Expectation. Feedback. Do you think the present situation is satisfactory?. No Problems?..?. No Problems!. Any Improvement?..?. P. A. D. C. Make Improvement. Kaizen. (Make it Better). Problem Solving Problem Definition . Problem. In search of Opportunity.
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(Make it Better)
In search of Opportunity
Problem = Actual - Expected (Planned)
Problem Discovery Techniques
MURI : Irrationality สิ่งที่ผิดธรรมชาติ ..
MURA : Inconsistency ความไม่สม่ำเสมอ
MUDA : Waste ความสูญเปล่า
Jigs & Tools
Way of Thinking
Defect / Rework
Delay / Idle
Selecting the Theme
Determining a Time Frame
Defining Roles Responsibility
0. Define the problem
1. Collect data
2. Analyze the data
3. Generate alternatives
4. Evaluate the alternatives
5. Develop an action plan
7. Follow up
(Kepner-Tregoe method, Six hats,…)
Gossip with the “Discipline”
To determine the degree of importance for each factors
1. Compare each pair of factors in overlapping fashion
2. At every pairs, assign points to each factor for differences in degree of its importance
3. Calculate the coefficient of importance for each factor
Why should it be done
Why does she do it
Why should it be done here
Why should it be done this time
Why is it be done this way
5W + 1H Questions
What is done?
Who does the work?
Where is the work done?
When is the work done?
How is the work done?
Small Group Activities
7 QC tools
7 New QC tools
R&D (new product, new technology)
Improvement of Analytical and diagnostic skills
Introduction of Automation
Analysis of Market Information
The Elimination Approacheliminate the basic causes
New knowledge / Innovation
my own work
an Accumulation of Small Changes
May be not only one correct answer
Consider future difficulties
Actually could be performed? -- try out, lab test, pilot project
Empowered / Autonomous Group (Individual)
Presentation Report Write Up
Implementation & Follow Up
Remaining Rooms for Improvement
Set (new) standard
Verify the results
Develop an action plan
Select problem & Analysis
What makes Problem Solving Difficult?
Objectives / Values
Fact / Problem Understanding
Tools / Techniques
Prof. Takeshi KAWASE Keio University, Japan
There was an important job to be done and Everybody was asked to do it. Everybody was sure Somebody would do it. Anybody could have done it, but Nobody did it.
Somebody got angry about that because it’s was Everybody’s job. Everybody thought Anybody could do it. But Nobody realized that Everybody wouldn’t do it.
It ended up thatEverybodyblamed Somebody when actually Nobody asked Anybody.