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by Bob Sproull
The Problem-Solving, Problem-Prevention, and Decision-Making Guide
Cover
Half Title Page
Title Page
Copyright Page
Contents
Preface
Chapter 1 The DNA of Problems and Problem Solvers
1.1 The DNA of a Good Problem Solver
1.2 The Problem with Problems
1.3 The DNA of Problems
1.4 Change-Related Problems
1.5 Chronic Problems
1.6 Hybrid Problems
1.7 The 4 C’s of Problem Solving
Chapter 2 Four Basic Tools for Problem Solving
2.1 Run Chart
2.2 The Pareto Chart
2.3 Cause-and-Effect Diagram
2.4 Causal Chain
Chapter 3 A Structured Approach to Problem Solving
3.1 The Structured Approach
3.2 Process Improvement, Six Sigma, and Toyota’s Practical Problem Solving
Chapter 4 Define, Describe, and Appraise the Problem
4.1 Define, Describe, and Appraise the Problem
4.2 Select a Success Metric
Chapter 5 Investigate, Organize, and Analyze the Data
5.1 Record the Symptoms
5.2 Record Relevant Data
5.3 Record Known Changes
5.4 Search For and List Defect- Free Configurations
5.5 Study and Record Distinctions
5.6 Brainstorm and Record Possible Causes
5.7 Eliminate Obvious Noncauses
Chapter 6 Formulate and Test a Causal Theory
6.1 Develop a Hypothesis
6.2 Test Your Hypotheses
Chapter 7 Choose the Most Probable Cause
7.1 Potential Problem-Solving Traps
7.2 Select the Most Probable Cause
Chapter 8 Develop, Test, and Implement Solutions
8.1 Develop Possible Solutions
8.2 Factors to Consider
8.3 Change-Related Problem Solutions
8.4 Launch-Related Problem Solutions
8.5 Hybrid Problem Solutions
8.6 Test and Select the Best Solution
8.7 Implement the Best Solution
Chapter 9 Implement, Document, and Celebrate
9.1 Select and Implement Controls
9.2 Document Your Success
9.3 Celebrate Your Success
Chapter 10 Failing at Problem Solving
Chapter 11 A Message for Leadership
11.1 The Responsibility of the Leader
11.2 The Culture of Problem Solving
11.3 Crisis and Failure
11.4 Traffic Intensity
11.5 The Effects of Fire Fighting
11.6 Escaping Fire Fighting
Chapter 12 A Structured Approach to Problem Prevention
12.1 An Ounce of Prevention
12.2 Becoming Proactive Rather Than Reactive
12.3 Probability and Risk
12.4 The Problem Prevention Roadmap
Chapter 13 Defining High-Risk Areas
13.1 Identify the High Risk or Vulnerable Areas of Your Organization
Chapter 14 Defining Problems, Failure Modes, and Effects
14.1 Identify Potential Problems, Failure Modes, and Effects in High-Risk Areas
Chapter 15 Identifying the Highest Total Risk Problem
15.1 Estimate the Probability of Occurrence for Each Problem
15.2 Estimate the Potential Severity of the Problem
15.3 Estimate the Probability of Detection
15.4 Calculate and Prioritize the Total Risk Factor for Each Problem
15.5 Prioritize and Select the Problem with the Highest Total Risk Factor
Chapter 16 Determine the Most Probable Cause
16.1 Brainstorm Possible Causes
16.2 Eliminate Obvious Noncauses
16.3 Identify the Most Likely Potential Root Causes
16.4 Select the Most Probable Cause
Chapter 17 Developing the Preventive Measures Plan
17.1 A Discussion Regarding the Plan
17.2 Identify Preventive Actions
17.3 Identify Actions to Reduce Severity
17.4 Identify Detective Controls
17.5 Estimate Occurrence, Severity, and Detection, Then Recalculate Total Risk Factor
Chapter 18 Implement Preventive Measures Plan
18.1 Finalize and Implement the Preventive Measures Plan
18.2 Audit Effectiveness of Prevention Plan
Chapter 19 The Case of the Engineering Backlog
19.1 Asking the Right Questions
19.2 Background Information
19.3 The History and Analysis of the Problem
Chapter 20 The Case of the Defective Pinions
20.1 Case Background
20.2 Establishment of a Data Collection System
20.3 Scrap Summary and Analysis
Chapter 21 The Case of the Cracking Rails
21.1 Introduction to Case Study
21.2 Define, Describe, and Appraise the Problem
21.3 Investigate, Organize, and Analyze the Data
21.4 Symptoms and Relevant Data
21.5 Record All Known Changes
21.6 Search for and Record Defect-Free Configurations (DFCs)
21.7 Search for and Record Distinctions
21.8 Record Possible Root Causes
21.9 Develop Hypotheses for Root Causes
21.10 Hypothesize/Test for Potential Root Causes
21.11 Define the Most Probable Cause(s)
21.12 Define and Implement Corrections and Controls
21.13 Celebrate and Document Success
Chapter 22 The Case of the Weld Spatter
22.1 Background Information
22.2 The Structured Approach
22.3 Define, Describe, and Appraise the Problem
22.4 Investigate, Organize, and Analyze the Data
22.5 Record the Symptoms and Relevant Data
22.6 Record Recent Changes
22.7 List Defect-Free Configurations and Distinctions
22.8 Record Possible Causes
22.9 Eliminate Obvious Noncauses
22.10 Develop and Test Hypotheses
22.11 Develop, Test, and Implement Solutions
22.12 Implement, Document, and Celebrate
Chapter 23 A Case Study in Problem Prevention
23.1 Case Background
23.2 A Structured Approach to Problem Prevention
23.3 Defining High-Risk Areas
23.4 Defining Problems, Failure Modes, and Effects
23.5 Identify the Highest Total Risk Problem
23.6 Estimate the Probability of Occurrence, Severity, and Detection
23.7 Estimate the Probability of Occurrence
23.8 Estimate the Severity
23.9 Estimate the Probability of Detection
23.10 Calculate the Total Risk Factor (TRF)
23.11 Prioritize and Select the Highest TRF
23.12 Determine the Most Probable Cause
23.13 Develop Preventive Measures Plan
23.14 Identify Preventive Actions
23.15 Identify Actions to Reduce Severity
23.16 Identify Detective Controls
23.17 Estimate Occurrence, Severity, and Detection, Then Recalculate the TRF
23.18 Finalize, Implement, and Audit the Preventive Measures Plan
Chapter 24 Decisions, Decisions, Decisions
24.1 Making Choices
24.2 Create a Statement of Purpose
24.3 Write a Statement of Purpose
24.4 Define the Criteria for the Decision
24.5 Rate the Optional Criteria
24.6 Develop a List of Potential Options That Satisfy the Decision Criteria
24.7 Evaluate and Rate Each Option
24.8 Assess the Risks of Each Option
24.9 Calculate the Satisfaction Index
24.10 Calculate the Option Risk Index
24.11 Calculate the Total Option Score
24.12 Make Your Decision
24.13 Implement the Best Option
Chapter 25 A Case Study in Decision Making
25.1 Case Background
25.2 Define the Criteria for the Decision
25.3 Rate the Optional Criteria
25.4 Develop a List of Potential Options
25.5 Evaluate Each Option
25.6 Assess the Risks of Each Option
25.7 Calculate the Decision Factors
25.8 Calculate the Satisfaction Index
25.9 Calculate the Option Risk Index
25.10 Calculate the Total Option Score
25.11 Make and Implement Your Decision
25.12 Implement the Best Option
Chapter 26 Needs Assessment
26.1 Putting It All Together
26.2 Assessing Your Needs
26.3 Conclusion
AppendixProblem Analysis Flowchart
References
Index
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