|
Step 1:
Write a problem statement.
|
|
Go
|
Eye-of-the-Beholder Viewpoints: Define
problems/opportunities from others viewpoints.
|
|
Go
|
Problem (Opportunity)
Statement: Describe the exact nature of the problem.
|
|
Go
|
Problem vs. Opportunity
vs. Issue: Are you dealing with a problem or is it an
issue or opportunity.
|
|
Step 2:
Systems think and validate this is the right problem to work on.
|
|
Go
|
Reframe the Problem or Opportunity: Reframe the problem to get new
perspectives.
|
|
Go
|
Systems Think
Problems/Opportunities: Look at the broader picture in
which the problem resides.
|
|
Go
|
System Hierarchy: Help
identify the “system" in which the problem resides.
|
|
Step 3:
Write a goal statement.
|
|
Go
|
Purposes & Goals Analysis: Expand thinking to produce more
all-encompassing ideas/solutions.
|
|
Go
|
Goal
Statement Development: Goal setting provides the roadmap for
success.
|
|
Go
|
Group
Goal Setting: Clearly align personal work goals with
group and project goals.
|
|
Step 4:
Assemble the right team to solve the problem.
|
|
Go
|
Assemble a Balanced Team: Get the
right mix of people with complimentary skills.
|
|
Go
|
Establish a High Performance Team
Environment: Get your team in the “groove”.
|
|
Go
|
Establish Communication Process: Proper
communication helps ensure team success.
|
|
Go
|
Dialogue Process: Get your team to communicate correctly
|
|
Go
|
Impacts of Biases on Teamwork: How
personal biases influence teamwork & thinking.
|
|
Step 5:
Define and understand the problem.
|
|
Go
|
Basic Background Information: Understand
key facts and knowledge.
|
|
Go
|
Transient
(Change) Description: Describes how the current
problem came into existence.
|
|
Go
|
Mind Mapping Brainstorming: Develop
relationships using geometric interrelationships.
|
|
Go
|
Data
Relevancy Analysis: Collect the
right data - too much can lead to ‘analysis paralysis.
|
|
Go
|
Input-Process-Output:
Systematically collect process flow, activity and measurement data.
|
|
Go
|
Interaction & Relationship
Worksheet: Look at people’s interactions and
relationships.
|
|
Step 6: Analyze obstacles and root causes.
|
|
Go
|
Obstacle (Gap) Analysis: Problem
solving a series of actions that change or remove obstacles that prevent
a solution.
|
|
Go
|
Cause
& Effect Diagram: Fishbone diagram arranges
possible cause into groups.
|
|
Go
|
Why/Because
Causal Chain: Find the
optimal point where a solution can be applied.
|
|
Go
|
Deviation
Analysis: Describes the deviation from a previous state or condition
|
|
Step 7:
Identify requirements and prepare for creative thinking.
|
|
Go
|
Idea Requirement: It
is difficult to develop good ideas if you do not know the end
requirements.
|
|
Go
|
Incubation: Give your subconscious mind time to work
and develop powerful ideas.
|
|
Go
|
Creative Focus Statement.:
Stretch creativity into
areas that might not have been tapped before.
|
|
Step 8:
Brainstorm lots of ideas.
|
|
Go
|
Assumption Reversal: Reversing
your assumptions helps develop broader systems ideas.
|
|
Go
|
Basic Creativity & SCAMPER
Questions:
|
|
Go
|
STOP (Situation-Target-Obstacle-Proposal): Brainstorm ideas to remove obstacles.
|
|
Go
|
Wishful Thinking: Consider
the impossible, to know the outer limits of what IS possible.
|
|
Step 9:
Refine ideas and turn them into practical solutions.
|
|
Go
|
Affinity Diagram: It is a method of capturing tacit knowledge about
a particular issue and organizing large numbers of data into
manageable groupings of information.
|
|
Go
|
Practical Solutions Pros &
Cons: This tool helps with the difficult Step of
transforming ideas into practical and workable solutions that can be
implemented.
|
|
Step 10:
Identify criterion and pick the right decision making strategy.
|
|
Go
|
Decision Making Criterion: Choose the
evaluation criterion that meets your needs.
|
|
Go
|
Decision Making Tools &
Strategies: Select
the right decision making method and tools.
|
|
Step 11:
Decide and validate the best solution to implement.
|
|
Go
|
Idea Evaluation: Rank each
idea with a numerical score and compare scores of all ideas.
|
|
Go
|
Force Field and Change Analysis: Decide
based on driving and restraining forces.
|
|
Go
|
Pros and
Cons Analysis Adds a high level of logical decision making
which aids implementation.
|
|
Go
|
Intuitive Coin Flip: Start
utilizing your intuition to help make better decisions.
|
|
Go
|
Validate the Correctness of the
Decision: Does the decision create more damage than it
solves
|
|
Step 12:
Design and Test the solution.
|
|
Go
|
Design the Solution Deliverables: This minimize re-work because the user
can make changes upfront..
|
|
Go
|
Test the Solution Deliverables: Test the
design to uncover any fatal flaws that would prevent successful
implementation.
|
|
Go
|
Failure
Mode and Effect Analysis (FMEA):
Problem prevention tool that identifies actions to take to eliminate
failures before they occur.
|
|
Go
|
Implementation Go No/Go Decision: Are your really ready to implement.
|
|
Step 13:
Develop an implementation plan.
|
|
Go
|
Five How’s: Ask “how” until a sufficient list of
implementation Steps has been developed.
|
|
Go
|
Milestone Chart: Without
milestone projects may end up somewhere else other than the goal
|
|
Go
|
Action Plan: Documents
the work activities, sequence, schedule and responsibilities for
implementation.
|
|
Go
|
How to Resolve Anything: No matter how complex or
difficult, solve the “easiest part first”.
|
|
Step 14:
Implement the plan.
|
|
Go
|
Contingency Plan & Corrective
Action: Prepare for unexpected implementation
roadblocks.
|
|
Go
|
Conversion Plan: Puts the
solution into the real world by replacing the current situation.
|
|
Go
|
Status Reporting: Status
reporting is a vital performance factor for all work efforts.
|
|
Step 15:
Develop a feedback to prevent problem recurrence.
|
|
Go
|
Systems Feedback: Feedback is a process that
promotes adapting to on-going change.
|
