解决问题过程.ppt

单击此处编辑母版标题样式,单击此处编辑母版文本样式,第二级,第三级,第四级,第五级,*,Problem Solving Program,解决问题过程,Purpose of this Course,课程的目的,To provide teams with a structured method for examining problems and finding solutions,给小组一种结构化的方法，以检验问题和找出解决方案,To install a common language for problem-solving.Eliminate cultural and language barriers.,建立解决问题的共同语言，消除文化和语言差异,To introduce new tools and coordinate with existing tools,介绍新的工具，调整现有的工具,To improve interpersonal skills.,提高人际技巧,Improve quality of work life.,提高工作质量,Improve effectiveness,提高效率,Improve self confidence,提高自信,A Culture Change is Required,需要改变的文化,The Rate of Change in Our World Requires,SPEED,in all that We do,我们高速的社会变化需要我们时刻认识速度的重要性,Your Company,你的公司,Changes in Technology,技术的变化,Product introductions,产品介绍,Changes in Political Environment,政治环境中的变化,Changes in Customer Demands,客户需求的变化,“,The Most Productive Enterprise on Earth”,世界上最有生产力的企业,Purpose of the Problem-Solving Process,解决问题过程的目的,Provide teams with a step-by-step approach for problem-solving,plus procedures for:,带领小组一步步解决问题，步骤如下：,Uncovering root cause,发现问题的根本,Making decisions,进行决策,Planning and evaluating,计划和评估,General Learning Objectives,学习的一般目标,Upon Completing This Program You Will Be Able to,课程结束后，你将能够：,Know and apply the problem-solving process to a job-,related,problem,知道并运用解决问题的步骤解决工作问题,Speak the common language when discussing or dealing with problem-solving,在讨论和解决问题时有共同的语言,Recognize,interpret,and demonstrate interactive behaviors to work effectively in a group,认识、说明、论证小组自之间的合作，使工作更有效,Perform roles of problem-solving process team members,在小组之间分配解决问题过程中执行的角色,Select and apply new tools as well as tools you are presently using in the various steps of the problem-solving process.,在解决问题的过程的各个步骤选择和运用新的工具包括你目前正在使用的工具,Problem-Solving Process,解决问题的过程,How this course was developed,课程产生的过程,Based on the well-known Xerox program,建立在著名的,A collection of best practices in problem-solving,解决问题的最佳实例集锦,Specially designed to interrelate with tools and resources already in place at Your Company,结合工具和贵公司现有资源，量身定做,Interactive Behaviors,合作方法,Value:Effective interactive behaviors,价值：有效的合作,Help Develop an open climate of trust.,有助于营造开放信任的气氛,Help build teams,有助于建立团队,Help us work together to reach consensus,有助于团结合作，达成一致,Improve communications,促进沟通,Save time,节省时间,Objective:,目标,Learn the 8 interactive behaviors and be able to apply them to work effectively in a group.,学习,8,种合作方法，并将他们有效的运用到小组工作中,明确，选,择问题,1,分析问题,的根源,2,产生可能,解决方案,3,筛选,/,计划,解决方案,4,执行解,决方案,5,评估,结果,6,解决问题程序,The Winds of Change,变化的方向,What are your reactions to change?,你对变化的反应,How do you view this change?,你如何看待变化,What concerns do you have?,你的意见如何,How can we successfully manage change?,我们如何成功的管理变化,Step 1:Identifying and Selecting a Problem,第一步：认识和选择问题,Heres what well be doing:,以下是我们要做的：,Review tasks of Step 1 and tools which may be used,回顾步骤,1,的任务，及可能用到的工具,Discuss problem statements,讨论问题陈述,Look at a teaching example,阅读教学案例,Attend first PSP meeting,参加第一个解决问题会议,Apply what we have learned to select a job-related problem,应用我们所学的知识选择一个与工作相关的问题,Step 1:Identifying and Selecting a Problem,第一步：认识和选择问题,Heres what well be doing:,Review tasks of step 1 and tools which may be used,Discuss problem statements,Look at a teaching example,Attend first PSP meeting,Apply what we have learned to select a job-related problem,Step 1 tasks,DetermineTheme,确定主题,List,列出问题明细,Select,选择,Write,记录,Determine,决策,Determine/select an area of focus,决定和选择目标区域,Make a list of problems related to the Theme.Break into smaller,manageable problems,列出与主题相关的问题，细分至可控制的问题,Identify the most appropriate problem to work on.,确定最需要解决的问题,Clarify and write a problem statement,明确并写出问题陈述,Do we need to analyze for root cause?,我们需要分析根本原因吗,First Task:Determine the problem-Solving Theme,第一项任务：确定解决问题的主题,Sources of Theme,主题的来源,Management,管理,Mission Statement,陈述,Complaints or problems,抱怨和问题,Group members,小组成员,Goals,目标,Criteria,基本原则,Area where group has expertise or influence,小组专长或影响的领域Complements job responsibilities,完成工作职责,Presents solvable problems,提供可以解决的问题,Second Task:List problems related to Theme,任务,2,：列出与主题相关的问题,Use a Structure Tree to Break Down Into Manageable Problems,运用结构树的方法将管理问题细分问题,Ask Questions and Prioritize,提问及排序,What has the problem,什么会有问题的？,What are you having a problem with?,你有什么问题,Can you be more specific?,你可以更专业吗？,What do you mean by?,这,对你以为着什么？,What is the problem?,问题是什么？,What is actually happening?,现实中发生的吗？,What bothers you about?,什么正困扰着你？,What do you mean by?,这,对你意味着什么？,What specifically is wrong?,典型的错误是什么？,What evidence do you have?,你存在的问题？,Third Task:Select One Problem,第三项任务：选择一个问题,Select the problem to be addressed by the team(consider priority and selection criteria),选择一个小组提出的问题（考虑优先性和选择的基本标准）,Examples of Selection Criteria:,选择的标准范例：,Simplicity how easily can we solve?,简单我们解决它的难易度？,Speed How fast can we solve?,速度,我们解决它所用的时间,ROI What is the payback,？,ROI,可能的回报？,Available resources Do we have whats needed to do this job?,可利用资源完成这项工作需要的资源？,Control Is this problem under the influence of the group,控制这个问题受小组的影响吗？,Identify the problems which have the greatest impact on the Theme,选择一个对主题有最大影响的问题,Fourth Task:Clarify and Write a Problem Statement,第四项任务：明确并写出问题陈述,Include“As Is”and“Desired State”Guidelines for problem statements,包括有关的“现状”和“目标”的问题陈述的概要,As specific as possible,越有针对性越好,Observable/Measurable,可观察,/,可测量,No Causes or Solutions,没有原因或解决方案,Sufficiently narrow in scope,范围足够窄,Create one clear statement of the problem,写出一个清晰的问题的陈述,Fifth Task:Determine If We need to analyze for Root Cause,第五项任务：决定我们是否需要分析根本原因,Ask Do we know why?,问,我们知道为什么吗？,Go to Step 2,Analyze for Cause,到第二步分析原因,If the answer is:,如果答案是：,We do not know why,我们不知道为什么？,We have some ideas about the cause(s)but are not sure,我们对原因有一些想法但不明确,Select a Problem to Solve Using Six Step PSP,应用,6,步解决问题法选择要解决的问题,Team Effort,小组努力,Contemporary Issue,共同的意愿,Potential for Payback,潜在回报,Can Get Data,得到数据,Within Our Control,可控,Reasonable Time to Solve(3-4 month or less),合理的解决问题的时间,Do Step 1 Identify and Select Problem,第,1,步确定和选择目标,CRITERIA,标准,Step 2 Analyzing the Problem for Cause,第,2,步：为寻找原因而分析问题,Review Tasks of Step 2,回顾步骤,2,的任务,Tool:Fishbone,工具：鱼骨,Review data on possible causes,考察可能理由的数据,Teaching example,教学案例,Attend second and third PSP meetings and identify causes,加入第,2,次和第,3,次的解决问题会议并明确原因,Plan for data collection job-related problem,收集数据的计划与工作有关的问题,Heres What Well Be Doing:,我们要做的是：,Step 2 Tasks,第,2,项任务,Identify the data you need.Plan to collect it,确定你需要的数据，并制定收集计划,Obtain as much relevant data as you can,尽可能获得合理的数据,Graphically display data,图表表示数据,Draw conclusions from displayed data to identify causes.Prove assumptions,从现实的数据中得出结论确定原因，证实原假定,Revise problem statement as required,按需要修改问题陈述,Determine,决定,Collect,收集,d,Display,展示,Identify,明确,rds,w,Review,回顾,What do we want to know?,我们需要知道什么？,To understand/describe problem,去理解并描述问题,To help identify root cause,有助于明晰根本原因,Want questions will we ask?,我们需要问的问题？,How will we get the information,我们将如何得到这些信息,First Task:Determine Data to,colect,第一项任务：确定要选择的数据,Heres what well be doing:,我们要做：,Look at tools,阅读工具,Review teaching example,回顾教学案例,Attend PSP Meeting#4 generating Potential Solutions,参加解决问题第,4,次会议得出潜在解决方案,Step 3 Generating,Soluations,步骤,3,得到解决方案,Step 3 Tasks,步骤,3,任务,Make a list of solutions which may solve the problem,列出可能的解决方案,Get a common understanding,建立共识,Identify requirements must meet.,明确必须满足的需求,Eliminate solutions which dont meet absolute requirements,删去不能满足绝对需求的解决方案,Reduce the list to a few workable solutions,精简可操作性方案,Generate,产生,words,Clarify,明确,Establish,Absolute,Requiremen,建立绝对需求,ds,rds,Screen,Reduce,Third Task:Establish,Absuolute,requirements,第三项任务：建立绝对需求,Identify Requirements the Solution MUST Meet,明确解决方案必须满足的需求,Requirements must be,需求必须是,Mandatory,强制性的,Realistic,现实的,Measurable,可测量的,Step 4:Selecting and Planning the Solution,第,4,步：选择和计划解决方案,Heres What Well be Doing,我们要做,A.Selecting,选择,Review tasks for selecting a solution,回顾任务以选择一个解决方案,Learn new tools to help us rate and select solutions,学习新的工具帮助评估和选择方案,Review the teaching example,回顾教学案例,Attend PSP Meeting#5 Select a solution for our case study,参加解决问题第,5,号方案为我们的案例选择一个解决方案,B.Planning,计划,Review tasks for planning the solution,参考任务单，计划解决方案,Step 4B Tasks,步骤,4B,任务,Develop Criteria,列出基本标准,Create,创建,Test and Modify,试验与修正,Establish,Evaluation,建立评估,Strategies,战略,List criteria for the plan,列出计划可能的基本标准,Build an implementation plan,建立一个执行计划,Look for things that might go wrong and determine how to deal with them,找出一个可能出错的情况，并决定如何解决,Create a plan for evaluation the solution,建立一个计划去评估此方案,Step 4A Tasks,步骤,4A,任务,Establish,Criteria,建立标准,Select,选择标准,Get,得出结论,List criteria for consideration in s,Identify requirements must meet.,明确必须满足的需求,Eliminate solutions which dont meet absolute requirements,删去不能满足绝对需求的方案,Reduce the list to a few workable solutions,精简可操作性方案,Second Task:Create the Plan,任务,2,：建立计划,Plan should include:,计划应该包括,Process Control System/Tracking System,过程控制系统,/,跟踪系统,Responsibilities identified,责任划分,Statement of Tasks,任务说明,Commitment Strategy,战略保证,Contingency Plans,应急计划,Communication/Information Transfer,信息传递,A Method Of Evaluation,评价方法,Third task:Test And modify plan,任务,3,：试验与调整,Select Objective Person To Help,选择目标人去帮助,Make Critical Review Of Plan:,制定严格的计划检查,What problems could we have?,可能的问题是什么,What could cause each problem?,每一个问题产生的原因,Protect Your Plan,保护你的计划,Decide among 4 alternatives,在,4,个备选方案中选择,Take action against causes,针对原因采取措施,Add more contingency,plansDo,both 1 and 2 for some problems,制定更多的应急计划,Accept risk and stay alert(before,during,and after implementation),接受风险并在执行前、期间、之后控制风险,Fourth task:Establish Evaluation Strategies,任务,4,：建立评估策略,Determine,决定,Evaluation data to collect,评价要收集的数据,How well did the solution fix the problem?,方案是否很适合问题,How well did the solution meet our needs,方案是否满足我们的需求,Have any new problems been created?,是否有新的问题出现,Data collection method,数据收集方法,Step 5:Implementing the Solution,第,5,步：方案执行,Review tasks,任务回顾,Review the teaching example,教学案例回顾,Step 6:Evaluating the Solution,第,6,步：方案评价,Step 6 Tasks,步骤,6,任务,Evaluate,Results,评价结果,Check,检查,Install,贯彻,Recycle,循环,Compare with desired state,对比目标状态,Identify any new problems created by the solution,明确方案引发的问题,Install successful solutions and implement new standard.,贯彻成功的方案并执行新的标准,Repeat process for next problem,在下一个问题中重复这个过程,