Copyright © 2016 Wayne L Staley

Copyright © 2016 Wayne L Staley

Think Decide Action

Background

This presentation was given to a “EGR 105 Fundamentals of Engineering” class at the University of Wisconsin, Marathon Campus. My thanks to Mike Theiss, Senior Lecturer, UWMC, and Mark Vanderkooy, Product Development Engineer, Greenheck Fan, for providing the opportunity.

Students – thank you for making the class an enjoyable occasion . You were great. Study hard and be successful.

Background

The content of the presentation was taken from two publications.

Decisions - process Problem solving - method

Decision-making vs. Problem Solving

Illustration from: Decision-making in a Disruptive Reordering

Decision-making Consensus vs. Democracy

Process -a series of actions that produce something or that lead to a particular result. Decision-making is a process. Method - a means or manner of procedure, especially a regular and systematic way of accomplishing something. Orderly arrangement of parts or steps to accomplish an end. The procedures and techniques characteristic of a particular discipline or field of knowledge. Problem solving is a method.

Process vs. Method

Wikipedia

Situational assessment

Information – get the facts

Constraints and Criticality

Recommendations and options

Is a decision required?

Make the decision

Implement the decision -ACTION

Measure the effects

Impact on mission, goals, and values

1

2

3

4

5

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7

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10 Corrective action if needed

Decision-making A PROCESS


Objective vs. Subjective


Decision-making – real world



Decision-making – whole brained

Illustration from: The Little Boy Asked Why – The Search for Answers

Decision-release the fish

Photograph by Natalie Groshek Staley


Illustration courtesy of Phase Four Graphics LLC


Fact finding - go to the source

Problem statement - hungry

Photograph by Wayne L Staley

Illustration from: The Little Boy Asked Why – The Search for Answers


TAKE ACTION Photograph by Natalie Groshek Staley

Problem Solving – Teams

Copyright ©2016 Affinity Systems LLC

Problem Solving – Teams


Collaboration and Consensus

Copyright ©2016 Affinity Systems LLC Illustration from: ERP LESSONS LEARNED - STRUCTURED PROCESS

Empower the People

Copyright ©2016 Affinity Systems LLC Illustration from: ERP LESSONS LEARNED - STRUCTURED PROCESS

Quality FIRST


Illustration from: ERP LESSONS LEARNED - STRUCTURED PROCESS

Problem Solving – A METHOD


From: ERP LESSONS LEARNED - STRUCTURED PROCESS

Use situational analysis to increase awareness, define, and isolate constraints

• Separate situations from the background • Bring components sharply into focus using stratification • Identify target • Quantify



Perform a root cause analysis to identify the true cause of the problem.

• Define the problem in writing • Gather evidence •The Five Why’s • Illustrate in visual terms – flowchart, photograph, illustration, video • State in mathematical terms if possible • Separate the symptoms from the problems



Flow Chart (Value Stream Mapping)

Check Sheet

Brainstorming

Nominal Group Technique

Pareto Chart

Cause and Effect (Fish bone Diagram)

Run Chart

Stratification

Histogram

Scatter Diagram

Control Chart

Process Capability

Force Field Analysis

Problem Identification

Problem Analysis

Problem Solving-Graphical Techniques


Problem Solving- The Five (5) Whys

5 Whys is an iterative interrogative technique used to explore the cause-and-effect relationships underlying a particular problem.[1] The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question "Why?" Each question forms the basis of the next question. The "5" in the name derives from an anecdotal observation on the number of iterations needed to resolve the problem. Wikipedia

https://en.wikipedia.org/wiki/Skill�

https://en.wikipedia.org/wiki/Causality�

https://en.wikipedia.org/wiki/5_Whys�

https://en.wikipedia.org/wiki/Root_cause�

https://en.wikipedia.org/wiki/Root_cause�

https://en.wiktionary.org/wiki/defect�

Theory of Constraints

Constraint Sequence – Pareto Chart

Current process time

Objective – find and work on the right problem Copyright ©2016 Affinity Systems LLC

Process – Action performed on input Output-Where it goes Inputs into the process

From department or person How reported Problems or constraints Volume Transaction volume Controls Cost General notes and insights Frequency

Real-time Minute Hour

Actions (what to do) Who must take action How long does it take Time constraint Cost Problems or constraints Waste

What How much Solutions

What Description

Final form Who gets it How is it reported Special requirements


I/O Chart (Input/Process/Output)

Every step requires problem identification, quantification, options, and decision-making

Flow Chart


Illustration from: ERP LESSONS LEARNED - STRUCTURED PROCESS

Analyze the problem and potential solutions. Apply the principles for thinking to develop, and test future state solutions. Work beyond the obvious and the quick fix.

Problem solving is granular and works in both directions, either viewing the problem through a microscope or telescope. Change the perspective.

Break all the observations into time elements.



• Analyze a problem in reverse • Make the solution visual • Disprove the solution • Test solution • Think through consequences • Experiment • Critical review - Ask what if, why not and so what • Make a decision - fix, ignore, or postpone



Innovation is a trained process. Knowledge Creativity innovation



• Curiosity • Thinking and analyzing • Collaboration and networking • Trial and error • Results • Honest feedback • Test solution • Communicate to all involved • Implement solutions • Measure • Correct and re-test if necessary



Ownership needs to start and end with the project team. Empower the team, so they own the project.

Using the functional team approach, this step is nearly automatic. When management or consultants install the new process, this is a specific set of predefined actions.

• Operational state • Ownership • Follow-up • Measurement is ongoing • Keep looking for new opportunities to improve



Once ownership is established and the team starts the documentation step, they will find ways to simplify and standardize the process. Make the improvements stick by designating the process as “the proper way to do it” until superseded with a new iteration. This step is necessary. It holds the gains and establishes a platform for future improvement, while creating a culture of quality and continuous improvement.



• Document and make the change transparent across the organization • Simplify • Standardize • Communicate the new process and train as needed • Continually measure the new way and improve as needed



All talk and no walk is a waste of time.

All the decisions, problem solving methods, study and hard work are waste unless it leads to constructive

Think Decide Action

Documents

Copyright © 2016 Wayne L Staley