Problem Solving J Wixson

Productive Problem Solving

James Wixson, CVS, CMfgE

President, Wixson Value Associates, Inc.

(208) 520-2296

[email protected]

http://wvasolutions.com

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What you will Learn• What is productive problem solving?• What are some of the impediments to successful

problem solving?• What essential things are needed for productive problem

solving?• What are some of the methods of productive problem

solving?• What works best?

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It’s the Problem, NOT the process that’s King

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Apollo XIII

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Intro

Houston, we have a problem Part 1

Houston we have a problem Part 2

Getting Them Back

Houston, we have a problem Part 3

CO2 Filter Problem

Success!!!!

15 Minute Apollo 13 Problem Solving Exercise

• Break into teams of 3-4 people• List your observations of what you saw. (10 min)• How would your team go about solving the

problems presented? (10 min)• Pick a spokesperson.• Present your findings to the group.(5 min)

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Some Famous Quotes about Problems

• Henry FordThere are no big problems, there are just a lot of little problems.

• Theodore RubinThe problem is not that there are problems. The problem is expecting otherwise and thinking that having problems is a problem.

• Albert EinsteinIt's not that I'm so smart, it's just that I stay with problems longer.

• Billy GrahamHot heads and cold hearts never solved anything.

• Denis WaitleyDon't dwell on what went wrong. Instead, focus on what to do next. Spend your energies on moving forward toward finding the answer.

• Unknown AuthorWorry is like a rocking chair - it gives you something to do but won't get you anywhere.

• John DeweyA problem well stated is a problem half solved.

• Norman Vincent PealeHow you think about a problem is more important than the problem itself - so always think positively.

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John Dewey once said, "A problem well-stated is half solved.“

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Problem Solving

“A good problem statement often includes: (a) what is known, (b) what is unknown, and (c) what is sought.” - Edward Hodnett

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Problem Solving

©James R. Wixson, CVS, CMfgE

PROBLEM SOLVING

An organized effort for developing

UNIQUE and RELEVANTresolutions for opportunities

or

undesirable situations

Productive Problem Solving

• Productive Problem Solving (PPS) is usually applied to larger problems involving significant resources, but, can be tailored to fit smaller problems.

• PPS follows a structured methodology that leads to root cause solutions and corrective actions.

• PPS works best with an interdisciplinary team lead by a skilled facilitator.

• PPS minimizes the impediments to problem solving.• PPS can be used in Kaisen workshops to solve difficult

problems with the process.

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Impediments to Problem Solving

• Poor communication• Poor understanding of the problem• “Jump to solution” without analyzing the problem• Fear of reprisal• A "Yes, but'' attitude• Intellectual defensiveness closed to new ideas• Fear of being perceived as being incompetent• Fear of one's ideas being unaccepted• Inability to be objective about the problem

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Impediments to Problem Solving

• Inability to be creative, imaginative or "off the wall'' in developing alternative solutions

• Being inflexible or too serious to have fun while problem solving

• Being so chronically immersed or emotionally "stuck'' in problems that no feelings or emotions can be elicited

• Resentment about having to solve the problem; blaming others for causing the problem; no desire to own up to the problem yourself

• Believing that problems are the concerns of others, not me; therefore, why waste my time in trying to solving them

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Essential things needed for productive problem solving

• A clear description of the problem.• A description of the limiting (or negative) factors involved in the problem.• A description of the constructive (or positive) factors involved in the problem.• Sufficient data regarding the scope, location, size and seriousness of the problem.• A clear delineation of the "ownership'' of the problem. Whose problem is it: mine,

yours, the other guy's, my boss', my spouse's, my child's, my parents', my teacher's?• A clear description of the scope of the problem: How extensive a problem is it? How

long has this problem existed? How many people are affected? What else is affected by this problem?

• A clear description of the consequences if the problem were not solved: What is the possible impact on my family, job, marriage, school performance, life in this community, company etc., if this problem isn't solved? What is the worst possible thing that could happen if this problem isn't solved?

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Essential things needed for productive problem solving

• A list of brainstormed solutions to the problem, with each alternative analyzed as to its reality, its benefits and the consequences for following each one.

• A system of ranking each solution to finalize the decision-making process. A rating system for analyzing each solution is developed, e.g., 100 percent chance of success, 75 percent chance of success, 50 percent chance of success.

• Determination to follow through on the solution decided upon jointly. This involves full motivation to "take the risk'' and pursue the solution to its fullest

• Management support and buy-in• Empowerment to solve problems and confidence in the solution• Adequate allocation of resources (time and people)

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Nine Key Steps to Productive Problem Solving

• Understand the problem environment• Define the problem• Identify what’s required• Identify what’s available (resources)• Isolate functions/activities needing improvement• Identify success criteria• Generate alternative solutions given the resources at hand,

and what resources may be needed.• Analyze risks, hidden assumptions, and unexpected impacts• Select the best solution

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Tips for productive problem solving

• Five-dimensional thinking or looking at a problem from five different dimensions:

1. What is the size or extent of the problem?

2. How would really be affected if the problem was left unattended or unsolved?

3. How are you functioning in handling the problem-solving process?

4. What do your five senses tell about the problem, i.e., what you see, hear, touch, smell and taste?

5. What does the world of reality look like from within the problem?

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Some Problem Solving Methodologies

• Drill Down method• Straw Man Approach (Trial and Error)• Heuristic method (Rules of Thumb)• 5 Whys• Kepner-Tregoe Situation Analysis, Problem and Decision

Making methods (Is, Is-Not method)• Deming's PDCA, or PDSA method• Six Sigma’s DMAIC method• Value Analysis/Value Engineering

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Don’t forget: The Scientific Method

• Make Observations• Collect data • Define problem • Hypothesize • Test with experiment• Analyze Results and Draw Conclusion• Apply solutions

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Brainstorming Tips1. Express all ideas.

2. Deem no idea too wild to be considered.

3. Quantity is important; every idea that comes to mind should be included.

4. Getting together with others to brainstorm is desirable.

5. Criticism or negative evaluation regarding any idea is forbidden until brainstorming is completed.

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Productive Problem Solving Method

1. Define the problem

2. Gather Information related to the problem

3. Map the process using flow chart, VSM or FAST Model

4. Identify what elements contribute to the problem

5. Assign scores to each element that might be contributing to the problem

6. Brainstorm potential causes to the high scoring elements.

7. Score potential causes

8. For high scoring potential causes, breakdown further using the 5 why technique

9. Validate most likely root causes

10. Develop solutions to resolve the root causes

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Work to Solve Root Causes

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Use FAST to Study the System

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The Technical FAST Model

OBJECTIVE OR HIGHER

ORDER FUNCTION

BASIC FUNCTION

DEPENDENT FUNCTION

INDEPENDENT FUNCTION

(SUPPORTING)

DEPENDENT FUNCTION

INDEPENDENT FUNCTION

ACTIVITY

LOWEST ORDER

FUNCTION

HOW WHY

(concept)

(concept)

MAJOR CRITICAL PATH

SCOPE OF THE PROBLEM UNDER STUDY

LOWER ORDER FUNCTIONS

HIGHER ORDER FUNCTIONS

OUTPUTINPUT

WHEN

OBJECTIVES OR SPECIFICATIONS

MINOR CRITICAL PATH

(AND)

ACTIVITY

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Overhead Projector FAST Model

CONVEY Information

PROJECT IMAGE

GENERATE LIGHT

ALLOW SAFETY

RECEIVE CURRENT

TRANSMIT CURRENT

CONVERT ENERGY

FACILITATE PORTABILITY

SUPPORT IMAGE

GENERATE NOISE

AMPLIFY IMAGE

DISSIPATE HEAT

GENERATE HEATFOCUS

IMAGE

HOW WHY

(concept)

(concept)

OUTPUT INPUT

OBJECTIVES OR SPECIFICATIONS

WHEN

Example: Eat Cookie FAST Model

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Satisfy Hunger

Eat Cookie

Make Cookie

Buy Ingredients

Choose Recipe

Buy Cookbook

Drink Milk

Mix Dough

Roll Dough

Mark B

Bake Cookie

Drive to Market

Select Ingredients

Purchase Ingredients

Drive Home

HOW? WHY?

WH

EN

WH

EN

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Function Analysis Systems Technique (FAST)

WriteInspectionPlan

DetermineContents

KnowProblemContents

IdentifyDefects

VerifyContainerID.

Examine(Visually)Container

EstablishIntegrityCriteria

DefineContainerIntegrity

VerifyInspectionPlan

DevelopInspectionPlan

ValidateInspectionPlan

OUTPUTINPUT

WHYHOW

Establish Container Integrity

Determine Condition

Determine Disposition

Determine Defects

Identify Potential Problems

Inspect Container

Follow Inspection

Plan

WH

EN

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Identifying Areas for Improvement

Identify key functions/activities where performance may be undesirable

For the functions where performance is undesirable, brainstorm likely causes of failure.

Next, rate these causes on a scale of 1-10 as to which are the most likely causes of the problem(s).

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Identifying Most Likely Causes of The Problem(s)

After rating the likely causes of the problem(s), choose a cut-off point from which the most likely causes of failure will be addressed first (usually about 6 on a 10pt scale depending on the number of causes).

For the most likely causes of the problem(s), brainstorm contributing factors to the causes of these problem(s).

Rating Potential CausesProblems that can occur with “Determine Condition”

Score

Incorrect Container ID 1

Incorrect Contents 5

Damage after Inspection 2

Inadequate Procedures 10

Inadequate Equipment 9

False positive reading -

Inadequate Training 10

Management Pressure to Perform

6

Inadequate Quality Checks 2

Problems that can occur with “Determine Condition”(Cont’d)

Score

Inadequate Inspection Criteria 10+

Subjective Inspection Criteria 9

Poor container condition hampers inspection

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Time constraints - 5 min./drum, 1 min. for inspection

6

Poor Lighting -Poor Environmental Conditions (Cold) – Human Factors

8

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Identifying Most Likely Causes of FailureMOST LIKELY CAUSES OF

THE PROBLEM

Inadequate Procedures Results Not

Tested/Verified Writer of Procedure is

not familiar withprocess

Vague Text Inadequate Training

Trainers have not haddirect experience withthe inspectionprocess.

Inadequate TrainingMaterials:

Poor Illustrations Field Examples

Poor Materials not

definitive enough

MOST LIKELY CAUSES OFTHE PROBLEM (Continued)

Inadequate InspectionCriteria Too vague Driven by

Management Goals Unclear goals and

objectives availablefor development ofcriteria.

Too little quantitativemeasures andperformanceparameters.

Condition could notbe assessed.

No measurement ofwall thickness...etc. Figure 3

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Identifying Alternatives

Given the most likely causes and their contributing factors, you are ready to start identifying potential alternatives for design, or improvements to the system.

For each key function/activity that has been identified as not being performed, or performance is poor, brainstorm potential ways to perform, or improve the performance of these functions/activities.

The identification of most likely causes of the problems with those functions/activities focuses the teams attention on the most needed improvements which facilitates brainstorming of superior ideas for improvement, or design of the new system.

©James R. Wixson, CVS, CMfgE

Creativity

©James R. Wixson, CVS, CMfgE

IDEA vs. SOLUTION• A solution requires justification & validation,

and idea needs no justification.• A solution is an end point, an idea is just the

beginning.• A solution is solid and self supporting, an idea

is tender and must be built upon.

DON’T KILL IDEAS WITH

ROADBLOCKS!!

©James R. Wixson, CVS, CMfgE

PROBLEM SENSITIVITY(CHARACTERISTICS)

• Awareness of the problem• Constructive discontent• Need to discover the problem• Resolving “What’s wrong with…”• Adopting a questioning attitude

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IMAGINATION

Imagination is more important than knowledge, for knowledge is limited, while imagination embraces

the entire world.»Albert Einstein

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Thought for the day:

When you always do what you have always done - you always get what you have always gotten.

»Socrates

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IDEA vs. SOLUTIONA solution requires justification &

validation, and idea needs no justification.

A solution is an end point, an idea is just the beginning.

A solution is solid and self supporting, an idea is tender and must be built upon. DON’T KILL IDEAS WITH

ROADBLOCKS!!

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What is the next symbol in sequence?

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What is the next symbol in sequence?

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CREATIVITY TECHNIQUES

Brainstorming Synectics Morphological Analysis Force Fit/Forced Relationships Brainwriting

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CREATIVITY TECHNIQUES (continued)

Visualization/Visual Brainstorming Listing Lateral Thinking Divergent Thinking For more information on creativity, click

here.

©James R. Wixson, CVS, CMfgE

What do you see?

Rules for BrainstormingWhen brainstorming solutions to the problem, follow these rules:

1. Express all ideas.

2. Deem no idea too wild to be considered.

3. Quantity is important; every idea that comes to mind should be included.

4. Getting together with others to brainstorm is desirable.

5. Criticism or negative evaluation regarding any idea is forbidden until brainstorming is completed.

6. Record all ideas presented

7. Time to let ideas “incubate” should be allowed.

8. Select an appropriate meeting place

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©James R. Wixson, CVS, CMfgE

Brainstorming Concept

TIME

15 - 20

Traditional Answers

75 - 80

Off - the - wall ideas

100 +Best Solutions -

combination of ideas

QU

AN

TIT

Y

©James R. Wixson, CVS, CMfgE

Evaluation Phase - Idea Screening

1 st

2 nd

3 rd

4 th

5 th

GO, NO-GO

CHAMPION

GFI (Killer Trade)

FORMAL TRADE-OFF STUDY (NGT, PAIRWISE COMPARISON,

ETC.) MOCKUP AND PROTO TYPES IF NECESSARY

CUSTOMER ACCEPTANCE

©James R. Wixson, CVS, CMfgE

Evaluating Ideas• NO GO

- Scratch ideas that hold no interest.

• CHAMPION- Who will speak for the ideas and support them?

• GFI- Discuss pro/con and vote. GFI is team average.- Combine ideas; add new ideas.- Record all assumptions when voting.

©James R. Wixson, CVS, CMfgE

Evaluating Ideas– Quantify performance characteristics.- Select top candidates using NGT, Pair-wise

Comparison, Multi-voting, etc.

- Could use software such as Expert Choice®, or Criterium Decision Plus®

- Record all assumptions when voting.

- Determine & quantify customer acceptance criteria.

- Rate surviving ideas against norm & risk.- Develop proposal scenarios.

Attribute Weighting

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Product Attribute Weighting

PAIRED COMPARISON

B C D E F G H I J K L M N O P Example Attributes Score Percent

A A10 C1 D3 A5 A3 A Fuel Burn/Pax 18 51.4%

B C1 D1 E1 C1 B Community Noise 0 0.0%

C C2 E2 F2 C Design Range 5 14.3%

D E2 F1 D Payload Capability 4 11.4%

E E0 E 10-Abreast Acceptability 5 14.3%

F F Interior Design 3 8.6%

G G Cabin Environment (ECS) 0 0.0%

H H Airport / Facility Compatibility 0 0.0%

Choice Factor I I Propulsion Intermixability 0 0.0%

J J Flight Deck Functionality 0 0.0%

K K Dependability 0 0.0%

L L Engine Retrofitability 0 0.0%

M M Interior Retrofitability 0 0.0%

N N Wingtip Retrofitability 0 0.0%

O O EIS 0 0.0%

P Cabin Systems Functionality 0 0.0%

100.0%

1 LOW - "Hard Choice"

5 MED -

10 High - "Clear Choice"

Reset Form

Return to TOC

©James R. Wixson, CVS, CMfgE

Criteria Weighting - Paired Comparison Example

CRITERIA A B C D E F G H I CRITERIA TOTAL

A. Safety 4 5 5 5 3 5 5 2 A 25

B. Reliability 5 4 4 4 4 5 5 B 27

C. Portability 2 4 3 3 3 5 C 8

D. Machineabilty 5 4 3 4 4 D 16

E. Constructabilty 3 1 0 2 E 9

F. Frangability 5 4 0 F 15

G. Maintainability 0 1 G 10

H. Serviceability 3 H 1

I. Ergonomic Compatibility I 12

TOTAL 123

The team arrives at consensus on the scores for each criteria. For example, the team decides which is better, A - Safety, or B - Reliability. In this case, B - Reliability wins by 4 points. Next, which is better A, or C- Portability. Winner - A by 5,

A A AA AB

B B

C C C

D

D D D

E

E

E EF

F F

F

G

G

G

H H

I

I

I

I

I

B BB

SCORING

scale - 0 to 50 = No Difference in Importance5 = Major Difference in Importance

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RATE AND RANK OF ALTERNATIVESCriteria Weight A B C D E

A. Safety 20.3 5 4 2 3 5 101.5 81.2 40.6 60.9 101.5

B. Reliability 22.0 4 5 2 4 5 88.0 110.0 44.0 88.0 110.0

C. Portability 6.5 2 4 1 2 3 13.0 26.0 6.5 13.0 19.5

D. Machinability 13.0 3 2 2 3 4 39.0 26.0 26.0 39.0 52.0

E. Constructability 7.3 4 1 4 4 5 29.2 7.3 29.2 29.2 36.5

F. Frangibility 12.2 5 2 5 3 3 61.0 24.4 61.0 36.6 36.6

G. Maintainability 8.1 5 5 3 4 2 40.5 40.5 24.3 32.4 16.2

H. Serviceability 0.8 4 3 2 3 5 3.2 2.4 1.6 2.4 4.0

I. Ergonomic Compatibility 9.8 3 1 2 3 4 29.4 9.8 19.6 29.4 39.2

Total 100 404.80 327.60 252.80 330.90 415.50 Cost $ 1,450.00 $ 1,711.00 $ 1,000.00 $ 1,250.00 $ 2,100.00 Value Index 0.28 0.19 0.25 0.26 0.20

Best Value

Problem Solving Templates

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53

Project Charter

Be concise and to the point!

By permission: LSSHC

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Project CharterProblem Statement

Goal Statement

Project Scope

Deliverables

Team proposals are evaluated against key characteristics / attributes that are important to the success of the project using a Product Performance Profile.

The 4 steps in developing the Product Performance Profile are:

1. Select attributes2. Scale attributes3. Rank attributes4. Display attributes in a Product Performance

Profile

J. J. Kaufman Assoc, Inc.

Establish Proposal Attributes

Attributes

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Attribute Selection Guidelines

Select project attributes that best identify those key characteristics that are important to the market success of the project and in support of the business goals.

Requisites for selecting project attributes:• All attributes should be independent of each other.

(E.g., “Ease of manufacture“ directly affects “Unit Cost”)• Attributes should be scale able, rather than binary.

(That is, attributes should be acceptable within a range of “goodness” rather than being out of compliance.)

• Attributes can be mixed to reflect business as well as market value adding characteristics.

Select a minimum of 5 to 8 maximum attributes• Too many – difficult to balance in determining trade-off options• Too few – may place too large a weight difference between attributes

Attributes

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ATTRIBUTE DEFINITIONS

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Attribute Definition Metrics

A “Paired Comparison” process is used to determine the relative importance of the selected attributes and assign a percentage (weight) value to the attributes.

Attributes are evaluated in pairs asking “Given a snapshot of the current condition of the project, which is more important of the two attributes being evaluated?”

Or, “If you are given a sum of money to invest in improving one of the attributes which one would you use the funds to improve?”

Determine the degree of importance by asking “Is the degree of importance separating these attributes low, medium or high?”

When the weighting is calculated, validate the ranking by ask “Does the ranking seem reasonable?” If not, reconcile concerns.

Attribute Rating Guidelines

J. J. Kaufman Assoc, Inc.58

Paired Comparison Tool

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Product Attribute Weighting

PAIRED COMPARISON

B C D E F G H I J K L M N O P Example Attributes Score Percent

A A10 C1 D3 A5 A3 A Fuel Burn/Pax 18 51.4%

B C1 D1 E1 C1 B Community Noise 0 0.0%

C C2 E2 F2 C Design Range 5 14.3%

D E2 F1 D Payload Capability 4 11.4%

E E0 E 10-Abreast Acceptability 5 14.3%

F F Interior Design 3 8.6%

G G Cabin Environment (ECS) 0 0.0%

H H Airport / Facility Compatibility 0 0.0%

Choice Factor I I Propulsion Intermixability 0 0.0%

J J Flight Deck Functionality 0 0.0%

K K Dependability 0 0.0%

L L Engine Retrofitability 0 0.0%

M M Interior Retrofitability 0 0.0%

N N Wingtip Retrofitability 0 0.0%

O O EIS 0 0.0%

P Cabin Systems Functionality 0 0.0%

100.0%

1 LOW - "Hard Choice"

5 MED -

10 High - "Clear Choice"

Reset Form

Return to TOC

Go to Tool

Rank and Rate Template

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Criteria Weight A B C D E1 5

0.2 1.0 - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - -

- - - - - Total 0.2 0.2 1.00 - - - CostValue Index #DIV/0! #DIV/0! #DIV/0! #DIV/0! #DIV/0!

Best Value has the highest Value Index

G.

H.

I.

D.

E.

F.

C.

RATE AND RANK OF ALTERNATIVES

A. 0.2

B.

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Workshop Team Members

Name Role Phone

Issues/Concerns

Issue/Concern SourceValid Concern?

Yes No

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Issues/Concerns

Issue/Concern SourceValidity

Yes No

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4 Questions – Problem/Opportunity Definition

1. What is the problem we are about to resolve?

2. Why do you consider this a problem?

The problem we are about to resolve is:

This is a problem because:

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4 Questions – Problem/Opportunity Definition

3. Why do we believe a solution is necessary?

4. What are the consequences of not solving this problem?

We need to solve this problem because:

The consequences of not solving this problem are:

Rating Potential Causes (Example)Problems that can occur with “Determine Condition”

Score

Incorrect Container ID 1

Incorrect Contents 5

Damage after Inspection 2

Inadequate Procedures 10

Inadequate Equipment 9

False positive reading -

Inadequate Training 10

Management Pressure to Perform

6

Inadequate Quality Checks 2

Problems that can occur with “Determine Condition”(Cont’d)

Score

Inadequate Inspection Criteria 10+

Subjective Inspection Criteria 9

Poor container condition hampers inspection

7

Time constraints - 5 min./drum, 1 min. for inspection

6

Poor Lighting -Poor Environmental Conditions (Cold) – Human Factors

8

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Rating Potential CausesProblems that can occur with “X”

Score Problems that can occur with “X” (Cont’d)

Score

67

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Identifying Most Likely Causes of Failure (Example)

MOST LIKELY CAUSES OFTHE PROBLEM

Inadequate Procedures Results Not

Tested/Verified Writer of Procedure is

not familiar withprocess

Vague Text Inadequate Training

Trainers have not haddirect experience withthe inspectionprocess.

Inadequate TrainingMaterials:

Poor Illustrations Field Examples

Poor Materials not

definitive enough

MOST LIKELY CAUSES OFTHE PROBLEM (Continued)

Inadequate InspectionCriteria Too vague Driven by

Management Goals Unclear goals and

objectives availablefor development ofcriteria.

Too little quantitativemeasures andperformanceparameters.

Condition could notbe assessed.

No measurement ofwall thickness...etc. Figure 3

Most Likely CausesMajor Category Causal Factors Major Category Causal Factors

Inadequate Procedures Results not Tested/Verified

Writer not familiar with process

Vague Text

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Ideas to Fix the Problem ________:

Ideas GFI Score

Ideas GFI Score

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