解决问题ProblemSolving学习资料
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Problem Solving
When
Where
发生在哪里？
所发生的问题的线的相关人员？
Who
Go See--用5W1H描述问题
现象的描述:
What + How+ Which + When + Where + Who
问题陈述:
11年7月15日第三个班XXX线生产250g产品时，发生了5次盖 机故障
12年3月2日03：30分XXX纸盒机吸盒臂定位杆断裂，无法正 常吸盒，造成停机
增加生产回顾或启tion Reviews
Go See Think Do 的启动
指标是否达到 目标?
Reoccurred problem
Go See Think Do 的目的和产出
目的: - 执行和对解决方法标准化 产出: - 解决方法执行 - 指标向好的方向发展 - 更新或建立标准 - 知识传输和培训 3 1 目的: - 明白问题所在 产出: - 问题明确 - 确定被影响的指标
运用。
Go See Think Do和基础DMAIC是90%的问题的解决工具
解决问题需要高级复杂的问题 解决工具
DMAIC 培训
1%*
高级 DMAIC
解决问题需要中等复杂的的 问题解决工具 解决问题需要简 单到复杂的问题 解决工具
Professional (champion)
4%*
中级 DMAIC
因为在教堂的墙上有蜘蛛，鸟吃蜘 蛛 Why: 为什么在教堂的墙上有蜘蛛？
5Why的例子– 大教堂墙面脏
因为在教堂上有飞蛾，蜘蛛吃飞蛾
Why: 为什么在教堂周围有飞蛾？
5Why的例子– 大教堂墙面脏
因为灯光吸引飞蛾
5Why的例子– 大教堂墙面脏
ProblemSolving问题处理方法推荐文档
4. 跟踪对策、维持效果
– 聚焦在少数关键对策
– 确定责任人和附加的资源 – 到现场测定结果
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During this workshop, you will apply the Problem Solving Process to several cases including your own KPI or WIG “miss”
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Symptom/Problem/Causes Relationship – Tree Concept
症状、问题、原因之间关系－分析树
Symptoms 症状
Symptoms 症状: result or outcome of the
problem (Obvious) 问题的结果（明显的）
Fever 发烧
将主要产品增加一个ＫＢ。
? 计划员：这个要研究一下。没这么容易，至少需要几周时
间。
? 客户跟单员 : 那就尽快吧.
? ．．．
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什么是真正的问题？
我们认识“问题”基于我们的感觉
我们目睹所发生的事
? 我们的工作职能引导我们定义问题基于我们的
责任
? 我们时常将真实问题与问题的现象和问题的原
因混淆
– Toyota call back –日本 3.11 地震，核泄漏
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什么是解决问题？
它是你在不知道做什么时要做的事情.
Problem Solving provides an opportunity for “discovery” and “continuous improvement”
13
Problem Solving Applications
维持性问题
Caused problem
Problem Solving
Decision Making (continued)
Evaluate Benefits and Risks of Alternatives
– Certainty – Known Risk – Uncertainty – Turbulence
Decide on a Plan
Decision Making (continued)
Generate alternative solutions Evaluate and select an alternative
4. 5.
Implement Follow-through
follow up on the solution
Problem Awareness
Establish Trust Clarify Objectives Assess the Current Situation Identify Problems
Establish Criteria for Measuring Success. Monitor the Results. Take Corrective Action.
When Is Participation Appropriate for Decision Making?
Degrees of Decision Participation
Approaches
Rationale problem solving Creative problem solving
Rationale Problem Solving
What are the steps? When is this the most effective method?
A B C
Advantages and Disadvantages of Group Decision Making
问题解决培训教学课件
• Recurring themes point toward a definition
• Define barriers, as necessary.
• A clear definition of these barriers is necessary when preparing an action plan
66
M N Pt. Total 12
6
x
Pt. Total
6
Pt. Total Pt. Total
13
Step Three – Evaluate Alternatives Tool
3. Criteria of this Alternative
• Set your criteria
1. Does this alternative express your desired achievement? ___________________________________________________ ___________________________________________________ ___________________________________________________
4. Propose and Implement the Solution
2
Six Steps Problem Solving Process
Step 1. Identify Concerns
(How urgent or important is this?) • Identifying the gap • Smoke out the issues to the team or organization
• Define barriers, as necessary.
• A clear definition of these barriers is necessary when preparing an action plan
66
M N Pt. Total 12
6
x
Pt. Total
6
Pt. Total Pt. Total
13
Step Three – Evaluate Alternatives Tool
3. Criteria of this Alternative
• Set your criteria
1. Does this alternative express your desired achievement? ___________________________________________________ ___________________________________________________ ___________________________________________________
4. Propose and Implement the Solution
2
Six Steps Problem Solving Process
Step 1. Identify Concerns
(How urgent or important is this?) • Identifying the gap • Smoke out the issues to the team or organization
Problem_Solving问题处理方法
WHO HOW FAR
Exercise 1
15
HOW HOW Much When WHO
PD Critical Thinking Process
Action Plan
RCCM
角色扮演：我们公司发生过这样的事情吗？
•
Sales: Our Sales numbers are low. Our sales team is losing business to our competitor. They have a much more advantaged product. 销售：我们的销售额下降了。由于竞争对手上市了更优质的产品，抢走了我们的业务 Product Development: Yes, I know, I‟ve received at least 3 calls this month from sales reps who are losing business to the competition. 研发：知道了。关于此事，这个月销售代表已经来过3个电话了 Sales: We need to do something about this. Can we develop a faster, cheaper product? 销售：需要采取行动。我们能够研发出成本更低、生产更快的产品吗？ Product Development: Hold on now, let me do a bit of research to verify if their product actually is faster and cheaper than ours. I‟ll get one of their units and have our team of engineers test it. This is no easy task, it will take about a month. 研发：采取行动前，我得调查一下他们的产品确实比我们的产品更便宜、更好。先让工程师测试竞 争对手的产品。该项测试有一定难度，需要一个月才能出结果 Sales: If we get a faster, cheaper product, our sales will increase drastically. 销售：如果有成本更低、生产更快的产品，我们的销售额将迅速增长
Exercise 1
15
HOW HOW Much When WHO
PD Critical Thinking Process
Action Plan
RCCM
角色扮演：我们公司发生过这样的事情吗？
•
Sales: Our Sales numbers are low. Our sales team is losing business to our competitor. They have a much more advantaged product. 销售：我们的销售额下降了。由于竞争对手上市了更优质的产品，抢走了我们的业务 Product Development: Yes, I know, I‟ve received at least 3 calls this month from sales reps who are losing business to the competition. 研发：知道了。关于此事，这个月销售代表已经来过3个电话了 Sales: We need to do something about this. Can we develop a faster, cheaper product? 销售：需要采取行动。我们能够研发出成本更低、生产更快的产品吗？ Product Development: Hold on now, let me do a bit of research to verify if their product actually is faster and cheaper than ours. I‟ll get one of their units and have our team of engineers test it. This is no easy task, it will take about a month. 研发：采取行动前，我得调查一下他们的产品确实比我们的产品更便宜、更好。先让工程师测试竞 争对手的产品。该项测试有一定难度，需要一个月才能出结果 Sales: If we get a faster, cheaper product, our sales will increase drastically. 销售：如果有成本更低、生产更快的产品，我们的销售额将迅速增长
Problem Solving 奥斯陆(中文版)
3
4 5 6
如何对组织的变化进行整合（到正常的程序中）？ 谁？需要什么培训？What methods have been
established to ensure improvements are sustained? Who? How do we integrate the changes to the organization (into normal procedures)? Who? What Training?
5. Who are the key members? 关键成员是谁 6. What is the project indicator? 项目指标是什么？
7. How is the issue being contained? Evidence?
问题是怎样产生的？证据？
8. What is the project statement? 项目的描述是什
2. 3.
团队学到了什么？解决问题的障碍在哪？如何与 别的团队分享我们的经验？
4. 团队将来的计划是什么？
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7
STEP 7 - OUTPUT
• •
用数据与文件展示改善努力的成效 文件：
• • 优势与收益 （包括可见的和不可见的）Advantages And Benefits (Tangibles And Intangibles) 在解决问题过程中项目的局限与困难
描述问题
原因分析 解决方案 结果检验 标准化 未来计划
3
4 5 6
4. 有没有偏离计划？为什么？Were there deviations from the plan? Why?
5. 结果是如何向关键成员沟通的？ How were the results communicated to key players/members?
8D解决问题方法(8D Problem Solving-presentation)
8DProblem Solving 8D式解决问题法
Learning Objectives学习目的
•Participants will have a detailed understanding of the generic “8D” problem solving process.（参与者必须理解8d工作法）
of a problem.（参与者必须是富有经验的）
8DProblem Solving
Detection Cycle
8D Problem Solving
8D Analysis
Root Cause
Prevention Cycle
Cause Priority Table
DFMEA PFMEA
Potential Cause
•Participants will have learned to carry out an “8D” process using an actual problem at their company.（在公司里参与者要必须真实的执行8d工作法）
• Participants will have an understanding of how to use a cause and effect diagram to determine potential root cause.（参与者必须使用因果图表来找出潜在的根本原因）
Types of Problem Situations (2)
All problems fall into one of these two categories. How you identify the root may depend on the type of problem situation you have. A comparative analysis m not be done for a never – been – there situation.
Learning Objectives学习目的
•Participants will have a detailed understanding of the generic “8D” problem solving process.（参与者必须理解8d工作法）
of a problem.（参与者必须是富有经验的）
8DProblem Solving
Detection Cycle
8D Problem Solving
8D Analysis
Root Cause
Prevention Cycle
Cause Priority Table
DFMEA PFMEA
Potential Cause
•Participants will have learned to carry out an “8D” process using an actual problem at their company.（在公司里参与者要必须真实的执行8d工作法）
• Participants will have an understanding of how to use a cause and effect diagram to determine potential root cause.（参与者必须使用因果图表来找出潜在的根本原因）
Types of Problem Situations (2)
All problems fall into one of these two categories. How you identify the root may depend on the type of problem situation you have. A comparative analysis m not be done for a never – been – there situation.
问题解决 -Problem Solving Tree(ENG)
5 Why
5 Why
Part 3: Problem Correction
In the third part of the process, you: Take specific action to correct the problem(s). At a minimum, short-term temporary measures are required to protect the customer.
5 Why
Practical Problem Solving Model 5-Why Funnel
Why 6:
Wife loves her mother.
Like a detective, we find the Root Cause by asking questions.
Like a detective, we start with the end of the trail and work backwards. We start with the Problem.
Main Topics
Problem Solving Toolbox
- 5 Why - Is-Is Not Matrix
- Problem Solving Tree
Problem Solving Tool box --- 5 Why
5 Why
Linkage between 5-Why & 5-Step
Part 4: Prevention through error proofing
In the fourth part of the process, you:
Take specific action to make sure the problem cannot recur, typically through error proofing Capture and communicate Lessons Learned
问题解决(problem solving)
第20页
1. 按照决策模型的步骤，应用简易性\有效性矩阵解决案例问题：10分钟
2. 各组汇报最终解决方案（单个或多个）：5分钟 3. 其他组对汇报组现场反馈：5分钟
C
21
课程安排
概述 界定问题 问题根源分析 解决方案制定 跟踪、评估问题解决状态
– 工具介绍
– 工具演练
第21页
总结与寄语
22
评估问题解决的工具
第22页
工具演练
评估 工具
检查表
图示 工具
排列图 趋势图
23
案例分析
第23页
工具演练
继续讨论案例，选择合适的工具评估课程案例中的解决方案
活动要求：15分钟
1、小组讨论，并使用所选工具对问题解决状态进行评估和跟进：10分钟
2、小组派代表分享评估结果：5分钟
C
24
课程安排
概述 界定问题 问题根源分析 解决方案制定 跟踪、评估问题解决状态
Process Check to find the defect
Gather the defect and analyze the raw cause
Switchgear FPY
350 300 250 200 150 100 50 5.7% 141 15.0% 80 5.4% 17 112 9.3% 31 6 Jul FPY-Monthly Aug 12 May Total Panel Qty 333 50.0% 45.0% 40.0% 35.0% 30.0% 25.0% 20.0% 15.0%
2+2=?
第8页
需要研究解决的疑难和矛盾
下雨天，没有雨伞怎么回家？
现状与目标的差距
最新problem solving精品资料
Source: /wiki/Problem_solving
“He who asks a question may be a fool for five minutes, but
he who never asks a question remains a fool forever.”
LEADERSHIP SKILL For SUPERVISOR (Advance)
Training
Bandung, 17-18 Maret 2010
Kanaidi, SE., M.Si
kana_ati@
Scenario
More employees are failing their jobs this year compared to last year.
Who is to blame?
Managers’ Perspective?
Employees KNOW NOTHING! They are both LAZY and STUPID! What a perfect combination to become an employable graduate!
“Problems call forth our courage and our wisdom; indeed, they create our courage and our wisdom. It is only because of
problems that we grow mentally and spiritually.” - M. Scott Peck
1. List the benefits. – how will solving the problem benefit you?
“He who asks a question may be a fool for five minutes, but
he who never asks a question remains a fool forever.”
LEADERSHIP SKILL For SUPERVISOR (Advance)
Training
Bandung, 17-18 Maret 2010
Kanaidi, SE., M.Si
kana_ati@
Scenario
More employees are failing their jobs this year compared to last year.
Who is to blame?
Managers’ Perspective?
Employees KNOW NOTHING! They are both LAZY and STUPID! What a perfect combination to become an employable graduate!
“Problems call forth our courage and our wisdom; indeed, they create our courage and our wisdom. It is only because of
problems that we grow mentally and spiritually.” - M. Scott Peck
1. List the benefits. – how will solving the problem benefit you?
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地方 5. 比較合適的工具:
偽代碼Pseudo-code、流程圖Flow-chart
11
3.1 算法的表示方式
偽代碼、流程圖的用途： 1. 溝通工具Communication e.g. users 2.發展解決方案 Implemention 3.除錯和測試 Debugging & Testing 4.文件編製 Documention
1 吋 = 2.54 cm, n 吋= ? cm 3. 正確 Correctness 4. 有限的時間內Finiteness有結果
10
3.設計算法 (續)
為指定的問題，設計算法，必須 1. 可以證明它是正確的 2. 可以把設計寫在紙上 (不單在腦中) 3. 可以用合適的工具去代表及記載 4. 人類語言natural language有許多含糊的
3
1.釐清問題 (續)
(b) 標準稅率 Standard Tax rate 16% 標準稅 Tax = Income ×16% 應繳稅Tax payable = min (a , b) Net income = Income – allowances 應課稅入息 = 總收入 – 免稅額
4
1.釐清問題 (續)
解決問題 Problem Solving
1.釐清問題 Problem Definition 2.問題分析 Problem Analysis 3.設計算法 Design of Algorithm 4.發展解決方案Implementation 5.除錯和測試 Debugging & Testing 6.文件編製 Documentation
1. 輸入inputs、格式form、輸入媒體media; 2. 輸出outputs、格式、輸出媒體; 3. 特別限制constraints 、情況、條件; 4. 公式Formulas or equations.
7
2.分析問題 (續)
以計算薪俸稅為例: 1. 輸入 – 個人收入、受供養父母人數
(鍵盤輸入) 2. 輸出 -- 應課稅入息、個人、父母免稅額
使用者要求 requirement specification:
1. 使用者必須為單身人仕 2. 使用者需要輸入：收入及受供養父母人數 3. 計算：個人及父母免稅額
4. 計算：累進稅及標準稅
5. 計算：薪俸稅 6. 輸出結果：3,4,5
6
2.分析問題 Problem Analysis
辨識 identify 以下各項:
}
15
3.2.2 選擇控制結構 Selection
如果，則，否則 ‘if’, ‘else’ & ‘end_if’ :
如果if <條件>則
句子 1,2,3,… 否則else
句子 5,6,7,… end_if
16
3.2.2 選擇控制結構
如果 Progressive_Tax <= Standard_Tax 則
作維修及擴展用途
12
3.2 偽代碼 Pseudo-code
英文+電腦語言 三種控制結構：
basic control constructs (1) 順序控制結構 sequence (2) 選擇控制結構 selection (3) 迭代控制結構 repetition
13
3.2.1 順序控制結構 Sequence
、累進稅、標準稅、薪俸稅
3. 限制 -- $0個人收入 $1,000,000、 0受供養父母人數4
4. 公式 – 見p.3-5
8
3.設計算法 Algorithm Design
算法是一連串(有限)的步驟 當被執行時，可以提供解 決問題的方案 把輸入值轉化為輸出值
9
3.設計算法 (續)
算法必須符合以下條件: 1. 不含糊 Unambiguousness 2. 一般性 Generality
14
3.2 .1 順序控制結構 Sequence
‘begin’ & ‘end’ 表示區段開始和結束 區段內句子必須有系統地縮排 readability
Calculate_Net_Income 計算應課稅入息
{ Parent_Allowance = No_of_Parents×30000 Net_Income = Annual_Income - Parent_Allowance
一連串順序的步驟 ，例如： 1. Read_Annual_Income 輸入全年收入 2. Read_No_of_Parents 受供養父母人數 3. Calculate_Net_Income 計算應課稅入息 4. Calculate_Progressive_Tax 計算累進稅 5. Calculate_Standard_Tax 計算標準稅 6. Print_Chargeable_Tax 列印薪俸稅
begin
Tax_Payable = Progressive_Tax
輸出 Tax _Payableend否則begin
Tax _Payable = Standard_Tax
輸出Tax _Payable
end
17
3.2.2 巢狀選擇控制結構
簡單的選擇 (是或否) 2-way decision-making 較複雜的選擇 multi-way 例如: 累進稅率 (首3萬、次3萬．．．)
18
3.2.2 巢狀選擇控制結構
如果 Net_income <= 30000則 Progressive_Tax = Net_income x 2%
1
1.釐清問題 Problem Definition
最重要的步驟 (問題定義) 確保對問題有清晰的了解，並使用清楚 精確文字描述定義問題 :
要解決的是什麼問題 ? 解決的方案該提供些什麼功能 ? 要考慮什麼限制 constraints 或特殊情況 ?
對問題的了解有多清晰，決定於對問題 的認識程度 例: 計算薪俸稅salary tax ...
2
1.釐清問題 (續)
參考網頁: .hk
(a) 累進稅率 Progressive Tax rate
NET Income Rate Tax First 30,000 2% 600 Next 30,000 8% 2,400 Next 30,000 14% 4,200 Remainder 20% 7,200
偽代碼Pseudo-code、流程圖Flow-chart
11
3.1 算法的表示方式
偽代碼、流程圖的用途： 1. 溝通工具Communication e.g. users 2.發展解決方案 Implemention 3.除錯和測試 Debugging & Testing 4.文件編製 Documention
1 吋 = 2.54 cm, n 吋= ? cm 3. 正確 Correctness 4. 有限的時間內Finiteness有結果
10
3.設計算法 (續)
為指定的問題，設計算法，必須 1. 可以證明它是正確的 2. 可以把設計寫在紙上 (不單在腦中) 3. 可以用合適的工具去代表及記載 4. 人類語言natural language有許多含糊的
3
1.釐清問題 (續)
(b) 標準稅率 Standard Tax rate 16% 標準稅 Tax = Income ×16% 應繳稅Tax payable = min (a , b) Net income = Income – allowances 應課稅入息 = 總收入 – 免稅額
4
1.釐清問題 (續)
解決問題 Problem Solving
1.釐清問題 Problem Definition 2.問題分析 Problem Analysis 3.設計算法 Design of Algorithm 4.發展解決方案Implementation 5.除錯和測試 Debugging & Testing 6.文件編製 Documentation
1. 輸入inputs、格式form、輸入媒體media; 2. 輸出outputs、格式、輸出媒體; 3. 特別限制constraints 、情況、條件; 4. 公式Formulas or equations.
7
2.分析問題 (續)
以計算薪俸稅為例: 1. 輸入 – 個人收入、受供養父母人數
(鍵盤輸入) 2. 輸出 -- 應課稅入息、個人、父母免稅額
使用者要求 requirement specification:
1. 使用者必須為單身人仕 2. 使用者需要輸入：收入及受供養父母人數 3. 計算：個人及父母免稅額
4. 計算：累進稅及標準稅
5. 計算：薪俸稅 6. 輸出結果：3,4,5
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2.分析問題 Problem Analysis
辨識 identify 以下各項:
}
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3.2.2 選擇控制結構 Selection
如果，則，否則 ‘if’, ‘else’ & ‘end_if’ :
如果if <條件>則
句子 1,2,3,… 否則else
句子 5,6,7,… end_if
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3.2.2 選擇控制結構
如果 Progressive_Tax <= Standard_Tax 則
作維修及擴展用途
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3.2 偽代碼 Pseudo-code
英文+電腦語言 三種控制結構：
basic control constructs (1) 順序控制結構 sequence (2) 選擇控制結構 selection (3) 迭代控制結構 repetition
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3.2.1 順序控制結構 Sequence
、累進稅、標準稅、薪俸稅
3. 限制 -- $0個人收入 $1,000,000、 0受供養父母人數4
4. 公式 – 見p.3-5
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3.設計算法 Algorithm Design
算法是一連串(有限)的步驟 當被執行時，可以提供解 決問題的方案 把輸入值轉化為輸出值
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3.設計算法 (續)
算法必須符合以下條件: 1. 不含糊 Unambiguousness 2. 一般性 Generality
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3.2 .1 順序控制結構 Sequence
‘begin’ & ‘end’ 表示區段開始和結束 區段內句子必須有系統地縮排 readability
Calculate_Net_Income 計算應課稅入息
{ Parent_Allowance = No_of_Parents×30000 Net_Income = Annual_Income - Parent_Allowance
一連串順序的步驟 ，例如： 1. Read_Annual_Income 輸入全年收入 2. Read_No_of_Parents 受供養父母人數 3. Calculate_Net_Income 計算應課稅入息 4. Calculate_Progressive_Tax 計算累進稅 5. Calculate_Standard_Tax 計算標準稅 6. Print_Chargeable_Tax 列印薪俸稅
begin
Tax_Payable = Progressive_Tax
輸出 Tax _Payableend否則begin
Tax _Payable = Standard_Tax
輸出Tax _Payable
end
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3.2.2 巢狀選擇控制結構
簡單的選擇 (是或否) 2-way decision-making 較複雜的選擇 multi-way 例如: 累進稅率 (首3萬、次3萬．．．)
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3.2.2 巢狀選擇控制結構
如果 Net_income <= 30000則 Progressive_Tax = Net_income x 2%
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1.釐清問題 Problem Definition
最重要的步驟 (問題定義) 確保對問題有清晰的了解，並使用清楚 精確文字描述定義問題 :
要解決的是什麼問題 ? 解決的方案該提供些什麼功能 ? 要考慮什麼限制 constraints 或特殊情況 ?
對問題的了解有多清晰，決定於對問題 的認識程度 例: 計算薪俸稅salary tax ...
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1.釐清問題 (續)
參考網頁: .hk
(a) 累進稅率 Progressive Tax rate
NET Income Rate Tax First 30,000 2% 600 Next 30,000 8% 2,400 Next 30,000 14% 4,200 Remainder 20% 7,200