Troubleshooting & Debugging

BOOT CAMP.
Modül1
2021
 Ajanda

Issue Resolution
Situation Appraisal
Problem Analyses
Decision Analyses
Potantial Problem Analyses
Think Beyond the Fix

Workshop_1
Workshop_2
HİZMETE ÖZEL - INTERNAL
 Issue Resolution
• Recognize a Problem

• Find True Cause

• Select a fix

• Avoid Future Problems

HİZMETE ÖZEL - INTERNAL

 CONCERN: A feeling that we nee to do something

PROBLEM: We have a problem when:

 There is a deviation between what should be

happening and the actual situation
 Cause is unkonwn
 We need to know cause to take effective action

FIX: Action to remove the cause

HİZMETE ÖZEL - INTERNAL

 KT Method

HİZMETE ÖZEL - INTERNAL

 Situation Appraisal
Break down any situation into specific components, and determine who
will do what, and by when.
• Create a clear and complete list of all the issues related to a
particular situation
• Use three key criteria to put the list in priority order, so action can be
taken on the right thing at the right time
• Plan appropriate action for each concern and assign involvement to
ensure the best outcome
• Communicate priorities and ownership easily

HİZMETE ÖZEL - INTERNAL


Identify Concerns
List Threats and Opportunities
to make them visible
 What deviations do we have?
 What choices do we face?
 What do we have to?
 What bothers us about?
Recognize a Problem
Seperate and Clarify
Concerns to allow further
analysis and resolution
 What do we mean by…?
 What specific thing…?
 How do we know…?
 >Say more about…?
Determine Analysis Needed to
ensure effective and efficient use of analysis
 Do we have deviation?
 Is cause unknown?
 Do we need toknow cause?
 Do we have an action or plan to protect?
If still unclear, seperatenad clarify further…

Determine Help Needed to ensure

appropriate involment and commitment
Consider Current Impact, Future
Impact, Time Frame to know where to use  What needs to be done?
resources for the greates gain  What does it need to be done?
 Do we need toknow cause?
 What is the current impact on people, safety,  Who should be involved for ..?
cost, reputation, etc.?
 What evidence is tehre that the seriousness will
Approval? Training?
change?
 When would resolution become difficult, Infotmation? Creativity?
expensive, or impossible? Commmitment? Implementation?

HİZMETE ÖZEL - INTERNAL

 Problem Analysis
• It is a structured way to quickly find the cause when things are not
working as they should.
• Define problem scope through setting up a simple, clear problem
statement and then use four key categories of information to precisely
describe the problem
• Identify the problem using Kepner-Tregoe’s unique approach of comparing
items that do not have the problem to those that do, use clues to identify
specific changes that caused the problem
• Create and test hypotheses about possible causes to eliminate ones that
don’t support known facts
• Confirm the true cause before taking action to fix it

HİZMETE ÖZEL - INTERNAL

 Describe the Problem Find the Cause
Identify Possible Causes
State the problem to help Use Knowledge and Experience, or…
stay on track
 What object (or group of objects) from Distinctions and Changes to create
has the deviation? statements you can test against the facts.
 What deviation does it have?  What could cause this deviation
 What do we see, feel, hear, taste, or  What would experts say?
smell that tells us there is a  What was your initial hunch?
deviation?
Specify the Problem to
increase understanding of the deviation

 Ask questions in four areas:

-
-
WHAT  Identify
WHERE  Location
Evaluate Possible Causes
- WHEN  Timing
- EXTEND  Size
Test Possible Causes to get rid of
causes that do not make sense
 If ____ is the cause of _____, how does it
Confirm True Cause explain both the IS and IS NOT?

Verify Assumptions, Observe, Determine the Most Probable

Experiment, or Try a Fix and Monitor to Cause to pick the possible cause to
avoşid wasting resources.
verify first
Ways to verify:  Which of the possible causes makes the
 Factcs  Check assumptions
most sense?
 Observe  Go look
 Research  Experiment
 Results Try

HİZMETE ÖZEL - INTERNAL

 Specify the
Problem

IS IS NOT
What specific object(s) has the deviation? What similar object(s) could reasonably have the deviation, but does not?
WHAT
What is the specific deviation? What other deviations could reasonably be observed, but are not?
Where is the object when the deviation is observed (geographically)? Where else could the object be when the deviation is observed , but is not?
WHERE
Where is the deviation on the object? Where else could the deviation be located on the object , but is not?
When was the deviation first observed? (in clock and calender time)? When else could the deviation have been observed first, but is not?
WHEN When since that time has the deviation been observed? Any pattern? When since that time could the deviation have been observed, but was not?
When in the object's history or life cycle, was the deviation first observed? When else, in the object's history or life cycle, could the deviation have been observed first, but was not?
How many objects have the deviaton? How many objects could have the deviation, but do not?
What is the size of a single deviation What other size could the deviation be, but is not?
EXTEND How many deviations are on each object? How many deviations could there be on each object, but are not?
What is the trend? (…in the object?) (…in the number of occurrences of the What dould be the trend, but is not? (…in the number of occurrences of the deviation?) (…in the size of the
deviation?) (…in the size of the deviation?) deviation?)

HİZMETE ÖZEL - INTERNAL

 Decision Analyses
• understand how needed benefits will influence your choice, see how
well various options meet your needs, and ensure that your choice
can stand the test of time.
• Identify scope and gain consensus by focusing on identifying
objectives, then choices, and finally on risks before committing to a
final choice.
• Identify criteria that will be used to evaluate choices, including clear
measures of success
• Understand which criteria are mandatory and which are not, and how
much influence non-mandatory criteria will have
• Use simple-but-robust techniques for comparing performance of
alternatives
• Consider risks associated with alternatives
HİZMETE ÖZEL - INTERNAL

Clarify Purpose
State the decision to
keep decesion makers on track
 What do we need to
decide?
 Whar are we trying to do?
Develop Objectives to
help evaluate alternatives fairly
 What results do we wnat?
 What resources should be use
or save? ( people, equipment,
Money, time)
 What law, requlation, or policy
restrictions do we have? (
Weigh the WANTs to
Show how much each WANT will
influence the choice
> What is the relative importance
of each WANT
HİZMETE ÖZEL - INTERNAL
Select a Fix Evaluate Alternatives
Generate Altervatives to expand
the number of choices and increase the
chances of picking a winner
 What coices do we have? Screen Altervatives
through the MUSTs to
eliminate choices that do not meet
Classify Objectives into minimum requirements
MUST and WANTS to be  Which alternatives don’t satisfy
clear about what is mandatory and the MUST limit(s)?
what is desired
 Is is objective.:
Compare Alternatives against
Mandatory (required)?
Measurable (set limit)? the wants to determine which
Realistic (can the limit be met)? alternatives create the most benefit
Yes to all three equls a MUST  Which alternative(s) best satisfies the
All others are Wants objectives?
Make Decision
Assess Risks Make the Best
Identify Adverse Consequences Balanced Choice to
to understand the risk of choosing an commit to a choice
alternative.
 If we choose this alternative, what could
 Are we willing to accept
the riks(s) to gain the
be wrong? benefit of this choice?
 >What disadvantages are associated
with this alternative?
 Is any infornation vague or uncertain?
 Potantial Problem Analyses
• Consider what might go wrong with future actions, identify ways to
keep bad things from happening, and/or minimize damage.
• Brainstorm a list of things that could impact the success of a plan or
action
• Put the list in priority order so action can be taken on the right thing at
the right time
• Identify and prevent possible causes for each potential problem
• Prepare actions to minimize effects if problems happen along with
triggers to ensure those actions happen only when needed
• Learn Potential Opportunity Analysis: a similar process for identifying
and leveraging future opportunities

HİZMETE ÖZEL - INTERNAL

 Potantial Problem Analysis
Identify Potantial
Problems Take Preventive Action to reduce the
probability that a future problem
State the Action to focus on protecting a  What can we do to prevemt this likely cause from
specific task. happening?
 What do we need to?  What can we do to reduce the chances of likely
 What else..? cause happening?
 How can we keep this likely cause from creating the
potantial problem?
List Potantial Problems to
anticipate and prepare for future
problems
 When we do this, what could
go wrong?
 What problems could this
action cause? Plan Contingent Action and Set
Triggers Prepare Actions to Reduce Likely
Effects to limit the damage if something does go wrong.
 What will we do if this happens?
 What will minimize the effects if this happens?
Identify Likely Causes
to help prevent or reduce the
threat Set Triggers for Contingent
 What could cause this
potantial problem? Actions to start the contingent action
 What else could cause? at ths proper time.
 How will we know the potential
problem has occured?
 What will cause the contingent
action to start?

HİZMETE ÖZEL - INTERNAL

 THINK BEYOND THE
FIX

Extend the Cause

 What other damge could this cause create?

 Where else could the cause create problems?
 What caused the cause?

Extend the Fix

 What identical things need the same fix?

 What problems could this fix cause?

HİZMETE ÖZEL - INTERNAL

 Teşekkürler…

HİZMETE ÖZEL - INTERNAL