analytics that includes defining the problem, developing hypotheses, gathering and analyzing data, synthesizing findings, and gaining commitment to recommendations. It emphasizes validating assumptions, keeping analyses simple, and asking "so what" to derive practical implications. The approach involves building logic trees to break problems into components and develop a shared understanding, as well as creating a storyline and "ghost pack" to remain output-oriented.
This document provides an overview of various problem solving tools that can be used to analyze issues, identify root causes, and develop solutions. Some of the key tools discussed include:
1. The Deming wheel of improvement which is a cyclical process of plan, do, check, act.
2. The 5 whys technique which involves asking why 5 times to drill down to the root cause of a problem.
3. Brainstorming techniques for generating many ideas without criticism to solve problems.
4. Cause and effect diagrams (fishbone diagrams) that categorize potential causes for a problem or effect.
5. Pareto charts that identify the most important causes based on frequency to prioritize
This presentation discusses modeling as an approach to problem solving. It outlines the key steps in the problem solving process, which includes recognizing the problem, collecting information, defining the problem, searching for solutions, evaluating solutions, and implementing a solution. Modeling can play a role at various stages of this process. The presentation also discusses mental modeling, the features of models including decisions, outcomes, structure and data, and techniques for becoming an effective modeler such as understanding problem content, model structure, realization, assessment, and implementation. Creativity is also highlighted as an important skill for successful modeling.
8D Problem Solving WorksheetGroup NumberGroup Member Nam.docxransayo
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 .
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Problem Solving and Analytical Thinking in the Public Sector.ppt
1. PROBLEM SOLVING IN THE
PUBLIC SECTOR
MAUBARAK BOODHUN
PRINCIPAL ASSISTANT SECRETARY MINISTRY OF
BUSINESS, ENTERPRISE, COMMERCE AND CONSUMER
PROTECTION
2. Lecture Outline
2 of 58
I. Overall Process
II. Defining the Problem
III. Formulating the Hypothesis
IV. Collecting the Facts
V. Conducting the Analysis
VI. Developing the Solution
3. Provide a fundamental understanding of how
analytical thinking works
Identify specific tools and techniques that an
Assistant Secretary can use during the problem
solving life cycle
Give a potential Assistant Secretary a complete
framework for managing problem solving issues –
from identification to resolution
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Objectives of the lecture
4. Understand the systematic process of problem
solving
Define the issue as a starting point for your project
Focus on the “drivers” behind your issue
Know how to apply specific techniques, such as
brainstorming, root cause analysis, and SWOT
Know how to test your proposed solutions before
submission to the customer
Know how to present viable solutions for solving
critical problems
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At the end of this session,
participants should be able to….
5. FRONTLINER
He/she is the first one to do the groundwork
Requires good analytical skills
Creativity
Capability to think out of the box
Be innovative
Use state of the art technique in making
recommendations
Capable of defending the options proposed and the
reasoning and wisdom behind any proposal
6/13/2023
5
THE ROLE OF THE ASSISTANT
SECRETARY
6. It ranges from
THE CABINET OF MINISTERS
AN INTERMINISTERIAL COMMITTEE
THE MINISTER
THE PERMANENT SECRETARY
THE PRINCIPAL ASSISTANT SECRETARY
THE PUBLIC AT LARGE
ONE PARTICULAR SEGMENT OF SOCIETY
ONE LOBBY GROUP
ONE INDIVIDUAL
6
Who are your customers ?
8. Analytical Thinking follows the scientific
approach to problem solving
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Problem
Hypothesis
Facts
Analysis
Solution
9. Definition:
A problem is a situation that is judged as something that needs to be
corrected – implies that a state of "wholeness" does not exist
Importance:
It is our job to make sure we’re solving the right problem – it may not be
the one presented to us by the public or the Minister. What do we really
need to solve?
Basic Concepts:
Most of the problems are initially identified by our customers
Defining the problem clearly improves focus – it drives the analytical
process
Getting to a clearly defined problem is often discovery driven – Start with
a conceptual definition and through analysis (root cause, impact analysis,
etc.) you shape and redefine the problem in terms of issues
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Defining the Problem
Problem
Hypothesis
Facts
Analysis
Solution
10. Definition:
Hypothesis is a tentative explanation for an observation that
can be tested (i.e. proved or disproved) by further
investigation
Importance:
Start at the end - Figuring out the solution to the problem, i.e.
"hypothesizing", before you start will help build a roadmap
for approaching the problem
Basic Concepts:
Hypotheses can be expressed as possible root causes of the
problem
Breaking down the problem into key drivers (root causes) can
help formulate hypotheses
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Formulating the Hypotheses
Problem
Hypothesis
Facts
Analysis
Solution
11. Definition:
Meaningful information (has merit – not false) that is qualitative
(expert opinions) or quantitative (measurable performance) to your
decisions
Importance:
Gathering relevant data and information is a critical step in
supporting the analyses required for proving or disproving the
hypotheses
Basic Concepts:
Know where to dig
Know how to filter through information
Know how to verify – Has happened in the past
Know how to apply – Relates to what you are trying to solve
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Collecting the Facts
Problem
Hypothesis
Facts
Analysis
Solution
12. Definition:
The deliberate process of breaking a problem down through the
application of knowledge and various analytical techniques
Importance:
Analysis of the facts is required to prove or disprove the hypotheses
Analysis provides an understanding of issues and drivers behind the
problem
Basic Concepts:
It is generally better to spend more time analyzing the data and
information as opposed to collecting them. The goal is to find the
“golden nuggets” that quickly confirm or deny a hypothesis
Root cause analysis and force field analysis are some of many
analytical techniques that can applied
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Conducting the Analysis
Problem
Hypothesis
Facts
Analysis
Solution
13. Definition:
Solutions are the final recommendations presented to our
clients based on the outcomes of the hypothesis testing
Importance:
Solutions are what our CUSTOMERS expect from us…
Basic Concepts:
It is important to ensure the solution fits the customer –
solutions are useless if they cannot be implemented
Running an actual example through the solution is an
effective way of testing the effectiveness and viability of
the solution
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Developing the Solution
Problem
Hypothesis
Facts
Analysis
Solution
15. A problem becomes known when a person observes a
discrepancy between the way things are and the way
things ought to be. Problems can be identified through:
Comparative/benchmarking studies
Performance reporting - assessment of current
performance against goals and objectives
SWOT Analysis – assessment of strengths, weaknesses,
opportunities, and threats
Complaints
Surveys
Etc.
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Problem Identification
16. Sometimes the thing we think is a problem is not the
real problem, so to get at the real problem, probing is
necessary
Root Cause Analysis is an effective method of probing
– it helps identify what, how, and why something
happened
Definition of root cause:
Specific underlying cause
Those that can reasonably be identified
Those that management has control to fix
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Getting to the "Root" of the Problem
17. Root Cause Analysis Technique - Five
Why’s
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Five Why's refers to the practice of asking, five times, why
the problem exists in order to get to the root cause of the
problem
Why? Why? Why? Why? Why?
Employee
turnover
rate has
been
increasing
Employees are
leaving for other
jobs
Employees are not
satisfied
Employees feel
that they are
underpaid
Other employers
are paying higher
salaries
Demand for such
employees has
increased in the
market
18. Root Cause Analysis Technique –
Fishbone Diagram
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The value of the Fishbone Diagram is that it provides a method
for categorizing the many potential causes of problems or issues
in an orderly way and in identifying root causes
Cause
Detail
Cause
Detail
Cause
Detail
Cause
Detail
Fishbone Diagram (a.k.a. Cause and Effect Diagram) is an analysis tool
that provides a systematic way of looking at effects and the causes that
create or contribute to those effects.
Result (Problem)
19. Force Field Analysis – Visually show forces that impact your
problem or issue
Scatter Diagrams – Graphs the relationship of two
variables – quantifies the correlation, showing how one
variable influences another
Process Mapping – Maps the “as is” flow of activities that
make up a process – look for excessive handoffs,
redundancies, and other root causes of inefficiencies
Benchmarking – Compares existing performance to
another internal or external source, identifies issues not
otherwise revealed through other techniques
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Other Root Cause Analysis
Techniques
21. Basic Questions to Ask in Defining
the Problem (regardless of the
technique used)
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Who is causing the problem?
Who says this is a problem?
Who are impacted by this
problem?
Etc.
Who What Where
When Why How
• What will happen if this problem
is not solved?
• What are the symptoms?
• What are the impacts?
• Etc.
• Where does this problem occur?
• Where does this problem have
an impact?
• Etc.
• When does this problem occur?
• When did this problem first start
occurring?
• Etc.
• Why is this problem occurring?
• Why?
• Why?
• Etc.
• How should the process or
system work?
• How are people currently
handling the problem?
• Etc.
23. Issue Diagram is an effective method
for breaking down problems and
formulating hypotheses
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Problem
Issue #1
Issue #2
Issue #3
Hypothesis #1A
Hypothesis #1B
Hypothesis #1C
Hypothesis #1D
Key Questions #1C-a
Key Questions #1C-b
Key Questions #1C-c
Key Questions #1C-d
24. Key Components of Issue Diagram
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Issues
Hypotheses
Key Questions
Questions which need to be answered or
topics which need to be explored in order
to solve a problem
Speculative answers for issues that are
phrased as questions and/or areas of
exploration for issue phrased as topics
Questions that probe hypotheses and
drive the primary research required to
solve the problem
25. Identifying the Issues
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Problem
Issue #1
Issue #2
Issue #3
Government wants to
introduce the toll
system for some
roads in Mauritius
Is there a market for
divesting this business?
Is this a cost effective
solution for the client?
What impacts will there be
for the displaced
employees?
What key topics should
we explore to help the
client solve this problem?
26. 1. Develop a comprehensive list of all possible issues
related to the problem
2. Reduce the comprehensive list by eliminating
duplicates and combining overlapping issues
3. Using consensus building, get down to a “major
issues list” (usually two to five issues)
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Key to Identifying Issues
27. Formulating the Hypotheses
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Problem
Issue #1
Issue #2
Issue #3
Hypothesis #1A
Hypothesis #1B
Hypothesis #2A
Hypothesis #2B
Hypothesis #3A
Hypothesis #3B
Impact on the traffic?
Cost
Effectiveness?
Impacts on the
public ?
Etc.
Etc.
Etc.
Introducing toll
on roads
The traffic jam is cleared
What are some
possible answers to
the issues?
Large Ppublic refuse to use
the roads
28. Framing the Key Questions
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Problem
Issue #1
Issue #2
Issue #3
Hypothesis #1A
Hypothesis #1B
Hypothesis #2A
Hypothesis #2B
Hypothesis #3A
Hypothesis #3B
Effect on Investment?
Cost Effectiveness?
Impacts on
Employees?
Traffic jam affecting
the country
Investors may move away.
What questions need to be
answered to prove/disprove
the hypothesis?
Large percentage of
employees will likely be
affected to reach work
Key Question #1A-a
Key Question #1A-b
Key Question #1A-c
What effect this
would have on
employment
How many are
large enough to
take on the client's
business?
Key Question #3A-a
Key Question #3A-b
Key Question #3A-c
How many Eeffect
on the productivity
of the country
29. Common Pitfalls in Creating Issue
Diagram
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Issues
Hypotheses
Key Questions
Issues which are:
• Too broad, which expand beyond the objectives
• Too narrow
• Too many to be easily remembered
• Of uneven weight
• Not sequenced effectively
Hypotheses which are:
• Too few to cover the issue
• Too many to be easily remembered
• Not supportable by data
• Not directly relevant to the issue
Key questions which are:
• Too few to test the hypotheses
• Too many to be easily remembered
• Irrelevant to the hypotheses
• Not answerable with data
30. Issue diagrams provide a framework for brainstorming and
documenting the issues driving the problem and
identifying the facts (i.e. data) required to support
conclusions and recommended solutions
Hypotheses and the key questions will help shape data
collection requirements and ensure that only relevant data
is collected
Formulation of hypotheses and key questions is an
evolving process – they will need to be revised as new
insights and discoveries are made
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Key Messages
31. Brainstorming is useful when there is a wide range of
possible issues and solutions
Brainstorming is not appropriate for testing an idea; it is
used to generate ideas
There are numerous brainstorming techniques, which
include group brainstorming, individual brainstorming, and
storyboarding
Individual brainstorming is usually not recommended
unless time is too tight, participants are rarely available,
group is too large, etc.
Brainstorming can be useful for Force Field Analysis –
identifying all forces impacting the problem
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Brainstorming – A Method for
Identifying Issues and Formulating
Hypotheses
32. 1. State the purpose and objective of the brainstorming
session from the onset
2. Set ground rules for participants
3. Give everyone an opportunity to participate
4. Solicit all ideas and opinions – nothing is rejected until
consensus building takes place
5. After exhausting all ideas, eliminate certain ideas, e.g.
not relevant, duplicative, etc.
6. Finalize outcome of the brainstorming process through
consensus: Highest Priority, Assigning Points, etc.
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Tips for Brainstorming
35. In order to answer the key questions and validate the
hypotheses (presented in the earlier steps), collection of
factual information is necessary
First critical steps are to identify what information, i.e. data
elements, is required and develop a data collection
approach/technique
Depending on the type of problem being solved, different
data-collection techniques may be used
Combining a number of different techniques allows
looking at problems from different perspectives
Data collection is a critical stage in problem solving - if it is
superficial, biased or incomplete, data analysis will be
difficult
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Getting to the Facts
36. Data Collection Techniques
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Using Available
Information
Observing
Interviewing
Administering Written
Questionnaires
Conducting Focus
Groups
Using data that has already been
collected by others
Systematically selecting, watching
and recording behavior and
characteristics of people, objects or
events
Oral questioning of respondents,
either individually or as a group
Collecting data based on answers
provided by respondents in written
form
Facilitating free discussions on
specific topics with selected group
of participants
Technique
• Checklist
• Data compilation forms
Description Tools
• Eyes and ears
• Data compilation forms
• Interview guide
• Data compilation forms
• Survey
• Questionnaire
• Flip charts
37. Importance of Combining Different
Data Collection Techniques
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A skillful use of a combination of qualitative and quantitative techniques
will give a more comprehensive understanding of the topic
Qualitative Techniques
(Flexible)
Quantitative Techniques
(Less Flexible)
VS.
• Produce qualitative data that is often
recorded in narrative form
• Useful in answering the "why", "what",
and "how" questions
• Typically includes:
– Loosely structured interviews using
open-ended questions
– Focus group discussions
– Observations
• Structured questionnaires designed to
quantify pre- or post-categorized
answers to questions
• Useful in answering the "how many",
"how often", "how significant", etc.
questions
• Answers to questions can be counted
and expressed numerically
39. The next step in problem solving is to "make sense" of the
information collected in the previous step
There is an abundance of analytical techniques that can be
applied for understanding:
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Conducting the Analysis
What are the most important issues? Pareto Analysis
What forces can influence the problem?
What are the strengths and weaknesses?
What performance areas are weak?
Force Field Analysis
SWOT
Benchmarking
40. Specific Sequential Steps that lead up
to the Analysis
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Make sure you know what you are trying to solve – Clearly
defined issues or questions drive the analysis!
1
2
3
Once you’ve matched up the analytical tools against the
question or issue, then go out and collect the facts
Match up the clearly defined question or issue with the
appropriate analytical tool(s)
41. Apply analytical tools and move back
upstream
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Problem
Issue #1
Issue #2
Issue #3
Hypothesis #1A
Hypothesis #1B
Hypothesis #2A
Hypothesis #2B
Hypothesis #3A
Hypothesis #3B
What analysis needs to
be done to answer this
question?
Key Question #1A-a
Key Question #1A-b
Key Question #1A-c
How many are large
enough to take on the
client's business?
Key Question #3A-a
Key Question #3A-b
Key Question #3A-c
How many employees
are 50 years old or
older and interested
in retiring?
Age of employees
Employee interest level
in retiring
1. Start with clearly defined issues or questions
2. Select the Analytical Tool
Benchmarking
3. Collect required information per
the Analytical Tool selected
4. Once you complete your analysis, move back upstream
to answer the key question you started with
42. Benchmarking – Compare and measure a process or activity against
an internal or external source
SWOT Analysis – Assessment of strengths, weaknesses,
opportunities, and threats
Force Field Analysis – Overall environmental landscape and how it
impacts the subject
Cost Benefit Analysis – Compare total equivalent costs (all the
minuses) against equivalent value in benefits (all the pluses)
Impact Analysis – What if type analysis to assess the impact of
change on an agency
Pareto Chart – Bar Chart for categorizing issues or other attributes
in terms of importance
Risk assessment analysis – use of a grid to assess impact and
likelihood
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Analytical Techniques
43. Measures and compares your performance against other
similar activities or processes internally or externally
Differences indicate possible performance issues
May be difficult to collect comparable measurement data
Comparing “best in class” performance is better than
comparing average performance
Best sources of data are in the private sector -Hays
Benchmarking, Benchmarking Exchange, The Benchmarking
Exchange, etc.
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Benchmarking
44. Identifies Strengths, Weaknesses, Opportunities,
and Threats by asking: What things are we good at,
what things are we not good at, what things might
we do, and what things should we not do?
Probably the most common analytical tool for
strategic planning
Somewhat subjective
Easy to understand and follow
Very useful for identifying the core competencies of
any organization
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SWOT – Strengths Weaknesses
Opportunities Threats
45. 45 of 58
SWOT Example
Internal Assessment of the organization, its people, services, competencies, etc.
External Assessment of direct and indirect forces, social, economic, political, etc.
Client has a global infrastructure to
service all types of customers
Strengths Weaknesses
Services are in high demand in most
parts of the world
Client has limited resources for
expanding its global reach
Key processes are not very cost competitive
when compared to other service providers
Untapped demand exists in almost half
of the World
New Technologies make it possible to
expand service reach
Other clients are investing in newer
technologies
Some clients are entering into strategic
partnerships to expand their global
footprint
Threats
Opportunities
46. Visually shows significant forces that impact the
problem
Forces tend to be those factors that promote or
hinder a solution to a problem
Prioritize forces between direct (more important) and
indirect (less important)
May need to brainstorm to generate ideas to list all
forces
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Force Field
47. 47 of 58
Force Field Example
Direct – More Important Indirect – Less Important
Positive Forces –
Promotes the Solution
Problem: introducing a new name plate for vehicles
Negative Forces –
Inhibits the Solution
49. Identify all expected costs and benefits to make sure the
decision has economic merit.
Costs includes all tangible outlays (time, money, etc.) and
intangible /qualitative factors where you can assign some
value
Compare using a set of decision criteria – oranges to oranges,
apples to apples, etc.
Look at the net changes between making the decision vs. not
making the decision
Office of Management and Budget Circular A-94 provides
guidelines on how to do cost benefit analysis in the Federal
Public Sector. 49 of 58
Cost Benefit
50. 50 of 58
Cost Benefit Example
• Software License Fees
• Upgrade network capacity
• Database development time
• Training of end-users
• Requires regular maintenance
The Costs (minuses) The Benefits (pluses)
Choice A: Proposed Solution - Design and develop an on-line database system
• Consistent Reporting
• Reduced Data Entry
• Much faster turnarounds when
updating master records
• Improved accuracy in reporting
Choice B: Do Nothing – Status Quo
• Software License Fees
• Maintenance Costs
• Planned Upgrades
Change in Costs Choice A – B = Rs 700,000 Change in Benefits Choice A – B = Rs 950,000
Net Benefit =
Rs 250,000
51. Identifies broad and diverse effects or outcomes
associated with a problem and/or the proposed solution
Answers certain questions: How will this change impact
our organisation/Ministry? What are the consequences of
not acting on the problem?
Objective is to minimize adverse or negative impacts going
forward
Very useful in assessing risk of different proposed solutions
– helps you reach the right solution
Numerous tools can be used to assess impacts
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Impact Analysis
53. Scenario Playing – Storyboarding out how the future will
unfold between alternatives: Do Nothing vs. Solution
Cost Benefit Analysis - Used to quantify impacts
Decision Tree Analysis – Build a tree and assign probabilities
to each alternative to arrive at the most likely solution
Simulation – Modeling a process and seeing how it changes
when one or more variables change
Prototype Model – Build and test the solution on a small scale
before implementation to flush out lessons learned
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Impact Analysis Tools
54. Quantifies what is most important on a graph – 80 / 20 Rule
Puts focus on the significant problems or issues
Must group problems or issues based on a common and
measurable attribute (such as reworks, errors, downtime,
hours, etc.) = Left Vertical Axis of Bar Chart
Must categorize problems or issues – what type is it? (poor
quality, long wait times, etc.) = Right Horizontal Axis of Bar
Chart
Plot the data and rank according to frequency – descending
order from left to right
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Pareto Analysis
55. 55 of 58
Pareto Chart
Categories Causes, Products, Mfg. Lines, Operators
Machines, Defect Types, etc.
Downtime,
Errors,
#
of
Employees,
etc.
56. Don’t rush out and collect information until you know what
analytical tools you need to use – each tool has its own
information needs
Use a combination of tools to cover all the bases
All decisions involve some assumptions – so you will never
have all the facts
Analysis is a discover driven process, it moves incrementally in
baby steps – you learn, adjust and go through numerous
iterations until you have insights; i.e. you can now take action
on the issue or problem
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Key Messages
58. Select and plan the solution that has the greatest
impact on solving the problem
Use a solutions rating matrix to weigh different
solutions based on selection criteria (costs,
probability of success, ease of implementation)
Solutions should have support from your previous
analysis that you can clearly communicate to the
client
Test your solutions as much as you can – use some of
the Impact Analysis Tools
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Basic Concepts
59. 100% out-of-the box solutions don’t exist
No solution is a guarantee – be flexible with implementation
and be willing to revisit your requirements
Solutions rarely work unless you get buy-in and commitment
from the public or customer – if the public refuses to accept
the solution, it will not work!
Be prepared to back up your solution with an implementation
plan, complete with milestones to measure performance
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Key Messages
60. Once a problem is defined, Administrative Staff must have some
ability to develop a possible solution. If the Officer has no control to
make recommendations for a problem, then there is a problem or
the problem has not been properly defined .
The definition of the problem may not be correct. The customer
may lack the knowledge and experience that staff have.
Since most problems are not unique, a person may be able to
validate the problem and possible solutions against other sources
(past projects, other experts, etc.).
The best solutions to a problem are often too difficult for the public
and the customer to implement. So be careful about recommending
the optimal solution to a problem. Most solutions require some
degree of compromise for implementation.
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Common Land Mines that Blow
Analytical Thinking Apart
61. Analytical Thinking follows the Scientific Approach
Five Step Process for problem solving:
- Define the Problem
- Test in the form of Hypothesis
- Focus on Facts
- Analysis (Various Analytical Tools)
- Recommend a Solution
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Summary
62. 62 of 58
Questions and Comments
Thanks for
your attention!
Questions, if any ?