book

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

Name: The Problem-Solving, Problem-Prevention, and Decision-Making Guide
Author: Bob Sproull
ISBN: 9781351116244

by Bob Sproull

March 2018

Beginner to intermediate

244 pages

5h 10m

English

Productivity Press

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Cover
Half Title Page
Title Page
Copyright Page
Contents
Preface
Chapter 1 The DNA of Problems and Problem Solvers
1.1 The DNA of a Good Problem Solver1.2 The Problem with Problems1.3 The DNA of Problems1.4 Change-Related Problems1.5 Chronic Problems1.6 Hybrid Problems1.7 The 4 C’s of Problem Solving
Chapter 2 Four Basic Tools for Problem Solving
2.1 Run Chart2.2 The Pareto Chart2.3 Cause-and-Effect Diagram2.4 Causal Chain
Chapter 3 A Structured Approach to Problem Solving
3.1 The Structured Approach3.2 Process Improvement, Six Sigma, and Toyota’s Practical Problem Solving
Chapter 4 Define, Describe, and Appraise the Problem
4.1 Define, Describe, and Appraise the Problem4.2 Select a Success Metric

Chapter 5 Investigate, Organize, and Analyze the Data
5.1 Record the Symptoms5.2 Record Relevant Data5.3 Record Known Changes5.4 Search For and List Defect- Free Configurations5.5 Study and Record Distinctions5.6 Brainstorm and Record Possible Causes5.7 Eliminate Obvious Noncauses
Chapter 6 Formulate and Test a Causal Theory
6.1 Develop a Hypothesis6.2 Test Your Hypotheses
Chapter 7 Choose the Most Probable Cause
7.1 Potential Problem-Solving Traps7.2 Select the Most Probable Cause
Chapter 8 Develop, Test, and Implement Solutions
8.1 Develop Possible Solutions8.2 Factors to Consider8.3 Change-Related Problem Solutions8.4 Launch-Related Problem Solutions8.5 Hybrid Problem Solutions8.6 Test and Select the Best Solution8.7 Implement the Best Solution
Chapter 9 Implement, Document, and Celebrate
9.1 Select and Implement Controls9.2 Document Your Success9.3 Celebrate Your Success
Chapter 10 Failing at Problem Solving
Chapter 11 A Message for Leadership
11.1 The Responsibility of the Leader11.2 The Culture of Problem Solving11.3 Crisis and Failure11.4 Traffic Intensity11.5 The Effects of Fire Fighting11.6 Escaping Fire Fighting
Chapter 12 A Structured Approach to Problem Prevention
12.1 An Ounce of Prevention12.2 Becoming Proactive Rather Than Reactive12.3 Probability and Risk12.4 The Problem Prevention Roadmap
Chapter 13 Defining High-Risk Areas
13.1 Identify the High Risk or Vulnerable Areas of Your Organization
Chapter 14 Defining Problems, Failure Modes, and Effects
14.1 Identify Potential Problems, Failure Modes, and Effects in High-Risk Areas
Chapter 15 Identifying the Highest Total Risk Problem
15.1 Estimate the Probability of Occurrence for Each Problem15.2 Estimate the Potential Severity of the Problem15.3 Estimate the Probability of Detection15.4 Calculate and Prioritize the Total Risk Factor for Each Problem15.5 Prioritize and Select the Problem with the Highest Total Risk Factor
Chapter 16 Determine the Most Probable Cause
16.1 Brainstorm Possible Causes16.2 Eliminate Obvious Noncauses16.3 Identify the Most Likely Potential Root Causes16.4 Select the Most Probable Cause
Chapter 17 Developing the Preventive Measures Plan
17.1 A Discussion Regarding the Plan17.2 Identify Preventive Actions17.3 Identify Actions to Reduce Severity17.4 Identify Detective Controls17.5 Estimate Occurrence, Severity, and Detection, Then Recalculate Total Risk Factor
Chapter 18 Implement Preventive Measures Plan
18.1 Finalize and Implement the Preventive Measures Plan18.2 Audit Effectiveness of Prevention Plan
Chapter 19 The Case of the Engineering Backlog
19.1 Asking the Right Questions19.2 Background Information19.3 The History and Analysis of the Problem
Chapter 20 The Case of the Defective Pinions
20.1 Case Background20.2 Establishment of a Data Collection System20.3 Scrap Summary and Analysis
Chapter 21 The Case of the Cracking Rails
21.1 Introduction to Case Study21.2 Define, Describe, and Appraise the Problem21.3 Investigate, Organize, and Analyze the Data21.4 Symptoms and Relevant Data21.5 Record All Known Changes21.6 Search for and Record Defect-Free Configurations (DFCs)21.7 Search for and Record Distinctions21.8 Record Possible Root Causes21.9 Develop Hypotheses for Root Causes21.10 Hypothesize/Test for Potential Root Causes21.11 Define the Most Probable Cause(s)21.12 Define and Implement Corrections and Controls21.13 Celebrate and Document Success
Chapter 22 The Case of the Weld Spatter
22.1 Background Information22.2 The Structured Approach22.3 Define, Describe, and Appraise the Problem22.4 Investigate, Organize, and Analyze the Data22.5 Record the Symptoms and Relevant Data22.6 Record Recent Changes22.7 List Defect-Free Configurations and Distinctions22.8 Record Possible Causes22.9 Eliminate Obvious Noncauses22.10 Develop and Test Hypotheses22.11 Develop, Test, and Implement Solutions22.12 Implement, Document, and Celebrate
Chapter 23 A Case Study in Problem Prevention
23.1 Case Background23.2 A Structured Approach to Problem Prevention23.3 Defining High-Risk Areas23.4 Defining Problems, Failure Modes, and Effects23.5 Identify the Highest Total Risk Problem23.6 Estimate the Probability of Occurrence, Severity, and Detection23.7 Estimate the Probability of Occurrence23.8 Estimate the Severity23.9 Estimate the Probability of Detection23.10 Calculate the Total Risk Factor (TRF)23.11 Prioritize and Select the Highest TRF23.12 Determine the Most Probable Cause23.13 Develop Preventive Measures Plan23.14 Identify Preventive Actions23.15 Identify Actions to Reduce Severity23.16 Identify Detective Controls23.17 Estimate Occurrence, Severity, and Detection, Then Recalculate the TRF23.18 Finalize, Implement, and Audit the Preventive Measures Plan
Chapter 24 Decisions, Decisions, Decisions
24.1 Making Choices24.2 Create a Statement of Purpose24.3 Write a Statement of Purpose24.4 Define the Criteria for the Decision24.5 Rate the Optional Criteria24.6 Develop a List of Potential Options That Satisfy the Decision Criteria24.7 Evaluate and Rate Each Option24.8 Assess the Risks of Each Option24.9 Calculate the Satisfaction Index24.10 Calculate the Option Risk Index24.11 Calculate the Total Option Score24.12 Make Your Decision24.13 Implement the Best Option
Chapter 25 A Case Study in Decision Making
25.1 Case Background25.2 Define the Criteria for the Decision25.3 Rate the Optional Criteria25.4 Develop a List of Potential Options25.5 Evaluate Each Option25.6 Assess the Risks of Each Option25.7 Calculate the Decision Factors25.8 Calculate the Satisfaction Index25.9 Calculate the Option Risk Index25.10 Calculate the Total Option Score25.11 Make and Implement Your Decision25.12 Implement the Best Option
Chapter 26 Needs Assessment
26.1 Putting It All Together26.2 Assessing Your Needs26.3 Conclusion
AppendixProblem Analysis Flowchart
References
Index

Content preview from The Problem-Solving, Problem-Prevention, and Decision-Making Guide

6Formulate and Test a Causal Theory

It is a capital mistake to theorize before one has data. Insensibly one begins to twist facts to suit theories, instead of theories to suit facts.

Arthur Conan Doyle

To develop a hypothesis is to develop a theory as to the sequence of events that led to the reason or reasons why a problem appeared. Of the tools available to the team, the causal chain is, for me, the most effective. It is one thing to create a long list of potential causes, like you would with a cause-and-effect diagram, but it is quite another to create the actual chain of events that produced the effect.

Causal chains are stepwise evolutions of problem causes. Again, the thought process behind theory development ...

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

by Bob Sproull

6Formulate and Test a Causal Theory

6.1Develop a Hypothesis

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