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© Think For A Change, LLC. 2009
Using The Right Tool Using The Right Tool For The JobFor The Job
Finding Balance BetweenFinding Balance Between
Six Sigma and Creative Problem Six Sigma and Creative Problem SolvingSolving
© Think For A Change, LLC. 2009
OverviewOverview
Project Managers Are Problem Project Managers Are Problem ManagersManagers
Six Sigma OverviewSix Sigma Overview Creative Problem Solving OverviewCreative Problem Solving Overview Differences & SimilaritiesDifferences & Similarities Guidelines For Selecting The Right Guidelines For Selecting The Right
ToolTool
© Think For A Change, LLC. 2009
Project Managers Are Problem ManagersProject Managers Are Problem Managers
““Projects are nothing more than Projects are nothing more than problems scheduled for a solution”problems scheduled for a solution”
J.M. Juran, noted Quality GuruJ.M. Juran, noted Quality Guru
© Think For A Change, LLC. 2009
Problem Management Skills for the Problem Management Skills for the Project ManagerProject Manager
Problem IdentificationProblem Identification Problem AnalysisProblem Analysis Creative Problem Solving Creative Problem Solving Idea GenerationIdea Generation FacilitationFacilitation NegotiationNegotiation Qualitative (Gut Feel) AnalysisQualitative (Gut Feel) Analysis Quantitative (Statistical) AnalysisQuantitative (Statistical) Analysis
© Think For A Change, LLC. 2009
General ConsiderationsGeneral Considerations
When to Use Creative Problem SolvingWhen to Use Creative Problem Solving New or Uniquely Different Product, Service and/or ProjectNew or Uniquely Different Product, Service and/or Project Metrics (Data) Do Not Yet ExistMetrics (Data) Do Not Yet Exist Radical or Incremental Improvement ProblemRadical or Incremental Improvement Problem
When to Use Six Sigma:When to Use Six Sigma: Problem Related To Existing Product, Service and/or ProjectProblem Related To Existing Product, Service and/or Project Process Oriented ProblemProcess Oriented Problem Metrics (Data) Already ExistMetrics (Data) Already Exist Incremental Improvement ProblemIncremental Improvement Problem
““Blend Zone”:Blend Zone”: The place where most of our projects resideThe place where most of our projects reside
© Think For A Change, LLC. 2009
Six Sigma OverviewSix Sigma Overview
Six Sigma Defined:Six Sigma Defined: Six Sigma is a rigorous and disciplined Six Sigma is a rigorous and disciplined
methodology that uses data and methodology that uses data and statistical analysis to measure and statistical analysis to measure and improve a company's operational improve a company's operational performance by identifying and performance by identifying and eliminating "defects" in manufacturing eliminating "defects" in manufacturing and service-related processes and service-related processes
To enhance, repair or otherwise To enhance, repair or otherwise positively affect a problem or processpositively affect a problem or process
© Think For A Change, LLC. 2009
Six Sigma Overview Six Sigma Overview (cont’d)(cont’d)
DMAIC Approach:DMAIC Approach: DefineDefine the Customer, their Critical to Quality (CTQ) the Customer, their Critical to Quality (CTQ)
issues, and the Core Business Process involved issues, and the Core Business Process involved MeasureMeasure the performance of the Core Business the performance of the Core Business
Process involved Process involved AnalyzeAnalyze the data collected and process map to the data collected and process map to
determine root causes of defects and opportunities determine root causes of defects and opportunities for improvement for improvement
ImproveImprove the target process by designing creative the target process by designing creative solutions to fix and prevent problems solutions to fix and prevent problems
ControlControl the improvements to keep the process on the improvements to keep the process on the new course the new course
© Think For A Change, LLC. 2009
The Six Sigma ToolboxThe Six Sigma Toolbox
Standard DeviationStandard Deviation Cause & EffectCause & Effect
Ishikawa DiagramIshikawa Diagram SIPOCSIPOC Pareto DiagramPareto Diagram
80/20 Rule80/20 Rule Variance AnalysisVariance Analysis
Control ChartControl Chart Process MappingProcess Mapping Kano ChartingKano Charting Failure Mode Effect Failure Mode Effect
AnalysisAnalysis
© Think For A Change, LLC. 2009
The Six Sigma ToolboxThe Six Sigma Toolbox
Standard DeviationStandard Deviation Cause & EffectCause & Effect
Ishikawa DiagramIshikawa Diagram SIPOCSIPOC Pareto DiagramPareto Diagram
80/20 Rule80/20 Rule Variance AnalysisVariance Analysis
Control ChartControl Chart Process MappingProcess Mapping Kano ChartingKano Charting Failure Mode Effect Failure Mode Effect
AnalysisAnalysis
© Think For A Change, LLC. 2009
The Six Sigma ToolboxThe Six Sigma Toolbox
Standard DeviationStandard Deviation Cause & EffectCause & Effect
Ishikawa DiagramIshikawa Diagram SIPOCSIPOC Pareto DiagramPareto Diagram
80/20 Rule80/20 Rule Variance AnalysisVariance Analysis
Control ChartControl Chart Process MappingProcess Mapping Kano ChartingKano Charting Failure Mode Effect Failure Mode Effect
AnalysisAnalysis
© Think For A Change, LLC. 2009
The Six Sigma ToolboxThe Six Sigma Toolbox
Standard DeviationStandard Deviation Cause & EffectCause & Effect
Ishikawa DiagramIshikawa Diagram SIPOCSIPOC Pareto DiagramPareto Diagram
80/20 Rule80/20 Rule Variance AnalysisVariance Analysis
Control ChartControl Chart Process MappingProcess Mapping Kano ChartingKano Charting Failure Mode Effect Failure Mode Effect
AnalysisAnalysis
© Think For A Change, LLC. 2009
The Six Sigma ToolboxThe Six Sigma Toolbox
Standard DeviationStandard Deviation Cause & EffectCause & Effect
Ishikawa DiagramIshikawa Diagram SIPOCSIPOC Pareto DiagramPareto Diagram
80/20 Rule80/20 Rule Variance AnalysisVariance Analysis
Control ChartControl Chart Process MappingProcess Mapping Kano ChartingKano Charting Failure Mode Effect Failure Mode Effect
AnalysisAnalysis
© Think For A Change, LLC. 2009
The Six Sigma ToolboxThe Six Sigma Toolbox
Standard DeviationStandard Deviation Cause & EffectCause & Effect
Ishikawa DiagramIshikawa Diagram SIPOCSIPOC Pareto DiagramPareto Diagram
80/20 Rule80/20 Rule Variance AnalysisVariance Analysis
Control ChartControl Chart Process MappingProcess Mapping Kano ChartingKano Charting Failure Mode Effect Failure Mode Effect
AnalysisAnalysis
© Think For A Change, LLC. 2009
The Six Sigma ToolboxThe Six Sigma Toolbox
Standard DeviationStandard Deviation Cause & EffectCause & Effect
Ishikawa DiagramIshikawa Diagram SIPOCSIPOC Pareto DiagramPareto Diagram
80/20 Rule80/20 Rule Variance AnalysisVariance Analysis
Control ChartControl Chart Process MappingProcess Mapping Kano ChartingKano Charting Failure Mode Effect Failure Mode Effect
AnalysisAnalysis
© Think For A Change, LLC. 2009
The Six Sigma ToolboxThe Six Sigma Toolbox
Standard DeviationStandard Deviation Cause & EffectCause & Effect
Ishikawa DiagramIshikawa Diagram SIPOCSIPOC Pareto DiagramPareto Diagram
80/20 Rule80/20 Rule Variance AnalysisVariance Analysis
Control ChartControl Chart Process MappingProcess Mapping Kano ChartingKano Charting Failure Mode Effect Failure Mode Effect
AnalysisAnalysis
© Think For A Change, LLC. 2009
Creative Problem Solving OverviewCreative Problem Solving Overview
Creative Problem Solving Defined:Creative Problem Solving Defined: The mental process of creating a The mental process of creating a
solution to a problemsolution to a problem Special form of problem solving in which Special form of problem solving in which
the solution is independently created the solution is independently created rather than learned with assistancerather than learned with assistance
Requires more than just knowledge and Requires more than just knowledge and thinking thinking
Development of a fresh, new approach Development of a fresh, new approach to a problem or processto a problem or process
© Think For A Change, LLC. 2009
Creative Problem Solving Overview Creative Problem Solving Overview (cont’d)(cont’d)
Creative Problem Solving Process:Creative Problem Solving Process: Problem DefinitionProblem Definition Problem Research & AnalysisProblem Research & Analysis Idea GenerationIdea Generation IncubationIncubation Idea SelectionIdea Selection Idea ImplementationIdea Implementation Feedback & ControlFeedback & Control
© Think For A Change, LLC. 2009
Creative Problem Solving ToolboxCreative Problem Solving Toolbox
Cause & EffectCause & Effect Ishikawa DiagramIshikawa Diagram
Idea GenerationIdea Generation BrainstormingBrainstorming StoryboardingStoryboarding 100’s of others…100’s of others…
Lateral ThinkingLateral Thinking Alternative SolutioningAlternative Solutioning Force FitForce Fit 10’s of others…10’s of others…
Mind MappingMind Mapping Cash CurveCash Curve
© Think For A Change, LLC. 2009
Creative Problem Solving ToolboxCreative Problem Solving Toolbox
Cause & EffectCause & Effect Ishikawa DiagramIshikawa Diagram
Idea GenerationIdea Generation BrainstormingBrainstorming StoryboardingStoryboarding 100’s of others…100’s of others…
Lateral ThinkingLateral Thinking Alternative SolutioningAlternative Solutioning Force FitForce Fit 10’s of others…10’s of others…
Mind MappingMind Mapping Cash CurveCash Curve
© Think For A Change, LLC. 2009
Creative Problem Solving ToolboxCreative Problem Solving Toolbox
Cause & EffectCause & Effect Ishikawa DiagramIshikawa Diagram
Idea GenerationIdea Generation BrainstormingBrainstorming StoryboardingStoryboarding 100’s of others…100’s of others…
Lateral ThinkingLateral Thinking Alternative SolutioningAlternative Solutioning Force FitForce Fit 10’s of others…10’s of others…
Mind MappingMind Mapping Cash CurveCash Curve
© Think For A Change, LLC. 2009
Creative Problem Solving ToolboxCreative Problem Solving Toolbox
Cause & EffectCause & Effect Ishikawa DiagramIshikawa Diagram
Idea GenerationIdea Generation BrainstormingBrainstorming StoryboardingStoryboarding 100’s of others…100’s of others…
Lateral ThinkingLateral Thinking Alternative SolutioningAlternative Solutioning Force FitForce Fit 10’s of others…10’s of others…
Mind MappingMind Mapping Cash CurveCash Curve
© Think For A Change, LLC. 2009
Creative Problem Solving ToolboxCreative Problem Solving Toolbox
Cause & EffectCause & Effect Ishikawa DiagramIshikawa Diagram
Idea GenerationIdea Generation BrainstormingBrainstorming StoryboardingStoryboarding 100’s of others…100’s of others…
Lateral ThinkingLateral Thinking Alternative SolutioningAlternative Solutioning Force FitForce Fit 10’s of others…10’s of others…
Mind MappingMind Mapping Cash CurveCash Curve
Lifecycle Cash Curve
-$150,000
-$100,000
-$50,000
$0
$50,000
$100,000
$150,000
$200,000
$250,000
2007 2008 2009 2010 2011
Lifecycle Cash Curve
© Think For A Change, LLC. 2009
Differences & SimilaritiesDifferences & Similarities
Differences:Differences: Creative Problem Solving:Creative Problem Solving:
Overcome the mind's instinctive tendency to use Overcome the mind's instinctive tendency to use "oversimplified associative thinking" in which two "oversimplified associative thinking" in which two related concepts are so closely associated that their related concepts are so closely associated that their differences, and independence from one another, are differences, and independence from one another, are often overlooked often overlooked
Six Sigma:Six Sigma: Data-driven, systematic approach to problem solving, Data-driven, systematic approach to problem solving,
with a focus on customer impact with a focus on customer impact ----------------------------------------------------------------------------------------------------------------------------------------
Mental Processing vs. Statistical AnalysisMental Processing vs. Statistical Analysis Independent Creations vs. Existing Knowledge Independent Creations vs. Existing Knowledge
New vs. KnownNew vs. Known
© Think For A Change, LLC. 2009
Differences & Similarities Differences & Similarities (cont’d)(cont’d)
Similarities:Similarities: Both are problem solving toolsBoth are problem solving tools Both expend a great deal of effort in Both expend a great deal of effort in
identifying and defining the problem to identifying and defining the problem to be solvedbe solved
To be declared successful, both must To be declared successful, both must improve the problem or process being improve the problem or process being addressedaddressed
Both are subjected to metrics and Both are subjected to metrics and measurements after the solution is measurements after the solution is implementedimplemented
© Think For A Change, LLC. 2009
Guidelines For Selecting The Right ToolGuidelines For Selecting The Right Tool
Six Sigma:Six Sigma: Process has already Process has already
been definedbeen defined Existing processes Existing processes
need improvementneed improvement Metrics and data are Metrics and data are
availableavailable Problem can be Problem can be
defined as a “defect”defined as a “defect” Deliberate search for Deliberate search for
process improvementprocess improvement
Creative Problem Creative Problem SolvingSolving:: Process or approach Process or approach
does not currently existdoes not currently exist Metrics and data are Metrics and data are
unavailableunavailable Systematic approach to Systematic approach to
problem solving does problem solving does has not produced has not produced resultsresults
Deliberate search for Deliberate search for new ideasnew ideas
© Think For A Change, LLC. 2009
How Do Six Sigma and Creative Problem How Do Six Sigma and Creative Problem Solving Compliment Each Other?Solving Compliment Each Other?
Six Sigma Needs Creative Problem Solving for:Six Sigma Needs Creative Problem Solving for: Developing unique solutions to resolve gaps that are Developing unique solutions to resolve gaps that are
discovered or created in the processdiscovered or created in the process Unstructured idea campaigns leveraged by creative Unstructured idea campaigns leveraged by creative
problem solving techniques often lead to new problem solving techniques often lead to new suggestions for process improvement effortssuggestions for process improvement efforts
Creative Problem Solving Needs Six Sigma for:Creative Problem Solving Needs Six Sigma for: The capacity (resource, time, process, etc.) increases The capacity (resource, time, process, etc.) increases
generated by process improvement activities provide generated by process improvement activities provide project team members with more time to generate ideas project team members with more time to generate ideas and for quiet incubationand for quiet incubation
Six Sigma process improvement campaigns often Six Sigma process improvement campaigns often discover situations where improvements can only be discover situations where improvements can only be made by developing entirely new solutions where made by developing entirely new solutions where measurable data is not availablemeasurable data is not available
© Think For A Change, LLC. 2009
Concluding RemarksConcluding Remarks As a leaders and caretakers for the successful As a leaders and caretakers for the successful
development and implementation of projects:development and implementation of projects: Learn Learn WHYWHY both are uniquely different approaches to both are uniquely different approaches to
problem solvingproblem solving Learn Learn WHATWHAT each approach offers when facing specific each approach offers when facing specific
problemsproblems Learn Learn WHENWHEN to use each approach to use each approach Learn Learn HOWHOW each approach is designed to deliver each approach is designed to deliver
different resultsdifferent results Learn Learn WHEREWHERE each approach can be best leveraged in each approach can be best leveraged in
the Project Management Lifecyclethe Project Management Lifecycle Having a good mix of Six Sigma process Having a good mix of Six Sigma process
improvement projects along with new improvement projects along with new product/service development projects insures a product/service development projects insures a well balanced project portfoliowell balanced project portfolio
© Think For A Change, LLC. 2009
Concluding RemarksConcluding Remarks
Each approach has its own limitations Each approach has its own limitations depending upon the problemdepending upon the problem
There is no right or wrong usage between There is no right or wrong usage between the two approachesthe two approaches
Use the tools that work best for youUse the tools that work best for you Be on the lookout for extra tools to put in Be on the lookout for extra tools to put in
your problem solving toolboxyour problem solving toolbox Be willing to coach your project teams on Be willing to coach your project teams on
the usage of these techniques and the usage of these techniques and approachesapproaches
© Think For A Change, LLC. 2009
QUESTIONS ???QUESTIONS ???
© Think For A Change, LLC. 2009
THANK YOU !!!THANK YOU !!!