Structured problem solving process
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The document outlines the structured problem solving process which consists of 6 steps: 1) Describe the problem, 2) Identify potential causes and collect data, 3) Evaluate causes against facts and collect more data to identify the root cause, 4) Determine the corrective action, 5) Validate and implement the solution, and 6) Standardize the solution. Various problem solving techniques are presented for each step, such as cause-and-effect diagrams, Pareto charts, and corrective action plans. The goal of the process is to methodically analyze problems, identify root causes, and implement lasting solutions.
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This document discusses problem solving in the workplace. It begins by outlining some key quotes about problem solving and decision making. It then defines what a problem is and introduces the concept of problem solving. Several common types of problems encountered in workplaces are described, such as communication, attitude, and performance issues. The document outlines a seven step problem solving process involving defining the problem, analyzing it, generating solutions, evaluating solutions, selecting the best solution, implementing it, and evaluating the results. Barriers to effective problem solving like failing to recognize the real problem or considering all consequences are also discussed.
Decision making- concept,types,process,techniques and principles
The document discusses decision making, including:
- Defining decision making as the process of choosing between alternatives to reach a goal.
- Describing the typical steps in decision making as identifying problems, searching for alternatives, evaluating options, choosing an alternative, implementing the decision, and reviewing results.
- Identifying different types of decisions like programmed vs non-programmed and routine vs strategic.
- Discussing techniques for effective decision making like brainstorming, nominal group technique, and Delphi technique.
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The document provides an overview of the Global 8D problem solving process. It describes the 8 steps (D0 to D8) involved in resolving issues using a standardized approach. The steps include establishing a team, describing the problem, analyzing the root cause, developing and implementing corrective actions, and ensuring the issue does not recur. The 8D process is designed to systematically drive to the root cause of problems and implement permanent solutions.
8D Training, Eight Disciplines Training : Tonex Training
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8D Training covers the eight disciplines (8D) model used in advanced problem solving. 8D training covers the approach typically employed by quality engineers to identify, correct, and eliminate recurring problems as part of product and process improvement:
8D approach establishes a permanent corrective action based on statistical analysis of the problem
8D focuses on the origin of the problem by determining its root causes
It is comprised by eight stages, or disciplines
8D is a structured corrective action process; 8D stands for the Eight Disciplines of Problem Solving
Root Cause Analysis(RCA) is an integral part of the 8D process
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Upon completion of the 8D Training Course, the attendees are able to:
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Illustrate 8D Problem Solving Process by a diagram
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Apply 8D Eight Disciplines to problem solving
Become familiar with the 8D steps
Become more proficient at Root Cause Analysis using 5 Why’s
Learn about 8D checklist and best practices
Learn about How 8D aligns with SAE AS13000: Problem Solving Requirements for Suppliers
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Learn and work with the 8 disciplines in 8D Training. Upon completion of the 8D Training Course, the attendees will learn about:
Introduction to 8D
D0: prepare and Plan
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D5: Choose and verify permanent corrections
D6: Implement and validate corrective actions
D7: Take preventive measures
D8: Congratulate your team
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Request more information. Visit Tonex website link below and learn more about 8d training eight disciplines training
https://www.tonex.com/training-courses/8d-training-eight-disciplines-training/
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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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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.
Session 10: Business Work Improvement Course (Problem Analysis and Generating...
Session 10: Business Work Improvement Course (Problem Analysis and Generating...Lym Relampagos Ongoy
Session 10: Business Work Improvement Course (Introduction) developed by DOLE-Bureau of Workers with Special Concerns (BWIC).6.1 presentation 606
This document discusses various tools and methodologies for designing and conducting performance improvement interventions. It begins by explaining the importance of continual growth and improvement. Some key tools and methods discussed include the 5 Whys technique for root cause analysis, PDCA (Plan-Do-Check-Act) cycle for continuous improvement, and the seven new quality tools including affinity diagrams and matrix diagrams. Six Sigma methodology is also covered, outlining the DMAIC process for improving existing processes and DMADV for designing new processes.
Escape Analysis Paralysis
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.
Process development and implementation
Creating process documentation and standardization for non-formalized activities. Step by step method for documenting a process.
Operating Excellence is built on Corrective & Preventive Actions
This document provides an overview of Corrective Action Preventive Action (CAPA) and how to implement an effective CAPA process. It defines CAPA and explains the difference between corrective and preventative actions. It outlines the benefits of a mature CAPA system, including increased quality, reduced costs from problems, and improved customer satisfaction. The document then discusses various tools that can be used in the CAPA process, including root cause analysis techniques like 5 Whys, fishbone diagrams, and Pareto charts to identify causes and prioritize actions. Examples are provided for how to apply these tools to analyze specific business processes.
Root Cause Analysis Presentation
The document discusses the differences between chronic and sporadic problems and the appropriate approaches to address each type. It defines chronic problems as existing for some time and requiring improvement projects to attain breakthroughs. Sporadic problems are deviations that require troubleshooting to restore normal performance. The document outlines the sequence for breakthrough analysis including diagnosis to find root causes and developing remedies. It also summarizes the key steps in troubleshooting sporadic problems and the link between root cause analysis and the management by fact approach.
Rootcauseanalysispresentation 090728111941 Phpapp01
The document discusses the differences between chronic and sporadic problems and the appropriate approaches to address each type. It defines chronic problems as existing for some time and requiring improvement projects to attain breakthroughs. Sporadic problems are deviations that require troubleshooting to restore normal performance. The document outlines the sequence for breakthrough analysis including diagnosis to find root causes and developing remedies. It also summarizes tools that can be used for each step of root cause analysis and troubleshooting.
Ppt strategic-control
Strategic control involves tracking the implementation of a strategic plan and determining if adjustments need to be made based on observed results. It has six key steps: setting organizational goals and objectives, establishing performance standards, measuring actual performance, comparing performance to standards, analyzing any deviations, and taking corrective actions if needed. Premise control, a component of strategic control, systematically checks if the underlying assumptions of the strategy are still valid.
Problem solving use a fishbone diagram
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.
Chapter 7 Management Concultancy by Cabrera
The document discusses the stages of a management consulting engagement including negotiating the engagement, engagement planning, conducting the assignment, and evaluating the engagement. It describes the basic contents and purposes of an engagement plan, proposal letter, and work plan. It also discusses problem identification, data gathering techniques, data analysis approaches, solution development, implementation, and follow-up evaluation.
Business analytics
This document discusses business analytics and summarizes key points:
1. Business analytics refers to using data, statistical analysis, and modeling to gain insights and understand business performance to inform planning and decision-making. It involves descriptive, predictive, and prescriptive analytics.
2. The business analytics process involves descriptive analysis to understand patterns in data, predictive analysis to identify trends and relationships, and prescriptive analysis to optimize resource allocation and identify the best course of action.
3. This three-step process helps organizations find opportunities in data, predict future opportunities, and determine how to maximize value and performance by allocating resources optimally. It closely parallels typical organizational decision-making processes.
Profolio
The document discusses various tools used for Corrective and Preventive Actions (CAPA), including DMAIC, Rubric, 8D, and DFSS. DMAIC is a five-step process for problem solving: Define, Measure, Analyze, Improve, Control. It involves defining problems, collecting data, analyzing causes, improving solutions, and controlling to prevent recurrence. Other tools discussed provide frameworks for investigating problems, finding root causes, and verifying solutions.
Seven Advanced Tools of Quality (Seven Advanced QC Tools)
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
The seven basic quality tools are effective for data analysis, process control, and quality improvement (numerical data). However, these basic tools cannot be used for non-numerical or verbal data. To organize verbal data into useful information, you would require the advanced quality tools.
The Seven Advanced Tools of Quality (a.k.a Seven New Tools or Seven Management & Planning Tools) were developed with a design approach to organize verbal data diagramatically. These tools work in conjunction with the basic quality tools and can be used by management and staff to develop ideas, solve problems and formulate plans for improved project management.
The Seven Advanced Tools are:
1) Affinity Diagram: Organizes a large number of ideas into their natural relationships.
2) Relations Diagram: Shows cause-and-effect relationships and helps analyze the natural links between different aspects of a complex situation.
3) Tree Diagram: Breaks down broad categories into finer and finer levels of detail, helping to move step-by-step thinking from generalities to specifics.
4) Matrix Diagram: Shows the relationship between two, three, or four groups of information and can give information about the relationship, such as its strength, the roles played by various individuals, or measurements.
5) Matrix Data Analysis Chart: A complex mathematical technique for analyzing matrices, often replaced by the similar prioritization matrix. A prioritization matrix is an L-shaped matrix that uses pairwise comparisons of a list of options to a set of criteria in order to choose the best option(s).
6) Arrow Diagram: Shows the required order of tasks in a project or process, the best schedule for the entire project, and potential scheduling and resource problems and their solutions.
7) Process Decision Program Chart: Systematically identifies what might go wrong in a plan under development.
LEARNING OBJECTIVES
1. Acquire knowledge on the seven advanced quality tools for project planning and management.
2. Learn how to apply the seven management and planning tools to problem solving, projects, communication and daily management work.
CONTENTS
1. PDCA Problem Solving
2. Affinity Diagram (KJ Method)
3. Relations Diagram (Interrelationship Diagram)
4. Tree Diagram
5. Matrix Diagram
6. Matrix Data Analysis Chart
7. Arrow Diagram
8. Process Decision Program Chart (PDPC)
Similar to Structured problem solving process (20)
Session 10: Business Work Improvement Course (Problem Analysis and Generating...
Session 10: Business Work Improvement Course (Problem Analysis and Generating...
Operating Excellence is built on Corrective & Preventive Actions
Operating Excellence is built on Corrective & Preventive Actions
Rootcauseanalysispresentation 090728111941 Phpapp01
Rootcauseanalysispresentation 090728111941 Phpapp01
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Covey says most people look for quick fixes. They see a big success and want to know how he did it, believing (and hoping) they can do the same following a quick bullet list.
But real change, the author says, comes not from the outside in, but from the inside out. And the most fundamental way of changing yourself is through a paradigm shift.
That paradigm shift is a new way of looking at the world. The 7 Habits of Highly Effective People presents an approach to effectiveness based on character and principles.
The first three habits indeed deal with yourself because it all starts with you. The first three habits move you from dependence from the world to the independence of making your own world.
Habits 4, 5 and 6 are about people and relationships. The will move you from independence to interdependence. Such, cooperating to achieve more than you could have by yourself.
The last habit, habit number 7, focuses on continuous growth and improvement.
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Stealth attraction for mens gets her with your words
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Structured problem solving process
- 1. Problem Solving Structure involve defining the boundaries of the problem and then breaking it down into its component elements
- 2. NAME OR LOGO Problem-solving strategies Problem solving consists of using generic or ad hoc methods in an orderly manner to find solutions to problems. Problem-solving strategies are the steps that one would use to find the problems that are in the way to getting to one's own goal. Problem Solving The term problem solving means slightly different things depending on the discipline. 2
- 3. NAME OR LOGO Structured Problem-Solving Process Describe Describe every selected problem Identify Identify potential causes. Collect, organize, and analyze existing data Evaluate Compare causes to the fact. Collect additional data to identify root cause Solve Determine corrective action Control Validate, Implement and standardize solution 3
- 4. NAME OR LOGO Describe the problem Describe every selected problem 4
- 5. NAME OR LOGO Describe Problem Solving problems is a common activity in every business. In some areas, such as Quality, it receives special treatment with root cause identification methods and corrective actions. Input / Output Diagram Timeline 5 Problem Definition Is/ Is Not Diagram Process Flow
- 6. NAME OR LOGO Identify Identify Potential Causes and collect, organize and analyze existing data 6
- 7. NAME OR LOGO Identify There can be many different causes for a single problem, but with appropriate information gathering, it is possible to eliminate many of them. When looking for a probable cause, it is often best to look at the easiest solution first and then work from there. Cause and Effect Diagram (6M) Distinctions and Change Failure and Effect Analysis 7 - Potential Causes
- 8. NAME OR LOGO Identify There can be many different causes for a single problem on a network, but with appropriate information gathering, it is possible to eliminate many of them. When looking for a probable cause, it is often best to look at the easiest solution first and then work from there. Process Control Chart PARETO Analysis Scatter Diagram 8 - collect, organize and analyze existing data Check sheet Multi-Vari Chart Capability Study
- 9. NAME OR LOGO Evaluate Compare causes to the fact. Collect additional data to identify root cause 9
- 10. NAME OR LOGO Evaluate Exceeds Expectations Phrases Evaluates all possible solutions and chooses the one that will deliver the best results. Physical contradictions involve those situations in which we desire different properties of a certain parameter. Technical Contradictions Often problem statements are vague, perhaps mixing technology, economic and schedule issues. 10 Contradictions Matrix - Compare causes to the fact.
- 11. NAME OR LOGO Evaluate identifying root causes is to construct a root cause tree. Connect them in a logical cause and effect order until arriving at the root of the problem. 11 - Collect additional data to identify root cause. Statistical Comparisons Characterization Experiments Component Swapping Study Analysis on Means
- 12. NAME OR LOGO Solve Determine Corrective Action 12
- 13. NAME OR LOGO Solve Corrective action is an aspect of quality management that aims to rectify a task, process, product, or even a person's behavior when any of these factors produce errors or have deviated from an intended plan. 13 Corrective Action Plan Error Proofing
- 14. NAME OR LOGO Control Determine Corrective Action 14
- 15. NAME OR LOGO Control control mechanisms, theories dealing with stimulus- response-feedback types of problems emphasize hypothesis testing because the control mechanism available to subjects, feedback, is assumed by the theory to operate on hypotheses and these represent the "core" of the problem solving process Capability Study Implementation Plan Process Control Chart 15
- 16. NAME OR LOGO Finding the right problems to solve, and Focusing on opportunities created by the “problem”. Summary problem solving steps provide a short outline of a process to help you solve problems effectively 16
- 17. Thank You Parman Ambo +60 13 XXX 8448 Parman.ambo@gmail.com