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meghan-griffin
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Contents
Topics/issues to be covered include:
1. Brainstorming2. Cause and Effect diagrams3. Pareto Charts
2
Objective of the training
to ensure a full understanding of the problem solving tools:
1. what they do
2. where to use them
3. how to use them
3
The “Bigger Picture” – the problem solving process
problemidentification
problemprevention
solutionimplementation
solutionevaluation
problemselection
problemanalysis
Problem/Issue
cause & effect
Pareto diagrams
Pareto diagrams
cause & effect
brainstorming
brainstorming
4
Brainstorming – why use it?
CREATING BIGGER
&BETTER IDEAS
to establish a common method for a team to creatively and efficiently generate a high volume of ideas on any topic
by creating a process that is free of criticism and judgement.
5
Brainstorming - what does it do?
1. encourages open thinking
2. gets all team members involved and enthusiastic
3. allows members to build on each others creativity
4. focused on one mission
5. high volume of creative ideas
6. encourages team work
7. encourages actions and commitment
6
Brainstorming - the steps involved
structured brainstorming
1. question stated and agreed upon
2. go around the room, each member in turn gives an idea
3. write ideas on flipchart / writing surface
4. pass as ideas are exhausted
5. review ideas list for clarity and discard any duplicates
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Brainstorming rules
1. everybody understands the question, issue or problem
2. let the mind freewheel
3. state that there are no right and wrong answers
4. challenge all practices
5. there may be many solutions
6. any member can pass at any time (structured)
7. encourage participation of all members
8. ideas are recorded with the same words of the speaker
9. keep the process moving and relatively short (5 - 20 mins)
10.preserve subtle differences of ideas
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brain storming - obstacles to creative thinking
thinking there is only one correct answer
fear of being wrong
fear of looking foolish
strong personalities dominating the session
failing to challenge the obvious
defining the problem correctly
not getting everybody involved - spark of ideas missing
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Cause & Effect - find and cure causes NOT symptoms
Why use a “fishbone diagram”?
To allow a team to identify, explore and display, in increasing detail, all of the possible causes related to a problem or condition to discover its root cause(s)
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Cause & Effect - what does it do ?
1. shows the relationship between the effect and all possible causes
2. categorises the cause of every problem / effect
3. encourages a team to focus on the content of the problem
4. creates a snapshot of collective knowledge and consensus of a team around a problem
5. focuses the team on causes, not symptoms
6. encourages team work
7. encourages actions and commitment
8. team members involved and enthusiastic
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Cause & Effect – the major cause categories
OR
“4M”
ManpowerMachineryMaterialsMethods
OR
“4P”
PersonnelPlantPoliciesProcedures
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Cause & Effect – using the cause categories
be flexible
production process machines (equipment)methods (how work is done)materials (components or raw materials)manpower (the human element)
service process policies (higher - level decision rules)procedures (steps in a task)plant (equipment and space)people (the human element)
both types environment (buildings, logistics and space)
measurement (calibration and data collection)
are frequently used
there is no perfect set or number of categories. make them fit the problem13
Cause & Effect - the steps involved
1. agree on one simple statement that describes the selected problem
2. place the problem statement in the head on the right hand side of the writing surface
3. draw major cause category bones to the backbone of the fishbone diagram
4. add cause riblets to the major cause category bones
5. add further riblets to show relationships between causes
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Cause & Effect exercise
EffectEffect
take 15 mins to construct a detailed fishbone / cause and effect diagram using the categories you have just agreed.
Cat. 1Cat. 1 Cat. 2Cat. 2
Cat. 3Cat. 3 Cat. 4Cat. 4
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poor petrol
mileage
methods
manpower materials
use wrong gears
poor hearing
radio too loud
can’t hear engine
drive too fast
impatience
alwayslate under-inflated tyres
poor design
difficult air valve stems
fuel mix too rich
mech. doesn’thave specs
carburettoradjustment
no record tyre pressure
poormaintenance
no awareness
poor training
“when in rome”
poor drivinghabits
wrong petrol type
no owner’smanual
don’t knowrecommendedpetrol type
no oil change
improper lubrication
don’t know right oilwrong oil
no owner’s manual
£
£
machinery
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Cause & Effect exercise
Pareto chart – focus on the key problems
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Why use a Pareto?
to focus efforts on the problems that offer the greatest potential for improvement by showing their relative frequency or size in a descending bar graph
Pareto chart - what does it do?
1. focuses team on causes that will have greatest impact if solved
2. based on proven Pareto principle: 20% of the sources cause 80% of any problem
3. displays relative importance of problems in simple, quickly interpreted, visual format
4. progress is highly visible, provides incentive to push for further improvement
5. helps prevent “shifting the problem” where the “solution” removes some causes but worsens others
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Pareto chart - how to construct
decide on the problem you want to know more about choose the causes of the problem
brainstorming existing data
choose the most meaningful unit of measure frequency cost hours
choose the time period of the study design the check sheet gather the necessary data using the check sheet
real time historical
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Pareto chart - rules
be prepared to use different units of measurement
data is collected over a sufficient period to be sure the data represent “typical” results during a “typical” cycle of the business
agree all definitions used - causes check sheets are easiest method for collecting
data include source, location and time period covered
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Summary – the problem solving process
problemidentification
problemprevention
solutionimplementation
solutionevaluation
problemselection
problemanalysis
Problem/Issue
cause & effect
pareto diagrams
pareto diagrams
cause & effect
brainstorming
brainstorming
22