problem solving workshop for bma

PROBLEM SOLVINGA Problem Solving Workshop for BMA Farms

• Problem – (n) Difficulty, Set-back, Hitch, Drawback, Glitch, Hindrance, Catch, Obstruction, Snag, Obstacle

(n)Puzzle, Question, Conundrum, Challenge, Poser, Enigma, Riddle

Definition of Terms

•Solving – Resolve, Crack, Answer, Explain, Unravel, Decipher, Elucidate, Unscramble

Perceptions that Promote Problem Solving

Successful problem solving begins with framing – perceiving the issue or task in an appropriate way that will lead us to success.

If you believe that you will solve a

Problem, then you will.

Perceptions that Promote Problem Solving

Are you someone who thinks of life pessimistically as half empty, or optimistically as half full.

Half Empty or Half Full?

How you think about a problem will change the chemistry of your brain as it prepares itself to fight, or defend, etc. Thinking half full tends to make problem solving easier.

Popular Approaches to Problem Solving

Potential Problem Analysis Ishikawa Diagram


Potential Problem AnalysisThe potential-problem analysis method (PPA) is

designed to provide a challenging analysis of a developed idea or action in order to pre-empt any potential for going wrong (part ofKepner-Tregoe’s (1976 – qv).

The method is closely related to some of the methods used in identifying potential faults in complex hardware systems, it has a ‘rational’ rather than ‘creative’ approach, but still provides and first-rate supply of creative triggers if approached in an imaginative spirit.


Potential Problem Analysis

A substantial amount of effort is required to carry out the analysis thoroughly and therefore the method is usually set aside for the more ultimate action plan (or perhaps the final handful of options).

1. Define the Key requirements, a ‘must’ – outputs, actions or events that must take place if the implementation is to be successful.

2. Record and investigate all possible problems for each of the key requirements that have now been identified, listing all ‘potential problems’

3. List possible causes for each potential problem, and the risk associated with it, the risk reflects both the likelihood of an event, and the severity of the impact if it did, so that ‘high likelihood / high impact’ causes present the highest risk.4. Develop preventative actions where possible rather than having to

muddle through a problem after it has happened. 5. Develop contingency plans where necessary6. The table (step 7) below is a simple way of displaying the analysis,

which could contain a variety of quantitative estimates from crude ‘high, medium and low’ subjective judgements, to carefully,

researched measures depending on the demands of the situation.


Potential Problem Analysis

Analysis for Key activity: ‘hand over to publisher’

Potential problem

Possible causes

How likely?Ways to limit

riskResidual risk

Contingency plans

A: Document not delivered in

time

Not prepared in time

HighSwitch

preparation to our ‘A’ team

Low

Allow generous margin in promised

delivery time

Mailing delays LowHand delivery

instead of internal mail

MinimalNot needed –

risk acceptable

Popular Approaches to Problem Solving Ishikawa Diagram

Ishikawa diagrams (also called fishbone diagrams, cause-and-effect diagrams or Fishikawa) are diagrams that show the causes of a certain event -- created by Kaoru Ishikawa (1990)[1]. Common uses of the Ishikawa diagram are product design and quality defect prevention, to identify potential factors causing an overall effect. Each cause or reason for imperfection is a source of variation.


Ishikawa Diagram

Causes are usually grouped into major categories to identify these sources of variation. The categories typically include:

•People•Methods:•Machines:•Materials:•Measurements:•Environment:


Ishikawa Diagram

Ishikawa diagram, in fishbone shape, showing factors of Equipment, Process, People, Materials, Environment and Management, all affecting the overall problem. Smaller arrows connect the sub-causes to major causes.


Ishikawa Diagram

CausesCauses in the diagram are often categorized, such as to the 8 M's, described below. Cause-and-effect diagrams can reveal key relationships among various variables, and the possible causes provide additional insight into process behaviour.Causes can be derived from brainstorming sessions. These groups can then be labelled as categories of the fishbone. They will typically be one of the traditional categories mentioned above but may be something unique to the application in a specific case. Causes can be traced back to root causes with the 5 Whys technique.


Ishikawa Diagram

The 8 Ms (used in manufacturing)Machine (technology)Method (process)Material (Includes Raw Material, Consumables and Information.)Man Power (physical work)/Mind Power (brain work): Kaizens, SuggestionsMeasurement (Inspection)Milieu/Mother Nature (Environment)Management/Money PowerMaintenance


Ishikawa Diagram

The 8 Ps (used in service industry)Product=ServicePricePlacePromotionPeopleProcessPhysical EvidenceProductivity & Quality


Ishikawa Diagram

The 4 Ss (used in service industry)SurroundingsSuppliersSystemsSkills


Ishikawa Diagram

Questions to ask while building a Ishikawa DiagramMan– Was the document properly interpreted? – Was the information properly disseminated? – Did the recipient understand the information? – Was the proper training to perform the task administered to the person? – Was too much judgment required to perform the task? – Were guidelines for judgment available? – Did the environment influence the actions of the individual? – Are there distractions in the workplace? – Is fatigue a mitigating factor? – How much experience does the individual have in performing this task?


Ishikawa Diagram

Machine– Was the correct tool used? – Are files saved with the correct extension to the correct location? – Is the equipment affected by the environment? – Is the equipment being properly maintained (i.e., daily/weekly/monthly preventative maintenance schedule) – Does the software or hardware need to be updated? – Does the equipment or software have the features to support our needs/usage? – Was the machine properly programmed? – Is the tooling/fixturing adequate for the job? – Does the machine have an adequate guard? – Was the equipment used within its capabilities and limitations? – Are all controls including emergency stop button clearly labeled and/or color coded or size differentiated? – Is the equipment the right application for the given job?


Ishikawa Diagram

Measurement– Does the gauge have a valid calibration date? – Was the proper gauge used to measure the part, process, chemical, compound, etc.? – Was a guage capability study ever performed? - Do measurements vary significantly from operator to operator? - Do operators have a tough time using the prescribed gauge? - Is the gauge fixturing adequate? – Does the gauge have proper measurement resolution? – Did the environment influence the measurements taken?


Ishikawa Diagram

Material (Includes Raw Material, Consumables and Information )– Is all needed information available and accurate? – Can information be verified or cross-checked? – Has any information changed recently / do we have a way of keeping the information up to date? – What happens if we don't have all of the information we need? – Is a Material Safety Data Sheet (MSDS) readily available? – Was the material properly tested? – Was the material substituted? – Is the supplier’s process defined and controlled? – Were quality requirements adequate for part function? – Was the material contaminated? – Was the material handled properly (stored, dispensed, used & disposed)?


Ishikawa Diagram

Method– Was the canister, barrel, etc. labeled properly? – Were the workers trained properly in the procedure? – Was the testing performed statistically significant? – Was data tested for true root cause? – How many “if necessary” and “approximately” phrases are found in this process? – Was this a process generated by an Integrated Product Development (IPD) Team? – Was the IPD Team properly represented? – Did the IPD Team employ Design for Environmental (DFE) principles? – Has a capability study ever been performed for this process? – Is the process under Statistical Process Control (SPC)? – Are the work instructions clearly written? – Are mistake-proofing devices/techniques employed? – Are the work instructions complete? – Is the tooling adequately designed and controlled? – Is handling/packaging adequately specified? – Was the process changed? – Was the design changed? – Was a process Failure Modes Effects Analysis (FMEA) ever performed? – Was adequate sampling done? – Are features of the process critical to safety clearly spelled out to the Operator?

problem solving workshop for bma

Documents

includes raw material

potential problem analysis

key requirements

half full

problem solving

ishikawa diagram

popular approaches

service industry