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Tesseract Management Systems / Managing by Design / 2 Sep 02 - 1 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up INTRODUCTION TO PROBLEM SOLVING Date Location

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 2 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up BALANCING NAILS In your teams: n Can you balance one nail on the head of the nail hammered into the wood? n Can you balance two nails on the head of the nail hammered into the wood? (at the same time etc. etc - there is no trick in this!) n Make an estimate in your team as to how many nails you can balance at once n Demonstrate it n Can you balance 30 nails???

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 3 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up INTRODUCTION TO PROBLEM SOLVING Objectives: n To understand the need for a problem solving methodology and problem solving tools n To understand the steps of the PROBLEM approach and the tools and disciplines that support these n To be able to apply the approach to real problems n To be able to select and apply the appropriate problem solving tool for the task in hand n To know how we can develop our problem solving skills beyond this training session n To have fun

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 4 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up INTRODUCTION TO PROBLEM SOLVING Agenda: n Introduction n Problem solving approach (review of pre-reading) n Problem solving tools n Process simulation n Working through the stages of improvement

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 5 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up SYNDICATE BRIEF In your syndicates, consider the following questions: n What are the criteria for choosing to use a disciplined Problem Solving approach what are the characteristics of the situations where it would be beneficial? n What would be the benefits of applying PS approach in these situations? Why would we bother? You have 30 minutes for the syndicate Be prepared to feed back your answers

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 6 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up WHY DO IMPROVEMENTS FAIL? Think back to improvement initiatives that you have been involved in or subject to in the past. What examples have you seen of shortcomings?

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 7 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up WHY DO IMPROVEMENTS FAIL? Some examples from our experience: n Different departments saw the problem differently n People leap to solutions rather than identify the real issue - symptoms instead of root cause n Solutions are adopted before their implications are fully considered n Once the fire has stopped blazing people think that the problem is solved n The solution implementation isnt properly managed n Nobody notices that the solution isnt actually working properly n When the focus shifts elsewhere, things drift back to how they were

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 8 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up A DISCIPLINED APPROACH Wouldnt it be nice if we could be sure that all of that could never happen We could then trust all sorts of people to solve their own problems!

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 9 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Examples of Why Improvements Fail n Different departments saw the problem differently n People leap to solutions rather than identify the real issue n Solutions are adopted before their implications are fully considered n Once the fire has stopped blazing people think that the problem is solved n The solution implementation isnt properly managed n Nobody notices that the solution isnt actually working properly n When the focus shifts elsewhere, things drift back to how they were A Clear Process to Address Common Deficiencies - Step by Step Ensure everybody has a shared view of the problem or issue Focus in identifying the real cause before leaping to solutions Ensure a range of possible solutions is considered Balance quick fixes with longer term improvement plans Ensure that the implementation is properly managed as a project Ensure the solution is evaluated and its effectiveness monitored Bolt the solution into the day-to- day management routines Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 10 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up PROBLEM SOLVING PROCESS ProblemNot idea or solution SolvingNot avoiding or quick-fix ProcessNot ad-hoc or as the wind blows Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 11 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up PROFILE What exactly is the situation we want to improve? How do we know if we have a problem? What happens at the moment? How will we know if weve made any improvement? Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 12 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up ROOT CAUSE What could the possible root causes be? n Opening up our thinking Based on what we know, which are the most probable root causes? n Closing down to a conclusion Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 13 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up OPTIONS What are the possible solutions we could adopt? n Creativity techniques n Literature survey, Benchmarking n Discussion groups, Visits Do they cover the short term and the long term? Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 14 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up BALANCE Which solution are we going to implement? What short-term measures should we consider? How will we put the solution in place? Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 15 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up LAUNCH How will we manage the implementation? How will we ensure the quality of the solution? Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 16 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up EVALUATE How do we make sure we know we have improved the situation? How do we improve our own approach in these improvement activities? Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 17 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up MAINTAIN How do ensure a permanent fix? How do we make sure others know of our success? Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 18 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up DATA/MEASURE And most important of all Get the FACTS! In God we trust, all others bring data! Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 19 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up DIFFERENCES IN APPROACHES TO PROBLEM SOLVING The P.R.O.B.L.E.M. approach Time and effort spent PROBLEM SOLVING STAGES DefinitionInvestigationSolutionImplementationLiving with it traditional problem solving

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 20 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up TRADITIONAL APPROACH TO PROBLEM SOLVING? Start Does it work? End Dont mess about with it Did you mess about with it? Did any one you are responsible for mess about with it? Does anyone know you messed about with it? Will you catch a rocket anyway? You idiot! Nail him! Can it be fixed before your boss finds out? Youre in deep doo-doo! Resign Youre in luck - Fix it Hide it Youre sacked Will you Resign? Youre an even bigger idiot! Dump it in the skip No Yes

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 21 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain REVIEW OF PRE-READING How did you get on? Whirlwind tour rather than long discussion

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 22 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up PROFILE Objective n To arrive at a clear definition of a workable and owned problem, which everyone involved understands and is based on hard facts Output n A statement of the situation as it is now and of the situation as it will be when the problem has been resolved. A clearly identified problem owner and quantification of the impact of resolving the problem Process n Identify the detail of the problem area/process /people; current output; problem owner; flowcharting; measures; quantification of benefit. Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain Exercise 4 Exercise 5 Quote

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 23 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up ROOT CAUSES Objective n To establish the most probable root cause of the whole problem, as opposed to identifying and dealing with symptoms Output n A cause, or group of causes, which can be shown by data to be the most likely real cause of the problem Process n Wide range of potential root causes - opening up. n Potential causes analysed and verified with data to establish the most probable cause or causes Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain Exercise 6 Quote

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 24 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up OPTIONS Objective n To identify a range of possible solutions which would eliminate the chosen root cause or causes, and which reflect an understanding of best practice. Output n A list of possible solutions to the problem. Process n Brainstorming sessions; use of creative design tools; literature survey; visiting companies with similar processes; canvassing opinions of others n Options as to how the solution will be implemented, or whether there needs to be a long-term ideal solution in conjunction with a short-term fix. Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain Exercise 7 Exercise 8 Quote

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 25 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up BALANCE Objective n To develop a comprehensive, efficient and detailed solution to the problem being addressed. Output n A complete solution, possibly with an associated short-term fix, & associated implementation plans. Process n Gathering and using data to weigh up which solution to implement; interim short-term measures; means of implementation; forward plan (training; communication; pilot; changes to procedures/ manuals; purchased items); flowchart of new process. Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain Exercise 9 Quote

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 26 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up LAUNCH Objective n To ensure that the implementation of the chosen solution is adequately resourced, & runs to plan. Output n The solution implemented with minimum disruption. Process n Executing implementation plan, including any preparation and purchasing activity; clearly defined owners; plotting progress against activities and milestones; analysing deviations; correction of progress issues; piloting solution; ensuring quality of the solution; change management Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain Exercise 10 Quote

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 27 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up EVALUATE Objective n To establish whether or not the chosen solution has eliminated the root cause of the problem. To review and improve the teams performance. Output n Data against specific measures to identify change of process output. Learning points for the team, individuals and the problem solving process itself. Process n Planned schedule of regular measurement; presentation and display of data n Review meeting; recommendations to amend the process. Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain Exercise 11 Quote

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 28 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up MAINTAIN Objective n To ensure that the implemented solution becomes the new way of working and that the problem, as defined, remains permanently fixed Output n A new set of standard operating procedures and, where relevant, a training and/or communication plan. Process n Re-writing procedures, standards and guidelines; training and education; measurement re- established; targets set for improvement; n Communication; recognition. Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain Exercise 12 Quote

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 29 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up CONTINUOUS IMPROVEMENT Exercise 2: Continuous Improvement How do you see Continuous Improvement as differing from Problem Solving? Why do we want to generate a continuous supply of problems? Exercise 2: Continuous Improvement How do you see Continuous Improvement as differing from Problem Solving? Why do we want to generate a continuous supply of problems?

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 30 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up PROBLEM SOLVING AND PROCESS IMPROVEMENT Process Improvement n Establishing the need for higher performance n Understanding current performance n Setting in place the means to increase it Starts with a desire Problem Solving n Stating the difference between expectations & reality n Understanding the real reasons for this difference n Addressing those reasons Starts with a regret Two sides of the same coin

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 31 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up PROBLEM SOLVING AND PROCESS IMPROVEMENT Customer needs and expectations Benchmarking & Design Current Process Performance Research & Analysis Company targets and objectives

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 32 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up PROBLEM SOLVING AND PROCESS IMPROVEMENT Start So how do we stop? Is there a gap? Compare performance against target Solve the problem Yes Increase the target No

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 33 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up CONTINUOUS IMPROVEMENT "Some men see things as they are and say why? I dream things that never were and say 'Why not?' Robert F Kennedy, American Politician "All progress is based upon a universal innate desire on the part of every organism to live beyond its income. Samuel Butler, English Novelist "Some men see things as they are and say why? I dream things that never were and say 'Why not?' Robert F Kennedy, American Politician "All progress is based upon a universal innate desire on the part of every organism to live beyond its income. Samuel Butler, English Novelist

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 34 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up TEAMWORK Exercise 1: When to use teamwork Which of the following tasks lend themselves to being addressed by a team, and which to being addressed by an individual? TeamIndividualEither/Both n Developing a new way of working n Calculating the cost of overtime n Resolving a customer complaint n Improving department performance n Implementing a policy change n Reviewing an individuals work Exercise 1: When to use teamwork Which of the following tasks lend themselves to being addressed by a team, and which to being addressed by an individual? TeamIndividualEither/Both n Developing a new way of working n Calculating the cost of overtime n Resolving a customer complaint n Improving department performance n Implementing a policy change n Reviewing an individuals work

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 35 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up PROBLEM SOLVING TEAM ROLES PROBLEM OWNER The Team's Customer describe the problem clearly agree problem with team leader remain engaged and involved ensure that: resources available; conflict resolved validate process and outcomes accept final solution support and champion implementation TEAM LEADER stay close to customer ensure team own project objectives motivate the team keep team to (PROBLEM) process ensure team members execute roles measure/maintain momentum resolve difficulties develop team members work toward facilitation TEAM MEMBER share objectives of the team enthusiastic of team activities openly voice ideas/concerns support team and its decisions question the process constructively conform to process practice and develop skills self-monitor & improve support team development FACILITATOR The Team's Guide guardian of PROBLEM process maintain process emphasis provide teaching/ training develop process skills of team provide feedback and coaching ensure team aware of issues/ problems develop company approach to projects

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 36 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 37 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up REVIEW Exercise 13: Reviewing teamwork Using the table from section 4.2, and thinking back to your most recent involvement in a team, how did they fare on the following: 0123 Understanding/involving the customer? Clarity of what we were doing and how? Teamwork and mutual support? Disciplined use of process and tools? Seeking real data, facts & information? Reviewing and improving our approach? Exercise 13: Reviewing teamwork Using the table from section 4.2, and thinking back to your most recent involvement in a team, how did they fare on the following: 0123 Understanding/involving the customer? Clarity of what we were doing and how? Teamwork and mutual support? Disciplined use of process and tools? Seeking real data, facts & information? Reviewing and improving our approach?

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 38 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up TEAMWORK "Revolutions need directions and exemplary leadership, but not heroes. Heroes subvert the fact that change comes about by lots of people taking action Bill Harris, American Radical 1976 "Revolutions need directions and exemplary leadership, but not heroes. Heroes subvert the fact that change comes about by lots of people taking action Bill Harris, American Radical 1976

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 39 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up THE DISCIPLINES OF THE PROBLEM SOLVING PROCESS Checklists: n State what has been addressed & what has not n Provides an opportunity for the team to review their work n Formalises milestone review points (gates) n Ensures common understanding between interested parties

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 40 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Success Results Time The Hope EXPECTATIONS OF THE PROBLEM SOLVING PROCESS

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 41 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up EXPECTATIONS OF THE PROBLEM SOLVING PROCESS Owner Expectn Results Time The Reality (without discipline) Team Result

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 42 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up EXPECTATIONS OF THE PROBLEM SOLVING PROCESS Success Results Time The Reality (with discipline) 1 2 3 4 5 6 7

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 43 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Bad TV picture PeopleEquipment Building Signal Children Lodger Aged UHF Cable VHF Fine Tuning Dying picture tube Interference (blender) Power Source Station Other Stations BuildingsDistance Geography Hills Product Defect Service Billing Error Shipping Error Totals Type of ComplaintTallyTotal 14 6 2 8 30 GROUP DECISION PRESENT TO MANAGING DIRECTOR APPROVAL GET NEW INFORMATION WRITE NEW PROCEDURE TRAIN MONITOR PROGRESS END OF PROJECT NO YES MAYBE ABCDEFGH 0 10 20 30 BGADHCEF 0 10 20 30 40 Current Situation Desired Situation Simple Description of the Problem Who is Affected? __________ When Does it Occur? __________ Where Does it Occur? __________ Quantification how much? how many? 0 10 20 30 51015202530 Effect Suspected Cause MOVE OFFICE METHODS EQUIPMENT PEOPLE MONEY Upkeep Lower Insurance Lower Rent Cost of Moving More rooms Meetings More Space Processing Private work Work Disrupted CloserAesthetics Customers Easier Access Wheel Chair Vehicles Protected Parking CriteriaCostTimeR.O.I. Alternatives 4 3 2 1 4 3 1 2 1 2 4 3 Total Buy press Recondition Do nothing Contract out 9 8 7 6 Activity \ Wk No.121314151617 Buy Machine Install Machine Test Systems Write Procedures Train Users PROBLEM SOLVING TOOLS What of the standard problem solving tools can you name? The best problem solving tools are usually: n Simple n Flipchart based Why?

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 44 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up BRAINSTORMING CAUSE & EFFECT CHECKSHEETS FLOWCHARTS GRAPHS/RUN-CHARTS PARETO DIAGRAM PROBLEM DEF SHEET SCATTER DIAGRAM SOLUTION EFFECT DIA. SOLUTION MATRIX GANTT CHART GROUP DECISION PRESENT TO MANAGING DIRECTOR APPROVAL GET NEW INFORMATION WRITE NEW PROCEDURE TRAIN MONITOR PROGRESS END OF PROJECT NO YES MAYBE Bad TV picture PeopleEquipment Building Signal Children Lodger Aged UHF Cable VHF Fine Tuning Dying picture tube Interference (blender) Power Source Station Other Stations BuildingsDistance Geography Hills Product Defect Service Billing Error Shipping Error Totals Type of ComplaintTallyTotal 14 6 2 8 30 ABCDEFGH 0 10 20 30 BGADHCEF 0 10 20 30 40 Current Situation Desired Situation Simple Description of the Problem Who is Affected? __________ When Does it Occur? __________ Where Does it Occur? __________ Quantification how much? how many? 0 10 20 30 51015202530 Effect Suspected Cause MOVE OFFICE METHODS EQUIPMENT PEOPLE MONEY Upkeep Lower Insurance Lower Rent Cost of Moving More rooms Meetings More Space Processing Private work Work Disrupted CloserAesthetics Customers Easier Access Wheel Chair Vehicles Protected Parking CriteriaCostTimeR.O.I. Alternatives 4 3 2 1 4 3 1 2 1 2 4 3 Total Buy press Recondition Do nothing Contract out 9 8 7 6 Activity \ Wk No.121314151617 Buy Machine Install Machine Test Systems Write Procedures Train Users TOOLS FOR PROBLEM SOLVING

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 45 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up TOOLS AND TECHNIQUES INVENTORY BRAINSTORMING CAUSE & EFFECT CHECKSHEETS FLOWCHARTS GRAPHS/RUN-CHARTS PARETO DIAGRAM PROBLEM DEF SHEET SCATTER DIAGRAM SOLUTION EFFECT DIA. SOLUTION MATRIX GANTT CHART GROUP DECISION PRESENT TO MANAGING DIRECTOR APPROVAL GET NEW INFORMATION WRITE NEW PROCEDURE TRAIN MONITOR PROGRESS END OF PROJECT NO YES MAYBE Bad TV picture PeopleEquipment Building Signal Children Lodger Aged UHF Cable VHF Fine Tuning Dying picture tube Interference (blender) Power Source Station Other Stations BuildingsDistance Geography Hills Product Defect Service Billing Error Shipping Error Totals Type of ComplaintTallyTotal 14 6 2 8 30 ABCDEFGH 0 10 20 30 BGADHCEF 0 10 20 30 40 Current Situation Desired Situation Sim ple Descripti on of the Probl em Who is Affecte d? __________ When Does it Occu r? __________ Where Does it Occur ? __________ Quantification how much? how many? 0 10 20 30 51015202530 Effect Suspected Cause MOVE OFFICE METHODS EQUIPMENT PEOPLE MONEY Upkeep Lower Insurance Lower Rent Cost of Moving More rooms Meetings More Space Processing Private work Work Disrupted CloserAesthetics Customers Easier Access Wheel Chair Vehicles Protected Parking CriteriaCostTimeR.O.I. Alternatives 4 3 2 1 4 3 1 2 1 2 4 3 Total Buy press Recondition Do nothing Contract out 9 8 7 6 Activity \ Wk No.121314151617 Buy Machine Install Machine Test Systems Write Procedures Train Users Little or no knowledge Can coach others Can use tool With helpWithout help Name _______________________

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 46 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up BRAINSTORMING n Rapid listing of ideas on a flipchart n Done in groups around a theme eg How can we solve... n Ideas spring out of other peoples suggestions (cross- fertilizing) n All suggestions are listed, and evaluation/discussion discouraged so as not to suppress creativity. n Called brainwriting if done individually

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 47 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Bad TV picture PeopleEquipment Building Signal Children Lodger Aged UHF Cable VHF Fine Tuning Dying picture tube Interference (blender) Power Source Station Other Stations BuildingsDistance Geography Hills CAUSE AND EFFECT Also known as ISHIKAWA or FISHBONE diagram n Structured Brainstorm n Problem is listed in box at far right n Categories of causes are proposed as legs n Brainstormed possibilities are written on the legs

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 48 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Product Defect Service Billing Error Shipping Error Totals Type ofComplaintTallyTotal 14 6 2 8 30 CHECKSHEETS n Event recording form n Expected events listed down left hand side n Mark made in tally column whenever event is observed n Marks are totalled to show simple event statistics

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 49 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up GROUP DECISION PRESENT TO MANAGING DIRECTOR APPROVAL GET NEW INFORMATION WRITE NEW PROCEDURE TRAIN MONITOR PROGRESS END OF PROJECT NO YES MAYBE FLOWCHARTS n Diagrammatic representation of a business process n Activities are drawn in boxes and linked by arrows to show the sequence n Diamonds can be used to show decisions which alter the next activity in the sequence n Can be used to plan projects and implementation (P.E.R.T.)

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 50 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up ABCDEFGH 0 10 20 30 GRAPHS AND RUN-CHARTS n Graphically illustrate data and event information n Commonly either in line or block (histogram) form n Enables trends, peaks and relative magnitude to be seen at a glance n Run chart is a graph which has time intervals as the X (bottom) axis

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 51 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up BGADHCEF 0 10 20 30 40 PARETO DIAGRAM n Specialised form of graph used to identify majority events n Data points are placed in order of decreasing magnitude n A cumulative line is drawn above the histogram n The point at which 80% of events are included is marked

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 52 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up PROBLEM DEFINITION SHEET n Form for ensuring that the problem is fully understood n Requires that the team both identify the current and desired situations and that the extent of the problem is clearly quantified

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 53 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up 0 10 20 30 51015202530 Effect Suspected Cause SCATTER DIAGRAM n Means of establishing whether a relationship exists between a suspected cause and the observed problem n Effect (value) is plotted against suspected cause (value) n The scatter of the points indicates whether there is a relationship and how strong it is

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 54 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up MOVE OFFICE METHODS EQUIPMENT PEOPLE MONEY Upkeep Lower Insurance Lower Rent Cost of Moving More rooms Meetings More Space Processing Private work Work Disrupted CloserAesthetics Customers Easier Access Wheel Chair Vehicles Protected Parking SOLUTION EFFECT DIAG. n Means of exploring the implications (good and bad) of a proposed solution n Solution is placed in leftmost box and group brainstorms the possible consequences n Diagram provides a basis to improve the quality of planning and reduce risk

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 55 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up CriteriaCostTimeR.O.I. Alternatives 4 3 2 1 4 3 1 2 1 2 4 3 Total Buy press Recondition Do nothing Contract out 9 8 7 6 SOLUTION MATRIX n Structured appraisal of alternatives n Criteria for making the selection are listed along the top n Alternative solutions are listed down the left n The extent to which each solution meets each criteria is assessed n A choice is made

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 56 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Activity \ Wk No.121314151617 Buy Machine Install Machine Test Systems Write Procedures Train Users GANTT CHART n Used to plan out implementation activities n Clearly identifies what, when and who n Can warn of any slippage and be used to determine implications or contingencies

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 57 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Bad TV picture PeopleEquipment Building Signal Children Lodger Aged UHF Cable VHF Fine Tuning Dying picture tube Interference (blender) Power Source Station Other Stations BuildingsDistance Geography Hills Product Defect Service Billing Error Shipping Error Totals Type of ComplaintTallyTotal 14 6 2 8 30 GROUP DECISION PRESENT TO MANAGING DIRECTOR APPROVAL GET NEW INFORMATION WRITE NEW PROCEDURE TRAIN MONITOR PROGRESS END OF PROJECT NO YES MAYBE ABCDEFGH 0 10 20 30 BGADHCEF 0 10 20 30 40 Current Situation Desired Situation Simple Description of the Problem Who is Affected? __________ When Does it Occur? __________ Where Does it Occur? __________ Quantification how much? how many? 0 10 20 30 51015202530 Effect Suspected Cause MOVE OFFICE METHODS EQUIPMENT PEOPLE MONEY Upkeep Lower Insurance Lower Rent Cost of Moving More rooms Meetings More Space Processing Private work Work Disrupted CloserAesthetics Customers Easier Access Wheel Chair Vehicles Protected Parking CriteriaCostTimeR.O.I. Alternatives 4 3 2 1 4 3 1 2 1 2 4 3 Total Buy press Recondition Do nothing Contract out 9 8 7 6 Activity \ Wk No.121314151617 Buy Machine Install Machine Test Systems Write Procedures Train Users BRAINSTORMING CAUSE AND EFFECT CHECKSHEETS FLOWCHARTS GRAPHS/RUN-CHARTS PARETO DIAGRAM PROBLEM DEF SHEET SCATTER DIAGRAM SOLUTION EFFECT DIA. SOLUTION MATRIX GANTT CHART WHERE TO USE THE PS TOOLS 123456 7 123456 7

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 58 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up INTRODUCING TESSECART plc World famous producers of racing chariots The Tessecart Mk 1 Prizewinning Chariot!

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 59 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up 12: Cart Production Foreman (1) Bodyshell Section Chargehand (5) Transmission Section Chargehand 9: QA Inspector 11: Stores Manager 10: Kanban Operative 1: Crashbar Fabricator 2: Floorpan Moulder 3: RH Chassis Welder 4: LH Chassis Welder 5: Inertia Engineer 6: Axle Grinder 7: Suspension Assembly 1 8: Suspension Assembly 2 INTRODUCING TESSECART plc Our Organisation: Production Department

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 60 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Bodyshell Section Transmission Section Stores QA SS S S S Scrap Finished Goods Max - Min Reference Minimum level Maximum level L 2 3 W 2 3 R 2 3 X 1 5 Y 1 3 S 2 8 Z 1 5 A 2 4 B 1 2 D 8 20 X 1 5 G 2 3 C 1 2 F 2 6 E 2 6 Z 2 5 Kanban Reference reorder level reorder quantity Tessecart Factory Layout 2 11 1/2 12 10/11 4 3/4 5/6 6 7/8 8 9/12 Operative Seating Position& required equipment

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 61 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up 1-56-1011-1516-20 Period Management Report for Time Period: A B C D E F G 0 - 1m 1 - 2m 2 - 3m > 3m QtyUnit CostTotal x 6 = x 10 = x 5 = x 1 = x 2 = x 3 = x = Total Material x 25 = StaffRate Total Labour QtyUnit ValueTotal x 100 = x 200 = x 300 = x 500 = Total Revenue Total Profit: C-(A+B) QtyUnit CostTotal x 6 = x 10 = x 5 = x 1 = x 2 = x 3 = x = Total Material x 25 = StaffRate Total Labour QtyUnit ValueTotal x 100 = x 200 = x 300 = x 500 = Total Revenue Total Profit: C-(A+B) QtyUnit CostTotal x 6 = x 10 = x 5 = x 1 = x 2 = x 3 = x = Total Material x 25 = StaffRate Total Labour QtyUnit ValueTotal x 100 = x 200 = x 300 = x 500 = Total Revenue Total Profit: C-(A+B) QtyUnit CostTotal x 6 = x 10 = x 5 = x 1 = x 2 = x 3 = x = Total Material x 25 = StaffRate Total Labour QtyUnit ValueTotal x 100 = x 200 = x 300 = x 500 = Total Revenue Total Profit: C-(A+B) A B C Stores Issues this Period Labour Cost this Period Revenu e this Period Net Profit this Period INTRODUCING TESSECART plc Our Reporting Systems

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 62 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up 1-56-1011-1516-20 Period Performance of Cart Production Department Net Profit this Period 1-56-1011-1516-20 Period +500 +400 +300 +200 +100 0 -100 -200 -300 +800 +700 +600 -400 -500 -600 INTRODUCING TESSECART plc Our Reporting Systems (continued)

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 63 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up R L W XY Z S ABD E F G C INTRODUCING TESSECART plc Component & Subassembly Index

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 64 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up TESSECART plc World famous producers of racing chariots So how did we do? n Volume? n Quality? n Profit? n Morale? n ?

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 65 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up TESSECART plc World famous producers of racing chariots From the Office of the Managing Director To Cart Production Foreman (whoever you are) SubjectY.A.Q. (yet another quality) Initiative Dear (please fill in your own name) I am pleased to inform you that after careful consideration (of all those managers who didnt make themselves scarce) we have selected you to pilot the new YAQ initiative. During your production run tomorrow afternoon you will be required to dramatically improve the performance of your process at no cost to us or you will be fired. We have had some air-head consultants demonstrate how poor our current management is (and that of course means you) and we have been persuaded to let them help you through some improvement process before we fire you. So buck up man (or woman are you sure we employ women Miss Cranshawe? not as management surely? what is the world coming to) and appreciate how much we are doing for you no other company would give you this opportunity it never happened in my day. Yours condescendingly (Fawn at this point) Hiram N. Firam XVII Senior. From the Office of the Managing Director To Cart Production Foreman (whoever you are) SubjectY.A.Q. (yet another quality) Initiative Dear (please fill in your own name) I am pleased to inform you that after careful consideration (of all those managers who didnt make themselves scarce) we have selected you to pilot the new YAQ initiative. During your production run tomorrow afternoon you will be required to dramatically improve the performance of your process at no cost to us or you will be fired. We have had some air-head consultants demonstrate how poor our current management is (and that of course means you) and we have been persuaded to let them help you through some improvement process before we fire you. So buck up man (or woman are you sure we employ women Miss Cranshawe? not as management surely? what is the world coming to) and appreciate how much we are doing for you no other company would give you this opportunity it never happened in my day. Yours condescendingly (Fawn at this point) Hiram N. Firam XVII Senior. Cartmemo

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 66 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain PROBLEM SOLVING! Please note: n This will be a rapid blast through Problem Solving n The real objective is to learn the tools and approach - not improve cardboard carts n We may leave some things incomplete & unresolved

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 67 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain PROFILE Objective n To arrive at a clear definition of a workable and owned problem, which everyone involved understands and is based on hard facts Output n A statement of the situation as it is now and of the situation as it will be when the problem has been resolved. A clearly identified problem owner and quantification of the impact of resolving the problem Process n Problem Definition Sheet n Flowchart n Pareto(?)

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 68 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Have we reviewed the following sources of information: process performance data; customer information/ feedback; cost of quality information; internal Service Level Agreements; previous problem solving actions? Has data been used to show the need for improvement, and has the need for improvement been defined in clear quantifiable terms? Is there a customer related reason for looking at this issue? Have we understood the customers requirements clearly in our own terms, and have we validated our specifications for the output against these? Have we checked whether the measures we are using are the same as the ones the customer of the process uses to know whether it is working or not? Have we understood the current process in detail by flowcharting what actually happens? Have we included all the inputs to the process, from whatever source? Do we fully understand the who, what, where, when and how of the process? Do we know who does each step of the process? Have we checked the flowchart with everyone involved in the process? Have we checked throughout the whole flowchart for any other (overt and covert) measures of its performance? Do we fully understand the measures that are being used to assess the process performance? (are they the best ones?) Do we know and understand all the measures used, both by those doing the task & by the customer? What is the situation we want to improve? How do we know if weve got a problem? What happens at the moment? Step Review:Score Understanding/involving the customer0123 Clarity of what we were doing and how0123 Teamwork and mutual support0123 Disciplined use of process and tools0123 Seeking real data, facts & information0123 Reviewing and improving our approach0123 Date step completed___/___/__ Tools Used? Flowcharting Interviews Questionnaires Problem Profile Sheet Action planning Cost Benefit analysis CHECKLISTPROFILE (Step 1) Project: Questions:Points to Consider Relevant?Done? Sign off: ____________________ Team Leader ____________________ Problem Owner ____________________ Facilitator Yes / No Tesseract Management Systems Yes / No Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 69 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain ROOT CAUSES Objective n To establish the most probable root cause of the whole problem, as opposed to identifying and dealing with symptoms Output n A cause, or group of causes, which can be shown by data to be the most likely real cause of the problem Process n Cause & Effect Diagram n Checksheet n Pareto n Scatter Diagram (?)

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 70 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Were the suggested formal techniques used to help encourage broader thinking? Have we avoided being constrained by known or ideal solutions, and pet theories or soapboxing? Were we open minded enough in our thinking to ensure some bizarre possibilities were included in our consideration? Have we generated a sufficiently wide a range of possible causes? Did the investigation focus initially on those causes that seem to be most relevant, going through by a process of elimination? Was the teams experience fully used in selecting the initial causes for investigation? Was data collected and analysed in starting to close down on the most probable causes or causes? Was the data collected analysed and displayed to show trends as well as showing absolute values? Has further data been collected from all relevant points in the process to verify the validity of the finally selected causes? Are we confident that we have elected to work on the root cause(s) with the greatest impact? If weve got more than one probable root cause have we prioritised the others for further investigation? What could the root cause(s) be? Based on what we know, what is the most probable root cause(s)? Step Review:Score Understanding/involving the customer0123 Clarity of what we were doing and how0123 Teamwork and mutual support0123 Disciplined use of process and tools0123 Seeking real data, facts & information0123 Reviewing and improving our approach0123 Date step completed___/___/__ Tools Used? Brainstorming Consensus reaching The five whys Fishbone diagrams Checksheets Pareto diagrams CHECKLISTROOT CAUSES (Step 2) Project: Questions:Points to Consider Relevant?Done? Sign off: ____________________ Team Leader ____________________ Problem Owner ____________________ Facilitator Yes / No Tesseract Management Systems Yes / No Graphs Scatter diagrams Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 71 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain OPTIONS Objective n To identify a range of possible solutions which would eliminate the chosen root cause or causes, and which reflect an understanding of best practice. Output n A list of possible solutions to the problem. Process n Brainstorming n Affinity Diagram n Hurdling n Trying things out - experimenting n (Low-hanging fruit?)

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 72 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Were the suggested formal techniques (brainstorming sessions, the use of creative design tools) used to help encourage creativity and broader thinking? Were we open minded enough to ensure some bizarre solutions were included in our thinking? Have we generated a sufficiently wide a range of possible solutions? Have undertaken a literature survey of relevant management and technical periodicals on the subject? Have we visited companies with similar processes, to see how their approach might provide possible solutions? Have we identified people who might have some experience on this subject and canvassed their opinions? Have we sought to bring a creative perspective in considering options as to how the solution will be implemented? Have we considered whether there needs to be a long-term ideal solution in conjunction with a short- term fix? Have we involved in generating a list of possible solutions all those people involved in the process itself? What are the possible solutions we could adopt? Step Review:Score Understanding/involving the customer0123 Clarity of what we were doing and how0123 Teamwork and mutual support0123 Disciplined use of process and tools0123 Seeking real data, facts & information0123 Reviewing and improving our approach0123 Date step completed___/___/__ Tools Used? Brainstorming Lateral thinking Rich pictures Literature Survey Morphological Analysis Benchmarking CHECKLISTOPTIONS (Step 3) Project: Questions:Points to Consider Relevant?Done? Sign off: ____________________ Team Leader ____________________ Problem Owner ____________________ Facilitator Yes / No Tesseract Management Systems Yes / No Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain Affinity Diagram Hurdling

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 73 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain BALANCE Objective n To develop a comprehensive, efficient and detailed solution to the problem being addressed. Output n A complete solution, possibly with an associated short-term fix, & associated implementation plans. Process n Selection matrix n Gantt Chart n Potential Problem Analysis

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 74 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Have we narrowed down and agreed on the solutions most likely to bring success, through an objective process? Does each of the chosen solution options make sense in terms of its likelihood of success in attacking the root cause(s)? Have we undertaken small-scale trialing or experimentation to establish the effect of the chosen solution on the problem? Have we used the data display techniques to demonstrate the reasons for the choice? Have we considered the implications of the chosen solution on other aspects of the business and operations? Have we considered whether any short-term measures are appropriate to alleviate the problem while the long-term solution is being implemented? Do we have a flowchart of the new process? And have new draft standards and procedures been produced and communicated? Has a clear action plan been produced, with all actions and responsibilities clearly identified? Have all those affected by or involved with the implementation been communicated with, and have they agreed their part in the plan? Have sufficient resources of all types been made available? Have all training needs been identified and provided for in the plan? Which solution are we going to implement? What short-term measures should we consider? How will we put the solution in place? Step Review:Score Understanding/involving the customer0123 Clarity of what we were doing and how0123 Teamwork and mutual support0123 Disciplined use of process and tools0123 Seeking real data, facts & information0123 Reviewing and improving our approach0123 Date step completed___/___/__ Tools Used? Solution Effect diagram Hurdling Consensus reaching Potential Problem Analysis Force field analysis Solution selection matrix CHECKLISTBALANCE (Step 4) Project: Questions:Points to Consider Relevant?Done? Sign off: ____________________ Team Leader ____________________ Problem Owner ____________________ Facilitator Yes / No Tesseract Management Systems Yes / No Cost benefit analysis PERT/Gantt Charts Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 75 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain LAUNCH Objective n To ensure that the implementation of the chosen solution is adequately resourced, & runs to plan. Output n The solution implemented with minimum disruption. Process n Executing implementation plan n Plotting progress against activities and milestones n Correction of progress issues

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 76 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Did the project team meet regularly to monitor progress on the plan, and deal with any issues arising? Was each activity owner given a full brief of what was required of them, and how to report their progress? Were all deviations to plan identified as they happened? Were deviations to plan addressed quickly and effectively to minimise any loss of quality in the solution? Were there clearly identified instances of observed deficiencies in the plan being used to prevent future problems? Has the effectiveness of the pilot solution been fully assessed? Was the implementation plan modified based on learning gained during the pilot phase? Was the quality of the solution checked at each of the planned milestones, including the final milestone? Are the process team content that disruption to them and their work has been minimised? Are the process team confident that the solution will be effective and relatively risk-free? Are the process team fully competent to make best use of the solution? Has the process flow diagram been updated? Have all the relevant procedures and training plans been modified? How will we manage the implementation? How will we ensure the quality of the solution? Step Review:Score Understanding/involving the customer0123 Clarity of what we were doing and how0123 Teamwork and mutual support0123 Disciplined use of process and tools0123 Seeking real data, facts & information0123 Reviewing and improving our approach0123 Date step completed___/___/__ Tools Used? Gantt charts Potential Problem Analysis Milestone Reporting CHECKLISTLAUNCH (Step 5) Project: Questions:Points to Consider Relevant?Done? Sign off: ____________________ Team Leader ____________________ Problem Owner ____________________ Facilitator Yes / No Tesseract Management Systems Yes / No Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 77 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up CHANDELIER (from Only Fools and Horses) n What did you think of the level of Potential Problem Analysis demonstrated.

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 78 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain EVALUATE Objective n To establish whether or not the chosen solution has eliminated the root cause of the problem. To review and improve the teams performance. Output n Data against specific measures to identify change of process output. Learning points for the team, individuals and the problem solving process itself. Process n Run the new process n Planned schedule of regular measurement n Review meeting

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 79 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Has the application of the solution been audited to ensure it is functioning as intended? Has the team measured the difference made by the solution? Are the measures being used the same as those used to define the situation/problem? Are the people who are involved in the process, collecting the measurement data? Has the root cause been eliminated, based on the evidence of the measurement data? Have results from the solution met (or exceeded) the target as defined in step 1? Does the customer believe an improvement has been made? Has the team reviewed its own performance over the six steps to date? Has the team made recommendations to update the guidance document, checklists etc.? Has the team incorporated any learning for itself in a way that will ensure it is used? Has the team provided individual feedback for each of its members? How do we make sure we know we have improved the situation? How do we improve our own approach in this? Step Review:Score Understanding/involving the customer0123 Clarity of what we were doing and how0123 Teamwork and mutual support0123 Disciplined use of process and tools0123 Seeking real data, facts & information0123 Reviewing and improving our approach0123 Date step completed___/___/__ Tools Used? Pareto diagrams Graphs Control charts Histograms Checksheets CHECKLISTEVALUATE (Step 6) Project: Questions:Points to Consider Relevant?Done? Sign off: ____________________ Team Leader ____________________ Problem Owner ____________________ Facilitator Tesseract Management Systems Yes / No Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 80 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain MAINTAIN Objective n To ensure that the implemented solution becomes the new way of working and that the problem, as defined, remains permanently fixed Output n A new set of standard operating procedures and, where relevant, a training and/or communication plan. Process n Re-writing procedures etc. n New targets set for improvement n Recognition.

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 81 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up Does everyone involved fully understand the new standards and procedures? Has all the support for the old process been removed? Has a schedule of checks and audits been set up to monitor the new process? Have the outcomes of the complete exercise and the benefits been widely communicated? Are there similar issues elsewhere which might benefit from taking the same approach? How do we ensure a permanent fix? How do we make sure others know of our success? Step Review:Score Understanding/involving the customer0123 Clarity of what we were doing and how0123 Teamwork and mutual support0123 Disciplined use of process and tools0123 Seeking real data, facts & information0123 Reviewing and improving our approach0123 Date step completed___/___/__ Tools Used? Standard operating procedures Service Level Agreements Training plans Briefing notes CHECKLISTMAINTAIN (Step 7) Project: Questions:Points to Consider Relevant?Done? Sign off: ____________________ Team Leader ____________________ Problem Owner ____________________ Facilitator Yes / No Tesseract Management Systems Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 82 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up RECAP ON THE PROBLEM SOLVING PROCESS How should we summarise the problem solving process? Reflecting back: n How do we now feel about our answers to the syndicate? How do we want to take Problem Solving forward?

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 83 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up WRAP UP n Any remaining questions n Clear the Car Park n Session assessment n Meeting Review

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 84 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 85 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up PROFILE Exercise 4: Problem Definition (A) Develop a single sentence to define accurately and specifically the current problem concerning Northern Ireland as you see it? And by the definition, literally as it is written above, what specifically would be delivered if the problem was to be solved as stated? Exercise 4: Problem Definition (A) Develop a single sentence to define accurately and specifically the current problem concerning Northern Ireland as you see it? And by the definition, literally as it is written above, what specifically would be delivered if the problem was to be solved as stated? Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 86 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up PROFILE Exercise 5: Problem Definition (B) For the problem definition you wrote down in part A, to what extent would the following conditions be met by it? YN? n The problem is clearly and unambiguously defined n Those who need to contribute to the solution will agree it n The statement will be interpreted in the same way by all n Success in solving it can be judged objectively Can you see ways in which your statement may be improved? Exercise 5: Problem Definition (B) For the problem definition you wrote down in part A, to what extent would the following conditions be met by it? YN? n The problem is clearly and unambiguously defined n Those who need to contribute to the solution will agree it n The statement will be interpreted in the same way by all n Success in solving it can be judged objectively Can you see ways in which your statement may be improved? Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 87 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up PROFILE "If you accept your limitations you go beyond them Brendan Francis, Writer It isnt that they cant see the solution, it is that they cant see the problem GK Chesterton, Writer "If you accept your limitations you go beyond them Brendan Francis, Writer It isnt that they cant see the solution, it is that they cant see the problem GK Chesterton, Writer Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 88 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up ROOT CAUSE Exercise 6: Quality of Root Cause Below are listed two statements of the root cause to a production problem in a biscuit making plant: A) 37% of waste is generated by inaccurate placing on the belt B) People are not properly trained to undertake their tasks Which do you see as the better Root Cause statement? A? B? Why? Exercise 6: Quality of Root Cause Below are listed two statements of the root cause to a production problem in a biscuit making plant: A) 37% of waste is generated by inaccurate placing on the belt B) People are not properly trained to undertake their tasks Which do you see as the better Root Cause statement? A? B? Why? Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 89 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up ROOT CAUSE "The question is one of fighting the causes and not just being satisfied with getting rid of the effects Ernesto 'Che' Guevara, Bolivian Radical 1953 "Philosophers are adults who persist in asking childish questions Sir Isaiah Berlin, British Philosopher "The question is one of fighting the causes and not just being satisfied with getting rid of the effects Ernesto 'Che' Guevara, Bolivian Radical 1953 "Philosophers are adults who persist in asking childish questions Sir Isaiah Berlin, British Philosopher Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 90 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up OPTIONS Exercise 7: Brainstorming Ideas On a separate sheet of paper, spend the next five minutes brainstorming possible solutions to the problem of road congestion. Review your list of ideas using the following questions: YN? n Do you have a long list of ideas (more than ten)? n Do you have a number of silly or bizarre ideas? n Have your ideas covered many different aspects? The answer to each of the above should be yes. How could you improve your brainstorming approach further? Exercise 7: Brainstorming Ideas On a separate sheet of paper, spend the next five minutes brainstorming possible solutions to the problem of road congestion. Review your list of ideas using the following questions: YN? n Do you have a long list of ideas (more than ten)? n Do you have a number of silly or bizarre ideas? n Have your ideas covered many different aspects? The answer to each of the above should be yes. How could you improve your brainstorming approach further? Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 91 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up OPTIONS Exercise 8: Learning from others In seeking to identify new ideas or solutions to improve your work, how often has your group done any of the following? OftenRarelyNever n Shared ideas in the group on ways to improve n Visited other companies to learn new techniques n Attended conferences & shared the outputs n Undertaken a literature survey & discussed it n Invited speakers in from similar operations n Had new starters present their ideas & history Exercise 8: Learning from others In seeking to identify new ideas or solutions to improve your work, how often has your group done any of the following? OftenRarelyNever n Shared ideas in the group on ways to improve n Visited other companies to learn new techniques n Attended conferences & shared the outputs n Undertaken a literature survey & discussed it n Invited speakers in from similar operations n Had new starters present their ideas & history Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 92 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up OPTIONS "The human mind is like an umbrella - it functions best when open Walter Gropius, German Architect "The 'silly' question is often the first intimation of some totally new development Alfred North Whitehead, British Philosopher "The human mind is like an umbrella - it functions best when open Walter Gropius, German Architect "The 'silly' question is often the first intimation of some totally new development Alfred North Whitehead, British Philosopher Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 93 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up BALANCE Exercise 9: Building a solution package Which of the following situations may benefit from a short term fix (STF), and/or a Pilot of the solution? PilotSTF n Injuries occurring from poorly maintained machine guards n Implementing flexi-time in the department n Introduction of a new machine n Valuable and experienced people leaving the company From your answers can you derive any general principles as to when an STF or a Pilot might be desirable? Exercise 9: Building a solution package Which of the following situations may benefit from a short term fix (STF), and/or a Pilot of the solution? PilotSTF n Injuries occurring from poorly maintained machine guards n Implementing flexi-time in the department n Introduction of a new machine n Valuable and experienced people leaving the company From your answers can you derive any general principles as to when an STF or a Pilot might be desirable? Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 94 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up BALANCE "Circumstances? I make circumstances! Napoleon Bonaparte, Emperor of France "Is it progress if a cannibal uses a fork? Stanislaw J. Lec, Polish Poet "Circumstances? I make circumstances! Napoleon Bonaparte, Emperor of France "Is it progress if a cannibal uses a fork? Stanislaw J. Lec, Polish Poet Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 95 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up LAUNCH Exercise 10: Managing Change How does your department fare on the following aspects of Change Management: YesNo n Using a clearly defined and updated milestone plan? n Ensuring people really believe in the need for change? n The Boss is clearly keen for the Change to happen? n People are trained to get full benefit from the change? n Progress is reviewed regularly, and issues addressed? n People are rewarded for supporting the Change? Exercise 10: Managing Change How does your department fare on the following aspects of Change Management: YesNo n Using a clearly defined and updated milestone plan? n Ensuring people really believe in the need for change? n The Boss is clearly keen for the Change to happen? n People are trained to get full benefit from the change? n Progress is reviewed regularly, and issues addressed? n People are rewarded for supporting the Change? Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 96 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up LAUNCH "Anyone who proposes to do good must not expect people to roll stones out of his way, but must accept his lot calmly if they even roll a few more upon it Albert Schweitzer, German Missionary "It does not matter how small you are if you have faith and a plan of action Fidel Castro, Cuban Leader "Anyone who proposes to do good must not expect people to roll stones out of his way, but must accept his lot calmly if they even roll a few more upon it Albert Schweitzer, German Missionary "It does not matter how small you are if you have faith and a plan of action Fidel Castro, Cuban Leader Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 97 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up EVALUATE Exercise 11: Measuring Impact Identify the 3 most recent changes in your area & list them below: 1: 2: 3: For each of these can you determine, in quantitative terms, the performance or financial benefit that they achieved? And can you say accurately how their performance in delivery improved/declined in the 6 months after implementation? Exercise 11: Measuring Impact Identify the 3 most recent changes in your area & list them below: 1: 2: 3: For each of these can you determine, in quantitative terms, the performance or financial benefit that they achieved? And can you say accurately how their performance in delivery improved/declined in the 6 months after implementation? Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 98 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up EVALUATE "An error is simply a failure to adjust immediately from a preconception to an actuality John Cage, American Musician "The ability to learn faster than your competitors may be the only sustainable competitive advantage. Arie P. de Geus, Head of Planning at Shell "An error is simply a failure to adjust immediately from a preconception to an actuality John Cage, American Musician "The ability to learn faster than your competitors may be the only sustainable competitive advantage. Arie P. de Geus, Head of Planning at Shell Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 99 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up MAINTAIN Exercise 12: Keeping it going List below, all the mechanisms that determine, control, support and influence how things are done in your area? How do these get reviewed when a new change is introduced? Exercise 12: Keeping it going List below, all the mechanisms that determine, control, support and influence how things are done in your area? How do these get reviewed when a new change is introduced? Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

Tesseract Management Systems / Managing by Design / 2 Sep 02 - 100 Problem Solving Introduction PROBLEM PS Tools Simulation Practice Wrap-up MAINTAIN "The art of progress is to preserve order amid change and to preserve change amid order Alfred North Whitehead, British Philosopher "To improve is to change; to be perfect is to change often. Winston Churchill, English Prime Minister "The art of progress is to preserve order amid change and to preserve change amid order Alfred North Whitehead, British Philosopher "To improve is to change; to be perfect is to change often. Winston Churchill, English Prime Minister Measure Collect Data Profile Root Cause Options Balance Launch Evaluate Maintain

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