Engaging People in Problem Solving MARIT PETERS IIAT

a continuous improvement culture

traditional

servant leadership 1.What are we about? What are our products? What is our purpose? What are our strategic objectives? 2.Why is any of the above important? Why bother? 3.Who is responsible for the “whats” and “whys”? 1.How the objectives are meant to be met 2.How our products & services could be made and delivered 3.How processes get better Management/Support: 1.Provide support 2.Coach / Mentor 3.Influence 4.Solve Problems & Remove Obstacles

problem solving

A GAP between the current state and the desired state. All problems are opportunities for continuous improvement what is a problem?

problem solving? Solving problems by finding real root causes Taking action that permanently removes the problem Involves two main strategies Data Collection/Analysis Correction/Prevention

when? When our customers require it When we wish to solve recurring problems in a manner that is permanent As a continuous improvement tool To satisfy a documentation requirement

why this approach? A structured approach that helps build a common problem solving language

DMAIC C Define the problem/metric Measure the process to determine current performance – look for trends Analyze data to determine the root cause(s) of the performance Improve the process by eliminating defects and sources of variation Control future process performance Celebrate your successes

team approach Set meetings/procedures/ground rules Team Membership Team leader/champion/facilitator Scribe/recorder Subject matter experts (SMEs) – can be ‘supporting’ members Who are the other members? What is my role in this team? WIIFM Communications

describe the problem The goal is to: Specify the internal/external customer problem by identifying in quantifiable terms (who, what, when, where, why, how, how many) for the problem. Use an “Operational Definition” that has a common meaning to everyone who reads it Use verifiable criteria Symptoms are often mistakenly used to describe a problem

5W2H Who? Who are the customers that are complaining? What?What is the complaint or opportunity? When?When did the problem start or occur? Where?Where is the problem observed? Why?Why is this problem occurring (known data)? How?How does the process work? How Many? How many defects?

IS/IS NOT

problem statement vs problem description A Problem Statement Includes: Problem (Object) Problem concern A Problem Description Includes: Problem (Object) Problem concern Specific requirements not met The deviation from the requirements Define the current measurements Date of 1st occurrence Number of rejects/failures/ occurrences Point of Cause

point of cause Where is the problem first seen

problem descriptions Poor: Our customers aren’t happy with us lately. Better: The customer retention rate has declined from 92% to 89% in the last 12 months and is not meeting our goal is 91% or better. Poor: We need a new phone system. Better: Our current phone system has capacity for only 50 extensions and we currently have 65 employees who require a phone.

process flowchart A flow chart/value stream map (VSM) is a tool that helps to identify the actual flow of sequence of events in a process that a product or service follows.

process flowcharting 19

Sell Bind Service Renew Prospecting “YES” Deliver Accurate Policy Happy Customer “YES” New Revenue $$$ Close Ratio Days to Deliver: E&O: Net Promoter Score (NPS) Retention Target Rounding performance metrics

containment The goal is to: Define and implement containment actions to isolate the effect of problem from any internal/external customer until corrective action is implemented Verify the effectiveness of the containment action

containment Minimize the effect of the problem on the customer by implementing immediate containment actions 100% sorting/inspection Quarantine Temporary SOP’s Do/Perform/Make in-house vs outsource Temporary company policies Additional approvals (signoff) Single source Certified people Additional resources

common problems Considered as permanent solution Easily forgotten Costly Typically only address an effect and not root cause Same problem/effect will surface again

define root causes If you don’t address the root cause… the problem will come back.

root cause analysis ? Process to arrive at the preliminary causes of a problem Finding the reason a problem exists and eliminate it with corrective actions Front-end work Defining the problem in quantifiable terms Testing potential root causes Verifying the root cause

common barriers? Problem described incorrectly Problem solving effort expedited Poor team participation No logical process Permanent corrective action not implemented Over-reliance on experience

define root causes The goal is to: Identify all potential causes that could explain why the problem occurred Isolate and verify the root cause by testing each potential cause against the problem description

identify potential causes Identify all potential causes that could explain why the problem occurred Develop a complete picture of all of the possible causes of the problem

identify potential causes Continue to ask the repeated “Why” statements List potential root causes Group discussion Formal brainstorming session Cause & Effect diagram (fishbone) FMEA If the problem is new, develop a time line

brainstorming techniques There are no bad ideas! Brainstorm

Guidelines for Brainstorming Don’t critique ideas. Use your imagination! Build on others’ ideas. Piggybacking Aim for QUANTITY. Record each idea.

Brainstorming Process Select a facilitator. Give everyone 1-2 minutes to silently think about the problem. Invite everyone to contribute ideas. Write down all ideas. Continue until you run out of ideas. Discuss and narrow down ideas using Nominal Group Technique or Multi-Voting.

cause & effect diagram A Cause & Effect Diagram is a tool that helps to identify, explore, and display in increasing detail all of the possible causes related to a problem or condition in order to discover its root cause(s).

Causes (variables) “Bones” (major cause categories) Effect (response) Problem Statement cause & effect diagram

Constructing a Cause & Effect Diagram 1.Identify problem effect or desired response. 2.Define major cause categories or process steps. 3.Draw C&E diagram. 4.Identify detailed causes through formal brainstorming sessions. (For best results, brainstorm only ONE cause category at a time) 5.Assign CNX rating.

typical cause categories Process/Prod System/Equipment Environment/Market Vendors/Supply Chain People

Our retention is at 91% and we want 95%. Why?

develop permanent corrective actions Define the best permanent corrective actions Choose on-going controls and measures to ensure the root cause is eliminated

identify solutions Investigate several methods to fix the problem Brainstorm solutions Identify similar problems previously solved and corrective actions Review FMEAs Consider new technology for the possible solution

nominal group technique Nominal Group Technique is useful when individual ideas and judgments need to be tapped and a group consensus is the desired outcome. Consensus is reached when all members who contribute to a decision feel their contributions are given a fair hearing, and are satisfied with the decision.

getting to consensus Consensus means that all members of the team agree upon a single alternative which is: reached fairly and openly, and is the best alternative at the time it is made. Ask, “Is there anyone here who cannot live with this decision?”

guidelines Review and clarify the list of ideas. - Eliminate overlap. - Include all ideas. Rate ideas using three prioritized votes per person. Most important = 3 Second most important = 2 Third most important = 1 Total the scores for each idea. Rank the ideas and attempt to reach consensus from among the 2 or 3 highest ranked ideas.

improve Put the action plan into place Verify corrective actions before the actions are permanently implemented Process capability run Quality data analysis Field test Prototype Rework report Document verification results Update quality documents Verify the solution with customer

the action matrix

Root Cause: Lack of knowledge & understanding which creates mistakes. Solutions: Processes  Better define customer service standards  Written procedures & guidelines  Fix/Define Accord app reconciliation process  Performance management Learning  Weekly ‘lunch & learn’ topics  Active goals for individuals getting designations  Lessons-learned training (look at trends and why it happened)

prevent recurrence Identify and agree to long term validation methods Update quality documents Processes Procedures Training Workflow Identify similar products, product lines, serviced, equipment, and processes that could benefit from these findings and solutions Leverage the results of your problem solving efforts for maximum ROI

Celebrate! Congratulate Your Team Remember the WIIFM Recognize and reward Celebrate success/accomplishments

Sell Bind Service Renew Prospecting “YES” Deliver Accurate Policy Happy Customer “YES” New Revenue $$$ Close Ratio Days to Deliver: E&O: Net Promoter Score (NPS) Retention Target Rounding performance metrics

problem solving

DMAIC C Define the problem/metric Measure the process to determine current performance – look for trends Analyze data to determine the root cause(s) of the performance Improve the process by eliminating defects and sources of variation Control future process performance Celebrate your successes

motivation Values Attitude Conviction Passion Compassion

capability Knowledge Analyses Evaluation Persuasion Vision

action Intention Attempt Commitment Purpose Mission

commitment levels Intention Attempt Commitment Purpose Mission Value Attitude Conviction Passion Compassion Knowledge Analyses Evaluation Persuasion Vision Capability Motivation Action

leadership…we are Interested Involved Engaged Convincing Inspiring

as a team…we have Respect Ambition Courage Perseverance Wisdom

a continuous improvement culture