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YAIMABA KHUMAN 2011MB0039 PRADEEP KUMAR 2011MB0050 SANDEEP SINGH 2011MB0060

MOST

PEOPLE SPEND MORE TIME AND ENERGY GOING AROUND PROBLEMS THAN IN TRYING TO SOLVE THEM.HENRY FORD

IDENTIFY THE PROBLEM AND FACE IT, SOLVE IT

WHAT IS A PROBLEM
A PROBLEM IS AN OPPORTUNITY FOR IMPROVEMENT. A PROBLEM IS THE DIFFERENCE BETWEEN THE ACTUAL STATE AND DESIRED STATE. A PROBLEM RESULTS FROM THE RECOGNITION OF A PRESENT IMPERFECT AND THE BELIEF IN THE POSSIBILITY OF A BETTER FUTURE. TWO APPROACHES- STOP IT, MOP IT

KEY APPROACHES

TO

PROBLEM SOLVING CAUSES OF POOR PROBLEM SOLVING

Rational problem-solving rests on following principles.

Bounded rationality. Propounded by Herbert Simon

Problems are identified by comparing actual performance with an expected standard performance. Problems are deviations in actual performance from the expected standard. The cause of the problem will be found by comparing problem and non-problem situations. Recent problems are a result of some change in the situation that has caused an unwanted deviation from expectations.

Individuals make decisions by constructing simplified models that extract the essential features from problems without capturing all their complexity. Limitations of the human mind. The structure within which the mind operates.

Satisficing. -Herb Simon

the tendency to satisfice Most often, people look for solutions that had worked for them before. There may be better ways to reach the outcome, but they simply ignore them.

Lateral or Creative ProblemSolving.

lateral or creative problem solving is a subconscious process based on past distilled experiences. It is based more on the gut feeling of the manager than on an objective process of weighing alternatives. The creative problem-solving is flexible, Objective (Mess) Finding , Fact Finding , Problem Solving, Solution Finding, Acceptance finding

Groupthink- by Irving Janis.

It describes situations in which group pressures for conformity discourage the group from critically appraising unusual, minority, or unpopular views.

Groupshift

The Groupshift can be viewed as actually a special case of groupthink. The decision of the group reflects the dominant decisionmaking norm that develops during the groups discussion.

PROBLEM SOLVING PROCESS

1. IDENTIFYING THE PROBLEM:

Useful techniques for identifying the problem include Comparison with others Monitor for weak signals Comparison of current performance with objectives or past performance Checklists Brainstorming Listing complaints Role playing

2. EXPLORING THE PROBLEM:

Having identified the problem, managers should analyze it to see what the root cause is. Seeing answers for questions such as the following will help explore the problem: Identify the Problem Ask Who? Identify the Problem Ask What? Identify the Problem Ask When? Identify the Problem Ask Where? Identify the Problem Ask Why? Identify the Problem Ask How?

3. SET GOALS:
Having explored and analyzed the problem, managers should be able to write a goal statement that focuses on what is the successful end of the process. Making and writing down a goal statement: helps them to clarify the direction to take in solving the problem; and gives them something definite to focus on

4.LOOK AT ALTERNATIVES:
They should identify the various alternative solutions available to them through such techniques as Analysis of past solutions Reading Researching Thinking Asking Questions Discussing Viewing the problem with fresh eyes Brainstorming Sleeping on it Mind mapping is another technique that can be used for identifying alternative solutions. Developed by Tony Buzan in the 1970s, mind mapping uses pictures and/or word phrases to organize and develop thoughts in a non-linear fashion. It helps people see a problem and its solution.

5. SELECT THE BEST SOLUTION:

Now that there are a wide variety of possible solutions, it is time to select the best solution to fix the problem, given the circumstances, resources and other considerations. Here the managers are trying to figure out exactly what would work best given the nature of the problem. Eventually, managers should narrow down the choices to one best possible solution which will promise the best or optimal outcomes.

6. IMPLEMENTATION:
Implementation is a crucial part of problem-solving process. In order to implement the solution chosen, managers must have an action plan and communicate it to those directly and indirectly affected. Managers should answer the vital questions before they are asked, like

What should be communicated? What is the reason for the decision? Whom will it affect and how? What are the benefits expected for the individual, the department, and the organization? What adjustments will be required in terms of how work will be done?

7. EVALUATION:
This

is the final step in the problem-solving process. Managers should review the effectiveness of the solution against desired outcomes. Did the solution work? If not, why not? What went right, and what went wrong? What adjustments do they have to make to ensure that the solution works better?

PERSONALITY TYPES AND PREFERRED PROBLEM-SOLVING

Personality dimension EXTROVERT orientation techniques

Outside world of people and things

Brainstorming thinking aloud outcome psychodrama Brainstorming privately incubation Share personal values, ideas facts, overload inductive reasoning Random word technique. Classify, categorize, deductive reasoning challenge assumptions Imaging/Visualization Synthesizing Classify, categorize, analysis, network analysis, task analysis. Share personal values, listen to others values, Values clarification Evaluation PMI technique, backward planning, select single solution Brainstorming random word technique outrageous provocation taking anothers perspective

INTROVERT SENSING

Inner world of ideas Facts and details from past and present.

INTUITIVE

Concepts and principles possibilities for future

THINKING

Objectivity Logic and reason Subjectivity values and affect Organisation structure and closure

FEELING JUDGING

PERCEIVING

Data gathering processing solutions

GROUP PROBLEM SOLVING AND DECISION MAKING

WHEN TO USE GROUP DECISION MAKING

Group decision making is time consuming and takes people away from individual work. Group decisions should therefore be used only when the time involved is likely to be beneficial. Group problem solving and decision making should be reserved for non-programmed decision. And should be used primarily for decision of significance. When the problem can benefit from multiple inputs. Added benefit is that the thinking of group members often sparks each others thinking.

HOW TO CONDUCT A GROUP PROBLEM SOLVING AND DECISION MAKING.

1)

2)

3)

4) 5)

6)
7) 8)

Encourage the group to use the problem solving and decision making steps Encourage group members to express their opinion, ideas, attitudes and feelings If given a choice, select members who are technically and personally qualified to contribute to solving the problem. If you are the leader, do not dominate the discussion. Direct effort toward the problem at hand rather than trying to fix the blame. Provide summary for each major point. Strive for balance contribution by members. Encourage group interaction.

LOOKING FOR

PROBLEM SOLVING TOOLS

1.CAUSE AND EFFECT 2. PARETO CHART 3.BRAIN STORMING 8D

1.CAUSE AND EFFECT

By knowing the causes, one can find factors that are within ones control and then change or modify them to meet ones goals and objectives. By understanding the nature of the cause and effect principle, one can build a diagram that helps to solve everyday problems every time.

THE 4 STEPS IN CONSTRUCTING A CAUSE-ANDEFFECT DIAGRAM

1. Determine a problem statement and categorize four or five possible causes of the problem. Major categories of causes include policies, procedures, people, equipment, work environment, measurement, management or money. 2. Construct a cause-and-effect diagram. Place the problem in a box on the right side of a flip-chart page and draw a horizontal line (the fishs spine) leftward from the box. List two to three major causes in the categories above the horizontal line and a similar number below, connecting them with lines (the fishs bones) to the spine. 3. Conduct a brainstorming session to determine the specific factors the team believes to be causes of the problem in question; as these factors are identified, list them under their appropriate major category. 4. After all ideas are presented and understood, the group identifies the most likely causes (either by voting or group discussion). Causes, that are quantifiable, should be measured. This will provide a basis for prioritizing the causes.

2. PARETO CHART
A Pareto chart (named after the 19th-century economist who devised this type of analysis)is a vertical bar graph used to determine the most serious of a group of problems, so that priorities may be set. Pareto analysis is responsible for the famous 80/20 doctrine, a rule of thumb that holds that about 80 percent of the problems in any organization are created by 20 percent of its employees.

TO CONSTRUCT A PARETO CHART

1. Select the issues or causes to be ranked. 2. Select a measure for comparison, typically frequency (number of occurrences) or cost. If you do not have a direct measure for a cause or problem, try using a percentage. 3. List the issues or causes from left to right on the horizontal axis in order of decreasing frequency or cost. 4. Analyze the chart and choose the most significant issues for review.

BRAINSTORMING

Brainstorming is a technique for generating useful ideas through open, freewheeling discussion among team members. Brainstorming is intended to expand available alternatives, look beyond obvious solutions, encourage innovation, shift points of view, challenge tradition, reduce inhibitions and tap the teams creative resources.

THE THREE BASIC BRAINSTORMING METHODS INCLUDE:

i ) The unstructured approach in which everyone contributes ideas spontaneously, with a designated scribe or facilitator recording them ii) A structured format, in which each team member takes a turn at presenting ideas; and iii) A written, or pen-and-paper method, in which participants record their ideas on slips of paper and submit them to a facilitator or team leader.

8 DISCIPLINES

The "8D (8 Disciplines)" process is another problem solving method that is often required specifically in the automotive industry. One of the distinguishing characteristics of the 8D methodology is its emphasis on "teams. The steps to 8D analysis are:

1. Use Team Approach 2. Describe the Problem 3. Implement and Verify Interim Actions (Containment) 4. Identify Potential Causes 5. Choose/Verify Corrective Actions 6. Implement permanent Corrective Actions 7. Prevent Recurrence 8. Congratulate Your Team

THE ROAD TO "ROOT CAUSE": SHOP-FLOOR PROBLEM-SOLVING AT THREE AUTO ASSEMBLY PLANTS: JOHN PAUL MACDUFFIE.

The case at FORD plant

PROBLEM CATEGORIES
MacDuffie focus on production-related, in-plant problems affecting quality (and to some extent productivity) that are not traceable to one clear-cut source. He studied three problem categories that require collaborative problem-solving:

water leaks, paint defects, and functional electrical defects. Of the three problems, electrical defects was viewed as the most serious, followed by paint chips and water leaks. These problems ranked first, third, and fourth, respectively, on the plant's "Top Ten" list of problems during my visit.

 Traditional

assume

models of problem-solving a structured process of

problem identification and diagnosis, followed by solution generation and implementation (March and Simon 1957). The problems presented to problem-solvers by the world are best regarded as ill structured problems. They become well-structured problems only in the process of being prepared for the problem-solvers" Dealing with ill structured problems, such as those studied here, requires "learning by doing" or "adaptive learning" (Adler and Clark 1991), in which the identification and diagnosis of problems emerges during the inter action among problemsolvers.

His fieldwork emphasizes the first three stages of the problem-solving process, following a commonly used model (e.g. March and Simon 1958, Imai 1986, Tyre 1989) that includes: 1. Problem definition 2. Problem analysis 3. Generation and selection of solutions 4. Testing and evaluation of solutions 5. Routinization-Development of new routines o At Ford, he carried out 19 inter views and attended three daily meetings-two meetings of quality improvement groups and one meeting of department heads-as well as a single meeting of two Employee Involvement groups and one meeting with representatives from another plant.

1.PROBLEM IDENTIFICATION
Ford reorganized the quality structure in all its plants, changing from department (e.g. wield, paint, assembly) to product "subsystem." Eleven subsystems were defined. Collects a tremendous amount of data, using STATISTICAL PROCESS CONTROL AND PARETO GRAPHS AND 8D" CHARTS. Each subsystem meets daily chaired by a member of the plant's operations committee, made up of the plant manager and all department heads.

2.PROBLEM DEFINITION
Ford had switch from internal to customer-based data as its primary source for identifying quality problems. One department superintendent said, if they focus on "drying up" the problems listed high on the internal audit, the customer measures improve as well. This suggests that the internal and customer data are ultimately identifying the same problems, problems are often "officially" defined, in terms of the customer measures but people in the plant discuss them in terms of the internal measures.

3.PROBLEM ANALYSIS/GENERATION OF SOLUTION.

The amount of attention to problem analysis at the Ford plant is very impressive. SPC and Pareto charts, the 8D problem-solving process sheets, and other data-based reports on quality are visible in profusion in meetings at all levels The 8Ds appear to be used more to report on the activity level of the subsystem group, to show that the required processes are being fulfilled, rather than to diagnose, systematically, the "root cause" and possible solutions to a problem.

A PROBLEM EXAMPLE

On the first day, MACDUFFIE accompanied the electrical subsystem coordinator while the coordinator checked out a problem with wire harnesses in the instrument panel subassembly area. A supplier representative assigned to the plant joined them. The operator showed us the problem.
At one location on the wire harness, a plastic block where several wires connect was near a plastic locator pin, used to situate the wire harness in the instrument panel. The block and locator pin were supposed to be taped at a 180 degree angle to one another but instead were taped incorrectly, in parallel, directly adjacent to each other. The operator therefore had to break the tape in order to make the connection and insert the locator pin.

SOLUTION

Without the tape, the chance of broken wires or loose and rattling connectors increases, so, as a makeshift remedy, the operator was fastening the wires down with a "chicken strap" (a thin plastic strip designed to lock as it is tightened) to hold the wires together. The operator gave up his lunch hour to help explain the problem. The electrical coordinator carefully checked the inventory to determine the incidence of the problem; a whole pallet was incorrectly taped. The supplier representative, clearly accepted by plant personnel as part of the "team," busily researched the problem that day and reported his findings at the electrical subsystem meeting the next day. A speedy resolution seemed imminent.

REFERENCE

The Road to "Root Cause": Shop-Floor Problem-Solving at three auto assembly plants: JOHN PAUL MACDUFFIE
Managerial Problem-Solving styles: DON HELLRIEGELL AND JOHN W.SCOLCUM, JR

Handbook on Problem-solving Skills. Developed by Centre for Good Governance. Front-line Problem Solving: The Responses Of Hospital Nurses To Work System Failures. ANITA L. TUCKER AMY C. EDMONDSON STEVEN SPEAR Harvard Business School The Problem Solving Approach Of International Salespeople: The Experience Effect: Alma Mintu-Wimsatt and Jule B. Gassenheimer Effective Problem Solving Susannah Robertson and Gordon Tinline Robertson Cooper Ltd October 2007