Structured approach to problem solving
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By formalising problem solving reduces the risk of damaging people, product and assets and ensures that issues get resolved right first time.
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“If I had an hour to save the world I would spend 59 minutes defining the problem and one minute finding solutions .” – Albert Einstein
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The 8D Problem Solving Process focuses on the origin of the problem by determining root causes and establishes corrective and preventive actions.
The U.S. government first standardized the 8D Problem Solving Process during the Second World War, referring to it as Military Standard 1520. It was later popularized by the Ford Motor Company in the ‘60s and ‘70s.
Today, the 8D Problem Solving Process has become a standard in many industries as problem solving or improvement process, as internal Corrective Action Request (CAR) Process or as Supplier Corrective Action Request (SCAR) Process. The 8D Problem Solving Process can be an integral part of an Operational and Process Excellence initiative.
The benefits of a systematic Problem Solving Process are obvious.
• Create a shared understanding about how to systematically solve problems.
• Strengthen cross-functional teamwork, problem solving and collaboration capabilities.
• Reduce defects, lead times and costs through effective problem solving.
• Identify the underlying root cause(s) by applying effective problem solving tools.
• Develop effective process controls to prevent recurrence of known problems.
• Establish a systematic documentation of the Problem Solving Process.
The 8D Problem Solving Process follows a systematic methodology using eight step or disciplines.
Six Steps of Shared Decision Making
The shared decision making process broken down into six steps for health care providers to use as a guide in consultations with their patients.
foundation of decision making
The document outlines key aspects of decision making including:
1) The rational decision making process involves 8 steps: identifying the problem, developing alternatives, analyzing alternatives, criteria development, weighting criteria, selecting the best alternative, implementing, and evaluating.
2) Decisions can involve certainty, risk, or uncertainty and bounded rationality limits full rationality.
3) Group decisions have advantages like more complete information but disadvantages like time costs and pressure to conform.
4) Techniques like brainstorming and nominal groups can improve group decision making effectiveness.
Training structured problem solving by experts, general, 13 05-06
This document outlines an agenda and materials for a training on structured problem solving. The training will cover 6 steps of structured problem solving including defining the problem, analyzing it to find the root cause, working out remedies, selecting and planning actions, implementing and following up on progress, and checking, reflecting and standardizing. Tools that will be discussed for problem analysis include fishbone diagrams, the 5 whys technique, and poka yoke. The document provides examples and exercises for attendees to practice applying these problem solving techniques.
fmgoerres - Barbara Minto's Pyramid Principle
Schulungspräsentation über Barbara Minto's Pyramid Principle u. andere Frameworks zur Problemlösung u. -Bearbeitung.
The Decision-making Process, make it your competitive advantage
How good is your company’s decision-making process? In term of making the right decisions quickly and executing fast, how competitive are you? I researched processes to improve on this sometime back and made a presentation on it and presented it in Japanese several times. Have a look at this English version of that presentation. I hope it is helpful and generates some ideas.
Decision making management chapter 6
This document outlines the steps in a group decision making process at a management level. It discusses (1) introducing decision making and identifying group members; (2) examining factors like rational decision making models, barriers to effective decision making, and quantitative/behavioral decision making tools; (3) exploring group decision making formats, their advantages and disadvantages, and tools to improve group decisions. The overall aim is to acquaint students with the decision making process and factors that influence management decisions.
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Training structured problem solving by experts, general, 13 05-06
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The Decision-making Process, make it your competitive advantage
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Understand dmaic
n every interview , the interviewer basically ask about six sigma and importance of it, You can search Google and understand the purpose of six sigma , definition of six sigma but you stuck while talking about DMAIC, primarily when interviewer ask in which phase what tool to be used. Here We go to simplify your all questions.
Dit yvol5iss28
The document provides an overview of the Plan-Do-Check-Act (PDCA) cycle, also known as the Deming Wheel. It was developed by Walter Shewhart and popularized by W. Edwards Deming for continuous process improvement. The four steps are: 1) Plan a change, 2) Do by implementing it on a small scale, 3) Check if the results meet objectives, and 4) Act by either standardizing the change if successful or repeating the cycle with a new plan. Using the PDCA cycle and combining it with the FOCUS method of finding opportunities, organizing a team, clarifying processes, understanding causes, and starting the cycle can deliver improved results.
PDCA.pdf
The document discusses the PDCA (Plan-Do-Check-Act) cycle, which is a popular problem-solving and continuous improvement methodology. It describes the four steps of the cycle as Plan, Do, Check, Act. Each step is then further broken down into sub-steps or phases. For example, the Plan step involves selecting an improvement opportunity, analyzing the current situation, identifying root causes, and generating and choosing solutions. The document provides examples and explanations of how to implement each phase of the PDCA cycle for process improvement. It also lists some useful tools that can be used with the PDCA cycle and highlights benefits such as encouraging problem-solving, testing solutions before implementation, and bringing organizations closer to their goals through
Process development and implementation
Creating process documentation and standardization for non-formalized activities. Step by step method for documenting a process.
DMAIC Components
The document discusses the components of DMAIC, the methodology used in Six Sigma improvement projects. It begins by outlining some key requirements for Six Sigma projects, including leadership commitment, using facts to make decisions, and cross-functional team training. It then describes each stage of DMAIC - Define, Measure, Analyze, Improve, and Control - and lists some potential tools and activities used in each stage. The document concludes by listing several statistical tools that can be used throughout the Six Sigma improvement process.
Bb training improve_print
The document provides an overview of the Improve phase of a Lean Six Sigma project. It discusses generating and prioritizing solutions to address the key factors identified in previous phases that impact the process output. Potential solution techniques discussed include brainstorming, affinity diagrams, process mapping, and benchmarking. The document emphasizes testing solutions before implementation and getting approval from stakeholders. The overall goal of the Improve phase is to identify and implement improvements that will lead to a more consistent and improved process output.
FOCUS PDCA
This document provides an overview of the FOCUS-PDCA continuous improvement strategy. It describes each step in the process: Find a Process to Improve, Organize a Team, Clarify the Current Process, Understand Variation, Select an Improvement Strategy, Plan the Improvement, Do the Plan, Check the Results, and Act to Hold the Gains. For each step, it explains the objectives and provides examples of tools that can be used, such as flowcharts, check sheets, control charts, and surveys. The overall purpose of FOCUS-PDCA is to establish a structured process for problem solving and continuously improving processes.
Lean Six Sigma Leadership 062507
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FOCUS PDCA Quality Imporvement Methodology
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Six Sigma is a data-driven methodology used to improve processes and eliminate defects. It was developed at Motorola in 1987 and uses a define-measure-analyze-improve-control (DMAIC) cycle. Green and Black Belts are certified to lead Six Sigma projects through this cycle, first defining problems, measuring key aspects, analyzing root causes, improving processes, and controlling changes. The document provides an overview of Six Sigma and its goals, deployment, methods like DMAIC and DMADV, integration with other methodologies, and the activities involved in each stage of the DMAIC cycle.
Toyota’s Management System Tools and Behaviours
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The A3 management process is a problem-solving and continuous improvement methodology that originated from the Toyota Production System (TPS) and is commonly used in Lean management and Six Sigma approaches. It gets its name from the paper size typically used for the A3 report, which is a concise and visual one-page document used to present information and guide problem-solving efforts.
The A3 management process encourages a structured and visual approach to problem-solving, making it easier for teams to collaborate, communicate, and drive improvements. It emphasizes data-driven decision-making and encourages a culture of continuous improvement within organizations.
APPLYING DMAIC TO PROCESS IMPROVEMENT’S.
Project managers, in just about any industry, are faced with the challenge of improving the efficiency and productivity of their businesses. To do this, they need to understand the best methodology and tools to study and analyze processes correctly. After all, to improve results, the best approach is to improve the process that gives you those results.
8 D – Problem Solving Process
This document outlines the 8D problem solving process used by Ford Motor Company to continuously improve quality and prevent issues from reoccurring. The 8D process involves 8 disciplines: 1) Define the problem/failure, 2) Establish an interim containment action, 3) Determine the root cause(s), 4) Choose a permanent corrective action, 5) Implement and validate the corrective action, 6) Implement actions to prevent recurrence, 7) Recognize the problem-solving team, and 8) Document lessons learned. Each discipline involves defining objectives, collecting data, verifying solutions, and ensuring the problem is fully resolved before progressing to the next step. The goal is to take a structured, cross-functional team approach
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1) The document outlines a PDCA-based workshop for English language panel heads and assistant heads to discuss managing their programme using the PDCA cycle.
2) The PDCA cycle is introduced as a framework for continuous process improvement involving planning a change, doing it, checking the results, and acting on lessons learned.
3) Participants are instructed to apply the PDCA approach to revising their panel's development programme, listing elements under each phase of the cycle and getting feedback.
Six Sigma Process Improvement
The document summarizes process improvement methodologies like Lean Six Sigma. It discusses topics like the DMAIC process, belts and certifications, benefits and criticisms of Six Sigma, and recommendations for implementing Six Sigma successfully.
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The document provides an overview of Six Sigma, including:
1) It defines Six Sigma as a methodology for continuous improvement and creating high quality products and processes using statistical tools.
2) It discusses the origins and growth of Six Sigma at Motorola and GE in the 1980s-1990s.
3) It describes the DMAIC methodology used for process improvement projects and the roles of Master Black Belts, Black Belts, and Green Belts in a Six Sigma organization.
PDCA quality improvement
Simple demonstration for the PDCA tool that was popularized by Edwards Deming as a continuous quality improvement tool.
Deming has credited Walter Shewhart (American physicist, engineer and statistician) for inventing the tool
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This document provides an overview of Lean Six Sigma training concepts. It discusses:
1) The importance of continuous improvement and why it is a focus for the organization. Continuous improvement aims to make incremental process enhancements over time.
2) An example of defining a Lean Six Sigma project to reduce late invoice payments. The example outlines defining the problem, measuring key metrics, analyzing root causes through tools like fishbone diagrams, and improving the process.
3) Control mechanisms that were implemented as part of the daily process like action logs and control charts to standardize and monitor the improved process.
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For more info about the ESTIEM Lean Six Sigma Green Belt course visit https://internal.estiem.org/leansixsigma
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SIC (Short Interval Control) Methodology
SIC (Short Interval Control) is a structured process to regularly review performance data and identify opportunities to improve production effectiveness and efficiency. It involves:
1. Checking performance at short intervals (e.g. daily or every half hour) and making necessary corrections, to prevent small problems from becoming big ones.
2. Controlling process inputs to control outputs and meet goals like increased output, reduced costs and defects.
3. Having team members regularly look back at past performance, plan next actions, and implement plans to continuously improve performance.
The benefits of SIC include increased output, effectiveness, improvement speed, and employee engagement through localized focus and data-driven decision making.
Giving and receiving feedback - the methodology
There is no learning without feedback. Feedback enables a person to improve their performance or to sustain an already effective performance.
Line Crew Optimisation Methodology
Line Crew Optimisation is a process that reviews and optimises the established flow patterns, links process steps in order to minimise cycle times and travel distance, and eliminates crossover points in order to achieve a continuous flow process
RACI Methodology
This document discusses using the RACI methodology to define clear roles and responsibilities. RACI assigns the roles of accountable, responsible, consulted, and informed to activities and decisions. It clarifies who is accountable for ensuring tasks are completed, who is responsible for doing the tasks, who must be consulted, and who must be informed. Developing a RACI chart is a 5-step process that identifies key activities, roles, and assigns responsibilities. Benefits include clarifying accountability, pushing responsibilities to lower levels, eliminating overlaps, and increasing productivity through well-defined roles.
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SERVE model
A serving leaders actions reach far and wide, are passed on to others and have limitless impact on the world.
Paradigm thinking
By challenging your existing way of thinking you can reveal opportunities to approach situations in a different way
Neurological levels
This document discusses neurological levels and how to create sustainable behavior change. It presents a model showing that behavior is just the visible part of an iceberg, with deeper levels being purpose, identity, beliefs, values, capabilities, and environment. These deeper levels must be addressed to create lasting change. The document advises establishing desire, providing training to build skills, and aligning actions to impact the neurological levels and drive new behaviors. Understanding this model allows one to motivate teams through creating gaps and realize small personal shifts can create large behavior changes.
Living in the present
The document discusses living in the present moment and provides tips to increase presence. It defines the present as "now" rather than the past or future. Most people spend too much time thinking about the past and future rather than being fully engaged in the current moment. To increase presence, one should focus attention on what is happening now without distraction, tune out inner dialogue, and be mindful of thoughts, emotions, and the present sensory experience. Practices like meditation, conscious breathing, and full engagement in current tasks can help anchor one in the present. Being present reportedly increases fulfillment, flow, and stress reduction while enhancing relationships and performance.
Helicopter leadership
It is import to work ‘in’ and ‘on’ different areas of your life. This will help you to provide more value to yourself, others and your business.
Evolving consciousness
As we grow and have deeper understanding of ourselves we are able to contribute more and achieve our desired results more quickly
AADACM - Changing habits
Appreciate the stages that people go through from unconscious ignorance through to creating significant shifts in behaviour
Creating a high five team
High Five! – You can’t high-five yourself!
You know/feel when it ‘clicks’
Same is true of winning teams
Situaltional leadership
Situational leadership proposes that there is no single best leadership style, and that the most effective leaders adapt their style to fit the development level of the individual or group they are leading. It identifies four leadership styles - directing, coaching, supporting, and delegating - that should be applied based on followers' competence and commitment levels. The directing style provides close supervision, coaching involves more explanation and support, supporting emphasizes praise and facilitation, and delegating turns over responsibility. Matching leadership style to followers' stage of development maximizes their performance.
Performance management
Performance management is important to help understand how the individual is performing against expectations and builds organisational capability.
Developing a sustainable CI culture
A ‘Continuous Improvement culture’ is one where both leaders and front line workers constantly drive for improvement, which will be evident from the ‘work habits’
Meeting auditing skills
What gets measured, gets managed! What gets managed can be maintained and improved upon. Auditing ensures that the meetings operate at a consistent high standard.
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What gets measured, gets managed! What gets managed can be maintained and improved upon. Auditing ensures that the meetings operate at a consistent high standard.
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Structured approach to problem solving
- 1. Structured Approach to Problem Solving – PDCA & DMAIC www.optimumfx.com
- 2. Intent of Session This section is designed to: • Introduce two simple methodologies for problem-solving projects • Demonstrate how the tools and techniques fit into the phases of the methodologies
- 3. Why use structured approach? • It is in our nature to see patterns and jump to conclusions (MOW - generalise) Typical result Same problem reoccurs • By adhering to a structured process, we reduce the assumptions and avoid jumping to damaging conclusions
- 4. PDCA Cycle Recognise an opportunity and Plan a change: Define problem Establish objectives Focus on desired outcome Identify solutions Test the changes on small scale. - minimise disruption and limit exposure Check whether results are achieving desired outcome. Identify new problems as they arise Implement on larger scale if successful. Make part of routine. Begin the cycle again. If didn’t work, skip Act and go back to Plan to come up with new ideas. PLAN DO CHECK (study) ACT P DC A 1 23 4
- 5. PDCA Cycle – Stage tools Plan for changes to bring about improvement: Brainstorming Flowcharting Pareto analysis Solution/Fault tree Cause & Effect diagrams Do changes on a small scale first: Project Management skills Small-group leadership Conflict resolution On-job training Check to see if changes are working: Check sheets KPIs Control charts Act to get the greatest benefit from the changes: Standardisation Training PLAN DO CHECK (study) ACT P DC A
- 6. When to use Plan-Do-Check-Act • As a model for continuous improvement. • When starting a new improvement project. • When developing a new or improved design of a process, product or service. • When defining a repetitive work process. • When planning data collection and analysis in order to verify and prioritize problems or root causes. When implementing any change.
- 7. Example PDCA – PLAN create meeting TOR – DO test the TOR in a selected meeting – CHECK analyse effect of using TOR – ACT roll-out TOR to other meetings • return to Plan for continuous improvement of TOR • Effective Meeting TORs
- 8. DMAIC Methodology Six Sigma methodology built on PDCA Stage Description Example Tools Define Define the problem and project elements: goals, form the team, set improvement target Project Charter, Loss Analysis (OEE & Six Loss), Stakeholder Analysis/SIPOC, Process mapping Measure Determine method of measurement and gather current baseline data Value Stream Mapping, Check sheets, LineView Data, FMEA, Pareto charts Analyse Analyse the data to identify root cause(s) 5 Whys, Fishbone, Cause & Effects matrix, Scatter plots, Hypothesis testing Improve Generate improvement ideas to address root cause(s) & implement Initiative Priorisation (Bubble Chart), Brainstorming, Ease & Effect Control Confirm goals reached and implement actions to measure and sustain One-Point Lessons, Control charts, SIC reviews, Milestone Planning Large no. inputs Vital Few
- 9. Impact of structured approach to problem-solving • Step by step project methodology ensures fact-based decisions, rather than conjecture • Simple tools & techniques to apply at each step • Building in a control element provides for sustaining improvement and enabling on-going measurement
Editor's Notes
- Four-step model for carrying out change. From problem faced to problem solved. Circle has no end – PDCA should be repeated again and again for CI emphasises and demonstrates that improvement programs must start with careful planning, must result in effective action, and must move on again to careful planning in a continuous cycle.
- Four-step model for carrying out change. From problem faced to problem solved. Circle has no end – PDCA should be repeated again and again for CI emphasises and demonstrates that improvement programs must start with careful planning, must result in effective action, and must move on again to careful planning in a continuous cycle.