ng bb 40 solution selection

National GuardBlack Belt Training


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Module 40

Solution Selection

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CPI Roadmap – Improve

Note: Activities and tools vary by project. Lists provided here are not necessarily all-inclusive.

TOOLS

•Brainstorming

•Replenishment Pull/Kanban

•Stocking Strategy

•Process Flow Improvement

•Process Balancing

•Standard Work

•Quick Change Over

•Design of Experiments (DOE)

•Solution Selection Matrix

• ‘To-Be’ Process Mapping

•Poka-Yoke

•6S Visual Mgt

•RIE

ACTIVITIES• Develop Potential Solutions

• Develop Evaluation Criteria

• Select Best Solutions

• Develop Future State Process Map(s)

• Develop Pilot Plan

• Pilot Solution

• Develop Full Scale Action/

Implementation Plan

• Complete Improve Gate

1.Validate the

Problem

4. Determine Root

Cause

3. Set Improvement

Targets

5. Develop Counter-

Measures

6. See Counter-MeasuresThrough

2. IdentifyPerformance

Gaps

7. Confirm Results

& Process

8. StandardizeSuccessfulProcesses

Define Measure Analyze ControlImprove

8-STEP PROCESS

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3Solution Generation and Selection

Learning Objectives

Know some of the principles of creative idea generation

Apply the idea generation brainstorming tools

Use tools to select and prioritize improvement ideas

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Sources of Solutions

GenerateImprovement

Ideas

Root Causes

Project Goals

“Discoveries”During Analysis

Ideas from OtherProjects

Brainstorming

PerformanceTargets

Focus on one root cause at a time. Start with the root causes determined to have the biggest contribution to the problem statement.

Best Practices

BenchmarkIdeas

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Solution Generation – Strength in Numbers

Both the strengths and the number of potential solutions generated have a huge impact on the strength of the final improvement solution selected

It is best to exhaust all of the ideas that the team can produce

Often, the best potential solutions emerge toward the end of intense creativity efforts when everybody has many details fresh in mind related to the problem at hand

The synthesis portion involves taking best characteristics from all the potential solutions to generate stronger solutions - the more potential solutions available to explore, the more opportunities for uncovering ideas for improvements

The selection portion involves deciding which solution improvements to implement

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Generating Solutions

You need to generate as many potential solutions as possible for each root cause

Later in the process, you will narrow down, build on and combine these ideas into single solutions - at that point, the team will have two options:

Select the best solution for each function and then integrate them into one overall solution

Integrate different combinations of solutions into different overall solutions and select the best overall solution

But now you need to generate as many ideas as possible

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Principles for Generating Solutions

Generating potential solutions is a very creativeprocess

Creativity methods and tools offer enormous value

Potential solutions are often best generated by individuals

Refining and synthesizing potential solutions is usually best performed in groups

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Building on Creative Ideas

Far-FetchedIdea

Kernel ofSomething

Useful

Threshold ofAcceptability

Good Idea –Could Implement

PerfectIdea

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Examples of Building on Creative Ideas

Far-FetchedIdea

Kernel ofSomething

Useful



PerfectIdea

StopAnsweringthe Phone

EducateCustomers So WeGet Fewer Calls

Far-FetchedIdea

Kernel ofSomething

Useful



PerfectIdea

Lie toCustomers

ExpandCustomization

Capability



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Idea Generation

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Brainstorming – Used in Analyze Phase

Brainstorming is a structured method of generating unconstrained ideas/solutions and gaining engagement/involvement in the improvement process

It produces many ideas/solutions in a short time

It facilitates the creative thinking process

It separates idea generation from the organizing/assessment of the ideas

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Rules for Effective Brainstorming

DO

Allow individuals to complete their thoughts

Build on existing ideas

Be brief when stating an idea

Organize, categorize, and evaluate only after the session

Strive for quantity

Don’t

Criticize ideas (allow “idea assassins”)

Make judgments as ideas are being offered

Paraphrase an individual’s idea when scribing

Dominate the session

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Creative Thinking - Twenty Questions

Useful to “tear apart” an existing process or service and challenge all current assumptions prior to developing the next generation

Current Method

What happens?

Where is it done?

When is it done?

Who does it?

How is it done?

ReasonWhy do it? Why do it

there?Why do it then?

Why them? Why do it this way?

BetterWay

Can we do something else?

Can we do it somewhere else?

Can we do it some other time?

Can somebody else do it?

Can we do it some other way?

New IdeasWhat should we do?

Where should it be done?

When should it be done?

Who should do it?

How should it be done?

What? Where? When? Who? How?

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Creative Thinking - Six Thinking Hats

White – Just the Facts – Facts, data, verifiable information

Red – Emotional –How do people feel, how will people feel

Black – Cautious –What can go wrong, risk identification

Blue – Process –Monitors use of the other hats

Green – Creative –Idea generation, out of the box

Yellow – Optimist –What are the opportunities

White

“Just theFacts”

Yellow

Optimist

Green

Creative

Blue

Process

Black

Cautious

Red

Emotional

Another tool that may help the team reach a good decision on the

best concept is the Six Thinking Hats Technique.

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How To Use The Six Thinking Hats

Method 1 – Everyone has a different hat (variants)

A thinker puts on or takes off one of the hats

A facilitator asks a thinker to put on or take off one of the hats

All thinkers put on one hat for a period of time

Each thinker is assigned a different hat to wear for a period of time

All thinkers wear hats they do not “normally” wear

Method 2

Everyone (except facilitator) wears the same hat

Facilitator (blue hat) indicates when to change hats and what hat to wear

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Everyone brings assumptions to the problem-solving table. Such assumptions can reflect what we know or, as is often the case, what we think we know

Challenging conventional assumptions about your problem can help you turn obstacles into opportunities

Work to escape the self-imposed constraints that traditional assumptions often create


Challenge Assumptions

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Random Word

This technique helps teams approach problems from different perspectives rather than through patterned ways of thinking

Pick a word, any word, and use what comes to mind to see if it applies to your problem

For example, what comes to mind when you think of the word “Satellite” as it relates to an Accounts Receivables problem? (e.g., e-Payment)

When that word is exhausted, pick another word

1 2 3 4 5

1 Skeleton Room Treadmill Oven Filter

2 Valley Fruit Library Purse Molecule

3 Maze Water Air Earth Money

4 Tunnel Altar Diamond Army Computer

5 Amoeba Anvil Bait Balloon Bible

6 Algebra Alphabet Child Lamp Leg

7 Menu Prison Monster Muscle Nest

8 Pepper Pill Satellite Pod Ring

9 Rainbow Rudder Safe Sauce Saloon

10 Ice Index Key Ladder Landslide Lever

Accounts Receivable (First Word: Satellite)

1 2 3 4 5

1 Skeleton Room Treadmill Oven Filter

2 Valley Fruit Library Purse Molecule

3 Maze Water Air Earth Money

4 Tunnel Altar Diamond Army Computer

5 Amoeba Anvil Bait Balloon Bible

6 Algebra Alphabet Child Lamp Leg

7 Menu Prison Monster Muscle Nest

8 Pepper Pill Satellite Pod Ring

9 Rainbow Rudder Safe Sauce Saloon

10 Ice Index Key Ladder Landslide Lever

Accounts Receivable (First Word: Satellite)

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Random Personality

Similar to Random Word, this technique also helps teams approach problems from different perspectives rather than through patterned ways of thinking

Pick a well known personality, real or imaginary, and use what comes to mind to see if it applies to your problem

For example, “How would Mickey Mouse approach this?” – “have fun,” “control crowds,” etc.

When that personality is exhausted, pick another personality

General Patton Genghis Kahn Mickey Mouse

Fay Ray Madonna The Beatles

Bill Gates Jack Welch Our General

Sgt. Smith Spiderman Superman

Batman Harry Potter Frodo

JFK Pres. Bush Winston Churchill



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Solution Selection

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Possible Solutions

Acceptable Solutions

Screen Out

“Show Stoppers”

Narrow List

Likely Solutions

Prioritized List

Only if brainstorming

generated many

different solutions.

Selection Flow Chart

Nominal Group

Technique

Benefit/Effort

MatrixPugh Matrix

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Screen Out Show Stoppers

Eliminate low payoff solutions

Screen against must criteria

Violate a law or regulation

Conflict with Organization policy, values, or strategy

Conflict with customer requirements

Require investments well beyond the scope of the project

Not be practical or feasible

Be too risky

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Use Nominal Group Techniques

Need a clarified list of items to choose from

Give each person a number of cards/slips of paper equal to the number of choices they will have (5-10)

Choose the “best” items, one per slip

One at a time, choose best item, item to eliminate, best item, etc. and give them a score, best item has most points

Record votes, number and total score to serve as a basis for discussion

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Eliminate all high effort/low payoff solutions from further consideration

Solution Selection Matrix (PICK Chart)

A payoff matrix looks at the relationship of benefit and effort to reduce the number of solutions to address.

High

Low

Low High

Effort

Benefit

IMPLEMENT

POTENTIAL

CONSIDER

KILL

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The Benefit/Effort Matrix

Benefit

Amount of contribution to the issue being addressed

Financial benefits

“Moves the Y”

Effort

Amount of resources used to get benefit

Money spent – capital expenditures are more effort than non-capital

Time/effort needed

Breadth of coordination needed

Regulation/policy issues

High

Low

Low HighEffort

Benefit

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Process for Pugh Matrix

1. Create a list of criteria (usually before idea generation)

2. Weight the list of criteria (usually before idea generation)

3. Record a list of solutions

4. Initial screening of solutions

5. Compare the list of solutions to the weighted criteria – score each

6. Total scores for each solution – discuss results

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Pugh Matrix Example

We

igh

t

Imp

rov

ed F

ore

cas

t

Em

plo

yee E

mp

ow

erm

en

t

Sm

art

Data

base

Fore

casti

ng M

AC

H

Hyb

rid

Pro

cess

Clearly defined roles and responsibilities 10 H H H H

Business Base Forecast drives staffing forecast. 15 H H

All Employees are addressed 13 H H

Order satisfied by need date 4 M M M H

Identifies the right person (skill match) 15 M M H H

Simple process 8 L H M L

Real time status of orders 1 M M M H

Provides exception visibility 2 M M M H

Real need dates on orders 10 M M M H

Measurable, trackable process 9 H H H H

Rapid identification of need to hire 10 M L L H

Efficient movement of people between teams 13 L M H H

Score 318 388 508 252 926

Blank = 0, L = 1, M = 3, H = 9

Criteria

Solutions

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Exercise: Generate & Prioritize Solutions

In small teams

For the GGA Budget Simulation, use one of the idea generation techniques:

Round-robin brainstorming

Brainstorming with Random word/personality

Twenty Questions

Six Thinking Hats

Challenging Assumptions

Use one of the idea selection techniques:

Payoff Matrix (PICK Chart)

Nominal Group Technique

Pugh Matrix

30 Minutes

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Solution Selection Matrix Template

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Term

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Root Cause Significance Rating ? 10 10 10 10 10 10

Potential Improvements ? Impact Rating

Offshore Costs 7 1 5 8 1 10 320 8

Commercial Terms 8 4 2 5 10 7 360 7

Quantity of Source Data 8 5 7 7 1 10 380 6

Reconciliation 10 10 10 1 10 10 510 6

Quality of Source Data 7 7 7 7 7 7 420 7

Training 8 7 10 5 8 10 480 6

Client (eg RCTI) 6 2 2 10 8 8 360 5

Job Setup 10 4 10 6 10 10 500 5

Payroll Close Date 8 10 1 1 1 8 290 8

Pre-Billing 10 8 6 8 2 10 440 5

Client Reporting Requirements 7 9 4 10 10 10 500 4

Delivery Method 9 1 1 5 5 7 280 9

Job Completion 7 10 1 7 5 10 400 3

Job Manager Requirements 9 7 5 4 8 9 420 2

O

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rall

Im

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Rati

ng

R

isk

Ra

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* Solutions ranked > 450 have been selected to be implemented

Required Deliverable

- Example -

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Implementation Plan Template

Required Deliverable

PROJECT NAME DIVISION GREEN BELT DATE

PROJECT SPONSOR SERVICE AREA / FUNCTION / SERVICE BLACK BELT

Implementation

NumberSolution

Control Action

NumberImprovement Action

Responsible

Individual/

Solution Owner

Issues/Barriers Risk MitigationTarget/ Actual

Complete DateCurrent Status/ Comments

1

2

3

4

5

6

7

8

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Takeaways

Now you should be able to

Describe some of principles of creative idea generation

Use Brainstorming to generate ideas

Use Nominal Group Technique, Benefit/Effort Matrix, and Pugh Matrix to prioritize a list of ideas

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What other comments or questions

do you have?

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Education

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number of potential

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