Copyright © 2016 Wayne L Staley
Think Decide Action
Background
This presentation was given to a “EGR 105 Fundamentals of Engineering” class at the University of Wisconsin, Marathon Campus. My thanks to Mike Theiss, Senior Lecturer, UWMC, and Mark Vanderkooy, Product Development Engineer, Greenheck Fan, for providing the opportunity.
Students – thank you for making the class an enjoyable occasion . You were great. Study hard and be successful.
Background
The content of the presentation was taken from two publications.
Decisions - process Problem solving - method
Decision-making vs. Problem Solving
Illustration from: Decision-making in a Disruptive Reordering
Decision-making Consensus vs. Democracy
Process -a series of actions that produce something or that lead to a particular result. Decision-making is a process. Method - a means or manner of procedure, especially a regular and systematic way of accomplishing something. Orderly arrangement of parts or steps to accomplish an end. The procedures and techniques characteristic of a particular discipline or field of knowledge. Problem solving is a method.
Process vs. Method
Wikipedia
Situational assessment
Information – get the facts
Constraints and Criticality
Recommendations and options
Is a decision required?
Make the decision
Implement the decision -ACTION
Measure the effects
Impact on mission, goals, and values
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10 Corrective action if needed
Decision-making A PROCESS
Illustration from: Decision-making in a Disruptive Reordering
Objective vs. Subjective
Illustration from: Decision-making in a Disruptive Reordering
Decision-making – real world
Illustration from: Decision-making in a Disruptive Reordering
Illustration from: Decision-making in a Disruptive Reordering
Decision-making – whole brained
Illustration from: The Little Boy Asked Why – The Search for Answers
Decision-release the fish
Photograph by Natalie Groshek Staley
Decision-making vs. Problem Solving
Illustration courtesy of Phase Four Graphics LLC
Decision-making vs. Problem Solving
Fact finding - go to the source
Problem statement - hungry
Photograph by Wayne L Staley
Illustration from: The Little Boy Asked Why – The Search for Answers
Decision-making vs. Problem Solving
TAKE ACTION Photograph by Natalie Groshek Staley
Problem Solving – Teams
Copyright ©2016 Affinity Systems LLC
Problem Solving – Teams
Illustration from: Decision-making in a Disruptive Reordering
Collaboration and Consensus
Copyright ©2016 Affinity Systems LLC Illustration from: ERP LESSONS LEARNED - STRUCTURED PROCESS
Empower the People
Copyright ©2016 Affinity Systems LLC Illustration from: ERP LESSONS LEARNED - STRUCTURED PROCESS
Quality FIRST
Copyright ©2016 Affinity Systems LLC
Illustration from: ERP LESSONS LEARNED - STRUCTURED PROCESS
Problem Solving – A METHOD
Copyright ©2016 Affinity Systems LLC
From: ERP LESSONS LEARNED - STRUCTURED PROCESS
Use situational analysis to increase awareness, define, and isolate constraints
• Separate situations from the background • Bring components sharply into focus using stratification • Identify target • Quantify
Copyright ©2016 Affinity Systems LLC
From: ERP LESSONS LEARNED - STRUCTURED PROCESS
Perform a root cause analysis to identify the true cause of the problem.
• Define the problem in writing • Gather evidence •The Five Why’s • Illustrate in visual terms – flowchart, photograph, illustration, video • State in mathematical terms if possible • Separate the symptoms from the problems
Copyright ©2016 Affinity Systems LLC
From: ERP LESSONS LEARNED - STRUCTURED PROCESS
Flow Chart (Value Stream Mapping)
Check Sheet
Brainstorming
Nominal Group Technique
Pareto Chart
Cause and Effect (Fish bone Diagram)
Run Chart
Stratification
Histogram
Scatter Diagram
Control Chart
Process Capability
Force Field Analysis
Problem Identification
Problem Analysis
Problem Solving-Graphical Techniques
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Problem Solving- The Five (5) Whys
5 Whys is an iterative interrogative technique used to explore the cause-and-effect relationships underlying a particular problem.[1] The primary goal of the technique is to determine the root cause of a defect or problem by repeating the question "Why?" Each question forms the basis of the next question. The "5" in the name derives from an anecdotal observation on the number of iterations needed to resolve the problem. Wikipedia
Theory of Constraints
Constraint Sequence – Pareto Chart
Current process time
Objective – find and work on the right problem Copyright ©2016 Affinity Systems LLC
Process – Action performed on input Output-Where it goes Inputs into the process
From department or person How reported Problems or constraints Volume Transaction volume Controls Cost General notes and insights Frequency
Real-time Minute Hour
Actions (what to do) Who must take action How long does it take Time constraint Cost Problems or constraints Waste
What How much Solutions
What Description
Final form Who gets it How is it reported Special requirements
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I/O Chart (Input/Process/Output)
Every step requires problem identification, quantification, options, and decision-making
Flow Chart
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Illustration from: ERP LESSONS LEARNED - STRUCTURED PROCESS
Analyze the problem and potential solutions. Apply the principles for thinking to develop, and test future state solutions. Work beyond the obvious and the quick fix.
Problem solving is granular and works in both directions, either viewing the problem through a microscope or telescope. Change the perspective.
Break all the observations into time elements.
Copyright ©2016 Affinity Systems LLC
From: ERP LESSONS LEARNED - STRUCTURED PROCESS
• Analyze a problem in reverse • Make the solution visual • Disprove the solution • Test solution • Think through consequences • Experiment • Critical review - Ask what if, why not and so what • Make a decision - fix, ignore, or postpone
Copyright ©2016 Affinity Systems LLC
From: ERP LESSONS LEARNED - STRUCTURED PROCESS
Innovation is a trained process. Knowledge Creativity innovation
Copyright ©2016 Affinity Systems LLC
From: ERP LESSONS LEARNED - STRUCTURED PROCESS
• Curiosity • Thinking and analyzing • Collaboration and networking • Trial and error • Results • Honest feedback • Test solution • Communicate to all involved • Implement solutions • Measure • Correct and re-test if necessary
Copyright ©2016 Affinity Systems LLC
From: ERP LESSONS LEARNED - STRUCTURED PROCESS
Ownership needs to start and end with the project team. Empower the team, so they own the project.
Using the functional team approach, this step is nearly automatic. When management or consultants install the new process, this is a specific set of predefined actions.
• Operational state • Ownership • Follow-up • Measurement is ongoing • Keep looking for new opportunities to improve
Copyright ©2016 Affinity Systems LLC
From: ERP LESSONS LEARNED - STRUCTURED PROCESS
Once ownership is established and the team starts the documentation step, they will find ways to simplify and standardize the process. Make the improvements stick by designating the process as “the proper way to do it” until superseded with a new iteration. This step is necessary. It holds the gains and establishes a platform for future improvement, while creating a culture of quality and continuous improvement.
Copyright ©2016 Affinity Systems LLC
From: ERP LESSONS LEARNED - STRUCTURED PROCESS
• Document and make the change transparent across the organization • Simplify • Standardize • Communicate the new process and train as needed • Continually measure the new way and improve as needed
Copyright ©2016 Affinity Systems LLC
From: ERP LESSONS LEARNED - STRUCTURED PROCESS
All talk and no walk is a waste of time.
All the decisions, problem solving methods, study and hard work are waste unless it leads to constructive
Think Decide Action