This document provides an overview of operational excellence tools and techniques, including Plan-Do-Check-Act (PDCA) problem solving and the A3 problem identification template. It discusses how these tools can help identify root causes of problems, evaluate countermeasures, and drive continuous improvement. The document outlines the PDCA cycle in detail and provides exercises to help participants practice problem identification, cause analysis, countermeasure selection and implementation, and standardization of solutions.
The document provides an overview of operational excellence tools including Plan-Do-Check-Act (PDCA) and the A3 problem-solving process. It describes the four steps of the PDCA cycle for problem identification, cause investigation, countermeasure selection and implementation, and continuous improvement. Examples of tools that can be used at each PDCA step, such as fishbone diagrams, check sheets, and control charts, are also outlined. The overall goal of these problem-solving approaches and tools is to help organizations move from reactive firefighting to proactively addressing root causes of problems.
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 .
This document discusses quality process improvement tools and techniques. It describes three types of tools needed for successful process improvement: tools for analysis, tools for gaining skill, and tools for improvement project execution. It emphasizes the importance of alternating between thought and experience when problem solving. Specific analytic tools are listed in an appendix, and step-by-step problem solving methods are recommended to structure the tools and make them teachable. Creating an effective infrastructure for skill development is also discussed.
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.
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 outlines a 7-step process for problem solving that involves defining the problem, identifying the cause, considering solutions, developing a plan, implementing the plan, monitoring results, and celebrating success. Key aspects of the process include using tools like the 5 Whys technique to get to the root cause, prioritizing solutions using a 2x2 matrix, creating an action plan with responsibilities and deadlines, monitoring results against the plan, and publicly celebrating achievements.
Invented in the 1930’s by Toyota Founder Kiichiro Toyoda’s father Sakichi and made popular in the 1970s by the Toyota Production System, the 5 Whys strategy involves looking at any problem and asking: “Why?” and “What caused this problem?”
The document provides an overview of operational excellence tools including Plan-Do-Check-Act (PDCA) and the A3 problem-solving process. It describes the four steps of the PDCA cycle for problem identification, cause investigation, countermeasure selection and implementation, and continuous improvement. Examples of tools that can be used at each PDCA step, such as fishbone diagrams, check sheets, and control charts, are also outlined. The overall goal of these problem-solving approaches and tools is to help organizations move from reactive firefighting to proactively addressing root causes of problems.
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 .
This document discusses quality process improvement tools and techniques. It describes three types of tools needed for successful process improvement: tools for analysis, tools for gaining skill, and tools for improvement project execution. It emphasizes the importance of alternating between thought and experience when problem solving. Specific analytic tools are listed in an appendix, and step-by-step problem solving methods are recommended to structure the tools and make them teachable. Creating an effective infrastructure for skill development is also discussed.
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.
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 outlines a 7-step process for problem solving that involves defining the problem, identifying the cause, considering solutions, developing a plan, implementing the plan, monitoring results, and celebrating success. Key aspects of the process include using tools like the 5 Whys technique to get to the root cause, prioritizing solutions using a 2x2 matrix, creating an action plan with responsibilities and deadlines, monitoring results against the plan, and publicly celebrating achievements.
Invented in the 1930’s by Toyota Founder Kiichiro Toyoda’s father Sakichi and made popular in the 1970s by the Toyota Production System, the 5 Whys strategy involves looking at any problem and asking: “Why?” and “What caused this problem?”
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.
QMS Simplified in its very basic contextButchEnalpe
The document provides an agenda and overview for a quality management system training. It discusses key quality management topics like quality policy, risk management, problem solving and root cause analysis. Tools and techniques for identifying internal/external issues, relevant interested parties, and conducting root cause analysis are also presented, including SWOT analysis, PESTLE analysis, 5 whys technique and fishbone diagrams. The training aims to help organizations develop a risk-based approach and continual improvement mindset to ensure quality service delivery and compliance.
This document provides an overview of the PDCA (Plan-Do-Check-Act) problem solving cycle and techniques that can be used within each step of the cycle. It describes the origins of PDCA in Deming's work helping Japanese industries rebuild after World War II. Key steps are outlined for each phase of the cycle, including defining the problem, analyzing data, developing and implementing solutions, and standardizing successful processes. Fourteen techniques are also introduced that can aid various stages of the problem solving process.
The document provides an overview of the PDCA (Plan-Do-Check-Act) problem solving cycle and techniques that can be used within each step of the cycle. It describes the origins and purpose of the PDCA approach and outlines the key steps and actions involved in planning, implementing, monitoring, and standardizing solutions to problems. A variety of quality improvement techniques are also introduced that can aid different phases of the PDCA process.
The document discusses decision making and problem solving. It provides definitions of problem solving and decision making. The scope of discussion includes clarifying problems, understanding collective problem solving, examining decision making models, and applying creativity in the problem solving process. It outlines the problem solving procedure as define, information/measures, analyze, generate alternatives, select alternatives, and decide/implement. Analysis techniques like cause and effect diagrams and the 5 whys are also examined.
A person's car breaks down on the side of the road while driving alone. They need to solve the problem of how to get to a planned meeting on time. Problem solving involves six key steps: defining the problem, gathering information, identifying solutions, evaluating alternatives, implementing a plan, and evaluating the results. Both problem solving and decision making require examining options, choosing the best option, and reviewing outcomes. The scientific method provides a structured approach through defining the problem, collecting data, proposing hypotheses, testing hypotheses, and drawing conclusions.
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.
Problem Solving Tools.pptx and basix 7Qc Tools and QCC -12 Steps Problem solv...Dhinakaran416989
The document provides information about total quality management (TQM) and quality improvement tools. It defines TQM as integrating all functions and processes to continuously improve quality of goods and services. Key aspects of TQM include customer satisfaction, meeting standards and expectations. Tools covered include DMAIC (define, measure, analyze, improve, control), 8D (eight disciplines of problem solving), PDCA (plan, do, check, act) and basic quality tools like histograms, Pareto charts, flowcharts and control charts. The document discusses how these tools are applied in the problem solving methodology of identifying problems, analyzing causes, finding root causes, developing and testing solutions.
This document provides an overview of the A3 problem-solving methodology. It discusses the key components of an A3 report including the plan, current condition, target condition, root cause analysis, countermeasures/implementation plan, effect confirmation, and follow-up actions. It also covers how to use A3 reports to develop organizational capabilities through coaching, mentoring, and leadership development. Some common pitfalls and success factors for effective A3 problem-solving are also outlined.
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 document provides an overview and agenda for a training on problem solving and root cause analysis. It covers defining problems versus symptoms, using the Plan-Do-Check-Adjust problem solving model, developing problem statements, prioritizing problems, and practicing active listening skills to understand current conditions and gather information. The training aims to help participants reduce defects by addressing ongoing or critical issues.
Decision making and problem solving tristan f. m agtalapaTristan Magtalapa
The document discusses problem solving and decision making. It defines a problem as a situation that makes it difficult to achieve a desired goal and involves a significant difference between the actual and desired state. Problem solving is described as a tool, skill and process that involves defining the problem, developing a plan, implementing the plan, and evaluating the results. Decision making is the selection of a course of action from various alternatives and can be rational or irrational. Common techniques for individual and group decision making are also outlined.
The document discusses decision making and problem solving. It covers defining problems, gathering relevant information to analyze problems, and generating and selecting alternatives. The problem solving process involves defining the problem, collecting information and measures, analyzing the problem, generating alternatives, selecting alternatives, and deciding on and implementing a solution. Cause and effect diagrams like fishbone diagrams can be used to identify and analyze the root causes of problems. Collecting the right information through questions is important for fully understanding problems before attempting to solve them.
This document provides an overview and summary of a webinar on taking a team approach to problem solving. The webinar covered a six-step problem solving methodology: 1) identify the problem, 2) analyze the problem, 3) generate potential solutions, 4) select and plan the solution, 5) implement the solution, and 6) evaluate the solution. Various tools that can be used at each step of the methodology are described, such as check sheets, flow charts, Pareto charts, and root cause analysis for problem analysis, and criteria rating, consensus building, and Gantt charts for selecting and planning solutions. The benefits of using a structured team approach and problem solving methodology are highlighted.
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.
This document provides an overview of decision making processes. It discusses key topics like the decision making stages, models, styles, and implementation. The rational and bounded rational models of decision making are described. The seven step decision making process involves defining goals, gathering data, brainstorming alternatives, analyzing pros and cons, making the decision, taking action, and reflecting on the outcome. Group decision making has four stages: orientation, conflict, emergence, and reinforcement. Tools like Pareto analysis, SWOT analysis, and orienting SWOTs to objectives are also summarized.
State of Artificial intelligence Report 2023kuntobimo2016
Artificial intelligence (AI) is a multidisciplinary field of science and engineering whose goal is to create intelligent machines.
We believe that AI will be a force multiplier on technological progress in our increasingly digital, data-driven world. This is because everything around us today, ranging from culture to consumer products, is a product of intelligence.
The State of AI Report is now in its sixth year. Consider this report as a compilation of the most interesting things we’ve seen with a goal of triggering an informed conversation about the state of AI and its implication for the future.
We consider the following key dimensions in our report:
Research: Technology breakthroughs and their capabilities.
Industry: Areas of commercial application for AI and its business impact.
Politics: Regulation of AI, its economic implications and the evolving geopolitics of AI.
Safety: Identifying and mitigating catastrophic risks that highly-capable future AI systems could pose to us.
Predictions: What we believe will happen in the next 12 months and a 2022 performance review to keep us honest.
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.
QMS Simplified in its very basic contextButchEnalpe
The document provides an agenda and overview for a quality management system training. It discusses key quality management topics like quality policy, risk management, problem solving and root cause analysis. Tools and techniques for identifying internal/external issues, relevant interested parties, and conducting root cause analysis are also presented, including SWOT analysis, PESTLE analysis, 5 whys technique and fishbone diagrams. The training aims to help organizations develop a risk-based approach and continual improvement mindset to ensure quality service delivery and compliance.
This document provides an overview of the PDCA (Plan-Do-Check-Act) problem solving cycle and techniques that can be used within each step of the cycle. It describes the origins of PDCA in Deming's work helping Japanese industries rebuild after World War II. Key steps are outlined for each phase of the cycle, including defining the problem, analyzing data, developing and implementing solutions, and standardizing successful processes. Fourteen techniques are also introduced that can aid various stages of the problem solving process.
The document provides an overview of the PDCA (Plan-Do-Check-Act) problem solving cycle and techniques that can be used within each step of the cycle. It describes the origins and purpose of the PDCA approach and outlines the key steps and actions involved in planning, implementing, monitoring, and standardizing solutions to problems. A variety of quality improvement techniques are also introduced that can aid different phases of the PDCA process.
The document discusses decision making and problem solving. It provides definitions of problem solving and decision making. The scope of discussion includes clarifying problems, understanding collective problem solving, examining decision making models, and applying creativity in the problem solving process. It outlines the problem solving procedure as define, information/measures, analyze, generate alternatives, select alternatives, and decide/implement. Analysis techniques like cause and effect diagrams and the 5 whys are also examined.
A person's car breaks down on the side of the road while driving alone. They need to solve the problem of how to get to a planned meeting on time. Problem solving involves six key steps: defining the problem, gathering information, identifying solutions, evaluating alternatives, implementing a plan, and evaluating the results. Both problem solving and decision making require examining options, choosing the best option, and reviewing outcomes. The scientific method provides a structured approach through defining the problem, collecting data, proposing hypotheses, testing hypotheses, and drawing conclusions.
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.
Problem Solving Tools.pptx and basix 7Qc Tools and QCC -12 Steps Problem solv...Dhinakaran416989
The document provides information about total quality management (TQM) and quality improvement tools. It defines TQM as integrating all functions and processes to continuously improve quality of goods and services. Key aspects of TQM include customer satisfaction, meeting standards and expectations. Tools covered include DMAIC (define, measure, analyze, improve, control), 8D (eight disciplines of problem solving), PDCA (plan, do, check, act) and basic quality tools like histograms, Pareto charts, flowcharts and control charts. The document discusses how these tools are applied in the problem solving methodology of identifying problems, analyzing causes, finding root causes, developing and testing solutions.
This document provides an overview of the A3 problem-solving methodology. It discusses the key components of an A3 report including the plan, current condition, target condition, root cause analysis, countermeasures/implementation plan, effect confirmation, and follow-up actions. It also covers how to use A3 reports to develop organizational capabilities through coaching, mentoring, and leadership development. Some common pitfalls and success factors for effective A3 problem-solving are also outlined.
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 document provides an overview and agenda for a training on problem solving and root cause analysis. It covers defining problems versus symptoms, using the Plan-Do-Check-Adjust problem solving model, developing problem statements, prioritizing problems, and practicing active listening skills to understand current conditions and gather information. The training aims to help participants reduce defects by addressing ongoing or critical issues.
Decision making and problem solving tristan f. m agtalapaTristan Magtalapa
The document discusses problem solving and decision making. It defines a problem as a situation that makes it difficult to achieve a desired goal and involves a significant difference between the actual and desired state. Problem solving is described as a tool, skill and process that involves defining the problem, developing a plan, implementing the plan, and evaluating the results. Decision making is the selection of a course of action from various alternatives and can be rational or irrational. Common techniques for individual and group decision making are also outlined.
The document discusses decision making and problem solving. It covers defining problems, gathering relevant information to analyze problems, and generating and selecting alternatives. The problem solving process involves defining the problem, collecting information and measures, analyzing the problem, generating alternatives, selecting alternatives, and deciding on and implementing a solution. Cause and effect diagrams like fishbone diagrams can be used to identify and analyze the root causes of problems. Collecting the right information through questions is important for fully understanding problems before attempting to solve them.
This document provides an overview and summary of a webinar on taking a team approach to problem solving. The webinar covered a six-step problem solving methodology: 1) identify the problem, 2) analyze the problem, 3) generate potential solutions, 4) select and plan the solution, 5) implement the solution, and 6) evaluate the solution. Various tools that can be used at each step of the methodology are described, such as check sheets, flow charts, Pareto charts, and root cause analysis for problem analysis, and criteria rating, consensus building, and Gantt charts for selecting and planning solutions. The benefits of using a structured team approach and problem solving methodology are highlighted.
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.
This document provides an overview of decision making processes. It discusses key topics like the decision making stages, models, styles, and implementation. The rational and bounded rational models of decision making are described. The seven step decision making process involves defining goals, gathering data, brainstorming alternatives, analyzing pros and cons, making the decision, taking action, and reflecting on the outcome. Group decision making has four stages: orientation, conflict, emergence, and reinforcement. Tools like Pareto analysis, SWOT analysis, and orienting SWOTs to objectives are also summarized.
State of Artificial intelligence Report 2023kuntobimo2016
Artificial intelligence (AI) is a multidisciplinary field of science and engineering whose goal is to create intelligent machines.
We believe that AI will be a force multiplier on technological progress in our increasingly digital, data-driven world. This is because everything around us today, ranging from culture to consumer products, is a product of intelligence.
The State of AI Report is now in its sixth year. Consider this report as a compilation of the most interesting things we’ve seen with a goal of triggering an informed conversation about the state of AI and its implication for the future.
We consider the following key dimensions in our report:
Research: Technology breakthroughs and their capabilities.
Industry: Areas of commercial application for AI and its business impact.
Politics: Regulation of AI, its economic implications and the evolving geopolitics of AI.
Safety: Identifying and mitigating catastrophic risks that highly-capable future AI systems could pose to us.
Predictions: What we believe will happen in the next 12 months and a 2022 performance review to keep us honest.
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Discussion on Vector Databases, Unstructured Data and AI
https://www.meetup.com/unstructured-data-meetup-new-york/
This meetup is for people working in unstructured data. Speakers will come present about related topics such as vector databases, LLMs, and managing data at scale. The intended audience of this group includes roles like machine learning engineers, data scientists, data engineers, software engineers, and PMs.This meetup was formerly Milvus Meetup, and is sponsored by Zilliz maintainers of Milvus.
4th Modern Marketing Reckoner by MMA Global India & Group M: 60+ experts on W...Social Samosa
The Modern Marketing Reckoner (MMR) is a comprehensive resource packed with POVs from 60+ industry leaders on how AI is transforming the 4 key pillars of marketing – product, place, price and promotions.
Learn SQL from basic queries to Advance queriesmanishkhaire30
Dive into the world of data analysis with our comprehensive guide on mastering SQL! This presentation offers a practical approach to learning SQL, focusing on real-world applications and hands-on practice. Whether you're a beginner or looking to sharpen your skills, this guide provides the tools you need to extract, analyze, and interpret data effectively.
Key Highlights:
Foundations of SQL: Understand the basics of SQL, including data retrieval, filtering, and aggregation.
Advanced Queries: Learn to craft complex queries to uncover deep insights from your data.
Data Trends and Patterns: Discover how to identify and interpret trends and patterns in your datasets.
Practical Examples: Follow step-by-step examples to apply SQL techniques in real-world scenarios.
Actionable Insights: Gain the skills to derive actionable insights that drive informed decision-making.
Join us on this journey to enhance your data analysis capabilities and unlock the full potential of SQL. Perfect for data enthusiasts, analysts, and anyone eager to harness the power of data!
#DataAnalysis #SQL #LearningSQL #DataInsights #DataScience #Analytics
Enhanced Enterprise Intelligence with your personal AI Data Copilot.pdfGetInData
Recently we have observed the rise of open-source Large Language Models (LLMs) that are community-driven or developed by the AI market leaders, such as Meta (Llama3), Databricks (DBRX) and Snowflake (Arctic). On the other hand, there is a growth in interest in specialized, carefully fine-tuned yet relatively small models that can efficiently assist programmers in day-to-day tasks. Finally, Retrieval-Augmented Generation (RAG) architectures have gained a lot of traction as the preferred approach for LLMs context and prompt augmentation for building conversational SQL data copilots, code copilots and chatbots.
In this presentation, we will show how we built upon these three concepts a robust Data Copilot that can help to democratize access to company data assets and boost performance of everyone working with data platforms.
Why do we need yet another (open-source ) Copilot?
How can we build one?
Architecture and evaluation
06-04-2024 - NYC Tech Week - Discussion on Vector Databases, Unstructured Data and AI
Round table discussion of vector databases, unstructured data, ai, big data, real-time, robots and Milvus.
A lively discussion with NJ Gen AI Meetup Lead, Prasad and Procure.FYI's Co-Found
Analysis insight about a Flyball dog competition team's performanceroli9797
Insight of my analysis about a Flyball dog competition team's last year performance. Find more: https://github.com/rolandnagy-ds/flyball_race_analysis/tree/main
3. 3
Agenda
Introduction / background
Exercise 1: what do you “see”?
PDCA Cycle
Problem solving tools
Exercise 2: Group Dynamics
A3 Report
Exercise 3: Problem Statement
Exercise 4: Group Practical Exercise
4. Background:
Features and Benefits
PDCA & A3 problem-solving are tools which:
1. Efficiently lead to the identification of a root
cause,
2. Evaluate various candidate countermeasures
that can be applied to mitigate a problem.
When practically applied, PDCA can guide a
person or organization as they
• Define the root cause of a problem,
• Build consensus and support among
stakeholders
• Capture and communicate the resulting
actions and decisions and their logic.
5. Background:
Features & Benefits
When an organization understands
Problem-solving principles:
Move FROM: fire-fighting culture
TO: individual responsibility in solving
problems at their root cause, sharing
& Organizational Learning
When fully adopted,
► Individuals distinguish symptoms from root
causes so they can effectively analyze
problems and evaluate countermeasures.
► Cross-functional groups begin capturing
the knowledge generated while solving a
problem
► Communicate learning to appropriate
colleagues and management.
7. From memory, draw the front side of a penny
…include all of the details
Exercise 1: It’s all in the details!
10 minutes
8. Teacher’s Key:
Every Detail Correct: +1 point
Every Detail Missed /Wrong: - 1 point:
Face Facing?: Left or Right
Left = -1
RIGHT = +1
“USA?”: YES = -1
“E Pluribus Unum?”: YES = -1
“In God We Trust?”: Yes = +1
Location: “I.G.W.T?”:
Top = +1
Anywhere else= -1
Date?: No = -1
Yes = +1
Date Location? Left = -1
Bottom Right = +1
Mint Letter: None = -1
Yes = +1
Mint Location: Left = -1
Under date: = +1
“One cent”: Yes = -1
No = +1
“Liberty?”: No = -1
Yes = +1
Liberty Location:
Right = -1
Left = +1
“What we know” and “what we think we know” are two very different things…
10. Identifying a Problem
“problems are golden nuggets”
Define: What is the problem; what is the pain?
►How does it make your job difficult?
►Why does it matter?
►Who does it affect / does not affect.
►What does it effect / does not affect.
►How does it effect / does not affect.
►When is it a problem / is not a problem.
►Where is it a problem / is not a problem.
How will we know that a change is an
improvement?
What change will we make that will result in an
improvement?
11. Step 1: (Hypothesis) “Plan”
►Identify problem
►Investigate root cause
►Select appropriate
countermeasures
Step 2: (Try) “Do”
►Implement countermeasures
Step 3: (Reflect) “Check”
►Study the Results
Step 4: (Adjust/) “Act”
►Standardize and Plan Continuous
Improvement
PDCA Steps
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
12. Step 1A: “Plan”
Problem Identification
1. Determine the problem area
2. Define the standard
3. Define the current situation
4. Determine the inconsistency
5. Select a measurable goal
6. State the problem in a “Problem
Statement” form in order to
brainstorm potential causes
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Step 1A: “Plan”
Problem Identification
1. Determine the problem area
2. Define the standard
3. Define the current situation
4. Determine the inconsistency
5. Select a measurable goal
6. State the problem in a “Problem
Statement” form in order to
brainstorm potential causes
13. Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Step 1B: “Plan”
Cause Investigation
1. Brainstorm potential causes of
the problem
2. Collect and analyze data related to
the problem
3. Challenge the data with facts
4. Select most likely causes
5. Establish a cause/effect relationship
6. Determine root/driver cause
14. 1. Brainstorm for countermeasures to
address root cause
2. Select proper countermeasure based
upon criteria
3. Coordinate/gain approval of
leadership to implement
countermeasure
Select
Countermeasures
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
15. 1. Develop a plan to implement the
countermeasure(s) selected
2. Are they temporary?
3. Assign tasks
4. Communicate the plan
5. Execute pilot Implementation Plan
with timelines and establish a
tracking method
Implement
Countermeasures
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
16. Step 3: “Check”
Study the Results
1. Monitor progress of pilot
Implementation Plan
2. Gather/analyze additional data if
necessary
3. Modify implementation plan if
necessary, based upon results
4. Monitor results of the specific
countermeasure(s) that addressed
the root cause
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
17. 1. Evaluate the results
2. Standardize the effective countermeasure(s) to
prevent recurrence
3. Share success with other affected areas
4. Plan on-going monitoring of the solution
5. Start the PDCA process again to refine the
countermeasure or if the results are uneven
6. Continue with other improvement opportunities
Standardize and
improve
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
19. Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Plan (A)
Determine the problem area
Define the standard
Define the current situation
Determine the discrepancy
Select a measurable goal
State the problem in a
statement form in order to
brainstorm potential causes
Plan (B)
Brainstorm potential
causes to the
problem
Collect and analyze
data related to the
problem
Challenge the data
with facts
Select most likely
causes based upon
team impact
Establish a cause/
effect relationship
Determine root
cause/driver cause
Plan (C)
Brainstorm countermeasures
to address the root cause
Select proper
countermeasures based
upon criteria
Coordinate/gain approval of
leadership to implement
Do
Develop a plan to implement the
countermeasure(s) selected
Assign tasks
Communicate plan
Execute pilot plan with timelines
and establish a tracking method
Check
Monitor progress of
the pilot project
Gather/analyze
additional data if
necessary
Modify
implementation plan
if necessary, based
upon results
Monitor results of
the specific
countermeasure(s)
that addressed the
root causes
Act
Evaluate the results
Standardize the effective countermeasure(s) to
prevent recurrence
Share your success with other affected areas
Plan on-going monitoring of the solution
Start the PDCA process again to refine your
countermeasure or if results if uneven
Continue with other improvement
opportunities
Summary of PDCA Steps
Handout
20. Group Dynamics
Exercise 2
5 Brain Teasers:
How successful solving by yourself?
How successful solving as a Team?
21. Tools for Step 1A:
Problem Identification
Tools to clarify information
for problem identification:
►Check sheet
►Line graph
►Pareto Chart
►Flowchart
►Affinity diagram
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Keep? Omit?
Or move to X?
22. Tools for Step 1B:
Cause Investigation
Tools to identify the most likely
causes of the problem:
►Cause and Effect (Fishbone) diagram
►Affinity diagram
►Interrelationship diagram
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Keep? Omit?
Or move to X?
23. Select
Countermeasures
Tools to select countermeasures:
►Criteria matrix
►Force field analysis
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Keep? Omit?
Or move to X?
24. Implement
Countermeasures
Tools to implement countermeasures:
►Implementation Plan / Gantt chart
►Action Plans
►Flowchart
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Keep? Omit?
Or move to X?
25. Tools for Step 3: “Check”
Study the Results
Tools for determining
effectiveness of countermeasures:
►Data collection
►Check sheet
►Line graph
►Histogram
►Pareto
►Flowchart
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Keep? Omit?
Or move to X?
26. Tools for Step 4:
“Adjust / Act” Standardize
Tools for planning and
implementing standardized processes:
►SOPs
►Visual Controls
►Force field analysis
►Criteria matrix
►Radar chart
►Flow chart
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
Keep? Omit?
Or move to X?
28. PDCA 1/07
5-Why + (1-How)
Analysis
The 5 ‘Whys’ and 1 ‘How’
Define the problem
►What fails?
►Where does the failure occur?
►When does it occur?
►How does it occur
Then ask ‘why’ five times until root cause(s)
are identified or ignorance is reached
Once the root cause(s) is identified, ask, ‘How
do I correct it?’
29. 5 Why Analysis
Pros:
East to use
Introduces problem solving methods
Prevents band-aid solutions (rush to judgment)
Cons:
Stakeholders not always involved
Not data driven, not repeatable
Easy to bias results ...
Relies on personal experience...
-go and investigate...go and see
Doesn't account for multiple cause factors
Non-date analysis of simple issues,
-important problems need data
analysis
How?
30. 5-Whys Exercise
Habitually late for work:
Why is the employee late? Because she woke up late.
Why did she wake up late? Because she slept late last night.
Why did she stay up too late? Because she watched a late night
show on TV.
Why did she watch TV late in the night? Because she can’t sleep.
Why can’t she sleep? Because she has insomnia.
Why is she insomniac? Because she is worrying.
Why is she worried? Because she’s thinking that she might lose
her job.
Why is she worried of losing her job? Because she’s not getting
any feedback from her boss regarding her work.
To be refined
Keep? Omit?
Or move to X?
32. Fishbone Diagram (Ishikawa diagram)
Problem-Solving Analysis
Instructions
Cause Effect
Refer to the Toolkit
33. Fishbone Diagram
Problem-Solving
Analysis Instructions
Cause Effect
Measurements
Materials People (Manpower)
Environment
Methods
Equipment
(Machines)
Test results
Process Temperature
Strength
Contamination
Humidity
Ambient Temp
Vendor-supplied
Age
Recipe / VC
Technique
Order of work
Timing
Adjustments
Attention
Training
Work Balance
Calibration
Machine Temp
Settings
Accuracy
Reliability
Skills
35. Creating a Fishbone
Diagram
Step 1: Clarify the characteristics of the
problem and write a title
Step 2: Write in the effect characteristics and
draw the spine
Step 3: Clarify the factors affecting the
characteristics
Step 4: Check for omitted factors
Step 5: Identify factors that strongly affect
the characteristic
Step 6: Write in related information
37. Used to show relative frequency or magnitude
of events or issues, to identify the most
important.
Causes of late shipments
0
5
10
15
20
25
30
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Pareto Charts
38. Step 1: Decide which items to study and
collect data
►Content categories
►Cause categories
►Select the data collection time period
Step 2: Tabulate data and calculate the
cumulative number
►Arrange items in order
►Use of “Other” category
Creating a Pareto
Chart
39. Creating a Pareto
Chart
Step 3: Draw the vertical and horizontal axes
Step 4: Display the data as a bar graph
Step 5: Drawing a cumulative curve
Step 6: Create a percentage scale on a
vertical axis on the right side
Step 7: Label the diagram
Step 8: Examine the diagram
41. PDCA + A3 =
Model for Improvement
PDCA + A3 = Model for Improvement
1) “What are you trying to accomplish?
2) “How will we know that a change is an
improvement?
3) What change can we make that will result
in an improvement?
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
+ =
43. PDCA 1/07
Root-cause Analysis: What are the causes, requirements, constraints?
Title / A3 Theme:
Problem Statement: Of all our problems, why this one?
Owner: Stakeholders:
Current Situation: What do we know for sure?
Goal: What is the specific change we want to accomplish now?
Recommendations: What are your proposed countermeasures, strategies,
alternatives?
Implementation Plan What activities will be required? What? Who?
When?
Follow-Up Actions: What issues remain? How will they be addressed?
Approval:
“P” “D” “C” “A”
“P”
“P”
“P”
“P”
“D”
“C”
“A”
Date:
Have all appropriate steps and departments been involved in this project?
Yes / No
44. A-3 Report –
Administrative Data
Title of project
Name, title, date
Team / stakeholders
Approval Authorities
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
45. Problem Description
Statement
The Issue / Problem
► Sounds easy; the most
difficult
► What REALLY is the problem?
What is the REAL PAIN the
Team is experiencing?
► Leaders may need to coach
and “mentor” the problem-
solver to revisit the problem
as the progress through the
Mini Kaizen and start
analyzing the real problem!
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
46. A Good “Problem
Statement” test:
• What is the problem?
• Why is it a problem?
• How important is it?
(how does it tie to the
CCM business
objectives/Mission
Statement)
• How can you measure
the problem?
• What are the FACTS?
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
48. Current Situation
•Determine the Problem
►Background of issue
►Context
►Business impact
•Standard
•Current Situation or Performance
•Discrepancy – Current versus Ideal
•Extent or Duration
•Rationale (Reason to Improve)
•Goal Statement
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
49. Goal
•What is the specific
change we want to
accomplish now?
•What is the ideal state?
•What will a “perfect”
situation look like?
•Does this goal support
the CCM Mission?
•Has leadership approved
of the Goal?
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
50. Identifying Causes
and Solutions
•Problem Statement
► Revisit & review
•5-Whys
•Potential Causes
•After Fishbone Categorization
•Analyze Root Causes
•Prioritize
•Countermeasure(s) Brainstormed
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
51. Solutions /
Countermeasures
•Countermeasures selected
•How will they eliminate root causes?
•How will we communicate the
countermeasures?
•How will we monitor the countermeasures?
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
52. Implementation
Plan
•What will be done?
•Who will do?
•Where will it be done?
•By when will it be done?
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
53. Following Up
•What will be checked?
•How will it be checked?
•When will it be checked?
•What next steps are recommended?
►New improvement?
►New problem?
Step 1
(A)
Problem
Identification
Step 1
(B)
Cause
Investigation
Step 1
(C)
Select
Countermeasures
Step 2
Countermeasure
Implementation
Step 3
Study the
Results
Step 4
Standardize and
Plan Continuous
Improvement
Plan
Do
Check
Act
55. A3 Group Exercise 4:
“Poor Alice”
Team Lead candidate
Attendance issues: corrective action
Competing priorities
Family dynamics
Household flow
56. JDIs: (…failure to plan is planning to fail…)
Proceed with Caution!
“PDCA is destroyed in the
reverse order it is built…”
Beware of justifying a
solution without analyzing
the problem…
Leaders should ask:
What problem are they trying
to solve?
Did they test / document it?
How will they know the
condition improved?
Teacher’s Key:
Every Detail Correct: +1 point
Every Detail Missed /Wrong: - 1 point:
Face Facing?: Left or Right
Left = -1
RIGHT = +1
“USA?”: YES = -1
“E Pluribus Unum?”:
YES = -1
“In God We Trust?”:
Yes = +1
Location: “I.G.W.T?”:
Top = +1
Anywhere else= -1
Date?: No = -1
Yes = +1
Date Location?
Left = -1
Bottom Right = +1
Mint Letter: None = -1
Yes = +1
Mint Location:
Left = -1
Under date: = +1
“One cent”: Yes = -1
No = +1
“Liberty?”: No = -1
Yes = +1
Liberty Location:
Right = -1
Left = +1
Escalator Video
What’s the problem?
What are the facts?
What are the improvement opportunities?
Walk up stairs
Walk down stairs
Is it cost-effective to stay on the escalator?
Waiting for help to arrive
Contingency Plan?
Obstacles: Unexpected Learning; becoming stairs
Lazy?
Unwilling?
Big Decision?
Which One are you?
What does a broken escalator cost?