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 discusses problem solving and decision making. It outlines the 6 stages of problem solving: 1) identifying the problem, 2) structuring the problem, 3) finding possible solutions, 4) making a decision, 5) implementing the solution, and 6) monitoring/seeking feedback. It also discusses root cause analysis, fishbone diagrams, and the GROW model as problem solving methods. The key aspects of problem solving are defining goals and barriers, generating solutions through techniques like brainstorming, analyzing solutions, and implementing the chosen solution while monitoring for additional problems.
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.
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.
Problem solving & decision making slide v1aaltho01
This document discusses problem solving and decision making skills. It begins with definitions of problem solving as overcoming obstacles to achieve goals and decision making as choosing among alternatives. The document then outlines the objectives of acquiring analysis, solving and decision making techniques, learning the steps and tools, and developing action plans. It provides details on the course contents which include types of decisions, theories, the decision making process, and analyses like situation analysis and SWOT analysis. The importance of objectivity, vision and initiative in decision making is emphasized.
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.
Problem Solving And Decision Making PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Problem Solving And Decision Making PowerPoint Presentation Slides. Our topic specific Problem Solving And Decision Making PowerPoint Presentation Slides deck contains eighteen slides to formulate the topic with a sound understanding. This PPT deck is what you can bank upon. With diverse and professional slides at your side, worry the least for a powerpack presentation. A range of editable and ready to use slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates makes it all the more worth. This deck displays creative and professional looking slides of all sorts. Whether you are a member of an assigned team or a designated official on the look out for impacting slides, it caters to every professional field.
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 discusses problem solving and decision making. It outlines the 6 stages of problem solving: 1) identifying the problem, 2) structuring the problem, 3) finding possible solutions, 4) making a decision, 5) implementing the solution, and 6) monitoring/seeking feedback. It also discusses root cause analysis, fishbone diagrams, and the GROW model as problem solving methods. The key aspects of problem solving are defining goals and barriers, generating solutions through techniques like brainstorming, analyzing solutions, and implementing the chosen solution while monitoring for additional problems.
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.
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.
Problem solving & decision making slide v1aaltho01
This document discusses problem solving and decision making skills. It begins with definitions of problem solving as overcoming obstacles to achieve goals and decision making as choosing among alternatives. The document then outlines the objectives of acquiring analysis, solving and decision making techniques, learning the steps and tools, and developing action plans. It provides details on the course contents which include types of decisions, theories, the decision making process, and analyses like situation analysis and SWOT analysis. The importance of objectivity, vision and initiative in decision making is emphasized.
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.
Problem Solving And Decision Making PowerPoint Presentation Slides SlideTeam
Presenting this set of slides with name - Problem Solving And Decision Making PowerPoint Presentation Slides. Our topic specific Problem Solving And Decision Making PowerPoint Presentation Slides deck contains eighteen slides to formulate the topic with a sound understanding. This PPT deck is what you can bank upon. With diverse and professional slides at your side, worry the least for a powerpack presentation. A range of editable and ready to use slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates makes it all the more worth. This deck displays creative and professional looking slides of all sorts. Whether you are a member of an assigned team or a designated official on the look out for impacting slides, it caters to every professional field.
Operational Management Problem Solving Techniques which must be practiced in Industry for any problem solving.
Ahsan Saleem
Assistant Manager
Honda Atlas Cars Pakistan Ltd.
+92-301-4872771
The seven problem solving steps are: 1) Identify the problem and how important it is, 2) Define the problem with a clear statement, 3) Investigate the problem through observation and discussion, 4) Analyze potential causes, 5) Solve the problem by selecting the best solution, 6) Implement the selected solution after gaining support, 7) Confirm that the problem was resolved by collecting new data. A variety of tools can be used at each step such as brainstorming, checklists, diagrams, and measurements.
7 step Problem solving cycle project reportSandeep Kohli
The document discusses problem solving and provides a seven-step process for effective problem solving. It begins by defining problem solving as a process of using skills to solve problems in order to achieve goals. It then outlines the seven steps: 1) Identify the problem, 2) Explore the problem, 3) Set goals, 4) Look at alternatives, 5) Select a possible solution, 6) Implement the solution, and 7) Evaluate the solution. It encourages seeing problems from different perspectives, brainstorming alternatives, considering outcomes, and reviewing solutions. The document stresses that problem solving is a skill that can be used to address challenges in many areas of life.
In a business environment ,one of the essential competency for effective executive or manager is problem solving skill.In this basic version, we attempted to give holistic way of solving the problems step by step methodologies and application of of relevant tools & techniques in each step .It is surely useful for beginners.
This document provides a summary of the requirements for senior and master chief petty officers as outlined in NAVEDTRA 12048. It covers topics such as military requirements, training command manuals, distribution statements, and purchasing instructions for non-federal government personnel wanting a copy. The document was prepared in 1991 by QMCS(SW) Michael N. Scherck and provides guidance on the roles and responsibilities of more experienced petty officers.
This document provides information on problem solving methods used by engineers. It discusses that problem solving involves a combination of experience, knowledge, process, and art. The design process involves a series of logical steps to produce an optimal solution given constraints of time and resources. A problem is defined as a situation that requires resolution where the individual sees no apparent solution. Problem solving is described as a process used to determine the best value for an unknown subject to specific conditions using previously acquired skills and knowledge. The document outlines various problem solving techniques including drawing pictures, stating assumptions, writing equations, and checking work. It also discusses different types of problems, skills used in problem solving, difficulties that can arise, and general problem solving methods.
The document discusses problem solving and decision making. It begins with icebreakers and defining the objectives of understanding problem solving and decision making models. It then asks participants to define problem solving and decision making in one sentence each. Several problem solving methods and skills are discussed, including understanding the problem, planning solutions, gathering information, selecting solutions, and reflecting on the process. Decision making is defined as choosing a course of action and considering its consequences. The document provides examples of problem solving activities and discusses gathering quantitative and qualitative information from primary and secondary sources.
The document summarizes a presentation given to senior executives on decision making. It discusses how decision making is an important process that impacts organizations but is often not given careful thought. It outlines different types of decisions and models of decision making. It also presents a six step process for managerial decision making and emphasizes that properly defining the problem is the most important first step. Mathematical tools can help but qualitative approaches are better able to define problems and alternatives. The presentation aims to develop an effective "Super Strategy" approach to decision making.
Good decision making is an essential skill for success in the 21st century. In this presentation you will learn how to use the Decision Making Process to make smarter decisions.
Structured problem solving - training packageCraig Zedwick
Training package designed for a wide range of professionals who need to solve problems in a corporate context. Introduction to statistical concepts that are relevant to analyzing data to find the root cause and develop solutions. Customer-focused content
Every day, business professionals are faced with using problem solving techniques to achieve strategic business and tactical goals within the operation. But the truth is, most of us are not really good at problem solving. We either muddle through, do nothing, adapt or produce “solutions” that often make things worse.
Effective problem solving requires the courage to confront feelings, the commitment to do something, and above all the willingness to accept responsibility. Traditional approaches to problem solving often ignore the importance of both values and creativity in problem solving while exclusively favoring analytical strategies.
The document discusses problem solving techniques and processes. It defines a problem as a deviation from expected performance without a known cause. The goal of problem solving is to overcome obstacles, discover the real cause, and find the best solution. The key steps in the problem solving process are to (1) identify the real problem thoroughly, (2) determine the root cause, and (3) develop and implement an action plan to resolve the problem. Tools like mind mapping, affinity diagrams, and brainstorming can help with identifying solutions. The process repeats until the problem is fully solved.
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.
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
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.
This document outlines a problem solving methodology consisting of analysis, design, development, and evaluation phases. In the analysis phase, the solution requirements, constraints, and scope are determined. The design phase involves planning the solution and establishing evaluation criteria. In development, the solution is coded, validated, tested, and documented. Finally, the evaluation phase consists of developing a strategy to evaluate the solution and reporting on how well it meets requirements.
The 7-Step Problem Solving Methodology outlines a standardized process for exploring problems, understanding root causes, and implementing effective solutions. The 7 steps include: 1) identifying the problem, 2) determining and ranking causes, 3) taking short-term action, 4) gathering data and designing tests, 5) conducting tests, analyzing data, and selecting a solution, 6) planning, implementing, and fail-safing the solution, and 7) measuring, evaluating, and recognizing the team. The methodology provides a disciplined approach for solving problems where the solution is not obvious.
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.
Tools for Creative Problem Solving/Innovation & Tools for SixSigma/LeanThink For A Change
This document compares and contrasts Six Sigma and creative problem solving as two approaches to problem solving that can be used by project managers. Six Sigma is a data-driven, systematic approach focused on improving existing processes and reducing defects, while creative problem solving aims to independently generate new solutions, especially when metrics and data are limited. The document provides overviews of each approach and offers guidelines for selecting the right tool based on whether an existing process needs improvement or a new approach is required. It argues that both techniques are useful for project managers and complement each other.
This document provides an outline for a course on problem solving techniques. It discusses defining the problem, generating solutions, evaluating solutions, and implementing a solution. Specific techniques covered include 5 whys, root cause analysis, fishbone diagrams, brainstorming, decision trees, Pareto analysis, and project management. The document also lists 10 characteristics of effective problem solvers such as having a positive attitude, considering all perspectives, and seeking permanent solutions.
The document discusses several studies that examine the use of open-ended problems and problem-based learning in mathematics education. It describes how open-ended problems that allow for multiple solutions can improve students' divergent thinking skills compared to multiple choice or algorithm-based questions. Several studies found that problem-based learning approaches enhanced students' self-confidence, organization, attention, and willingness to participate when compared to traditional expository teaching methods. However, the document also notes some challenges in implementing problem-based learning, including the need for regular use and connection to multiple disciplines.
Girişimcilik Kitabı. Girişimcilik ve KOBİ'ler üzerine yazılan kitap.
girişimcilik, kurumiçi girişimcilik, sosyal girişimcilik, startup, yalın girişim, e-myth, iş modeli, iş planı, kadın girişimcilik, kobi'ler niçin batıyor, kobi'ler nasıl büyüyor, pazarlama, finansman, melek yatırımcı, kosgeb, tübitak hakkında yazılmış kitap. Yazar e.aysan doğaner
Operational Management Problem Solving Techniques which must be practiced in Industry for any problem solving.
Ahsan Saleem
Assistant Manager
Honda Atlas Cars Pakistan Ltd.
+92-301-4872771
The seven problem solving steps are: 1) Identify the problem and how important it is, 2) Define the problem with a clear statement, 3) Investigate the problem through observation and discussion, 4) Analyze potential causes, 5) Solve the problem by selecting the best solution, 6) Implement the selected solution after gaining support, 7) Confirm that the problem was resolved by collecting new data. A variety of tools can be used at each step such as brainstorming, checklists, diagrams, and measurements.
7 step Problem solving cycle project reportSandeep Kohli
The document discusses problem solving and provides a seven-step process for effective problem solving. It begins by defining problem solving as a process of using skills to solve problems in order to achieve goals. It then outlines the seven steps: 1) Identify the problem, 2) Explore the problem, 3) Set goals, 4) Look at alternatives, 5) Select a possible solution, 6) Implement the solution, and 7) Evaluate the solution. It encourages seeing problems from different perspectives, brainstorming alternatives, considering outcomes, and reviewing solutions. The document stresses that problem solving is a skill that can be used to address challenges in many areas of life.
In a business environment ,one of the essential competency for effective executive or manager is problem solving skill.In this basic version, we attempted to give holistic way of solving the problems step by step methodologies and application of of relevant tools & techniques in each step .It is surely useful for beginners.
This document provides a summary of the requirements for senior and master chief petty officers as outlined in NAVEDTRA 12048. It covers topics such as military requirements, training command manuals, distribution statements, and purchasing instructions for non-federal government personnel wanting a copy. The document was prepared in 1991 by QMCS(SW) Michael N. Scherck and provides guidance on the roles and responsibilities of more experienced petty officers.
This document provides information on problem solving methods used by engineers. It discusses that problem solving involves a combination of experience, knowledge, process, and art. The design process involves a series of logical steps to produce an optimal solution given constraints of time and resources. A problem is defined as a situation that requires resolution where the individual sees no apparent solution. Problem solving is described as a process used to determine the best value for an unknown subject to specific conditions using previously acquired skills and knowledge. The document outlines various problem solving techniques including drawing pictures, stating assumptions, writing equations, and checking work. It also discusses different types of problems, skills used in problem solving, difficulties that can arise, and general problem solving methods.
The document discusses problem solving and decision making. It begins with icebreakers and defining the objectives of understanding problem solving and decision making models. It then asks participants to define problem solving and decision making in one sentence each. Several problem solving methods and skills are discussed, including understanding the problem, planning solutions, gathering information, selecting solutions, and reflecting on the process. Decision making is defined as choosing a course of action and considering its consequences. The document provides examples of problem solving activities and discusses gathering quantitative and qualitative information from primary and secondary sources.
The document summarizes a presentation given to senior executives on decision making. It discusses how decision making is an important process that impacts organizations but is often not given careful thought. It outlines different types of decisions and models of decision making. It also presents a six step process for managerial decision making and emphasizes that properly defining the problem is the most important first step. Mathematical tools can help but qualitative approaches are better able to define problems and alternatives. The presentation aims to develop an effective "Super Strategy" approach to decision making.
Good decision making is an essential skill for success in the 21st century. In this presentation you will learn how to use the Decision Making Process to make smarter decisions.
Structured problem solving - training packageCraig Zedwick
Training package designed for a wide range of professionals who need to solve problems in a corporate context. Introduction to statistical concepts that are relevant to analyzing data to find the root cause and develop solutions. Customer-focused content
Every day, business professionals are faced with using problem solving techniques to achieve strategic business and tactical goals within the operation. But the truth is, most of us are not really good at problem solving. We either muddle through, do nothing, adapt or produce “solutions” that often make things worse.
Effective problem solving requires the courage to confront feelings, the commitment to do something, and above all the willingness to accept responsibility. Traditional approaches to problem solving often ignore the importance of both values and creativity in problem solving while exclusively favoring analytical strategies.
The document discusses problem solving techniques and processes. It defines a problem as a deviation from expected performance without a known cause. The goal of problem solving is to overcome obstacles, discover the real cause, and find the best solution. The key steps in the problem solving process are to (1) identify the real problem thoroughly, (2) determine the root cause, and (3) develop and implement an action plan to resolve the problem. Tools like mind mapping, affinity diagrams, and brainstorming can help with identifying solutions. The process repeats until the problem is fully solved.
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.
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
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.
This document outlines a problem solving methodology consisting of analysis, design, development, and evaluation phases. In the analysis phase, the solution requirements, constraints, and scope are determined. The design phase involves planning the solution and establishing evaluation criteria. In development, the solution is coded, validated, tested, and documented. Finally, the evaluation phase consists of developing a strategy to evaluate the solution and reporting on how well it meets requirements.
The 7-Step Problem Solving Methodology outlines a standardized process for exploring problems, understanding root causes, and implementing effective solutions. The 7 steps include: 1) identifying the problem, 2) determining and ranking causes, 3) taking short-term action, 4) gathering data and designing tests, 5) conducting tests, analyzing data, and selecting a solution, 6) planning, implementing, and fail-safing the solution, and 7) measuring, evaluating, and recognizing the team. The methodology provides a disciplined approach for solving problems where the solution is not obvious.
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.
Tools for Creative Problem Solving/Innovation & Tools for SixSigma/LeanThink For A Change
This document compares and contrasts Six Sigma and creative problem solving as two approaches to problem solving that can be used by project managers. Six Sigma is a data-driven, systematic approach focused on improving existing processes and reducing defects, while creative problem solving aims to independently generate new solutions, especially when metrics and data are limited. The document provides overviews of each approach and offers guidelines for selecting the right tool based on whether an existing process needs improvement or a new approach is required. It argues that both techniques are useful for project managers and complement each other.
This document provides an outline for a course on problem solving techniques. It discusses defining the problem, generating solutions, evaluating solutions, and implementing a solution. Specific techniques covered include 5 whys, root cause analysis, fishbone diagrams, brainstorming, decision trees, Pareto analysis, and project management. The document also lists 10 characteristics of effective problem solvers such as having a positive attitude, considering all perspectives, and seeking permanent solutions.
The document discusses several studies that examine the use of open-ended problems and problem-based learning in mathematics education. It describes how open-ended problems that allow for multiple solutions can improve students' divergent thinking skills compared to multiple choice or algorithm-based questions. Several studies found that problem-based learning approaches enhanced students' self-confidence, organization, attention, and willingness to participate when compared to traditional expository teaching methods. However, the document also notes some challenges in implementing problem-based learning, including the need for regular use and connection to multiple disciplines.
Girişimcilik Kitabı. Girişimcilik ve KOBİ'ler üzerine yazılan kitap.
girişimcilik, kurumiçi girişimcilik, sosyal girişimcilik, startup, yalın girişim, e-myth, iş modeli, iş planı, kadın girişimcilik, kobi'ler niçin batıyor, kobi'ler nasıl büyüyor, pazarlama, finansman, melek yatırımcı, kosgeb, tübitak hakkında yazılmış kitap. Yazar e.aysan doğaner
Problem solving is a complex mental process that involves defining the problem, generating alternative solutions, and selecting and implementing a course of action. Effective problem solving requires gathering relevant information, analyzing it to understand the root causes, and either rearranging the information or finding new solutions. There are many techniques that can be used in problem solving, such as brainstorming, trial-and-error, and root cause analysis. The key is to think creatively about problems in order to discover opportunities for solutions.
This document discusses project identification and formulation. It outlines the five stages of a project cycle: identification, formulation, appraisal, implementation, and monitoring and evaluation. Identification involves finding potential project ideas from various sources. Formulation includes conducting a feasibility study and market, technical, financial, and economic analyses. Appraisal involves an independent analysis of all project aspects. Implementation has pre-development, development, and operational phases. Monitoring and evaluation track project performance and identify lessons learned. The document also discusses generating project ideas, selecting opportunities, assessing viability through feasibility studies, and obtaining project financing through various capital sources.
The document discusses various thinking tools developed by Edward de Bono, including PMI (Plus, Minus, Interesting), CAF (Consider All Factors), OPV (Other People's Views), FIP (First Important Priorities), C&S (Consequences and Sequels), and AGO (Aims, Goals, Objectives). It provides examples and explanations of how to apply each thinking tool to scenarios in order to practice structured and conceptual thinking.
Entrepreneurship and project managementchumantrakali
The document discusses the roles of various financial institutions in promoting entrepreneurship in India. It describes the National Institute for Entrepreneurship and Small Business Development (NIESBUD) which aims to support entrepreneurship through training programs and materials. It also outlines the roles of the Small Industries Service Institute (SISI) and District Industries Centre (DIC) in providing technical support, information and incentives to entrepreneurs.
http://www,saharconsulting.com
An Educational presentation about Problem solving and decision making using different tools and offering solutions to problem solving, creative thinking and Decision making
Diagnóstico SEO Técnico con Herramientas #TheInbounderMJ Cachón Yáñez
¿Cómo exprimir las herramientas SEO en análisis las distintas áreas del SEO?
Herramientas, guías paso a paso e insights de interés para que las herramientas no te manejen a ti
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.
Guidelines to Problem Solving and Decision MakingGabriel Barina
The document provides guidelines for a rational approach to problem solving and decision making. It outlines 7 steps: 1) define the problem, 2) look at potential causes, 3) identify alternatives, 4) select an approach, 5) plan implementation, 6) monitor implementation, and 7) verify if the problem was resolved. It also contrasts this rational approach with an organic approach that is more flexible and adaptive to chaotic changes.
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.
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 .
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 problem solving and decision making. It describes common problems students face like debugging programs or dealing with difficult customers. It presents the IDEAL model for problem solving - identify, define, examine, act, and look. Key skills for problem solving are analytical thinking, logical approaches, creativity, teamwork, and communication. Popular techniques include brainstorming, S.W.O.T. analysis, and defining the problem, examining options, making a decision, implementing it, and reviewing results.
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
This presentation was made by me for providing training to the employees of Unique Contracting Co. LLC on "Problem Solving Skills". Unique is a construction company based in Muscat, Oman. It is owned and managed by the Limbani Family of Gujarat (Republic of India).
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?”
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 the problem solving process, which consists of 6 main steps:
1) Defining the problem
2) Analyzing the problem
3) Generating possible solutions
4) Analyzing the potential solutions
5) Selecting the best solution(s)
6) Planning next steps to implement the selected solution(s)
Seven Steps to Ethical Decision Making– Step 1 Define the p.docxedgar6wallace88877
Seven Steps to Ethical Decision Making
– Step 1: Define the problem (consult PLUS filters)
– Step 2: Seek out relevant assistance, guidance and support
– Step 3: Identify alternatives
– Step 4: Evaluate the alternatives (consult PLUS filters)
– Step 5: Make the decision
– Step 6: Implement the decision
– Step 7: Evaluate the decision (consult PLUS filters)
Introduction
Organizations struggle to develop a simple set of guidelines that makes it easier for
individual employees, regardless of position or level, to be confident that his/her
decisions meet all of the competing standards for effective and ethical decision-making
used by the organization. Such a model must take into account two realities:
Every employee is called upon to make decisions in the normal course of doing
his/her job. Organizations cannot function effectively if employees are not
empowered to make decisions consistent with their positions and responsibilities.
For the decision maker to be confident in the decision’s soundness, every
decision should be tested against the organization’s policies and values,
applicable laws and regulations as well as the individual employee’s definition of
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what is right, fair, good and acceptable.
The decision making process described below has been carefully constructed to be:
Fundamentally sound based on current theories and understandings of both
decision-making processes and ethics.
Simple and straightforward enough to be easily integrated into every employee’s
thought processes.
Descriptive (detailing how ethical decision are made naturally) rather than
prescriptive (defining unnatural ways of making choices).
Why do organizations need ethical decision making?
See our special edition case study, #RespectAtWork,
to find out.
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Email
First Name
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SEE THE CASE STUDY.
Step 1: Define the problem
The most significant step in any decision-making process is to determine why a
decision is called for and identify the desired outcome(s). How you define a problem
shapes your understanding of its causes and where you will search for solutions.
First, explore the difference between what you expect and/or desire and the current
reality. By defining the problem in terms of outcomes, you can clearly state the
problem.
Consider this example: Tenants at an older office building are complaining that their
employees are getting angry and frustrated because there is always a long delay
getting an elevator to the lobby at rush hour. Many possible solutions exist, and all are
predicated on a particular understanding the problem:
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Flexible hours – so all the tenants’ employees are not at the elevators at the
same time.
Faster elevators – so each elevator can carry more peopl.
Written Case Analysis ModelStep 1. Problem Identification. The f.docxericbrooks84875
The document provides a 6-step model for written case analysis:
1) Identify the problem(s) by comparing the actual situation to desired standards. 2) Determine the underlying causes of the problem by examining internal and external factors over time. 3) Select evaluation criteria to assess alternative solutions. 4) Develop at least three alternative solutions considering advantages and disadvantages. 5) Choose the best alternative and justify the selection. 6) Specify implementation steps including responsibilities, timeline, and follow-up procedures. The document also cautions against common pitfalls like prematurely concluding the problem or solution without thorough analysis.
The document outlines 10 tools for organizational and individual effectiveness, including techniques for problem solving, team effectiveness, communication, and personal development. It discusses problem-solving techniques in particular, outlining steps for defining problems, generating criteria for successful solutions, evaluating solutions, and implementing solutions. The document provides examples of how to apply specific techniques like gap analysis, screens, and relevant systems to analyze problems and generate solutions.
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.
The document provides information on problem trees and objective trees. It defines a problem tree as a tool to represent a problem by showing the main problem, causes, and effects. An objective tree mirrors the problem tree but formulates the causes as means and effects as ends, transforming it into potential solutions. The document outlines how to create both, including identifying the core problem, direct effects and root causes for a problem tree, and reformulating these into positive objectives linked by means-end relationships for an objective tree. Examples of partially completed trees are included for a bus accident and river water quality.
The document discusses the process of assisting with policy development for client support, including reviewing change requests, modifying systems according to requested changes, and training on the use of modified systems. It provides information on receiving and documenting change requests, gathering system data, organizing relevant information, examining system data, identifying solutions, developing recommendations, planning solutions, and documenting recommended solutions. The document also covers preparing training, including assessing resources, providing induction information, developing training plans, and providing training records.
Problem solving is the process of finding solutions to problems through thinking and mental operations. It involves identifying the problem, defining and understanding it, developing a strategy, organizing relevant information, allocating resources, monitoring progress, and evaluating results. The key steps are to properly identify and define the problem, develop a solution strategy considering available information and resources, and monitor progress to evaluate the solution and ensure it addresses the problem. Problem solving is an important skill for managers and careers generally.
The document discusses the case study methodology used in business education, outlining the seven steps of problem analysis which include thoroughly reading the case, defining the central issue and goals, identifying constraints, alternatives, and the best alternative, and developing an implementation plan. It also describes how to structure written and oral case study reports, including elements like an executive summary, problem statement, analysis of alternatives, and conclusion with implementation plan.
Similar to Project Management Practitioner: Problem Solving and Decision Making (20)
Advantages And Disadvantages Of E-learninglearnonline4
E-learning provides a safe online system for student submissions, assessments, and communication between classmates. Growing competition in e-learning means more jobs will be created in this sector. Skills in cloud computing are expected to generate 14 million new jobs in the next 5 years as more companies move servers to the cloud. E-learning conferences provide opportunities for professionals to share experiences using e-learning and develop plans to expand its use.
Project Management Practitioner: Problem Solving and Decision Making
1. Project Management Practitioner: Problem Solving and
Decision Making
Problem Solving and Decision Making go hand in hand
Have you ever thought about the mental exercise you go through in solving a problem? Even for
even the simplest choice of what to buy at the store or for buying a car? In business and the military
this is often a much larger exercise with far more at stake than everyday personal preference
choices. PMs and leaders face situations that involve problems, risk, business changes, questionable,
or incomplete data, and several possible alternative solutions. They must be able to recognize that a
solution is need and how to decide between multiple options. The more complex and grander the
scale of the problem, the more consideration has to be made to all the increased variables and risk
to both the problem and its solution. Learning and effectively executing a sound methodology for the
solving of problems and making decisions is invaluable. In this article we will explore a 10-step
problem solving and decision making.
Problem Solving
A problem may be regarding how best to accomplish a project, encourage a team member or the
need to expand employee work skills. We believe we know that a problem exists; however, we may
not have it well defined and there may be more to the story with symptoms or effects not identified;
plus, we will still need to determine a solution. We need to determine what caused the problem,
erroneous action, event or occurrence; determine how to cause or achieve an action, event or
occurrence; and, identify risk, as in potential problems that require potential solutions.
Decision Making
A decision may be as simple as a yes or no, buy or sell, and hire not hire. It can be more complex as
in selecting a solution among multiple options, for example: choosing a new car, a new project,
product, or service from among several, even selecting a new employee out of many qualified
candidates. In business, military operations, project and program management have risk
management issues that will that require potential solutions. Once we have our solution or multiple
option(s), however, we still need to choose to either "accept" or "decline" a single choice or "select"
between one or more Courses of Action (COA).
10 Step Problem Solving and Decision Making
Step 1 - Identify the Problem
Keep in mind that the initial perceived problem may only be a partial picture and require more
investigation and analysis. In order to understand a problem correctly, the essential first step toward
finding the right answer is to clearly define and refine the problem statement. A frequent cause of
wrong answers and confused thinking is an initial failure to realize fully how problem is put
together. A good way of finding out how something works is to break it down into the smallest part
practical. Start with asking: why do we think there is a problem; what is the situation and condition
that warrant calling this a problem; and, what do we know about the problem? Notate any relative
information that establishes the criteria for a successful solution?
2. Step 2 - Collect/Review Background Information
Collect all information watching out for faulty assumptions, extraneous information, overlapping
problems, unclear elements, and oversimplification of the problem. Methods can include, but not
limited to: Brainstorming, Ishikawa Diagramming, Cause and Effect Diagramming and Charting.
These will help you better understand the full extent of the issue and redefine the problem
statement. It may be necessary to carve up the original or initial problem statement to narrow the
focus of the perceived issue to reduce ambiguity while refining and redefining the problem
statement. In order to arrive develop reliable applicable and testable solution; we need to be sure
that our problem solving is on the right track.
Cause and Effect Model
Cause and effect mapping will rarely result in a single
event or cause. An effect can also be a cause or
another effect. Sound confusing, not really.
Consider this example: Your Company has had an
unusual number of employee injuries over the past
month. Using cause and effect mapping you start with
the circumstances and type of employee injuries. Next
we learn that all the injuries are related to falls. You
also learn that all the falls seem to be happening in the same area of the business. Checking with the
janitorial staff and some of the injured employees you also find that the floor has been wet from time
to time during the past month. After learning where the wet floor areas are located, you have the
facility maintenance crew inspect the area for any possible water leaks. The crew finds a loose water
pipe that only leaks when it's shaken. But what is causing the pipe to shake? You continue to analyze
the scene and you see that a large punch press machine attached to the wall, when operated, the
machine causes the floor and wall to shake, to include all the water pipes on that adjacent wall
where the water on the floor is found. Thus, we now have a better and clearer picture of the actual
root cause of the injuries. Loose or leaking pipes are not the only cause: the punch machine on the
wall is a more direct root of the problem. Fixing the pipes alone won't solve the problem in the long
term, resolving the effect the large punch press creates. That is your real problem and that is the
problem that needs to be solved. I'll stop there - you've got it now. The effect of one thing is the
cause of another and another and another and may require multiple solutions.
Organizational Charting Method
The advantage of this method is that it's a top-down view that maybe more effective for linear
thinking people. This method also work well in groups since the diagram can be enlarged so that
every participant can see the information as the process evolves. The perceived (initial) problem is
stated/noted on the chart at the top. As you can see above, this is a hierarchical breakdown
structure, an organizational chart with the first level (columns) below the problem or issue, showing
categories or functional areas, for example: Human Resources, Procurement, Training, Costs,
Customers and Operations, just to name a few.
Ishikawa (Fishbone) Model
The Ishikawa diagram works the same way as the Organizational Breakdown chart, except that the
3. heading items already mentioned are labeled for the fish bones. Participants look at the problem
from the perspective of each major function area and list the cause/effect items on their respective
branches (Chart method) or bones (Ishikawa method). Eventually, the true picture and nature of the
problem becomes clearer to the group and you might find that the collected data redefines the
original question and, as well, provides information that determines the selection criteria for any
proposed decisions.
Step 3 - Redefine Problem (well defined)
Clearly define and agree upon statement of the problem; sometimes it takes a meeting just to clearly
establish this statement.
Step 4 - Define the Criteria for the Solution (Selective versus Elective Criteria)
Before developing a solution or multiple COAs we must determine the criteria for the solution and
how we know when we have a "good" solution. Determine the selective, the "got to have," criteria
and the elective, the "nice to have/want to have, criteria.
Step 5 - Determine the Priority or "Weighting" of each solution criteria
The simplest way to do this is by scoring the criteria. Selective criteria are not necessarily weighed
against other selective criteria because they are "must have" and, generally, are yes or no items; the
solution or COA either meets or does not meet the criteria. Elective criteria on the other hand, are
weighed against all other elective criteria. These are the criteria that a solution or COA may meet or
fail to meet at varying levels. For example: Elective criteria number one is more important than
elective criteria number three and criteria two more than one. A scoring value for elective criteria
one is 1.1, criteria number three is 1.0, and criteria two would be 1.2. These represent the
multiplying factor used when you score or rank the solutions and COAs against one another in
respect to each criterion (selective and elective).
Step 6 - Develop Solutions/Courses of Action
Try to come up with three to five possible solutions/COAs. This is not a hard and fast number. If you
only have two choices then that's all you have to measure against the criteria. If you have far more
than five solutions/COAs, that's fine too - however, there will be exponentially more data to work
with as the number of solutions/COAs increase.
Develop plausible solutions or courses of actions based on the data collected through the previously
described methods like Ishikawa Diagramming, Cause and Effect Diagramming and Charting.
Brainstorming (not covered here) is also a very effective way to develop solutions and COAs and
allows for free thinking with ideas that are not limited to in-the-box thinking and tunnel vision views.
Remember to take your time and don't prejudge or block the group to new and different ideas.
Step 7 - Evaluate each Solution/COA against the "Quality Criteria for Success"
Decision Matrix: A Decision Matrix is a valuable tool in evaluating several two or more potential
solutions or COAs against predetermined selective and elective criteria described previously. One of
the great advantages of this method is that it can be used for a complex problem with many possible
solution options and many solution criteria. In the case of a large number of choices/solutions/COAs
it is very useful to take advantage of automated tools like Microsoft Excel or even Microsoft Word
table tools. Automated spreadsheet tools like Microsoft Excel provide the benefit of allowing for the
4. use of the automated mathematics formulas to calculate the criteria values, and, ultimately, the total
value for each solution/COA. The best choice or COA will become quickly apparent as the Decision
Matrix is filled in. Still, even without automated tools, it can also be done with tools as simple as a
piece of paper and a pencil.
Step 8 - Determine the Strengths and Weaknesses of each Solution/COA as weighted against the
criteria using a "Decision Matrix"
How well does each COA meet all criteria? Example of the calculations: Make sure the solution/COA
meets all the selective criteria. If solution/COA "A" ranks second for elective criteria one its rating
value is 2.2; if it's first for criteria three, its rating value is 1.0; and if it ranks third for criteria two,
its rating value is 3.6. Repeat this for every criterion versus solution/COAs.
Step 9- Select the Best Solution/COA
After totaling the values for the criteria in respect to each solution/COA; the solution/COA with the
highest score that also meets all selective criteria is your best answer to the problem.
Step 10 - Develop an Implementation, Action or Establish a Project Plan (Project Initiation/Planning)
If you accept the solution or choose a different one, then it's time to develop it into an executable
plan. The simplest method is an action plan. If it is a complex solution then, in business a project
plan is applicable and in a military environment it is an operation plan that is appropriate. The
basics of an action plan are: determine the activity and desired outcome, assigning an owner to the
item and a suspense date for completion of that task. These items will be discussed later in further
articles on project and operational planning.
Final Word
We all face situations that involve uncertainties, questionable or incomplete data and several
possible alternative solutions; it is beneficial to have a systematic approach to recognize a problem,
relevant data, analyze, revise the problem statement, determine solution criteria, develop solutions
and evaluate those solutions against the quality or solution criteria in order to make an intelligent
decision. This 10-step systematic approach to problem solving assists in applying thoroughness,
clarity, judgment, logic, and professional knowledge to that task.