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Ships in Service Training Material A-M CHAUVEL
20092009
Ships in Service Training Material A-M CHAUVEL
Problem Solving
Brainstorming
Ships in Service Training Material A-M CHAUVEL
A seedof good
senseto
exploreimagination
A seedof good
senseto
exploreimagination
An organised group session to obtain
the widest number of ideas abouta problem and its causes, and to propose a solution
to this problem.
Ships in Service Training Material A-M CHAUVEL
Brainstorming
Ships in Service Training Material A-M CHAUVEL
IDENTIFYthe problem
FINDthe causes
PROPOSEa solution
Brainstorming ApplicationsProblem Solving
What is the potential event
What can bethe consequences
What can bethe causes
What are the actual control measures
What can we do
What is the risk
Ships in Service Training Material A-M CHAUVEL
Brainstorming ApplicationsRisk Assessment
Brainstorming Rule
Ships in Service Training Material A-M CHAUVEL
1- No criticism allowed, there are no bad ideas in a brainstorming session.
2- Every idea goes on the board or flipchart, both as a clarification tool, and a memory aid.
3- There must be total agreement on precisely what is being “brainstormed”.
4- Record what is said, not interpretations. 5- Hold as many brainstorming sessions as necessary, but try to limit them to a “half hour” each, when possible.
A document pre-formatted or not
used to collect information related to a
specific subject.
Checklists - Check sheets
Ships in Service A-M CHAUVEL
1.0 Define theactivity or
system
6.0 Subdivide the elements(If necessary)
3.0 Subdivide theSystem or Activity
for analysis
4.0 Gather orcreate relevant
checklists
5.0 Respond to the checklist
2.0 Define theproblems
for the analysis
7.0 Use the resultsin decision making
Checklists
Ships in Service Training Material A-M CHAUVEL
Process
Activity Level 1 Level 2 Level 3 Level 4
C1- Chemical, biological and radiation hazard control referenceInformationavailability andknowledge.
No knowledge or use of referencedata.
Data available and used by supervisorwhen needed.
Additional standards have been requested when necessary. Employees and supervisors able todemonstrate an understandingof the material.
Data posted and followed where needed. Additional standards havebeen promulgated, reviewed with employees involved and posted.
C2- Flammable andexplosive materials control.
Storage of materialsdo not meet fireregulations.
Some storage facilities meet minimum fire regulations.
Storage facilities meetMinimumfire regulations.
Handling practicesmeet minimum regulatory requirements.
.
In addition to “Good”,Storage facilities exceed the minimum fire regulations. A strong policy is in evidence relative to the control of the handling, storage and use offlammable/explosive materials.
Ex: Fire control and Hygiene Checklist
Ships in Service Training Material A-M CHAUVEL
NoYes
NoYes
NoYes
NoYes
NoYes
NoYes
NoYes
NoYes
Stage 1 2 3 4 :
- The company encourages and supports personnel taking higher education courses to improve their value to the company and their possibilities for promotion within the company.
- Any issues highlighted in appraisal reviews are given priority and resolved.
- Senior on-board personnel are rotated through office assignments.
- The company promotes appropriate interpersonal skills training.
AIM : Ensure that the fleet is supported by key staff who are competent to carry out the full range of responsibilities and tasks.
Ex: 2A - TMSA Recruitment of personnel
Ship in Service Training Material Ships in Service Training Material A-M CHAUVEL
Y N
Y N
Y N
Y N
Vote
Ships in Service Training Material A-M CHAUVEL
A tool generally use for the pre-selection of theproblem to be treatedby a working group.
Simple Vote
Ships in Service Training Material A-M CHAUVEL
1111 11
11 1
3
Simple Vote
Ships in Service Training Material A-M CHAUVEL
Where to go for vacation?
BoyfriendDaughterSon Father
Pyramids
Golden bridge
Chinese wall
Brainstorming1.Teachers / Students relations
2. Availability of the teacher
3. Mutual respect in school
4. Working documents
¦
14. Training of the teachers
Team member
X. Keys for training material
A
I
I
I
I
B
I
I
I
C
I
I
D
I
I
I
E
I
F
I
I
I
I
H
I
I
I
G
I
Su
2
5
4
2
5
3
Which subject to be treated
Ships in Service Training Material A-M CHAUVEL
Teachers preoccupations
VOTEResults
IIII
I 6
I 6
5
5
IIII 4
III 3
IIII 4
5
Items
07. Loneliness of the teacher in his job
08. Lack of imagination of the teachers
12. Training of the teachers
43. Transparency of the N.E. objectives
46. Mutual respect in the school
50. School and employment for students
62. Organisation of the annual programme
74. Availability of the teachers
Results of the Simple Vote
Ships in Service Training Material A-M CHAUVEL
IIII
IIII
IIII
IIII
IIII
Teachers preoccupations
SUBJETCS VOTERESULTS
01. Too many core diameters 5
03. Lack of specification on new models II 2
04. Control material for tubes 23C and 24C in bad condition
II 2
06. Storage of the cores before piercing 5
08. Late arrival of the material from the supplier II 2
10. Delay inside the department 6
11. Too many reworks on tube 20 mm. 6
13. Lack of space to store the material II 2
Results of the Simple Vote
Ships in Service Training Material A-M CHAUVEL
IIII
IIII
IIIII
IIIII
Industrial preoccupations
A tool used after asimple vote to select
the problemto be treated first by
a working group.
Weighted Vote
Ships in Service Training Material A-M CHAUVEL
First Choice : 10 points
Second Choice : 5 points
Third Choice : 1 point
The Democratic Weighted Vote
Ships in Service Training Material A-M CHAUVEL
New Rules :
Where to go for vacation?
BoyfriendDaughterSon Father
Pyramids
Golden bridge
Chinese wall
1 1 5 5
5
10
11
10 5 10
10
12
17
35
The Democratic Weighted Vote
Ships in Service Training Material A-M CHAUVEL
Where to go for vacation?
BoyfriendDaughterSon Father
Pyramids
Golden bridge
Chinese wall
55 2020 55 11
2525
5050
1155
5050 100 1010
200200 231
210
55 2020 2525 55 55
The “Royal prerogative” Weighted Vote
Ships in Service Training Material A-M CHAUVEL
Pyramids
Golden bridge
Chinese wall
Undemocratic
Graph - Chart
Graph - Chart
A tool use for the visualisation of a data to show a situation
and to follow resultsof a planed action.
Pie charts, bar graphs,pictorial graphs,...
Ships in Service Training Material A-M CHAUVEL
ReceiverReceiverGRAPHGRAPHMESSAGEMESSAGE
DATADATA
IDEAIDEA
Graph - Chart
Ships in Service Training Material A-M CHAUVEL
Sender
A communicationtool
Important
Comprehensible
True
Reliable
Quality of the Information
The Message, object of the communication,provides information must be :
Ships in Service A-M CHAUVEL
Communication = One message per graph
Distribution
RepartitionEvolution
Correlationdispersion
Position
Graph - Chart : 5 Majors Types
Ships in Service Training Material A-M CHAUVEL
Ships in Service Training Material A-M CHAUVEL
Repartition Position Evolution Distribution Correlation
Po
ints
Cu
rve
Co
lum
ns
Bar
sT
art
Typ
es o
f g
rap
hTypes of comparison
0%
10%
20%
30%
40%
50%
MachinerySpaces
UnknownExternalFire
Sources
CargoPumpRoom
Accommodation
Cargoarea
Graph - Chart : Position - BarsFire : Where on board ships ?
Ships in Service Training Material A-M CHAUVEL
Deaths in Europe in 2000 attributable to:
Blood pressure
Cholesterol
Tobacco
High body mass
Fruit & vegetable
Physical inactivity
Alcohol
Urban air pollution
Lead exposure
Occupational carcinogens
Illicit drugs
Unsafe sex
Occupational particulates
15000 500 2000 25001000
Number of deaths (000s)
Leading Risk contributions
Ships in Service Training Material A-M CHAUVEL
0 10 20 30 40 50 60 70 80 90 100Frequency
1990
1989
Hydraulic
Mechanical
Electrical
Pneumatic
Others
Graph Chart : Comparison - BarsProgress in Causes of Equipment Failures
Ships in Service Training Material A-M CHAUVEL
20009878 848280 908886 969492
44
33
55
22
11
Total Losses per 1000 shipsTotal Losses per 1000 ships
Nu
mb
er o
f sh
ips
Graph - Chart : Ship losses
A-M CHAUVEL
Em
plo
yees
pri
ori
ties
Privatelife
Salary
Workingconditions
interest ofwork itself
Recognition
AchievementSelf realisation
Companyloyalty
Jobsecurity
Growthpromotion
1 2 3 4 5 6 7 8 9 10
4
3
10
9
6
5
8
2
7
1
Graph - Chart : Correlation - PointsScore from Canada Employees vs Employers
Employers behavior
Supervisorrelationship
A-M CHAUVELEmployers behavior
Em
plo
yees
pri
ori
ties
1 2 3 4 5 6 7 8 9 10
4
3
10
9
6
5
8
2
7
1
Employees priorities vs. Employers behavior
Salary
Recognition
Growthpromotion
Supervisorrelationship
Workingconditions
Jobsecurity
AchievementSelf realisation
Score from Shanghai Employees & Employers according to Employees
LifePrivacy
Companyloyalty
interest ofwork itself
7 Questions to Aristotle
Ships in Service Training Material A-M CHAUVEL
WhatWho
When
Where
How
Why
With what
A tool used to identify the basic aspects
of a problem and its causes :What ? Where ? When ?
Who ? Why ?and How ?
5 W - H
Ships in Service Training Material A-M CHAUVEL
EventEvent
WHEREWHEREWHATWHATWHATWHAT WHENWHENWHENWHEN
WHYWHYWHYWHYHOWHOWHOWHOW WHOWHOWHOWHO
5 W - H
Ships in Service Training Material A-M CHAUVEL
What ?What is the problem ?Why it happened ?
Where ? Where it happened ?Why here ?
When ? When it happened ?Why at that time ?
Who ? Who was involved ?Why this person ?
How ? How it happened ?Why the procedure is not follow ?
5 W - H : Accident Approach
Ships in Service Training Material A-M CHAUVEL
Ships in Service Training Material A-M CHAUVEL
What could happen
Potential incident/accident
Better prevent than cure
What couldhappen ?
Why we do it ?What is the main reason ?
Where itis done ?
Why at that place or step ?Can we do it elsewhere ?
When itis done ?
Why at that period of time ?Can we do it at one other time ?
Who doesit ?
Why this person ?Who else could do it ?
How itis done?
Why we do it this way ?Can we do it in a better way ?
5 W - H : Scenario Approach
Ships in Service Training Material A-M CHAUVEL
A visualisation ofan event and its causes,
grouped under headlines, to identify areas where improvement is needed.
Causes - Effect Diagram
Ships in Service Training Material A-M CHAUVEL
The Causes - Effect diagram is typically the result of a brainstorming session in which members of a group offer ideas on :
How to improve a product, a process, or a service.
Causes - Effect Diagram
Ships in Service Training Material A-M CHAUVEL
Ships in Service Training Material A-M CHAUVEL
Brainstorm to Causes - Effect Diagram
Post-it
The Causes - Effect diagram is typically the result of a brainstorming session in which members of a group offer ideas on how to improve : a product, a process, or a service.
The main goal is represented by the trunk of the diagram. Primary factors are represented as branches. Secondary factors are then added as stems.
Creating the diagram stimulates discussion and often leads to increased understanding of a complex problem.
Causes - Effect Diagram
Ships in Service Training Material A-M CHAUVEL
Ships in Service Training Material A-M CHAUVEL
Owner
Incomplete definitionof the tender
Late modificationsin the requirements
Architect
No reviewof the plan
Insufficientpre-engineering studies
Contractor
Partial readingof the tender
Subcontractor
Under estimationof the risk
Supplier
Under qualified
Engineeringweaknesses
Surveyor
Limited power
Wait & seepolicy
PARTNER’SPARTNER’SIN THEIN THE
RESPONSIBILITIESRESPONSIBILITIESPROBLEMPROBLEM
Causes - Effect Diagram
Artistic
Ships in Service Training Material A-M CHAUVEL
Owner
Incomplete definitionof the tender
Late modificationsin the requirements
Architect
No reviewof the plan
Insufficientpre-engineering studies
Contractor
Partial readingof the tender
Subcontractor
Under estimationof the risk
Supplier
Under qualified
Engineeringweaknesses
Surveyor
Limited power
Wait & seepolicy
PARTNER’SPARTNER’SIN THEIN THE
RESPONSIBILITIESRESPONSIBILITIESPROBLEMPROBLEM
Artistic
Causes - Effect Diagram
CAUSE BCAUSE A
CAUSE C
b 1
b 3b2
a 1
a 3a 2
c1c2
c3 c4
EE FF FF EECCTT
Causes - Effect Diagram
Ships in Service Training Material A-M CHAUVEL
Classic
WhyIncident
Plant Procedures
Policy People
Third why
Forth why
Fifth why
Third why
First why
Second why Second why
Second why Second why
Ships in Service Training Material A-M CHAUVEL
5 Why on 4P
Forth why
A-M Chauvel
OthersOthersClaymixerClay
mixer
DrierDrierRolling
millRolling
mill
CuttingCutting
MouldingmachineMouldingmachine
Line stoppagesduring
manufacturing
Line stoppagesduring
manufacturing
Causes - Effect Diagram
Ships in Service Training Material A-M CHAUVEL
Line stoppagesduring
manufacturing
Line stoppagesduring
manufacturing
Step by step chain
Blades
Angle
transmissionWaste belt
Slides
CUTTING 33 %
45 %
A-M Chauvel
Causes - Effect Diagram
Ships in Service Training Material A-M CHAUVEL
Line stoppagesduring
manufacturing
Line stoppagesduring
manufacturing
Electricityfailure
Stackingequipment
Linerestarted
Lack ofwagons
Others 20 %Others 20 %
60 %
A-M Chauvel
Causes - Effect Diagram
Ships in Service Training Material A-M CHAUVEL
GroundingStranding (21%)
GroundingStranding (21%)
Foundered ( 44%)Foundered ( 44%)
Fire Explosion (16%)Fire Explosion (16%)
StressStress
ShiplossShiploss
Contact (1%)Contact (1%)
Social hierarchy on board
Social hierarchy on board
SpeedSpeed
Collision (12%)Collision (12%)
Lack of attentionLack of
attention
Communication failures
Communication failures
PracticesPractices
FatigueFatigue
Poorplanning
Poorplanning
Careless overconfidence
Careless overconfidence
Error of judgementError of
judgement
Excessive speed
Excessive speed
Adverse weather
Adverse weather
High speedHigh speed
Technicalcircumstances
Technicalcircumstances
Management deficiencies
Management deficiencies
TrainingTraining
Reduction of crew
Reduction of crew
Defective equipmentDefective
equipment
DesignDesign
Blind eyes to procedures
Blind eyes to procedures
??
AccidentAccident
Ship andEquipment
Ship andEquipmentRecordsRecordsRecordsRecords EnvironmentEnvironmentEnvironmentEnvironment
ManagementManagementManagementManagementProceduresProceduresProceduresProcedures PersonnelPersonnelPersonnelPersonnel
Ships in Service Training Material A-M CHAUVEL
Causes & Effect Diagram
Ships in Service Training Material A-M CHAUVEL
SabotageSabotage
Isocratizationof the system
Impose withoutany consideration
Generaliseas a constraint
Standardisation
Write heavyprocedures
SuffocationSuffocation
Give utopistobjectives
Don’t givethe means
WarWar
Barricade
Createcommissions
PreventionPrevention
Discreditthe method
Discreditthe person
Deny the need
How toHow toorganizeorganize
resistanceresistanceto changeto change
Spy, and findthe place to put
??The banana
The bananaskinskin
The banana
The bananaskinskin
Ships in Service Training Material A-M CHAUVEL
ImprovingImprovingsafetysafety
managementmanagementsystemsystem
EquipmentEquipment
Maintenance
Reliability
Spare partsinventory
MethodsMethods
Clearprocedures
Understandingsystem audit
SupplySupply
On timedelivery
Spare partsavailability
PersonnelPersonnel
Improvecommunication
Recognition
Trainingplan
EnvironmentEnvironment
Neatness
Cleanliness
ManagementManagement
Companypolicy
Realleadership
Clear objectives
Ships in Service Training Material A-M CHAUVEL
Doctors
Treatment
Quality
Cost vs. Expenses
Personnel
Qualification
Training
Quality concept
Vs. Reality
Procedures / Standards
Appreciation
Criteria
Patients
Satisfaction
Legal responsibility
Civil / Penal
Administrators
Research
Cost / Image
Cost
Conflicts
DifficultiesDifficultiesbetweenbetween
StakeholdersStakeholders
Rights
Freedom to talk
Accountability
A-M CHAUVELA-M CHAUVEL
State
Mission
Social climate
Hospital
Paymentsover
45 days
People Provisions
Problem vendors
Office spacereduction
Coding
Priority paymentsFunding
Special handling
Commitmentproblems
Back orders
Cross training
Insufficient staff
Duplicate information
Incomplete document
Forms
Contract execution
Price discrepancy
Receiving reportVendor suffix
Procedures Place“Patrons”
Ships in Service Training Material A-M CHAUVEL
Why payments over 45 days ?
Late delivery
Incorrect delivery
Why incorrect delivery ?
Incorrectdelivery
Transport Procedures
Communication Skills
Sales staff
Lack of knowledge
Telephone orders
Reliability
AutomatedInformation
Knowledge
Procedures
Products
Manual
Literacy
Documentation
ConsistencyCorrectness
Incorrect person
Incorrect depart.
Incorrect address
Customer Data bank
Incorrect Program
Not up to dated
Carriers
Efficiency
Methods
Lack of information
Ambiguity
Packing slips
Legibility
Details
Ships in Service Training Material A-M CHAUVEL
Why late delivery ?
Latedelivery
Place Procedures
Provisions People
Packages
Incompleteaddress
Missing PO
Database
Inaccurate
To muchPaperwork
No monitoring
Disorderly
No inventorysystem
Warehouse
Staff
Understaffed
Untrained
Only deliver
once a day
Truckers
Late
Customers
Must signfor pigsHard to reach
Ships in Service Training Material A-M CHAUVEL
Why phone not answered ?
Phone notanswered
People Method
Machinery Materials
Directory
Re-direct issues
Call comes afteroffice hours
Away from desk Business call
Personal call
Zero out not established
Support staff
has audio problem
“LAN” Directorynot updated
Wrong extensionIn book
At lunch
At meeting
“Audix”
Audix exits
Line busy
Taking on other line
Ships in Service Training Material A-M CHAUVEL
Why?
Fatigue ofthe crew
Management Material
Ships in Service Training Material A-M CHAUVEL
Causes - Effect Diagram
Ships in Service Training Material A-M CHAUVEL
Pareto Diagram
A visual tool based on the 80 / 20 rule
used to classify data in decreasing
order of magnitude to orient
an action plan.
Ships in Service Training Material A-M CHAUVEL
20% of the sales force makes20% of criminals commit20% of the carpet gets20% of the products account for20% of the defects cause20% of the suppliers provide20% of the stock fills20% of the staff causes20% of the project takes
Pareto Principle : 80 / 20 Rule
Ships in Service Training Material A-M CHAUVEL
20% of people have 80% of the wealth
80% of the sales80% of the crimes80% of the wear and tear 80% of the profits80% of the problems80% of the stock80% of the warehouse80% of the problems80% of the time & resources
40
20
60
80
100
% o
f ac
cid
ents
rep
ort
ed
Cargo Claims
Personal Injuries & Illness
CollisionsOils Pollution
Contacts
Miscellaneous
Shipping : Claims by Type
Ships in Service Training Material A-M CHAUVEL
In % of cases
Collision with a fixed object
Acute hazard exposure
passenger / crew
Collision with another vessel
Listed by types of losses
600 20 8040
80 %
Risk contributions for the Marine event
Ships in Service Training Material A-M CHAUVEL
Capsizing
Lost of commerce
Fire / explosion
Environmental impact
Collision with a floating object
Sinking
Grounding
Acute hazard exposure
public
Nature of the damage
Biannual guaranty
Water infiltration in basement
Water infiltration in the roof
Others
Mandatory work release
During construction
Foundation
78
9
7 – Water in basement
8 - VRD
9 – External coating
Fre
qu
enci
es o
f th
e d
amag
e
Year N
Year N+1
Construction : Training results
Ships in Service Training Material A-M CHAUVEL
A visualisation ofthe restraining forces
versus the driving forces when facing a problem.
Forces Field Diagram
Ships in Service Training Material A-M CHAUVEL
??
Forces Field Diagram : Principle
Ships in Service Training Material A-M CHAUVEL
Weightedscores
Weightedscores
Causes of theproblem( brakes )
Proposedsolutions( Motors )
Forces field DiagramBrainstorming
Forces Field Diagram
Ships in Service Training Material A-M CHAUVEL
AC
TU
AL
SIT
UA
TIO
N
Rails Track
RE
ST
RA
ININ
G F
OR
CE
S
PR
OB
LE
MS
DR
IVIN
G F
OR
CE
S
SO
LU
TIO
NS
Ships in Service Training Material A-M CHAUVEL
Forces Field DiagramDesirestate
Currentstate
RE
ST
RA
ININ
G F
OR
CE
S
PR
OB
LE
MS
DR
IVIN
G F
OR
CE
S
SO
LU
TIO
NS
Ships in Service Training Material A-M CHAUVEL
Forces Field DiagramDesirestate
Currentstate
Ships in Service Training Material A-M CHAUVEL
Forces Field DiagramForce field analysis (Lewin 1951) is widely used in change management and can be used to help
understand most change processes in organisations.
Senior management support
Staff dislike of current “mess”
Customer pressure & complaints
Pressures of market testing
Others are doing it
Quality improvement enjoyable
Middle management resistance
Staff resistance to all change
Staff cynicism over new initiatives
Worries over market testing
Lack of resources
Effort needed
Desirestate
Currentstate
Forces againstForces for
101000 551010 55
Compare
ComparableAccident free
Situation
AccidentActual situation
Set downdifferences
Analyze differencesfor effect on
accident
Integrate intoinvestigation
process
Change Management Analysis
Ship in Service Training Material A-M CHAUVEL
An analysis looking systematically forpossible risk impacts and
appropriate risk management strategies in situations where change is occurring.
This includes situations in which :- system configurations are altered,
- operating practices or policies are
changed,- new or different activities will be
performed…
Change Management Analysis
Ship in Service Training Material A-M CHAUVEL
Method : How to use itForces Field Diagram
Ships in Service Training Material A-M CHAUVEL
1 - Score each problem using the simple vote or the weighted vote technique.
2 - Draw a line at the middle of the working sheet.
3 - Select the more important problems identified.
4 - On the upper part of the working sheet report the result of the vote. ( Restraining forces )
5 - For each problem draw an arrow linking the problem to the line.
6 - On the lower part of the working sheet report the actions proposed to eliminate the problems.( Driving forces )
Ext
erna
len
viro
nmen
t
Pro
fess
ors
Inte
rnal
envi
ronm
ent
Stu
dent
s
Adm
inis
trat
ion
Met
hods
Lack oftime
Too manycourses
Objectivesof the N.E
Lack ofmotivation
Diminution ofenthusiasm
Too manysolicitations
Workrecognition
The problems
Ships in Service Training Material A-M CHAUVEL
Lack of availability of the teachersForces Field Diagram
What the teachers can do (possible actions)
8- Learn howto communicate
9- Modifypedagogical
method
7- Create a school project
Lack oftime
Too manycourses
Objectivesof the N.E
Lack ofmotivation
Diminution ofenthusiasm
Too manysolicitations
Workrecognition
1- Group the theory part of the courses to be more efficient
Ships in Service Training Material A-M CHAUVEL
Lack of availability of the teachersForces Field Diagram
Method : How to use itForces Field Diagram
Ships in Service Training Material A-M CHAUVEL
7 - Identify the impact of each proposed action on each individual problem by drawing links.
8 - Score the impact of each proposed action, on each individual problem, by adding the weight of individual problem link to the proposed action.
9 - From each action draw an arrow linking the solution to the line at the middle of the working sheet.
10 - Report the results, priorities of actions are the ones with the highest scores on actions.
11 - Build the action plan according to the results.
Driving ForcesSolutions
Restraining ForcesCauses
N° 2 3 Points
N° 1 6 Points
N° 5 1 Point
N° 4 2 Points
N° 3 3 Points
A
6 + 1 =7 points Im
pac
t o
n
Z
1 + 3 =4 Points
Imp
act
on
Ships in Service Training Material A-M CHAUVEL
Lack of availability of the teachersForces Field Diagram
A-M CHAUVEL
Ext
erna
len
viro
nmen
t
Pro
fess
ors
Inte
rnal
envi
ronm
ent
Stu
dent
s
Adm
inis
trat
ion
Met
hods
Lack oftime
Too manycourses
Objectivesof the N.E
Lack ofmotivation
Diminution ofenthusiasm
Too manysolicitations
Workrecognition
The problems
1- Group the theory part ofthe courses
to be more efficient
Weight of the action 1:6 + 3 + 2 = 11points
Possible actions
Lack of availability of the teachersForces Field Diagram
8- Learn howto communicate
9- Modifypedagogical
method
7- Create a school project
Lack oftime
Too manycourses
Objectivesof the N.E
Lack ofmotivation
Diminution ofenthusiasm
Too manysolicitations
Workrecognition
1- Group the theory part of the courses to be more efficient
Ships in Service Training Material A-M CHAUVEL
Lack of availability of the teachersForces Field Diagram
What the teachers can do (possible actions)
Priorities for actionA1
7
A4
3
A2
4
A3
4
CausesC2
C1
C5
C4
C3
3
6
1
2
3
Ships in Service Training Material A-M CHAUVEL
Lack of availability of the teachersForces Field Diagram
Lack of time
Lack of motivation
Work recognition
Diminution de
of the enthusiasm
Too many solicitations
Objectives of the N.E
Too many courses
Create a school project
( like enterprise )
Group courses
Modify
pedagogical method
Learn how to
communicate
Priorities for action Problems
Ships in Service Training Material A-M CHAUVEL
Lack of availability of the teachersForces Field Diagram
Ships in Service Training Material A-M CHAUVEL
Forces Field DiagramOther applications
Forces Field Diagram
Ships in Service Training Material A-M CHAUVEL
A tool use to facilitate the choice of a solution by
weighting each possiblesolution in regard of
critical selected criteria.
Multi-Criterion Diagram
Ships in Service Training Material A-M CHAUVEL
??Cost,…Delay to implement…
0Poor
4Good
6Very good
8Excellent
Multi-Criterion Diagram : Rules
Ships in Service Training Material A-M CHAUVEL
Multi-Criterion Diagram: Processes
Ships in Service Training Material A-M CHAUVEL
- Identify the criteria to be used. - Brainstorm on the relative weight of each criteria. - Select the Sustainable criteria. - Apply the weight criteria in the study.
A-M CHAUVEL
Pe
rce
nt
of
clie
nts
wh
o s
tro
ng
lyre
co
mm
en
d t
he
ho
us
e t
o a
fri
en
d
Percent of the answers “ I absolutely agree with the statement ”
30 50 7010
30
50
10
R2 = 0,88Ratio quality / price
R2 = 0,81
Competency and availabilityof the technical representative
R2 = 0,19
Efficacy of thefinance department
Graph - Chart : Correlation - PointsListen to the Client
Ships in Service Training Material A-M CHAUVEL
% repair calls
% calls for help
Function performance test
Supervisor observations
% proposal made on time
% follow-up made
Average order interval
% repair reports
% installed on due time
% repeat report
Average speed of repair
% customers informed
% billing inquiries
% resolved first call
% billing inquiries
Product
(30%)
Sales
(30%)
Installation
(10%)
Repair
(15%)
Billing
(15%)
Quality
perception
(drivers)
Reliability (40%)
Easy to use (20%)
Features / functions (40%)
Knowledge (30%)
Responsive (25%)
Follow-up (10%)
Delivery delay (30%)
Does not break (25%)
Installed on time (10%)
Not repeat trouble (30%)
Fixed fast (25%)
Kept informed (10%)
Accuracy, no surprise (45%)
Resolve on first call (35%)
Easy to understand (10%)
Customer Satisfaction (IAQ survey)Multi-Criterion Weight
Ships in Service Training Material A-M CHAUVEL
Product (80%)
Installation (20%)
Lease (40%)
Rental (30%)
Financial payment (20%)
Time and material (45%)
Contract (55%)
Personnel (40%)
Utilities (10%)
Supplies, etc (50%)
Initial cost (50%)
Monthly cost (15%)
Maintenance cost (10%)
Operating cost (5%)
Saving – Utility (15%)
Price
perception
(drivers)
Scrap value or disposal cost (5%)
Customer Satisfaction (IAQ survey)Multi-Criterion Weight
Proposed solutionsChoice of thebest solution
Improvement project
Criteria for selecting the solution
Multi-Criterion Diagram : Principle
Ships in Service Training Material A-M CHAUVEL
20
20
32Buy POPcaps
Increase thethickness
of the joint
Buy anelectronicdetector
Rehash the equipment
CostDelay to
implementQuality Acceptation by
the operatorsMaintenance
Total
0
2
4
6
6
2
4
8
8
4
6
6
4
8
6
6
2
4
8
6
Criteria
Solutions
28
Container Leakage ( Single Weight )
Ships in Service Training Material A-M CHAUVEL
136
146
226Buy POPMaterial
Increase thethickness
of the joint
Buy anelectronicdetector
Restore the equipment
CostDelay to
implementQuality Acceptation by
the OperatorsMaintenance
TotalX 10 X 5 X 8 X 8 X5
0
2
4
6
6
2
4
8
8
4
6
6
4
8
6
6
2
4
8
6
Criteria
Solutions
40
20
30
10
48
48
64
32
30
40
10
20
48
48
32
64
60
40
0
20
196
Ships in Service Training Material A-M CHAUVEL
Container Leakage ( Double Weight )
Ships in Service Training Material A-M CHAUVEL
Poor0
Fair2
Reviewinstruction
8
Reduceoutput
4
22 000 €monthly
216
Fair2
Delicate4
Reviewinstruction
8
Reduceoutput
4
10 000 €monthly
422
Good6
Delicate4
Reviewprocedure
6
None8
Very good8 32
Good6
Good6
8 days6
None8
5 000 €4 30
Good6
Good6
Reviewinstruction
8
None8
Very good8 36
Very good8
Good6
3 months2
None8
Outil 500 €6 30
Good6
Good6
Reviewproc.+ inst.
4
None8
Very good8 32
7 Hand straightthe wheel
6 Operator controland scrubbing
5 Clean « in jet » once a day
4 Modify tooldovetail
3 Remove gluebetween operation
2 Modify toolclearing slot
1 Clean lower faceeach hour
SolutionsReliability
Cleaningoperation
Delay Effetssecondaires
CostTotal
pointsCriteria
Steering-wheel Coating (Single Weight)
Ships in Service Training Material A-M CHAUVEL
505 00012
Good8
Very good12
Very good12
Fair4
Poor2
3412 0008
Good8
Good8
Poor2
Fair4
Fair4
3850 0002
Poor2
Poor2
Good8
Very good12
Very good12
5212 0008
Good8
Good8
Good8
Very good12
Good8
6030 0004
Very good12
Good8
Very good12
Very good12
Very good12
5 Immobilisationof the screw
4 Boldthe door
3 Modifythe door
2 Fixthe rod
1 Modifythe shapeof the rod
SolutionsCost Feasibility
Implemen-tation ROI Quality
Totalpoints
ReliabilityCriteria
Air Tightness of the Door ( Single Weight )
Ships in Service Training Material A-M CHAUVEL
625 00012
Good8
Very good12
Very good24
Fair4
Poor2
4012 0008
Good8
Good8
Poor4
Fair4
Fair8
6850 0002
Poor2
Poor2
Good16
Very good12
Very good24
6812 0008
Good8
Good8
Good16
Very good12
Good16
8430 0004
Very good12
Good8
Very good24
Very good12
Very good24
5 Immobilizationof the screw
4 Boldthe door
3 Modifythe door
2 Fixthe rod
1 Modifythe shapeof the rod
Solutions
Cost
3
Feasibility
1
Implemen-tation
1
ROI
2
Quality
1
Totalpoints
Reliability
2
Criteria
Air Tightness of the Door ( Double Weight )
Ship in Service Training Material A-M CHAUVEL
Influence Diagram
Ships in Service Training Material A-M CHAUVEL
A diagram used to modulate a network of influences of an event.
It allows to understand the problem by displaying
links of the sub events.
Ships in Service Training Material A-M CHAUVEL
COMPETITIVITY
QUALITY
SAFETY
PRODUCTIVITY
MAINTENANCE
Image
Market trust
New business
Market share
Capital investment
Equipment
Business result
Work climate
Staff mobility
Staff motivation
TrainingEmployment
Liabilitycost
Unit costCLIENT
Timedelivery
Failure
Price Efficiency
Influence Diagram (Right Brain)Business Strategy
Knowledgeof customer
Activeuser life
Information“quality”
Quality ofcommunication
Website“quality”
Onlineexperience
Advertising
Brand strength
New visitors
Activeusers
User/nonuserscontacts
Registration
Sales
Effectiveness of marketing
V
V
V
V
V
V
V
V
V
V
V
V
V V
V
V
V
Ships in Service Training Material A-M CHAUVEL
MarketingInternet Business
Influence Diagram (Right Brain)
InterpretOil
presence
ActualOil
presenceRevenueOil
reserves
MarketOil
Price
Exploratorywell cost
Developmentcosts
Costs
Prospect
Shoot 3Dseismic
Drillprospect
Ships in Service Training Material A-M CHAUVEL
Influence Diagram (Left Brain) Oil Prospect
Ships in Service Training Material A-M CHAUVEL
Airplane Accident
Organizationprocess
Resourcemanagement
Organizationclimate
Inadequatesupervision
Supervisoryviolation
Adversemental
Decisionerrors
Planned…inappropriate
CRM
Loss ofcontrol
Routineviolation
Bureau ofTransportation
PerceptualerrorsWeather
?
Influence Diagram (Left Brain)
Ships in Service Training Material A-M CHAUVEL
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