The Mindset and the Seven Problem Solving Tools

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The Mindset and the Seven Problem Solving
Tools

• Quality

TSI Systems, Inc.
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Demings 14 Obligations of Management

• 1. Product improvement philosophy
• 2. Adopt new economic age outlook
• 3. Cease dependence on mass inspection
• 4. End low price bid awards
• 5. Improve system of production including people
• 6. Institute OJT
• 7. Institute leadership to help people do the job
  better
• 8. Drive out fear
• 9. Break down barriers between departments

• 10. Eliminate slogans targets for zero defects
• 11. Eliminate work standards MBOs
• 12. Remove barriers that rob people of their
  right to pride of workmanship
• 13. Institute a vigorous program of education
• 14. Put everybody to work to accomplish the
  transformation

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Malcolm Baldrige Award Judging Criteria - 1970s

• Leadership
• Information analysis
• Human resources utilization
• Quality assurance
• Quality assurance results
• Customer satisfaction

See Questions/Evaluation Criteria
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Baldridge Stepping Stones

• A plan for continuous improvement
• A system for measuring improvements
• a strategic plan based on benchmarks that compare
  the firm to the worlds best
• A close partnership with customers and suppliers
  focused on improvements

• A deep understanding of the customer so that
  their wants can be turned into products
• A long lasting relationship with the customer
  that includes service
• a focus on preventing mistakes rather than just
  correcting them
• A commitment to improving quality that includes
  the whole firm

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Problem Solving Tools

• Brainstorming
• Fishbone Diagram
• Check sheets
• Pareto Diagram
• Force Field Analysis
• Run Chart
• Ranking Charts
• Flow Charts Network Diagrams

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Fishbone Diagram

• Enables teams to focus on content of problem
• Creates snapshot of collective knowledge
• Facilitates team consensus
• Focuses teams on causes, not symptoms

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Fishbone Diagram
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Check Sheet

• Is used to manually collect and organize data on
• Types of problems/errors/defects
• Causes of problems/errors/defects
• Location of problems/errors/defects
• Any measurement variable (e.g., time, cost)

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Check Sheet
1 2 3 4 5 6
7 8 9 10
A
B
C
D
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How to Construct a Check Sheet

• 1. Use brainstorming or existing data to identify
  the categories of events you want to observe
  (types of product defects or types of complaints,
  etc.)
• 2. If necessary, establish operational
  definitions of these categories so that you and
  other observers can agree on how to record the
  events you observe.
• 3. Decide on the period of time over which you
  will collect data using this check sheet.
• 4. Design a blank form that lays out the chosen
  categories or a continuous scale and provides
  enough space for recording the events that will
  occur over the period.
• 5. When an event occurs that falls within one of
  the categories, simply place a check mark in the
  appropriate section of the check sheet. Continue
  to collect data over the observation period
  youve chosen.

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Paretos 80/20 Rule

• 80 Of
• Company profits
• Car Accidents
• Farm Goods
• Delayed Shipments
• Company Sales

• Are Produced by 20 of
• Company Products
• Drivers
• Farmers
• Shipping Sites
• Customers

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The Pareto Principle
100
P E R C E N T
Trivial Many
Sales
Vital Few
0
Customers
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How to Construct a Pareto Diagram

• 1. Identify the problem and the various causes
• 2. Select a period of time for observing how
  often each cause occurs
• 3. Measure the frequency of the causes over the
  selected time and make a table showing
• Total frequency of each cause
• The percentage of cases in which the cause
  occurred
• 4. Arrange the causes in order of the percentages
  (the greatest first) and graph them in a bar
  chart
• 5. Using the graph, identify the causes that
  contribute most to the problem. (if the 80/20
  rule holds, 20 of the causes will account for
  80 of the problem.)
• 6. After you have made an effort to correct the
  problem, construct another diagram for comparison
  with the first

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Force Field Analysis

• Benefits
• Identifies the forces and factors working against
  the proposed solution that can be eliminated or
  reduced
• Identifies the forces and factors supporting the
  proposed solution that can be reinforced
• Stimulates balanced action planning
• Encourages people to openly discuss, prioritize,
  and accept reality
• Tip
• Simply pushing the positive factors for a change
  may have the opposite effect. It is often more
  helpful to remove, minimize, or go around barriers

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Force Field Analysis
FORCES SUPPORTING FORCES AGAINST
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Run Chart

• Benefits
• Quickly and easily displays the trend of a
  process over time
• Identifies if there was a shift in the process,
  if so, when
• Detects unexpected shifts
• Verifies intended shifts
• Quantifies the risks of overreacting or
  under-reacting to apparent shifts

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Run Chart
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How to Construct a Run Chart

• 1. Decide on the process performance measure
• 2. Gather data
• 3. Begin plotting data points in their proper
  sequence, connect the points to emphasize the
  pattern
• 4. After sufficient (20) observations have been
  collected, calculate the average or the median
• 5. Interpret the data, look for meaningful trends
  and patterns
• 6. Add upper and lower control limits to
  construct a control chart

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Rating /Ranking Chart

• Used to evaluate several alternatives
• Determine guidelines solution must meet
• List three to five guide- lines across the top
  
• List solution down side
• Rate each alternative add up scores - weight
  them if desired

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Ranking/Rating Example
Evaluation of Methods to Inform Customers
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Discussion Exercise

• Why are quality programs no longer as attractive
  as they formerly were?

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Total Quality Management Is

• Transformational
• Continuous improvement
• A cycle
• Breakthrough thinking
• Management lead
• Collaborative

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Change Project Management