11
STRUCTURED PROBLEM STRUCTURED PROBLEM SOLVINGSOLVING
BYBY
Sirish BhamidipatiSirish Bhamidipati
2
OBJECTIVEOBJECTIVE
► Situational AwarenessSituational Awareness
► Problem IdentificationProblem Identification
► Identifying root causesIdentifying root causes
► Implementing ChangesImplementing Changes
► ControlControl
► ExamplesExamples
3
SITUATIONAL AWARENESSSITUATIONAL AWARENESS
► Define the processDefine the process
► Define AttributesDefine Attributes
► Customer RequirementsCustomer Requirements
► Set target valuesSet target values
4
DEFINE THE PROCESSDEFINE THE PROCESS
Understand the process and map it to arrive at a Understand the process and map it to arrive at a value flow diagramvalue flow diagram
ToolsTools
► Process mapProcess map
► Value Stream Mapping Value Stream Mapping
5
PROCESS MAPPROCESS MAP
Gives an overview of the process flow. Birds eye view Gives an overview of the process flow. Birds eye view of the processof the process
ProcedureProcedure
► Draw an activity tableDraw an activity table► Draw a process mapDraw a process map
6
ACTIVITY TABLEACTIVITY TABLE
S.NoS.No..
ActivityActivity Preceded Preceded byby
Total Total TimeTime
Start Start timetime
Finish Finish timetime
ActivitActivity Timey Time
Idle Idle timtimee
7
Operation (an activity that directly adds value)
Inspection (a check of some sort)
Transport (a movement of some thing)
Delay (a wait, e.g. for materials)
Storage (deliberate storage, as opposed to a delay)
Process mapping symbols derived from “Scientific Management”
Decision (exercising discretion)
Process mapping symbols derived from Systems Analysis
Direction of flow
Input or Output from the process
Activity
Beginning or end of process
PROCESS MAPPROCESS MAP
Bham/operations management/paul forester/pres.3/slide28
8
DEFINE ATTRIBUTESDEFINE ATTRIBUTES
VOC
Time
CostQuality
Transactions
9
CUSTOMER REQUIREMENTSCUSTOMER REQUIREMENTS
http://www.thecqi.org/Global/Images/QSG%20diagrams/surviving%20processes%20fig%201.gif
10
CUSTOMER REQUIREMENTSCUSTOMER REQUIREMENTS
http://www.patientflowtoolkit.ca/images/sipoc.gif
CTQ
11
SET TARGET VALUESSET TARGET VALUES
S.No.S.No. What my What my Customer Customer Wants (Wants (CTQCTQ))
SpecificationsSpecifications What I What I should do should do ((CTPCTP))
Target Target ValuesValues
12
PROBLEM IDENTIFICATIONPROBLEM IDENTIFICATION
Identify opportunities or issues that need to be addressed to Identify opportunities or issues that need to be addressed to improve one’s competitiveness in the marketimprove one’s competitiveness in the market
ToolsTools
► Affinity diagram and brainstormingAffinity diagram and brainstorming
► Nominal Group technique and Multi VotingNominal Group technique and Multi Voting
► Bench markingBench marking
► HistogramsHistograms
13
AFFINITY DIAGRAM AND AFFINITY DIAGRAM AND BRAINSTORMINGBRAINSTORMING
A technique that ensures the strength in a team is A technique that ensures the strength in a team is leveraged and ideas and issues are grouped leveraged and ideas and issues are grouped according to similarities, it is an idea generation according to similarities, it is an idea generation techniquetechnique
14
ProcessProcess
► Select a team of individuals preferably from various depts.Select a team of individuals preferably from various depts.► Restrict team size to 8 members including a facilitatorRestrict team size to 8 members including a facilitator► Use tools such as drawing boards to write down ideasUse tools such as drawing boards to write down ideas► List down the various ideasList down the various ideas► Group them under similar categoriesGroup them under similar categories
CTQ’sCTQ’s
► Avoid confrontationAvoid confrontation► Avoid cross talkAvoid cross talk► Involve every bodyInvolve every body► Do not be judgmentalDo not be judgmental
AFFINITY DIAGRAM AND AFFINITY DIAGRAM AND BRAINSTORMINGBRAINSTORMING
15
AFFINITY DIAGRAM AND AFFINITY DIAGRAM AND BRAINSTORMINGBRAINSTORMING
ExampleExample
How to implement a process of continual How to implement a process of continual improvement throughout the organisation? improvement throughout the organisation? Which causes of waiting time in the hospital Which causes of waiting time in the hospital should we be working on?should we be working on?
http://www.tin.nhs.uk/index.asp?pgid=1129<
16
AFFINITY DIAGRAM AND AFFINITY DIAGRAM AND BRAINSTORMINGBRAINSTORMING
http://www.tin.nhs.uk/index.asp?pgid=1129<
17
AFFINITY DIAGRAM AND AFFINITY DIAGRAM AND BRAINSTORMINGBRAINSTORMING
http://www.tin.nhs.uk/index.asp?pgid=1129<
18
NOMINAL GROUP TECHNIQUE AND NOMINAL GROUP TECHNIQUE AND MULTIVOTINGMULTIVOTING
A technique that ensures that every member participates without A technique that ensures that every member participates without the chaos of a regular brainstorming activitythe chaos of a regular brainstorming activity
ProcessProcess
► Select Team as earlierSelect Team as earlier► The facilitator defines the issueThe facilitator defines the issue► The team is given 10 minutes to write down the ideas and rank The team is given 10 minutes to write down the ideas and rank
themthem► The ideas are shared without debateThe ideas are shared without debate► The facilitator notes down the ideasThe facilitator notes down the ideas► Duplicates are removedDuplicates are removed► If needed the exercise is repeated till a clear set of objectives If needed the exercise is repeated till a clear set of objectives
emergeemerge
19
After the Ideas are ranked, depending on the resources available the team can After the Ideas are ranked, depending on the resources available the team can work on key issueswork on key issues
This eliminates non contributing members/silent members from the group and is a This eliminates non contributing members/silent members from the group and is a constructive work practice constructive work practice
NOMINAL GROUP TECHNIQUE AND NOMINAL GROUP TECHNIQUE AND MULTIVOTINGMULTIVOTING
20
BENCHMARKINGBENCHMARKING
► The most serious problems/issues are those which The most serious problems/issues are those which compromise a firms competitiveness or processes compromise a firms competitiveness or processes stability and deliverystability and delivery
► The best way to find that out is to compare The best way to find that out is to compare ourselves with the competitors through a ourselves with the competitors through a benchmarking matrixbenchmarking matrix
21
HISTOGRAMHISTOGRAM
► A histogram is a simple graphical representation of A histogram is a simple graphical representation of data and is also referred to as the bell shaped data and is also referred to as the bell shaped curve.curve.
► It highlights the way in which data is arranged and It highlights the way in which data is arranged and also highlights the spread or variation, the basic also highlights the spread or variation, the basic properties (mean median and mode) and also the properties (mean median and mode) and also the central fitcentral fit
► It is applicable to normal distributions which It is applicable to normal distributions which account to almost 95% of data distributionsaccount to almost 95% of data distributions
22
HISTOGRAMHISTOGRAM
http://www.qualityadvisor.com/sqc/images/histogram2.JPG
23
HISTOGRAMHISTOGRAM
http://www.mathwave.com/img/art/faq_01.gif
24
HISTOGRAMHISTOGRAM
http://www.sixsigma-qi2.com/cap-imp.gif
25
HISTOGRAMHISTOGRAM
http://www.icpartnership.com/images/normaldist.jpg
26
ROOT CAUSE ANALYSISROOT CAUSE ANALYSIS
A process wherein we arrive at the root causes for the A process wherein we arrive at the root causes for the defects usually referred to as Critical to Process defects usually referred to as Critical to Process (CTP) variables(CTP) variables
ToolsTools
► 5 why’s5 why’s► Tree diagramTree diagram► Scatter plotScatter plot
27
5 WHY’S5 WHY’S
► A simple technique to identify the root causes for A simple technique to identify the root causes for any problemsany problems
► Here every question starts with a whyHere every question starts with a why
► To the answer add a prefix whyTo the answer add a prefix why
► This process is repeated till we run out of questions This process is repeated till we run out of questions or till the answer cannot be further broken downor till the answer cannot be further broken down
28
TREE DIAGRAMTREE DIAGRAM
DefinitionDefinition
This tool is used to break down broad This tool is used to break down broad categories into finer and finer levels of categories into finer and finer levels of detail. It can map levels of details of detail. It can map levels of details of tasks that are required to accomplish a tasks that are required to accomplish a goal or task. It can be used to break goal or task. It can be used to break down broad general subjects into finer down broad general subjects into finer and finer levels of detail. Developing the and finer levels of detail. Developing the tree diagram helps one move their tree diagram helps one move their thinking from generalities to specifics.thinking from generalities to specifics.
http://en.wikipedia.org/wiki/Seven_Management_and_Planning_Tools#Interrelationship_Diagraph
29
TREE DIAGRAMTREE DIAGRAM
ExampleExample
► The Pearl River, NY School District, a 2001 recipient of The Pearl River, NY School District, a 2001 recipient of the Malcolm Baldrige National Quality Award, uses a the Malcolm Baldrige National Quality Award, uses a tree diagram to communicate how district-wide goals tree diagram to communicate how district-wide goals are translated into sub-goals and individual projects. are translated into sub-goals and individual projects. They call this connected approach “The Golden They call this connected approach “The Golden Thread.” Thread.”
► The district has three fundamental goals. The first, to The district has three fundamental goals. The first, to improve academic performance, is partly shown in the improve academic performance, is partly shown in the figure below. District leaders have identified two figure below. District leaders have identified two strategic objectives that, when accomplished, will strategic objectives that, when accomplished, will lead to improved academic performance: academic lead to improved academic performance: academic achievement and college admissions.achievement and college admissions.
http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.html
30
TREE DIAGRAMTREE DIAGRAM
http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.html
31
TREE DIAGRAMTREE DIAGRAM
http://www.asq.org/learn-about-quality/new-management-planning-tools/overview/tree-diagram.html
Lag indicators are long-term and results-oriented. The lag indicator for academic achievement is Regents’ diploma rate: the percent of
students receiving a state diploma by passing eight Regents’ exams.
Lead indicators are short-term and process-oriented. Starting in 2000, the lead indicator for the Regents’ diploma rate was performance on
new fourth and eighth grade state tests.
Finally, annual projects are defined, based on cause-and-effect analysis, that will improve performance. In 2000–2001, four projects
were accomplished to improve academic achievement.
32
SCATTER PLOTSCATTER PLOT
► A graphical representation of the relationship A graphical representation of the relationship between two variablesbetween two variables
► It is related to the correlation concept and conveys It is related to the correlation concept and conveys to the viewer the type and extent of relationship to the viewer the type and extent of relationship between the two variablesbetween the two variables
► Can be arrived at through Excel®Can be arrived at through Excel®
33
SCATTER PLOTSCATTER PLOT
http://support.sas.com/documentation/cdl/en/procstat/63032/HTML/default/images/corrgx.png
A
B
C
D
34
IMPLEMENTING CHANGESIMPLEMENTING CHANGES
►SS – Select a process – Select a process
►MM – Measure and understand the issues – Measure and understand the issues
►AA – Arrive at concrete benefits – Arrive at concrete benefits
►RR – Review periodically with process owners – Review periodically with process owners
►TT – Top management buy in and support – Top management buy in and support
►EE – Implement through Examples – Implement through Examples
►RR – Report to one and all – Report to one and all
35
IMPLEMENTING CHANGESIMPLEMENTING CHANGES
Process Management
People
KeyChallenges
36
IMPLEMENTING CHANGESIMPLEMENTING CHANGES
Knowledge Creation Usability
Penetration
KeyAspects
37
CONTROLCONTROL
► Periodic review of goals and targets vis-à-vis once Periodic review of goals and targets vis-à-vis once performance is essential to understand one’s progressperformance is essential to understand one’s progress
► The same tools such as process flow charts, SIPOC The same tools such as process flow charts, SIPOC analysis and benchmarking can serve as control analysis and benchmarking can serve as control measuresmeasures
► It involves comparing the It involves comparing the as isas is with the with the to be’sto be’s
► Histograms and other statistical tools can be then used Histograms and other statistical tools can be then used to arrive at actual shift between the past and presentto arrive at actual shift between the past and present
38
EXAMPLESEXAMPLES
► PDCAPDCA
► DMAICDMAIC
► DMADVDMADV
► RDMAICSRDMAICS
39
THANK YOUTHANK YOU