Management Tools Problem Solving Chapter 17The “Why Why” Tool…Slide 3Forced Field Analysis…Slide 5Nominal Group Technique…--- REVIEW ---Affinity Diagram…Slide 9Interrelationship Digraph…Slide 11Slide 12--- REVIEW --- and presentSlide 14“7 Management and Planning Tools”Tree Diagrams…Matrix Diagrams…Prioritization Matrices…Process Decision Program Chart…Activity Network Diagram…Slide 21--- APPLY IT ------ DISCUSS IT ------ CONCLUSION ---Resources used from the web…Management Tools Problem Solving Chapter 17Doug Winter, Christy Blew, Anh Le, Jennifer StoltzThe “Why Why” Tool…•Why did the customer return the product?•It had a faulty component•Why did it have a faulty component?•It was machined wrong•Why was it machined wrong?•The calibration was off•Why was the calibration off?The “Why Why” Tool…Forced Field Analysis…Identify the forces and factors that may influence the problem or goal1. State current situation, problem, or desired state. 2. List all the forces driving change and restraining change (from the current state, or to the desired state) 3. Explore each force -- are they valid, what is behind them, and can they be changed? 4. Determine the strength of each force using an evaluative scale (e.g. High-Medium-Low or 1-10 with 1 being extremely weak top to bottom listing) 5. A graphical presentation of the forces and their relative strength is useful in visualizing the dynamics of the situation and what change is viable. 6. Develop action plans to reduce restraining forces and increasing driving forces.Forced Field Analysis…State current situation, problem, or desired stateList all the forces driving change and restraining change (from the current state, or to the desired state) Explore each force -- are they valid, what is behind them, and can they be changed?Determine the strength of each force using an evaluative scale (e.g. High-Medium-Low or 1-10 with 1 being extremely weak, top to bottom listing) Develop action plans to reduce restraining forces and increasing driving forces. A graphical presentation of the forces and their relative strength is useful in visualizing the dynamics of the situation and what change is viable.Nominal Group Technique…•Everyone submits problem they think is most important•Problems are listed •Each member ranks all problems•Rankings given numerical value in regards to importance1 2 3 4 5 6 7--- REVIEW ---The canning factory that you are in management for is being faced with the possibility of downsizing and lay-offs of several hundred employees.1. Use the WHY WHY Tool to determine the main reason for this situation.2. Use FORCED FIELD ANALYSIS to meet the objective to avoid lay-offs.Affinity Diagram…Conduct a brainstorming session on the topic under investigation. Clarify the list of ideas. Record them on small cards or Post-It notes. Randomly lay out cards on a table, flipchart, wall, etc. Without speaking, sort the cards into "similar" groups based on your gut reaction. If you don't like the placement of a particular card, move it. Continue until consensus is reached. Create header cards consisting of a concise 3-5 word description; the unifying concept for the group. Place header card at top of each group. Discuss the groupings and try to understand how the groups relate to each other.Affinity Diagram…Sample LayoutAlso see page 446 in your textbookPost-It notes or cards that can be easily moved and changed in positionsInterrelationship Digraph…Used to show cause-and-effect relationships between identified factors surrounding an issue 1. Place the problem statement or desired outcome in the middle of a large piece of paper, such as, a flipchart.2. Draw a double circle around the statement or outcome.3. Arrange the major items (if using an affinity diagram to feed this, use the title cards) in a circle around the problem statement. Place the cards which have ideas most closely related to the problem nearer the problem, if this can be determined.4. Draw lines between ideas that are related. Put an arrowhead on the end of the line that shows the direction of the cause and effect relationship. Use only one way arrows. The arrow should point toward the effect and away from the cause. Each of the cards should have an arrow pointing toward the problem statement.5. Count the number of arrows leading into and out of each idea card. Place the number of arrows going out of the card, a slash and the number of arrows coming into the card above each card (i.e. number away/number into -3/4).6. The card with the most arrows going out is the key cause factor. Place a double box around it.Interrelationship Digraph…Sample LayoutAlso see pages 447-448 in your textbookQuestions So Far?--- REVIEW ---and presentYour company has to shut down a main production line.Create an AFFINITY DIAGRAM to decide which line will be the one that gets shut down.Your company is trying to implement a new rewards programs for employee moral.Create an INTERRELATION DIAGRAPH to come up with the best kind of program for your employees.Let’s Take a 10-15 Minute Break!“7 Management and Planning Tools”•Affinity Diagram•Interrelationship Diagraph•Tree Diagram•Matrix Diagram•Prioritization Methods•Process Decision Program Chart•Activity Network DiagramBreaks down or stratifies ideas in progressively greater detail. The objective is to partition a big idea or problem into its smaller components, making the idea easier to understand, or the problem easier to solve.Tree Diagrams…Sample LayoutAlso see page 450 in your textbookHelps you to identify and analyze the presence and strength of relationships between two sets of information. Matrix Diagrams…Sample LayoutAlso see page 451 in your textbookHelps you rank problems or issues (usually generated through brainstorming) by a particular criterion that is important to your organization. Then you can more clearly see which problems are the most important to work on solving first. Prioritization Matrices…Sample LayoutAlso see page 452 in your textbookA method that graphically displays as many alternatives and contingencies that can be determined in advance to strategies for dealing with them can be determined in advance. Process Decision Program Chart…Sample LayoutAlso see page 454 in your textbookHelps you to work out the most efficient sequence of events needed to complete any project. It enables you to create a realistic
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