PROBLEM SOLVING TOOLS AND MODELS by 7SN062C3

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									PROBLEM SOLVING
TOOLS AND MODELS



MICHAEL W. PICZAK
   DIPL.T., B.COMM., MBA
        MARCH 2002
                 Flowchart For Classic Problem Solving


                                                       NO
                      YES
                                    Is It Working?

Don’t Mess With It!
                                                     YES       Did You Mess
                                                                  With It?

                                   YOU IDIOT!
                                                                        NO



   Anyone Else        YES                             YES      Will it Blow Up
                                  You’re F*@~#D!
     Knows?                                                    In Your Hands?



         NO                                                            NO
                            NO     Can You Blame
     Hide It                       Someone Else?            Look The Other Way


                                          Yes


                                 NO PROBLEM!
ELEMENTS OF A GOOD MODEL
  INTUITIVE
  EASY TO APPLY
  PARSIMONIOUS
  ACTION ORIENTED
  INCLUSIONARY wrt TO PEOPLE
  EMPHASIZES Xi & Y MEASUREMENT
  GETS AT ROOT CAUSE
  FLEXIBLE
  REFLECTIVE OF REALITY
  PROVISION FOR ACCOUNTABILITIES
  PREVENTATIVE ELEMENT
        METHODS OF
      CATEGORIZATION
TOOLS vs INTEGRATIVE MODELS
CREATIVE vs. ANALYTICAL
CONTINUOUS IMPROVEMENT TOOLS vs.
 PROBLEM SOLVING TOOLS
PROBLEM
 FINDING/SOLVING/PREVENTING
CHRONIC vs. SPORADIC ANALYSIS TOOLS
STAND ALONE TOOLS OF
  QUALITY CONTROL
YOUR CHOICE
5/7 WHY’s
PICZAK, 1997
FLOW DIAGRAM
RANKING BY USE OF PARETO PRIORITY INDEX (PPI)

PROJECT SAVINGS PROBABILITY   COST      TIME    PPI
          (K$)                 (K$)   (YEARS)
   A      100       0.7         10        2     3.5

   B      50        0.7        2        1       17.5

   C      30        0.8        1.6     0.25     60

   D      10        0.9        0.5      0.5     36

   E      1.5       0.6        1        0.1      9

PARETO PRIORITY INDEX
 Measurement



                             Upper Control Limit
UCL

Process        Centre Line
  mean


                             Lower Control Limit
LCL



                      Time



RUN CHART
BENCHMARKING
POKA YOKE
                          Costs Of Quality

        Discretionary Costs              Consequential Costs


    Prevention        Appraisal        Internal          External
                                   Non-conformance   Non-conformance

                                                  

                                                  

                                                  

                                                  

                                                  

                                                  




COSTS OF QUALITY
CONTROL CHART
   OPTIONS
CONTROL CHART
CAUSE AND EFFECT DIAGRAM
Y                     Y                     Y




     Positive     X        Negative     X           No        X
    Correlation           Correlation           Correlation


CORRELATION ANALYSIS
CHECK SHEET
HISTOGRAM
PARETO ANALYSIS
          Customer System                             Cashier System

          Customer pulls time-                        Recieve ticket from
            stamped ticket                                 customer



                                                       Stamp exit time on
           Customer parks car
                                                             ticket



          Customer returns to                        Read indicator stamp
              car to leave                                  for fee



           Customer drives to                        Observe exact time for
             cashier at exit                            borderline rate



                                                     Place ticket in storage
            Cashier System
                                                               bin



                                                        Enter charge on
             Customer exits
                                                            register



                                                      Accept payment and
                                                        return change



                                                       Raise gate arm for
                                                        customer to exit


                                     (End of Day )



PROCESS      Complete daily report
                                                     Accounting department
                                                          gets report


MAPPING
REGRESSION ANALYSIS
REGRESSION ANALYSIS
REGRESSION ANALYSIS

								
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