structured problem solving

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STRUCTURED PROBLEM STRUCTURED PROBLEM SOLVINGSOLVING

BYBY

Sirish BhamidipatiSirish Bhamidipati

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OBJECTIVEOBJECTIVE

► Situational AwarenessSituational Awareness

► Problem IdentificationProblem Identification

► Identifying root causesIdentifying root causes

► Implementing ChangesImplementing Changes

► ControlControl

► ExamplesExamples

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SITUATIONAL AWARENESSSITUATIONAL AWARENESS

► Define the processDefine the process

► Define AttributesDefine Attributes

► Customer RequirementsCustomer Requirements

► Set target valuesSet target values

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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

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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

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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

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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

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DEFINE ATTRIBUTESDEFINE ATTRIBUTES

VOC

Time

CostQuality

Transactions

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CUSTOMER REQUIREMENTSCUSTOMER REQUIREMENTS

http://www.thecqi.org/Global/Images/QSG%20diagrams/surviving%20processes%20fig%201.gif

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CUSTOMER REQUIREMENTSCUSTOMER REQUIREMENTS

http://www.patientflowtoolkit.ca/images/sipoc.gif

CTQ

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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

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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

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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

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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


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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<

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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

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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

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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

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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

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HISTOGRAMHISTOGRAM

http://www.qualityadvisor.com/sqc/images/histogram2.JPG

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HISTOGRAMHISTOGRAM

http://www.mathwave.com/img/art/faq_01.gif

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HISTOGRAMHISTOGRAM

http://www.sixsigma-qi2.com/cap-imp.gif

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HISTOGRAMHISTOGRAM

http://www.icpartnership.com/images/normaldist.jpg

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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

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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

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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

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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

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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.

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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®

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SCATTER PLOTSCATTER PLOT

http://support.sas.com/documentation/cdl/en/procstat/63032/HTML/default/images/corrgx.png

A

B

C

D

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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

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Process Management

People

KeyChallenges

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Knowledge Creation Usability

Penetration

KeyAspects

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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

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EXAMPLESEXAMPLES

► PDCAPDCA

► DMAICDMAIC

► DMADVDMADV

► RDMAICSRDMAICS

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THANK YOUTHANK YOU

structured problem solving

Documents

process activity

process flow

process procedure

brainstorming http

histogram http

process ctp variables

delay process mapping

judgmental affinity