Problem Solving Frameworks
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- 2. • What arewe trying to achieve with this process? • What is the Background to the problem (be as specific as possible). • Give an explanation which helps people to better understand the problem. • State the importance of the problem. • Draw a diagram of what the new process will look like. • Identify WHERE the Root Cause is being eliminated. • Define Target to support proposed improvement. • Draw a diagram of current condition. • Highlight the problem. • Use data to explain the size of the problem. • Collect and analyze data to identify root cause. • Use 5 Whys, Fishbone Diagrams, Pareto Charts • What actions must we take in future to sustain the improvement? • Did we achieve at 7/30/90 days what we wanted? • Is the problem eliminated and does the process show measurable improvement? • Can we close this problem-solving process and achieve it as Complete/Closed? • What specific actions are needed to eliminate the problem? STEP 6: Implementation • Check the result. • Did the improvement work? • Did it work as well as we predicted? • Collect data and compare before and after. PLAN (1-4) DO (5-6) CHECK (7) ACT (8) STEP 1: Subject/Background/History STEP 4: Target Condition/Future State/Desired Outcome STEP 2: Current Condition STEP 3: Root Cause Analysis STEP 8: Follow-up STEP 5: Countermeasures/Suggested Actions/Changes STEP 7: Evaluation WHAT WHEN (DATE) WHO Task A Jan 3, 20XX Tom Jerry Task B March 8, 20XX Joan Appleseed Task C Oct 25, 20XX Grant Parker
- 3. Effect on Projectrate of return Costs to fill gaps Sources of required facilities/equipment Map of “facilities gap” Finance department, prior analysis Operations, contractors, interviews Operations, trade publications Facilities management, thrum- mat line supervisors Technical Specification List of Facilities that meet new criteria Articles, Interviews Facilities management, interviews Does the new process require special facilities? NO If it does require special facilities, can we acquire them? YES 12 December 10 November 7 September 7 August 3 June 5 July Diana Jerome Jane Chin-Yang Stephanie Jorge Issue/Hypothesis Analysis Data Sources Responsibility Due Date
- 4. The part is producedin the wrong size • Wrong specification of the material • Poor storage conditions • Worn out material • Wrong size of the mold − Blueprint mistake − Production mistake • Machine malfunction − Employee’s fault − Machine defect • Wrong production procedure • Wrong production conditions − Too hot − Too cold − Too humid • Employee mistake − Mistaken machine settings − Mistake in production procedures MATERIAL MEASUREMENT MACHINE METHOD ENVIRONMENT PEOPLE
- 5. Multiple fatalities, >5. Large effects on large external inhabited zones- several fatalities Lethal effect on several persons (several fatalities). Lethal external effect - one fatality, several physical injuries Lethal effect on one person and/or several permanent invalidities. Permanent external effects Permanent injury, lost time accident. Non-permanent external effects No permanent injury, recordable with no lost time/medical treatment. No external effect Extensive damage >$8M Major damage $6M-$8M Localized damage $2M-$6M Minor damage $200K-$2M Slight damage < $200K Major loss, not recoverable. More than 3 days lost production Major loss. Up to 50% not recoverable Up to 3 days lost production. Medium loss, not wholly recoverable through normal production < 24 hours lost production Minor loss, recoverable through normal production 2 to 8 hours lost production Little to no effect. Production easily recovered. < 2 hour lost production. Major pollution with sustained environmental consequences external to the site Major pollution external to the site. Evacuation of persons Moderate pollution, within site limits. Product liability Spill or release of pollutant requiring a declaration to authorities but without environmental consequences Minor spill or release of pollutant, not requiring a declaration 5 25 20 15 10 4 20 16 12 8 3 15 12 9 6 2 10 8 6 4 1 5 4 3 2 Disastrous Moderate Serious Major Catastrophic 5 1 2 3 4 < 1% Remote 1%-5% Extremely Unlikely 5%-25% Very Unlikely 25%-50% Unlikely >50% Likely Severity & Classification Safety Equipment/ Maintenance Cost Production Environment Probability
- 6. Assessment collecting, organizing,validating, and documenting client data Analyze and synthesize data. Problem identification. Planning/goal/outcome determining how to prevent, reduce, or resolve the identified client problems Implementation carry out the planned interventions. Evaluation measuring the degree to which goal/outcomes have been achieved and identifying factors that positively or negatively influence goal achievement. 70 100 0 0 68 97.1 2 2.9 55 78.6 15 21.4 70 100 0 0 66 94.3 4 5.7 N % N % ITEMS DONE NOT DONE
- 7. Create a standardfor starting with preferred candidates, then switching to min quals. Based on set parameters Communicate standard from #1 Leader #3 to meet with operations managers and finalize success profile Communicate the finalized success profile to recruiting team Schedule and attend meeting to discuss roles and responsibilities between HR & BL #1 dev. specialist Align Success Profile to behavioral interview questions, phone screen Create a new assessment scoring matrix that is PASS/FAIL oriented 01 02 03 04 05 06 07 Leader #1 Leader #2 Leader #3 Leader #4 Leader #5 Leader #6 Leader #7 10-Feb 17-Feb 7-Feb 14-Feb 10-Feb 14-Apr 28-Feb 10-Feb 2-Mar 7-Feb 14-Feb 10-Feb 14-Apr 28-Feb 10-Feb 7-Feb 10-Feb 28-Feb C D C A C A C 10-Feb 7-Feb 10-Feb 28-Feb Corrective Action Item Responsible Start Date Target Completion Completion Date Next Follow Up C A D P 8% 15% 15% 62% Plan Do Act Check
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- 13. Related Decision-Making Models RootCause Analysis MECE Principle Business Continuity The following resources are related to this framework and can save you hours of work. If you’re a free or paid member, log into You Exec first for a better download experience.