The Problem-Solving, Problem-Prevention, and Decision-Making Guide

Book Description

Each day, managers and employees are confronted with a plethora of real problems and decisions that are creating issues suchs as lost throughput, poor quality, personnel problems, and material shortages.How they approach these daily quandaries will determine how successful they are at resolving problems and making effective decisions. It is human nature for managers to solutions before they even understand the nature of the problems they are trying to solve. As a result, they end up making blind decisions that change perfectly acceptable processes for incorrect reasons.

The real secret to solving problems does not depend upon the number of sophisticated statistical tools that one applies -- The secret to solving most problems is to keep the approach simple and uncomplicated. Many managers and employees make mistakes because they fail to do what Toyota does so effortlessly -- . They fail to perform the 'genmba walk,' during which they go to see the actual process, understand the work, ask questions, and learn.

By following a structured approach, and using only simple tools, most problems can be solved, effective decisions can be made, and problems prevented. The cornerstones of this book are three detailed roadmaps for solving problems, preventing problems, and making effective decisions. Each roadmap contains a step-by-step explanation on how to solve existing problems, how to prevent future problems, and how to make effective decisions. The book provides real case studies to illustrate each of the techniques presented in the book.

Table of Contents

  1. Cover
  2. Half Title Page
  3. Title Page
  4. Copyright Page
  5. Contents
  6. Preface
  7. Chapter 1 The DNA of Problems and Problem Solvers
    1. 1.1 The DNA of a Good Problem Solver
    2. 1.2 The Problem with Problems
    3. 1.3 The DNA of Problems
    4. 1.4 Change-Related Problems
    5. 1.5 Chronic Problems
    6. 1.6 Hybrid Problems
    7. 1.7 The 4 C’s of Problem Solving
  8. Chapter 2 Four Basic Tools for Problem Solving
    1. 2.1 Run Chart
    2. 2.2 The Pareto Chart
    3. 2.3 Cause-and-Effect Diagram
    4. 2.4 Causal Chain
  9. Chapter 3 A Structured Approach to Problem Solving
    1. 3.1 The Structured Approach
    2. 3.2 Process Improvement, Six Sigma, and Toyota’s Practical Problem Solving
  10. Chapter 4 Define, Describe, and Appraise the Problem
    1. 4.1 Define, Describe, and Appraise the Problem
    2. 4.2 Select a Success Metric
  11. Chapter 5 Investigate, Organize, and Analyze the Data
    1. 5.1 Record the Symptoms
    2. 5.2 Record Relevant Data
    3. 5.3 Record Known Changes
    4. 5.4 Search For and List Defect- Free Configurations
    5. 5.5 Study and Record Distinctions
    6. 5.6 Brainstorm and Record Possible Causes
    7. 5.7 Eliminate Obvious Noncauses
  12. Chapter 6 Formulate and Test a Causal Theory
    1. 6.1 Develop a Hypothesis
    2. 6.2 Test Your Hypotheses
  13. Chapter 7 Choose the Most Probable Cause
    1. 7.1 Potential Problem-Solving Traps
    2. 7.2 Select the Most Probable Cause
  14. Chapter 8 Develop, Test, and Implement Solutions
    1. 8.1 Develop Possible Solutions
    2. 8.2 Factors to Consider
    3. 8.3 Change-Related Problem Solutions
    4. 8.4 Launch-Related Problem Solutions
    5. 8.5 Hybrid Problem Solutions
    6. 8.6 Test and Select the Best Solution
    7. 8.7 Implement the Best Solution
  15. Chapter 9 Implement, Document, and Celebrate
    1. 9.1 Select and Implement Controls
    2. 9.2 Document Your Success
    3. 9.3 Celebrate Your Success
  16. Chapter 10 Failing at Problem Solving
  17. Chapter 11 A Message for Leadership
    1. 11.1 The Responsibility of the Leader
    2. 11.2 The Culture of Problem Solving
    3. 11.3 Crisis and Failure
    4. 11.4 Traffic Intensity
    5. 11.5 The Effects of Fire Fighting
    6. 11.6 Escaping Fire Fighting
  18. Chapter 12 A Structured Approach to Problem Prevention
    1. 12.1 An Ounce of Prevention
    2. 12.2 Becoming Proactive Rather Than Reactive
    3. 12.3 Probability and Risk
    4. 12.4 The Problem Prevention Roadmap
  19. Chapter 13 Defining High-Risk Areas
    1. 13.1 Identify the High Risk or Vulnerable Areas of Your Organization
  20. Chapter 14 Defining Problems, Failure Modes, and Effects
    1. 14.1 Identify Potential Problems, Failure Modes, and Effects in High-Risk Areas
  21. Chapter 15 Identifying the Highest Total Risk Problem
    1. 15.1 Estimate the Probability of Occurrence for Each Problem
    2. 15.2 Estimate the Potential Severity of the Problem
    3. 15.3 Estimate the Probability of Detection
    4. 15.4 Calculate and Prioritize the Total Risk Factor for Each Problem
    5. 15.5 Prioritize and Select the Problem with the Highest Total Risk Factor
  22. Chapter 16 Determine the Most Probable Cause
    1. 16.1 Brainstorm Possible Causes
    2. 16.2 Eliminate Obvious Noncauses
    3. 16.3 Identify the Most Likely Potential Root Causes
    4. 16.4 Select the Most Probable Cause
  23. Chapter 17 Developing the Preventive Measures Plan
    1. 17.1 A Discussion Regarding the Plan
    2. 17.2 Identify Preventive Actions
    3. 17.3 Identify Actions to Reduce Severity
    4. 17.4 Identify Detective Controls
    5. 17.5 Estimate Occurrence, Severity, and Detection, Then Recalculate Total Risk Factor
  24. Chapter 18 Implement Preventive Measures Plan
    1. 18.1 Finalize and Implement the Preventive Measures Plan
    2. 18.2 Audit Effectiveness of Prevention Plan
  25. Chapter 19 The Case of the Engineering Backlog
    1. 19.1 Asking the Right Questions
    2. 19.2 Background Information
    3. 19.3 The History and Analysis of the Problem
  26. Chapter 20 The Case of the Defective Pinions
    1. 20.1 Case Background
    2. 20.2 Establishment of a Data Collection System
    3. 20.3 Scrap Summary and Analysis
  27. Chapter 21 The Case of the Cracking Rails
    1. 21.1 Introduction to Case Study
    2. 21.2 Define, Describe, and Appraise the Problem
    3. 21.3 Investigate, Organize, and Analyze the Data
    4. 21.4 Symptoms and Relevant Data
    5. 21.5 Record All Known Changes
    6. 21.6 Search for and Record Defect-Free Configurations (DFCs)
    7. 21.7 Search for and Record Distinctions
    8. 21.8 Record Possible Root Causes
    9. 21.9 Develop Hypotheses for Root Causes
    10. 21.10 Hypothesize/Test for Potential Root Causes
    11. 21.11 Define the Most Probable Cause(s)
    12. 21.12 Define and Implement Corrections and Controls
    13. 21.13 Celebrate and Document Success
  28. Chapter 22 The Case of the Weld Spatter
    1. 22.1 Background Information
    2. 22.2 The Structured Approach
    3. 22.3 Define, Describe, and Appraise the Problem
    4. 22.4 Investigate, Organize, and Analyze the Data
    5. 22.5 Record the Symptoms and Relevant Data
    6. 22.6 Record Recent Changes
    7. 22.7 List Defect-Free Configurations and Distinctions
    8. 22.8 Record Possible Causes
    9. 22.9 Eliminate Obvious Noncauses
    10. 22.10 Develop and Test Hypotheses
    11. 22.11 Develop, Test, and Implement Solutions
    12. 22.12 Implement, Document, and Celebrate
  29. Chapter 23 A Case Study in Problem Prevention
    1. 23.1 Case Background
    2. 23.2 A Structured Approach to Problem Prevention
    3. 23.3 Defining High-Risk Areas
    4. 23.4 Defining Problems, Failure Modes, and Effects
    5. 23.5 Identify the Highest Total Risk Problem
    6. 23.6 Estimate the Probability of Occurrence, Severity, and Detection
    7. 23.7 Estimate the Probability of Occurrence
    8. 23.8 Estimate the Severity
    9. 23.9 Estimate the Probability of Detection
    10. 23.10 Calculate the Total Risk Factor (TRF)
    11. 23.11 Prioritize and Select the Highest TRF
    12. 23.12 Determine the Most Probable Cause
    13. 23.13 Develop Preventive Measures Plan
    14. 23.14 Identify Preventive Actions
    15. 23.15 Identify Actions to Reduce Severity
    16. 23.16 Identify Detective Controls
    17. 23.17 Estimate Occurrence, Severity, and Detection, Then Recalculate the TRF
    18. 23.18 Finalize, Implement, and Audit the Preventive Measures Plan
  30. Chapter 24 Decisions, Decisions, Decisions
    1. 24.1 Making Choices
    2. 24.2 Create a Statement of Purpose
    3. 24.3 Write a Statement of Purpose
    4. 24.4 Define the Criteria for the Decision
    5. 24.5 Rate the Optional Criteria
    6. 24.6 Develop a List of Potential Options That Satisfy the Decision Criteria
    7. 24.7 Evaluate and Rate Each Option
    8. 24.8 Assess the Risks of Each Option
    9. 24.9 Calculate the Satisfaction Index
    10. 24.10 Calculate the Option Risk Index
    11. 24.11 Calculate the Total Option Score
    12. 24.12 Make Your Decision
    13. 24.13 Implement the Best Option
  31. Chapter 25 A Case Study in Decision Making
    1. 25.1 Case Background
    2. 25.2 Define the Criteria for the Decision
    3. 25.3 Rate the Optional Criteria
    4. 25.4 Develop a List of Potential Options
    5. 25.5 Evaluate Each Option
    6. 25.6 Assess the Risks of Each Option
    7. 25.7 Calculate the Decision Factors
    8. 25.8 Calculate the Satisfaction Index
    9. 25.9 Calculate the Option Risk Index
    10. 25.10 Calculate the Total Option Score
    11. 25.11 Make and Implement Your Decision
    12. 25.12 Implement the Best Option
  32. Chapter 26 Needs Assessment
    1. 26.1 Putting It All Together
    2. 26.2 Assessing Your Needs
    3. 26.3 Conclusion
  33. AppendixProblem Analysis Flowchart
  34. References
  35. Index

Product Information

  • Title: The Problem-Solving, Problem-Prevention, and Decision-Making Guide
  • Author(s): Bob Sproull
  • Release date: March 2018
  • Publisher(s): Productivity Press
  • ISBN: 9781351116244