Onsite Seminar
Managerial Problem Solving
Dealing With The Really Difficult Problems
This seminar gives managers thinking and analysis tools for coping with difficult, complex, probabilistic, and conditional problems. Such problems have:
Multiple Causes & Symptoms
Vague or Missing Data
Technical/Psychological Aspects
Cause & Effect Separated In Time
Intermittent or Random Factors
Recurrence & Intractability
This is an active seminar. It includes the usual panoply of TQM/Six Sigma techniques plus Systems Dynamics. It uses realistic exercises taken from many years of managerial practice.
Program Summary
| Format | Onsite Workshop | Online | Who Should Attend? |
| Time | 2-Day | 2-4 Wks |
CEO's & Presidents Managers Support Staff |
| Cost | $5700 (Includes Travel) | $4700 | |
| Participants | 5-30 | 5-20 | |
| Next Step | Call us at 816-931-1414 | ||
Rudyard Kipling
I KEEP six honest serving-men (They taught me all I knew);
Their names are What and Why and When and How and Where and Who.
I send them over land and sea,
I send them east and west;
But after they have worked for me, I give them all a rest.
Participants Will Learn...
What is a problem? The definition may surprise you!
Why problems persist
How to define and specify your problem accurately.
Seven Information Gathering Tools that get the right information in the right way.
Why teams are better at Problem Solving.
Using Charts & Statistics for Analysis
How systems create their own problems
How to identify the Root Cause that eliminates the problem forever.
Practice Brainstorming as a team by following five simple rules.
Many solutions may exist, but which is best? Learn three effective methods for decision making.
Emergencies require fast action. Learn about three types of action in a crises.
Put your new skills to work solving Realistic Case Problems.
Program Outline
1.0 What Is A Problem?
Typical Approaches - Problem Definition & Implications
2.0 The Problem Solving Procedure
Define - Analyze - Identify Root Cause
Find Solutions - Identify Best Solution - Take Action
3.0 How To Specify The Problem
The Importance of Specification
Causal Vs. Symptomatic Specification
Elements of A Good Specification
4.0 Tools For Data Acquisition & Analysis
Fishbone Diagrams
The Case Of The Tasteless Coffee Exercise
Forms & Checklists
Process Charts & Fishbone Diagrams
Surveys, Line, Scatter Diagrams, Bar, & Pie Charts
5.0 Managerial Statistics
Correlation analysis
Multi-Variate Correlation
Forecasting
Statistical Analysis - Statistical Sampling
6.0 System Dynamics
Elements of Systems - Systems Thinking
7.0 Human Aspects
Maslow's Hierarchy & Motivation
How Motivation Affects Problems
Teams In Problem Solving
8.0 Identify The Root Cause
Fishbone Diagrams - Is/Is-Not Analysis
Testing The Root Cause
9.0 Search For Solutions
Brainstorming - The Columbo Approach
Building A Burger Better Exercise
10.0 Identify The Best Solution
Cost-Benefit Analysis - PNI Analysis
Weighted Factor Evaluation - Unintended Consequences
11.0 Take Action
Three Types of Action
Planning The Implementation
12.0 Putting It Into Practice
Valley Extruded Products Case Study
Peeling The Onion
Problem-Solving Procedure
Process Charting
One team's process chart helped define the process and identify undue complexity and waste.
Pareto Charts
Fishbone Diagrams
This group of 60+ people convened to resolve a nationwide, problem that affected corporate competitiveness.
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The Strategos Guide To Value Stream and Process Mapping goes beyond symbols and arrows. In over 163 pages it tells the reader how to do it and what to do with it. |
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