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Management Tools Problem Solving Chapter 17 Doug Winter, Christy Blew, Anh Le, Jennifer Stoltz

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The “Why Why” Tool…

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The “Why Why” Tool… Why did the customer return the product? It had a faulty component Why did it have a faulty component? It was machined wrong Why was it machined wrong? The calibration was off Why was the calibration off?

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Forced Field Analysis… Identify the forces and factors that may influence the problem or goal State current situation, problem, or desired state. List all the forces driving change and restraining change (from the current state, or to the desired state) Explore each force -- are they valid, what is behind them, and can they be changed? Determine the strength of each force using an evaluative scale (e.g. High-Medium-Low or 1-10 with 1 being extremely weak top to bottom listing) A graphical presentation of the forces and their relative strength is useful in visualizing the dynamics of the situation and what change is viable. Develop action plans to reduce restraining forces and increasing driving forces.

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Forced Field Analysis…

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Nominal Group Technique… Everyone submits problem they think is most important Problems are listed Each member ranks all problems Rankings given numerical value in regards to importance

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--- REVIEW --- The canning factory that you are in management for is being faced with the possibility of downsizing and lay-offs of several hundred employees. Use the WHY WHY Tool to determine the main reason for this situation. Use FORCED FIELD ANALYSIS to meet the objective to avoid lay-offs.

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Affinity Diagram… Conduct a brainstorming session on the topic under investigation. Clarify the list of ideas. Record them on small cards or Post-It notes. Randomly lay out cards on a table, flipchart, wall, etc. Without speaking, sort the cards into "similar" groups based on your gut reaction. If you don't like the placement of a particular card, move it. Continue until consensus is reached. Create header cards consisting of a concise 3-5 word description; the unifying concept for the group. Place header card at top of each group. Discuss the groupings and try to understand how the groups relate to each other.

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Affinity Diagram…

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Interrelationship Digraph…

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Interrelationship Digraph…

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--- REVIEW --- and present Your company has to shut down a main production line. Create an AFFINITY DIAGRAM to decide which line will be the one that gets shut down. Your company is trying to implement a new rewards programs for employee moral. Create an INTERRELATION DIAGRAPH to come up with the best kind of program for your employees.

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“7 Management and Planning Tools” Affinity Diagram Interrelationship Diagraph Tree Diagram Matrix Diagram Prioritization Methods Process Decision Program Chart Activity Network Diagram

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Tree Diagrams…

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Matrix Diagrams…

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Prioritization Matrices…

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Process Decision Program Chart…

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Activity Network Diagram…

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--- APPLY IT --- The continuing conflict in the Middle East has raised commodity prices to record levels which is threatening to put your company financially under. What is the greatest impact to your company? Using the tools reviewed, work toward a solution that will help your company resolve this problem.

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--- DISCUSS IT --- What tool did you use? Did you try a tool that didn’t work? Why didn’t it? How easy/hard was it to apply the tool to meet your goal?

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--- CONCLUSION --- 10 Tools Presented First 3 can be used in variety of situations Last 7 are known as “7 Management and Planning Tools” These tools are most effective when used as a system to implement an improvement plan

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Resources used from the web… Force Field Analysis - Affinity Diagrams - Interrelationship Digraph - Relations Diagram (or Interrelationship Digraph) - Tree Diagram - Matrix Diagram - Prioritization Matrix - The Seven Management and Planning Tools - Activity Network Diagram -