Problem solving skills by Dr. Waleed Abubakr

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A presentation by the WHO Capacity Buidling Consultant Dr. Waleed Abu Bakr to the staff of the Directorate General of Health Policy and Planning at the Federal Ministry of Health in Sudan

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<ul><li> Problem-Solving Skills FMOH/DGHPD Khartoum, Sudan Weekly Capacity Building Sessions WCBS-4 April 15, 2004 Dr. Walid Abubaker WHO TA/CB abubakerw@sud.emro.who.int </li> <li> Why Problem-Solving? Problem-solving skills create competencies required to: CHANGE IMPROVE GENERATE Work process (s)Deficiencies (ANI) Performance Results/measurable impacts </li> <li> The Statistical Approach to PS Change Measurement Measurement Problem solving PH Impact Results Measurement </li> <li> Problem-Solving Framework Problem Identification PI Step I Problem Development PD Step II Problem Solutions PS Step III Implementation Follow-up PFI Improvement Step VI </li> <li> Problem-Solving Cycle Step 6: Implement solution Step 5: Choose &amp; Design solution Step 4: Analysis &amp; Study Problem Step 3: Identify who will work on problem Step 1: Identify &amp; Prioritize opportunities for improvement Step 2: Define problem </li> <li> : </li> <li> : : : : : : : </li> <li> Problem-Solving Examples Poor Problem Statement Weakness in Problem Statement Improved Problem Statement Problem 1: We do not have a laboratory Problem statement contains only a cause Problem 2: We need more staff Problem statement contains a premature solution While suspected cases of TB should have sputum test, at present only 25 percent of cases are being tested Thirty percent of the patients arriving at the clinic are sent home without receiving care Problem 3: Our problem is Rashid. He is not a team player Problem statement blames person not systems Rashid never trained in team-building methods and techniques </li> <li> : : : , 57 % . , )( , , , , </li> <li> :- </li> <li> Methods of Measuring Problems Inputs ) ( Processes Outputs </li> <li> Problem-Solving System Model Input Basic input elements necessary for performance (resources, people, equipment, materials and others) Process Direct process of work performance (clinic, management, organization as a whole. Correlation between various elements of system, processes/sub-processes Output Correspondence to work results ST/LT impact influencing population (e.g. &gt; compliance to performance indicators/MM </li> <li> Problem-Solving Methodology Inputs Processes Outputs </li> <li> 001 ~~~~~ ~~~~~ 05 0 06 05 04 03 06 05 04 03 02 01 0 02 01 0 01 5 0 06 06 05 05 04 04 03 03 02 02 01 01 0 0 </li> <li> - 1 2 3 4 </li> <li> Problem-Solving PDCA Framework Plan Do Select and plan the change implement the change Act Check review and stabilize the change Monitor and evaluate the change </li> <li> Design/Redesign Problem-Solving Triangle Improvement Monitoring </li> <li> Problem-Solving Model Planned Change Measure Improve Measure Sustain Measure ST/IM/LT Impacts </li> </ul>