Podcast
Questions and Answers
What is the purpose of grouping problems together by root cause?
What is the purpose of grouping problems together by root cause?
What should be done after identifying the priority group of problems?
What should be done after identifying the priority group of problems?
What percentage of total errors were identified as installation errors?
What percentage of total errors were identified as installation errors?
Which method is suggested to analyze the cost of solving problems?
Which method is suggested to analyze the cost of solving problems?
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What is a potential drawback of the approach to problem identification described?
What is a potential drawback of the approach to problem identification described?
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Which term describes implementing solutions before problems occur?
Which term describes implementing solutions before problems occur?
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What is the first step in the 6-step problem solving approach?
What is the first step in the 6-step problem solving approach?
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Which technique is NOT explicitly mentioned as part of the 6-step problem solving approach?
Which technique is NOT explicitly mentioned as part of the 6-step problem solving approach?
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What technique would you use to analyze and prioritize problems effectively?
What technique would you use to analyze and prioritize problems effectively?
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Which description best fits a proactive problem-solving approach?
Which description best fits a proactive problem-solving approach?
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Which of the following is a technique used for quality improvements and is part of a cycle?
Which of the following is a technique used for quality improvements and is part of a cycle?
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What might be a potential regret when solving problems too quickly?
What might be a potential regret when solving problems too quickly?
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What is the first step in selecting and implementing the best solution?
What is the first step in selecting and implementing the best solution?
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Which of the following is NOT a part of the implementation process?
Which of the following is NOT a part of the implementation process?
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What is the purpose of evaluating the implemented solution?
What is the purpose of evaluating the implemented solution?
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In the PDCA cycle, what does 'Check' involve?
In the PDCA cycle, what does 'Check' involve?
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What is a key benefit of brainstorming during problem-solving?
What is a key benefit of brainstorming during problem-solving?
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What should be done after evaluating the implemented solution?
What should be done after evaluating the implemented solution?
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Which step is involved in the implementation phase?
Which step is involved in the implementation phase?
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What aspect does 'Act' focus on in the PDCA cycle?
What aspect does 'Act' focus on in the PDCA cycle?
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What is a potential outcome of using performance indicators during evaluation?
What is a potential outcome of using performance indicators during evaluation?
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What does the PERT average represent in the context of AHP?
What does the PERT average represent in the context of AHP?
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Which of the following is NOT a method of prioritization mentioned?
Which of the following is NOT a method of prioritization mentioned?
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In the example of AHP application, what is the primary goal?
In the example of AHP application, what is the primary goal?
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What could be a potential problem during the prioritization process?
What could be a potential problem during the prioritization process?
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What does root cause analysis focus on?
What does root cause analysis focus on?
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What is one of the criteria used in multi-criteria decision analysis after computing PERT averages?
What is one of the criteria used in multi-criteria decision analysis after computing PERT averages?
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Which of the following is a characteristic of prioritization?
Which of the following is a characteristic of prioritization?
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What value is associated with Criteria 1 based on the PERT averaging provided?
What value is associated with Criteria 1 based on the PERT averaging provided?
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How should prioritization be approached according to the content?
How should prioritization be approached according to the content?
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Which value is not part of the PERT average calculations?
Which value is not part of the PERT average calculations?
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What is the main purpose of the five whys technique?
What is the main purpose of the five whys technique?
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Which of the following steps is NOT part of using the five whys technique?
Which of the following steps is NOT part of using the five whys technique?
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What limitation is associated with the five whys technique?
What limitation is associated with the five whys technique?
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What happens if the actual cause of a problem is not identified through the five whys?
What happens if the actual cause of a problem is not identified through the five whys?
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How does the five whys technique help maintain objectivity?
How does the five whys technique help maintain objectivity?
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Which of the following is an ideal situation for applying the five whys technique?
Which of the following is an ideal situation for applying the five whys technique?
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What question should you start with when implementing the five whys?
What question should you start with when implementing the five whys?
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In the five whys technique, how many times is 'Why?' typically asked?
In the five whys technique, how many times is 'Why?' typically asked?
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Which example illustrates the application of the five whys?
Which example illustrates the application of the five whys?
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What should be the focus while asking 'Why?' in the five whys process?
What should be the focus while asking 'Why?' in the five whys process?
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Study Notes
Professionalism
- Professionalism encompasses useful techniques and skills for professionals
- Introduction to problem solving and problem solving maturity
- 6-step problem solving approach detailed
- The PDCA cycle for quality improvements outlined
- Brainstorming and reverse brainstorming techniques
- Root cause analysis process
- 5 Whys method for analysis
- Multicriteria decision analysis explained
- Pareto chart for analysis and prioritization
- Risk analysis and management methodologies
- SWOT analysis
- Additional problem solving techniques detailed
Problem Solving Technique
- Six-step technique for structured problem solving
- Regrets to avoid during problem solving: Incorrect problem selection, acting too quickly, and creating impractical solutions
- Problem-solving steps including identifying, defining and analyzing, exploring solutions, evaluating options, implementation and evaluation.
Step 1 - Identify the problem
- Be proactive, preventive or predictive in problem identification
- Current situations: customer complaints, goal failures, process simplification ideas, product quality improvement needs, delay in customer requests, competitor problems, rising issues
- Desirable future situations: organizational challenges, employee training needs, customer needs, high performing employee retention, future crisis likelihood
Step 2 - Define and analyze the problem
- Defining the exact problem, scope and constraints on solutions
- Identifying the reasons for solving the problem, potential benefits, tangible and intangible
- Engaging the right stakeholders, knowing who is affected and who can help solve the problem
- Detailed situation examination, collecting facts and symptoms
- Identifying the nature of the problem and root causes, performing root cause analysis (RCA)
Step 3 - Explore and develop possible solutions
- Generating creative or proven solutions, facilitated group sessions for generating ideas
- Using Brainstorming sessions
Step 4 - Assess and prioritize the possible solutions
- Filtering possible solutions using a feasibility analysis
- Considering financial, time, personnel, and tool availability
- Evaluating the legality and social acceptability of solutions
- Using decision analysis techniques for ranking potential solutions
Step 5 - Select and implement the best solution
- Selecting the best solution based on its rank and using a predictive or agile approach
- Defining the requirements for the selected solution
- Designing the implementation of the solution
- Testing the implemented solution as a whole
- Deploying the solution
Step 6 - Evaluate the implemented solution, adjust it if needed, and learn
- Evaluating the implemented solution's effectiveness with benchmarks and performance indicators
- Evaluating the efficiency of the problem-solving process, identifying lessons learned
- Identifying areas for improvement and adjustments in the solution
- Improving the problem-solving process and techniques used
- Evaluating whether the solution has failed
The Plan-Do-Check-Act (PDCA) cycle
- A systematic management process for continuous improvement
- Identifying objectives, considering risks, and developing planned steps for improvement.
- Implementing these steps while monitoring, analyzing, and evaluating the results
- Optimizing performance or making adjustments as needed by identifying changes in the improvement aspect
Brainstorming
- Fostering creative thinking about a problem for generating new ideas and themes.
- Brainstorming works better in groups; involves coming up with solutions for a topic or problem using the relevant expertise.
- Participants are encouraged to use new ways of thinking, look at issues from different angles and generate creative ideas.
Reverse brainstorming
- Using brainstorming and reversal to find potential solutions to problems
- Asking questions such as "How could I possibly cause the problem?" or "How could I possibly achieve the opposite effect?" to generate new ideas
- Reverse brainstorming is a helpful tool in generating solutions when direct solutions are difficult to identify
Steps in reverse brainstorming
- Clearly identifying the problem or challenge, and writing it down
- Reversing the problem or challenge by asking, "How could I possibly cause the problem?" or "How could I possibly achieve the opposite effect?"
- Brainstorming to generate solution ideas to the reverse problem
- Evaluating these solution ideas as a potential solution to the actual problem
Decision analysis – decision matrix
- Using decision analysis techniques to assess a problem and possible decisions under conditions of uncertainty
- Evaluating the value of alternate outcomes through different outcome values
- Identifying the criteria and external factors that could affect a decision
Decision analysis
- Quantitatively evaluating possible solutions to a problem; identifying the criteria for assessment
- Consideration of costs, risks, ease of implementation, ease of maintenance, and skills/readiness
- Including other external factors
Simple decision matrix
- Criteria and factors can have equal or unequal importance; equal importance cases use a Simple Decision Matrix
- Unequal importance use a Weighted Decision Matrix
PERT Average
- Obtaining opinions from experts (using three numbers) to estimate the weighted average
- The PERT average calculation involves using (L + 4M+H)/6 with the lowest (L), middle (M) and highest (H) numbers reported.
Assigning weights to criteria
- Based on perception, specialized knowledge, context
- Collecting three independent assessments on weights and calculating their average for each criteria
- Utilizing the Analytic Hierarchy Process (AHP) technique
The Analytic Hierarchy Process (AHP)
- Provides a rational framework for decision-making by quantifying criteria and alternative options.
- Using pairwise comparisons among criteria and solutions to determine priorities for better decision analysis.
- Using AHP to compute probabilities of criteria, using the data obtained through expert opinions.
Pareto chart
- A graphical tool for prioritizing issues and improvements.
- The 80/20 rule explains that roughly 80% of outcomes come from 20% of causes
- The Pareto chart is a bar graph and a line graph used for prioritizing changes (improvements).
How to construct a Pareto chart
- Identifying all problems to resolve and listing them
- Identifying the root causes of each problem (using tools such as brainstorming or 5 whys)
- Scoring or prioritizing problems based on their relative importance
Steps to develop a fishbone diagram
- Capturing the issue or problem
- Forming the spine of the fishbone and drawing lines for categories of potential causes (people, processes, tools, and policies etc.)
- Generating categories for sub causes and recording them
- Analyze the results and identify the actual causes for the problem
- Brainstorming potential solutions once the causes have been identified.
Five whys
- A technique that uses a process of repeatedly asking "why" to get to the root cause of a problem
- The approach continuously asks "why" to a problem until the root cause is uncovered
- Often used in combination with other tools like a fishbone diagram
Usage Considerations of 5 Whys
- Strengths: Maintaining an objective view in cause-and-effect analysis, enabling clear solution points for corrective action
- Limitations: Best used when the users understand how to define root causes correctly, may encounter false trails and dead ends with complex problems.
Risk analysis and management
- Identifying potential risks through expert judgment, stakeholder input, experiences, and historical analysis.
- Analyzing and evaluating those uncertainties
- Developing and managing approaches to risks to reduce or avoid negative effects
Risk treatment
- Considering various approaches for handling risks: Avoiding the risk, transferring the risk, mitigating negative impacts or accepting the risk.
- Developing a risk response plan and assigning a risk owner with the required responsibilities and authority to manage the risk.
Types of reviews
- Review objectives including: removing defects, ensuring conformances to specifications and standards, ensuring work products are complete and accurate, establishing consensus on approaches or solutions etc.
- Different review techniques, including inspection and walkthrough.
Continuous risk identification and assessment
- Re-analyzing risks for identifying residual risks and probable impact.
- Doing a cost-benefit analysis to determine if the cost of implementing risk management measures is justifiable.
Strengths of SWOT analysis
- SWOT analysis is a useful tool for understanding organizations, products, processes, or stakeholders.
- It aids stakeholders in focusing on important factors
Limitations of SWOT analysis
- The result provide a high-level overview; more detailed analysis may be needed.
- Unfocused results if the context isn’t defined. Factors irrelevant to the current context are included.
Review
- Evaluation of work product content, tailored to organizational and business analyst needs.
- The objectives and techniques used during a review depend on the type of product, individual roles, and/or stakeholder roles.
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Description
This quiz assesses your understanding of various problem-solving techniques and approaches, including the 6-step problem-solving process. It covers methods for prioritizing problems, analyzing costs, and implementing proactive solutions. Test your knowledge of quality improvement cycles and the implications of quick problem-solving.
