Module 3 - Chapter 3 – Problem Solving

<p>To evaluate the performance of the process (B)</p> Signup and view all the answers

<p>Cultivates discussion (D)</p> Signup and view all the answers

<p>Promotion (C)</p> Signup and view all the answers

<p>To find root causes of problems (B)</p> Signup and view all the answers

<p>It is designed for use on a single A3 size paper (A)</p> Signup and view all the answers

<p>Decrease the two-week rolling median door-to-discharge time of 'green patients' from 108 minutes to 60 minutes over the next six months. (D)</p> Signup and view all the answers

<p>Break down the problem into its specific root causes. (B)</p> Signup and view all the answers

<p>Generate a list of all possible countermeasures. (C)</p> Signup and view all the answers

<p>Only factual root causes can ensure practical solutions. (B)</p> Signup and view all the answers

<p>A responsible person and a due date. (D)</p> Signup and view all the answers

<p>Applying the 5 Whys technique. (B)</p> Signup and view all the answers

<p>Unanticipated issues and how they will be addressed. (A)</p> Signup and view all the answers

<p>Ordering them based on ease of implementation and expected benefits. (C)</p> Signup and view all the answers

<p>Six to eight people (B)</p> Signup and view all the answers

<p>Measure Stage (D)</p> Signup and view all the answers

<p>Root Cause Analysis (D)</p> Signup and view all the answers

<p>5 Whys and Ishikawa diagram (D)</p> Signup and view all the answers

<p>Standard Operating Procedures (SOPs) (B)</p> Signup and view all the answers

<p>Walk through the process to ensure understanding (D)</p> Signup and view all the answers

<p>Analyze root causes (B)</p> Signup and view all the answers

<p>Strong communication links (A)</p> Signup and view all the answers

<p>To describe the specific problem addressed by the A3 (C)</p> Signup and view all the answers

<p>When did it happen? (C)</p> Signup and view all the answers

<p>Factual data presented through various means (B)</p> Signup and view all the answers

<p>Setting a challenge for future achievements (C)</p> Signup and view all the answers

<p>Current performance metrics (D)</p> Signup and view all the answers

<p>Why did it happen? (A)</p> Signup and view all the answers

<p>By setting specific performance standards to be reached (A)</p> Signup and view all the answers

<p>Process flow and potential bottlenecks (B)</p> Signup and view all the answers

<p>To determine the root cause of a defect or problem (A)</p> Signup and view all the answers

<p>Problems should be defined for each symptom. (D)</p> Signup and view all the answers

<p>The next 'Why?' question (C)</p> Signup and view all the answers

<p>The knowledge and persistence of the individuals involved (B)</p> Signup and view all the answers

<p>To identify root causes that need to be addressed (A)</p> Signup and view all the answers

<p>It is the final and most crucial inquiry for root cause analysis. (C)</p> Signup and view all the answers

<p>An observation or physical evidence of a problem (C)</p> Signup and view all the answers

<p>Iterative and dependent on previous answers (D)</p> Signup and view all the answers

<p>To ensure the improvements are working and sustainable (A)</p> Signup and view all the answers

<p>It combines strategic direction with systematic goal setting and experimentation. (C)</p> Signup and view all the answers

<p>Grasp the current condition (B)</p> Signup and view all the answers

<p>Engage in in-depth projects instead (D)</p> Signup and view all the answers

<p>They provide new insights that can facilitate progress. (D)</p> Signup and view all the answers

<p>To reinforce team morale and encourage future efforts (D)</p> Signup and view all the answers

<p>Grasping the current condition (C)</p> Signup and view all the answers

<p>They are suitable for every type of improvement. (A)</p> Signup and view all the answers

A visible or observable indication of a problem.

The underlying cause of a problem, often hidden or not immediately obvious.

A process of identifying the root cause of a problem by repeatedly asking 'Why?'

A structured diagram that visually represents the potential causes of a problem.

A comprehensive analysis of a problem to uncover the root causes that need to be addressed.

A technique used in Root Cause Analysis to explore the cause-effect relationship of a problem.

The final answer to a 5 Whys analysis, revealing the fundamental reason behind a problem.

The effectiveness of Root Cause Analysis depends on the knowledge and persistence of the participants.

Data generated from the process used to evaluate its performance.

The conditions surrounding a process, such as location, time, temperature, and culture.

A structured problem-solving approach that uses a single A3 sheet to document the problem, solution, and evidence.

The 'Plan, Do, Check, Act' cycle used in process improvement and problem solving.

A variation of the Ishikawa diagram used in the manufacturing industry, focusing on five key areas: Machine, Method, Material, Manpower, and Management.

A variation of the Ishikawa diagram used in marketing, encompassing eight key factors: Product, Price, Place, Promotion, People, Process, Physical Evidence, and Packaging.

A variation of the Ishikawa diagram used in the service industry, focusing on five key areas: Surroundings, Suppliers, Systems, Standard Documentation Skills, and Scope of Work.

A brief summary of the A3 project's focus, providing an initial understanding of the problem.

This section explains the reasons behind addressing the problem in the A3. It may include relevant data, graphs, or references to support the importance of tackling this issue.

A set of questions used to thoroughly understand a problem by gathering detailed information.

The current state of the situation described using facts and visual representations, such as charts, diagrams, or process flows.

Identifying and defining the desired outcome or target to be achieved through the A3 project.

Exploring the root cause of a problem by repeatedly asking 'Why?' until the fundamental reason is discovered.

A method for generating a list of potential countermeasures (solutions) to address identified root causes. It involves brainstorming without initial judgment, eliminating impossible solutions, and prioritizing the most effective ones.

Specific, Measurable, Achievable, Realistic, Time-oriented. Criteria for setting goals and objectives in a way that is clear, trackable, and achievable.

A systematic way to plan the implementation of countermeasures (solutions) by identifying specific actions, assigning responsibilities, setting deadlines, and tracking progress.

A crucial step in problem-solving that focuses on anticipating potential issues and developing proactive strategies to address them. It also includes regular checks to ensure that the solutions are effective.

A component of Root Cause Analysis that involves gathering facts and evidence from practical investigations to confirm that the root cause actually exists.

A diverse team of individuals involved in the process, upstream, downstream, supporting, and external stakeholders, contributing to a well-rounded perspective.

The first stage of the improvement process, involving preparation, training, data collection, and analysis to understand the process thoroughly.

The second stage of the improvement process focusing on creating a high-level visual representation of the process, such as a Value Stream Map.

The third stage of the improvement process, involving identifying and analyzing the root causes of problems using techniques like cause-effect diagrams and 5 Whys analysis.

The fourth stage of the improvement process, where solutions are developed, prioritized, implemented, and training is provided.

The final stage of the improvement process, focusing on standardizing procedures, implementing plans, communicating changes, and presenting outcomes to management.

A visual tool used to identify all the steps and value-adding activities within a process, helping to understand the overall flow.

A structured approach to rapidly improving a process or resolving a problem. It involves a focused team effort, data analysis, and implementation within a short time frame.

A methodology for continuous improvement based on the scientific method, setting goals, and achieving them through experimentation.

The current state of a process or system, serving as a starting point for improvement efforts.

The desired future state of a process or system, outlining the specific improvement goal.

Experiments conducted to test hypotheses and identify the most effective ways to achieve the target condition.

A process of constantly reassessing and refining the improvement approach based on new information and feedback.

Involves setting specific, measurable, achievable, relevant, and time-bound goals for improvement.

The application of the Improvement Kata methodology to drive continuous improvement within an organization.