      
| Introduction |
Process facilitates success.
People find swaps: Solutions Without A Problem.
Requirements provide the value to solving problems.
An example of a swap is the housewife who buys a
computer. She does not know what she will do with it, but she buys it
and hopes to find something for which she can use it. When she finds a
program for recipes, she is delighted. But when she starts rolling the
dough and finds her hands covered with flour and tries to enter requests
on the computer keyboard, she realizes that she just hasn't thought this
thing through….
Businesses often buy solutions or hire contractors to
solve problems without even knowing what the problem may be, but they
have a solution in mind.
The first step to solving a problem is knowing what
it is that you are trying to solve.
Most of the time, 80% of the problems can be
eliminated by resolving 20% of the causes.
This is not a complete tutorial on the problem
solving process. Typically, there is a three day class associated with
learning to use the tools. This should be a GUIDE to following process
to resolve problems. |
| Purpose |
The purpose of process is to enable people to solve
problems rationally by determining the requirements for resolution.
People tend to pick solutions they like and want
first and only then determine how the solution fits the problem.
The reason that people want to pick solutions rather
than analyze and determine what is the real problem is because:
- It is easier than following process;
- People often don’t want to plan;
- Most rely on feelings and emotions in solving problems rather than
on logic, reason, and facts, particularly in stressful situations;
- Few like the discipline of process to budget time and other
resources;
- Process is viewed as not being fun or meaningful.
|
The Quality Improvement Process
| Problem solving steps |
The following are the steps to solving a problem based
on the Deming model of the plan, do, check, act cycle:
- Problem statement: What is the problem? Why is a problem?
- Determine the current situation: Collect all the relevant data
about a problem; determine the goal, performance indicators, and
target (How Much?).
- Determine the root cause.
- Chose a solution.
- Create an action plan with a timeline including what, who, how,
and when actions are to occur.
- Determine an Implementation Record with: Education Given;
Commitment building done, communication done, resources used, tracking
procedures used.
- Assemble the results: Collect the data, give the reasons for the
degree of success, determine other consequences from action.
- Produce a reliable method.
- Review: Resolve "parking lot" issues--left over problems and
recommendations and project future plans.
|
| Purpose for tools |
Quality Improvement Tools help teams:
- Make decisions based on facts.
- Choose the most critical problems to solve.
- Evaluate what might be causing problems.
- Monitor changes in quality to see if the new methods result in
desired improvements.
- Display / communicate key points to people outside the team.
|
| Tools for problem solving |
The following are the basic tools used to gather and
analyze facts and data about a problem and assess the effectiveness of
solutions. |
Pareto Diagrams
Pareto Diagrams are simple bar graphs that focus attention
on the factors that are most significant to a problem.
The 80 / 20 Rule
In most cases, 80% of the problems are from 20% of the
causes. This means that if the major causes can be identified and ordered in
priority, it may be that a great deal of effort and resources can be saved.
After all the problems are uncovered through an analysis,
make a determination of how much of the problems are produced by a cause.
Order the causes by percentage of problems caused, then draw the diagram.
The Pareto Diagram can then be used to order the solutions
into priority order.
Cause and Effect
Cause and effect diagrams should generally have above the
line:
-
Machines
-
Environment
-
People
Below the line should be:
-
Materials
-
Measurement
-
Methods
|
