home brew module 5 - advanced problem solving

Bundaberg Brewed DrinksHome Brew Program

MODULE 5Advanced Problem Solving Tools

DVD ProgramRussell Cummings

Course Materials

Before you start this course, print out the Workbook/Manual from the Home Brew Intranet site.If you do not have the manual, click on pause to

stop the DVD.You can pause and rewind anytime during this

video.Press Play to start DVD again when you have the

manual and are ready to proceed.

Home Brew Program 2010

Today’s Purpose

• To explore some different problem solving tools and how we can apply them at BBD


Advanced Problem Solving Tools and Processes

Understanding cause and effect

WHERE do we need to be in the future?

HOW do we get there? DEFINE THE

OUTCOMES and/or

PURPOSEWhere are we NOW?

The Simple Framework


DEFINE THE PROBLEM or

ISSUES

DEFINE SPECIFIC

STRATEGIES AND ACTIONS

Powerful Problem Solving Sequence

FORCE FIELD

POSITIVE

NEGATIVE

IISSSSUUEE

Growth

FundingProducts / Serv.

PeopleSales

Segmentation

Top 3 from Mindmap

1. People

2. Funding

3. Sales

Force Field each issue

Put into a One Page Plan

T I M I N G - Who & When A C T I O N P L A N SS T R A T E G I E S

One Page Plan W H E R EN O W

HOW

Mindmap the issuePareto the Mindmap for top 3



Sorting the trees from the wood • Consequences – the

inevitable outcome of failing to fix the Causes

• Complications – the evidence of failure, something is going wrong or is about to go wrong and needs to be fixed

• Causes – the roots of our problems. Organisational processes that are failing.


Causal Chain AnalysisIf you cannot:• explain the consequences

– you do not understand the issue• live with the consequences of an issue

– you have to identify and fix the cause• fix the cause

– you have to find an alternative way to avoid the consequences

• fully expose the consequences – your answer will be incomplete and thereby flawed


Causal Chain Analysis – Process

1. Group Discussion around the Topic of Interest2. Brainstorm and note those items that are “The

Evidence of Failure” that something is going wrong with the system

3. Consider the “Consequences” of these failures and determine the degree to which they impact the organisation

4. Agree upon the systems and processes that are failing and identify them as the “Causes of Failure” that need to be addressed

Identifying the Cause

Harder than it sounds

• When dealing with an issue very rarely do we get to the ‘root cause’

• If you don’t eliminate the root cause the problem will re-surface elsewhere

• 5 why’s is a very powerful tool to get to the real issue

Why?Why?Why?Why?Why?Why?Why?Why?Why?Why?

5 WHY’S


The Critical Issues – 4SThe barriers to achievement1. Systems & Processes

electronic, paper-based, current work practices 2. Structure & Resources

What structure is required to deliver the solution? What are the resource implications of making the change

happen, dollars, human and otherwise?3. Skills & Knowledge

staff competencies and travelling the corporate learning curve

4. Stakeholders & Commitment Motivating all stakeholders to be part of the solution.


Order departmentselects wrong components

Issue: Wrong Orders

Customers give wrongdetails when ordering

Customers don’tKnow their own systems

Orders notVerified byProcessing staff

Not enoughstaff

Sales staff don’t check order for accuracy

Sales staff too busy

PEOPLE

METHODS

Inexperiencedstaff in sales jobs

Don’t know Enough aboutour products

Received little training

Increased ordersoverwhelming department

Checkers ‘snowed under’

Customers expectUs to know what they want

EQUIPMENT

PROCESSENVIRONMENT

MATERIALS

The primary purpose of the CEDAC tool is to identify and list all the possible causes of problems and to then generate action plans. It helps you to think through causes of a problem thoroughly. The major benefit being that it pushes you to consider all possible causes of the problem, rather than just the ones that are obvious.

CEDAC


Cause & Effect Exercise

• Select a “meaty” issue that directly impacts your role and/or team and where it will be useful to determine the root cause of the problem and appropriate solutions.

• Apply the Causal Tree Analysis to your problem use: 5 Why’s, 4S, CEDAC.

• Analyse the issue using a range of C&E tools then develop a One Page plan.

Click on pause to stop the DVD.Press Play to start DVD again when you have finished the exercise


Alternatives

CRITERIA WeightOption 1

Retrench

30 15 25 20

25 12 15 20

15 8 8 10

30 15 5 10

TOTAL 100 50 53 60

Sales

Profit

Brand

Speed

Option 2

Sell Business

Option 3

Grow

Option 4

Merge

13

15

14

5

47

DECISION MATRIX


List the Alternatives

Define the Criteria

Decision Matrix Tips

• Spend the majority of your time, deciding and debating on the criteria and weightings.

• Most people spend their time arguing the scores.

• Use the tool in conjunction with other analysis eg. Financial analysis, as required.


Decision Matrix Exercise

Select a particular issue where you need to decide between a range of alternatives.

If you are unable to select an issue – discuss this with your Manager/Supervisor and agree a topic.

Use the Decision Matrix to assist in evaluating the alternatives.



Project Planning

Making it happen…

PROD


The 7P’s of Project Planning• Project Description: a concise statement• Products: Project deliverables• Priorities: When are deliverables required?• Pillars: What must be in place?• Pitfalls: What are the risks?• Plans: How will it happen?• Pass to: Who are the future owners?


Project Planning Exercise

• Select a project that you could plan out using the 7P’s. If you can’t think of one, use the question below.

Develop a 7P’s Project Plan for: “How we would incorporate the Home Brew

tools across the Company in everyday work?”



Summary

And in conclusion…

WHERE do we need to be in the future?

HOW do we get there? DEFINE THE

OUTCOMES and/or

PURPOSEWhere are we NOW?

The Simple Framework


DEFINE THE PROBLEM or

ISSUES

DEFINE SPECIFIC

STRATEGIES AND ACTIONS

Powerful Problem Solving Sequence

FORCE FIELD

POSITIVE

NEGATIVE

IISSSSUUEE

Growth

FundingProducts / Serv.

PeopleSales

Segmentation

Top 3 from Mindmap

1. People

2. Funding

3. Sales

Force Field each issue

Put into a One Page Plan

T I M I N G - Who & When A C T I O N P L A N SS T R A T E G I E S

One Page Plan W H E R EN O W

HOW

Mindmap the issuePareto the Mindmap for top 3



Sorting the trees from the wood • Consequences – the

inevitable outcome of failing to fix the Causes

• Complications – the evidence of failure, something is going wrong or is about to go wrong and needs to be fixed

• Causes – the roots of our problems. Organisational processes that are failing.

Why?Why?Why?Why?Why?Why?Why?Why?Why?Why?

5 WHY’S


The Critical Issues – 4SThe barriers to achievement1. Systems & Processes

electronic, paper-based, current work practices 2. Structure & Resources

What structure is required to deliver the solution? What are the resource implications of making the change

happen, dollars, human and otherwise?3. Skills & Knowledge

staff competencies and travelling the corporate learning curve

4. Stakeholders & Commitment Motivating all stakeholders to be part of the solution.


Order departmentselects wrong components

Issue: Wrong Orders

Customers give wrongdetails when ordering

Customers don’tKnow their own systems

Orders notVerified byProcessing staff

Not enoughstaff

Sales staff don’t check order for accuracy

Sales staff too busy

PEOPLE

METHODS

Inexperiencedstaff in sales jobs

Don’t know Enough aboutour products

Received little training

Increased ordersoverwhelming department

Checkers ‘snowed under’

Customers expectUs to know what they want

EQUIPMENT

PROCESSENVIRONMENT

MATERIALS

CEDAC


Alternatives

CRITERIA WeightOption 1

Retrench

30 15 25 20

25 12 15 20

15 8 8 10

30 15 5 10

TOTAL 100 50 53 60

Sales

Profit

Brand

Speed

Option 2

Sell Business

Option 3

Grow

Option 4

Merge

13

15

14

5

47

DECISION MATRIX


PROD


The 7P’s of Project Planning• Project Description: a concise statement• Products: Project deliverables• Priorities: When are deliverables required?• Pillars: What must be in place?• Pitfalls: What are the risks?• Plans: How will it happen?• Pass to: Who are the future owners?


Next StepsComplete your Exercises

Tools & TemplatesHome Brew Intranet Site

Next: Module 6 – Advanced Management


Thanks

Strategy into Action


home brew module 5 - advanced problem solving

Documents

issue home brew program

flawed home brew program

bbdhome brew program

exercisehome brew program

real issuehome brew

home brew intranet site

meaty issue

issue pareto