Professor Joe Greene CSU, CHICO

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MFGT 124 Solid Design in Manufacturing Chap 3 Problem Solving and Kepner-Tregoe Professor Joe Greene CSU, CHICO Reference: Strategies for Creative Problem Solving H. Scott Fogler, Steven E. LeBlanc, The University of Michigan Englewood Cliffs, N.J. PTR Prentice Hall, 1995 MFGT 124 Copyright 2003 Joseph Greene All Rights Reserved

Copyright 2003 Joseph Greene All Rights Reserved Chap 3: Problem Solving Topics Introduction Problem Definition Generate Solutions Blockbusters Fishbone Diagram Decide Copyright 2003 Joseph Greene All Rights Reserved

Copyright 2003 Joseph Greene All Rights Reserved Introduction Problem solving The mere formulation of a problem is far more essential than its solution, which maybe merely a matter of mathematical or experimental skill. To raise new questions, new possibilities, to regard old problems from a new angle requires creative imagination and marks real advances in science. Albert Einstein Problem statements “A problem well stated is a problem half solved.” Charles Kettering (Early pioneer of automotive research) Problem Solving Steps Define Generate Solutions Decide Implement Evaluate Copyright 2003 Joseph Greene All Rights Reserved

8 steps in problem definition 8 steps in problem definition ( via experienced engineers) Collect and analyze information and data Learn as much as you can about a problem and write it down. Talk with people familiar with problem Look past the obvious and look for clarification. Hotel elevator example. View problem first hand Go inspect the problem yourself. PVC plastic production problem. Confirm all findings Cross check the data and have someone unbiased look at data. Determine if problem can be solved Gather more information and search literature Form simple hypotheses and quickly test them Brainstorm potential Copyright 2003 Joseph Greene All Rights Reserved

Problem Solving Techniques Problem techniques Find out where the problem came from Use Steps 1-4 to gather information. Learn who defined the problem initially. Challenge reasoning and assumptions made to arrive at the problem statement given to you. Explore the problem Recall or learn the fundamental principles related to the problem. Carry out an order of magnitude calculation. Hypothesize what could go wrong. Guess the result. Present State/Desired State Write a statement of where you are and a statement of what you want to achieve and make sure they match. Duncker Diagram Devise a pathway that makes it OK not to solve the problem of what you want to achieve and make sure they match. Statement-Restatement Use 6 triggers to restate the problem in a number of different ways. Copyright 2003 Joseph Greene All Rights Reserved

Problem Solving Techniques Defining real problem (Can chose from one of these) Finding out where problem came from. Trace problem to origin. Where did the problem originate? Who posed the problem? Were their techniques sound? Did you use the first 4 steps to gather information? Case of dead fish p. 36 Exploring the problem McMaster 5 point strategy Good for incorrectly defined problems Identify information; Learn fundamentals; Missing information; Hypothesis; More information; Define the real problem Case of dead fish p. 39 Statement restatement State problem Restate the problem in a number of forms. Generalize the statements each time to achieve broadest form of problem Copyright 2003 Joseph Greene All Rights Reserved

Problem Solving Techniques Defining real problem (Can chose from one of these) Duncker Diagram (Present state desired state ) Obtains solutions that satisfy the criteria set up by pointing out ways to solve the problem by making it OK NOT to reach the desired solution.Figure 3-1 Pg 42 General Solutions Solutions on the left side of the diagram that move from present state to the desired state. (We have to do something) Solutions on the right side of the diagram show how to modify the desired state until it corresponds with the present state. (Make it OK not to do that same something) Example, finding a new job on left side and steps that would make it OK to stay in current job on the right hand side. Functional Solutions Possible paths to the desired state that do not take into account the feasibility of the solution. We could solve the problem only if… we had more time… more $$$… Specific Solutions These are needed to achieve the functional solutions. Functional solution (RHS) would be to feel more appreciated and Specific solution would be a pay raise or promotion. Example, Kindergarten Cop p. 44 Copyright 2003 Joseph Greene All Rights Reserved

Copyright 2003 Joseph Greene All Rights Reserved Generating Solutions Need to come up with solutions to solve problem. Mental Blocks Causes Defining the problem too narrowly. Attacking the symptoms and not the real problem. Assuming there is only one right answer. Getting “hooked” on first solution that comes to mind. Being distracted by irrelevant information, called “mental dazzle” Getting frustrated by lack of success. Being too anxious to finish. Defining the problem ambiguously Nine Dot Problem Draw four or fewer straight lines (without lifting pencil) that will cross all nine dots Ref: J. Adams, Conceptual Blockbusting, Freeman Co., San Francisco, Ca, (1974) pp16 Copyright 2003 Joseph Greene All Rights Reserved

Copyright 2003 Joseph Greene All Rights Reserved Generating Solutions Recognizing Mental Blocks Perceptual blocks Stereotyping. Use flashlight in new ways if stranded on desert island. Emotional blocks Fear of taking risks- fear of failing. Lack of appetite for chaos- living with confusion. Judging rather than generating ideas- negative attitude. Lack of challenge- problem is too trivial. Inability to incubate- rushing. Cultural blocks Acquired by exposure to a given set of cultural patterns. Failure to consider an act that causes displeasure or disgust to certain members of society. Example, rising ping-pong ball in bottom of a hole. Copyright 2003 Joseph Greene All Rights Reserved

Copyright 2003 Joseph Greene All Rights Reserved Generating Solutions Recognizing Mental Blocks Environmental blocks Distractions- cell phones, wall phones, TV, radio, CDs, computer, internet Inhibit prolong concentration. Working in atmosphere that is pleasant, safe, and supportive can enhance creativity. Working in atmosphere that is tense, unsupportive, anxious, or unfriendly can cause mental blocks in creativity. Intellectual blocks Result of inflexible, inadequate uses of problem-solving strategies. Lack of knowledge in area can restrict creativity. Ask an expert. Expressive blocks Inability to communicate your ideas in verbal or written form. Game of charades or PicitionaryTM Make sketches, drawings, pictures of your ideas. Copyright 2003 Joseph Greene All Rights Reserved

Copyright 2003 Joseph Greene All Rights Reserved Generating Solutions Blockbusting Techniques Block Blockbuster Negative attitude Attitude adjustment Fear of failure Risk taking Following rules Breaking the rules Over-reliance on logic Internal creative climate You aren’t creative Creative beliefs Brainstorming techniques Used to generate a lot of ideas at once without judging them. Unstructured format Osborn’s checklist Adapt; Modify; Magnify; Minify; Substitute; Rearrange; Combine Random stimulation Other’s peoples view Fishbone diagram Copyright 2003 Joseph Greene All Rights Reserved

Copyright 2003 Joseph Greene All Rights Reserved Generating Solutions Brainstorming techniques Fishbone diagram Graphical way of organizing brainstorming ideas. Looks like a fish skeleton Used to identify potential causes for problem Typical categories are on the big bones and sub groups are on small bones Personnel- list all of the personnel ideas that can contribute Equipment- list all equipment ideas that may cause problem Method- list Materials- list Environment-list Example, Space shuttle disaster Problem or Desired State Method Equipment Personnel Act of God Environmt Material Copyright 2003 Joseph Greene All Rights Reserved