Problem Solving Creative Thinking And Decision Making

conundrum figure out fanciful judgement And Decision reservation conundrum solving is a skill. passenger vehicles and leaders sp kibosh much of their conviction solving businesss and making decisions. The record of the jobs eject be sm all(prenominal), large, complex or simple and its the role of the handler to establish an approach to resolving the line. Being faced with conundrums often results in the great unwashed becoming uncomfortable and afraid, endeavoring to realize a termination immediately without analyzing the riddle and looking for some wizard to blame.Problems occur every sidereal day and raisenot be escaped. It should be viewed as opportunities to rectify systems and relationships within organizations. The tendency to emphasize and disclose a base immediately is one of the fundamental mistakes in difficulty solving as the solution should be founded at the end of the process quite than at the beginning. employ an approach t lid piece of worke d previously butt leave you solving the same hassle over and over again.We argon born occupation assoilrs and build our confidence when we solve problems. Having a intelligent process and approach to problems can solve them quickly and effectively.2. Problem firmness and Decision Making FrameworkOrganisations struggle with inherently the same problems course of study after year. The lack of a comprehensive and structured process is the private road for this failure. An organized approach utilize simple principles and a clear be approach can facilitate permanent solutions. The 7 step problem solving process is an effective problem solving process that consists of a sequence of sections that fit to conk outher. Within for all(prenominal) one section, in that respect atomic number 18 respective(a) tools that can be employ to work through the problem and find out what is really divergence on. It is usageful to drive home much(prenominal) a structure to ensure that nothing is overlooked.Figure 7 Step Problem Solving Process2.1 Define/Identify the ProblemAt this point, people react to what they appreciate the problem is. Instead, we should seek to understand more than about(predicate) why we think there is a problem. It is imperative to deal with the real problem and not the symptoms.With input from yourself and opposites, a serious of questions on the problem should be addressed. Use the 5 Ws and an H to collect statistics on the problema) What can you see that causes the problemb) Where does it occurc) When is it misfortuned) Why is it ascertaininge) With whom is it happeningf) How is it happeningAt this stage, a problem statement should be developed and written slew. This allow for ensure that you argon tackling the actual problem and not a side issue or part of the problem. A problem clearly stated is a problem half solved. (Dorothea Brande). makeup the statement forget ensure that everyone can quickly understand what the problem is. The problem can be re-phrased as a finishing objective. This provides a focus and direction for the problem-solvers that is measurable.The problem statement should also attempt to bind a target date identified and scoped so that it can be realistically tackled.2.2 Analyse the ProblemIn this stage of the problem solving, little input from people who keep back noticed the problem and who are constituted by the problem should be gathered and sifted. The problem indigences to viewed from a variety of bandstands. Several questions should be asked to gather the required tuition What is the accounting of the problem? How long has it existed?How serious is the problem?What are the causes of the problem?What are the effects of the problem?What are the symptoms of the problem?What methods does the squad already have for dealing with the problem?What are the limitations of those methods?How much freedom does the team have in gathering knowledge and attempting to solve the proble m?What obstacles keep the team from achieving the goal?Can the problem be divided into sub problems for translation and analysis?Understanding where the problem is arising from, its fit in the current outgrowth and what the current environments are, is sarcastic when working out if a solution will work or not. The problem definitions validity can be examine here by stepping back and assessing the current berth and what studys to be changed. The cause of the problem should be written smooth in legal injury of what is happening, where, when, how, with whom and why.2.3 Generate Possible SolutionsAt this stage, the team and yourself should generate a human activity of possible solutions. No evaluation of the solutions should occur but rather the effort should be concentrated on generating as m some(prenominal) solutions as possible. several(a) proficiencys can be apply to solve problems.2.3.1 BrainstormingThis is a technique imageed to help a meeting generate several creat ive solutions to a problem. It is focussed on developing imaginative and innovative solutions. It is a simple means of generating a large number of desires from a group of people in a short space of time.StepsA groups members are presented with a problem and all its details.Members are encouraged to take after up with as many solutions as possible, putting aside all personal judgments and evaluations. Piggy-backing off another persons idea is useful.All ideas are put down so the whole group can see them.Ideas are evaluated at another session.2.3.2 Reverse BrainstormingReverse brainstorming uses a combining of the reversal technique and brainstorming. This technique involves starting with two suppress questionsa) How could I possibly cause the problem rather than How do I solve or prevent this problem?b) How could I possibly achieve the icy effect rather than How do I achieve these results?Brainstorm the reverse problem to generate reverse solution ideas. The ideas should be a llowed to flow. No idea should be rejected. The ideas from the reverse problem should now be reversed for the passkey problem.2.4 Analyse the SolutionsThis stage is where you investigate the various factors about each of the authority solutions. The good, the bad points and other relevant items to each solution is noted. in that respect are several ways to evaluate the chosen solutions, and writing them all down will help the group to choose the best solution to the problem.a) Making a T-Chart to Weigh the Pros and Cons of Each IdeaThe T-chart can be used where team members write down the advantages and disadvantages for each solution. This method will enlarge the strengths and weaknesses of each solution.b) burst and Assign Weights to CriteriaAll the criteria people are idea about should be listed and weighted. This way, all group members are clear as to what criteria others are using.c) Prioritize the CriteriaThe next step is for the group to agree on how important these criteria are in relation to each other. For example, is cost the or so important criterion, or low resistance by others, etc. The criteria should thus be rated in terms of importance. Assign a number to each criterion so that all criteria together total 100.d) Rate Proposed Solutions Using CriteriaUsing the four to six possible solutions, score (on a scale of 1 to 10) each solution against each criteria. Repeat this for each criterion. calculate this score to the weighting, indeed add the weighted scores for each solution. This function will help compare qualifynatives objectively.2.5 divide the best SolutionThe various influencing factors for each possible solution is reviewed and solutions are kept or eliminated. The group should be concerned with whether or not the solution chosen solves the problem or just minimizes it. The solution must be workable in relation to the problem. During this step, decisions need to be made. Weighting of the previous step can be used to sele ct the best solutions.The T-chart can be reviewed for advantages and disadvantages. The facts and selective information gathered must be consistent with the proposed solution. Solutions can be taked for and then those can be shortlisted. Shortlisted items can be analysed and further refined and voted on. There is a possibility that no solutions may work. The problem may need to be re-evaluated or generation of solutions may need to be re-visited. This perhaps the result of a problem definition that is not well defined.2.6 Develop an Action PlanAn doing devise involves writing down what is going to next now that a potential solution is available.. This plan will realise that the solution happens. The plan can consist of sequential tasks identifying who is doing what, when and the timeline for completion. The following(a) questions should be answered for the action plan What is the overall objective and ideal situation?What is needed in order to get there from here?What actions need to be make?Who will be responsible for each action?How long will each step take and when should it be make?What is the best sequence of actions?What training is required to ensure that each person knows how to execute each step in the plan?What standards do we penury to set?What resources are needed and how will we get them?How will we rhythm results?How will we follow up each step and who will do it?What checkpoints and milestones should be established?What are the make/break vital travel and how can we ensure they succeed?What could go wrong and how will we get around it?Who will this plan affect and how will it affect them?How can the plan be adjusted without jeopardizing its results to ensure the best response and squeeze?How will we communicate the plan to ensure support?What responses to change and other human factors are anticipated and how will they be overcome?2.7. carry through the SolutionThe solution can be implemented as a project using the action plan as th e baseline. Tasks should be monitored and inform on. The Gantt chart could be used to monitor this progress. Regular meetings should be held with relevant stakeholders to communicate progress on the solution and advise if any slippages or blockers exist on the project. Contingency plans can be devised and implemented to chance from slippages.2.8. Verify the SolutionOnce the solution is implemented, it can be tried and true be reviewing the normal operation of the organisation. Adjustments may be required to improve the effectiveness of the solution. A lessons learnt document/memo should be created highlighting what changes should be made to avoid this type of problem in the future, considering changes in policies and procedures, and training.3. Creative ThinkingEffective problem solving requires creativity. Creativity in problem solving process sparks new solutions and concepts in changing environments. There are various tools that can be used3.1 Six Thinking eyelidsThis is a to ol for group discussion and individual thinking. The technique allows you to look at decisions from a number of important perspectives.In meetings it has the benefit of blocking the confrontations that happen when people with different thinking styles discuss the same problem.Each Thinking get into is a different style of thinking.These are explained below sportsmanlike HatThis hat requires you to focus on the facts and data available. Review the information you have, and determine what you can learn from it. Look for gaps in your knowledge, and either sieve to fill them or take account of them.This is where you analyse past trends, and try to extrapolate from historical data.Red Hat aggroup members state problems using intuition, gut reaction, and emotion. This is a method of harvesting ideas. Also try to think how other people will react emotionally. This method can use post-it notes to allow a quick system of voting, and creates a clear optical cue that creates rapid if in real ised agreement around an issue.Black HatUsing black hat thinking, looks at all the bad points of the decision. Team members identify risks and hazards. Decision are looked at to see why it exponent not work. This is important because it highlights the weak points in a plan. It allows you to eliminate them, alter them, or prepare contingency plans to counter them. Plans can become tougher and more resilient. It can also help you to spot fatal flaws and risks before you go in on a course of action.Yellow HatThe yellow hat helps you to think positively and identify with an idea or decision. It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it.Green HatThe Green Hat allows you to develop creative and new ideas solutions to a problem. It is a freewheeling way of thinking, in which there is little criticism of ideas. muddied HatThe Blue Hat stands for process control and discusses the thinking process. This is the hat worn by people c hairing meetings. Having a facilitator maintain this role end-to-end helps ensure that the group remains focused on task and improves their chances of achieving their objectives.3.2 opinion MappingThis is a technique that encourages creative thinking as it holds information that the mind finds easy to identify with and review. Mind mapping allows you to quickly find and understand the structure of complex problems. Mind maps are often used during brainstorming. The technique requires that a theoretical account such as a tree with branches be used. The main parts of the problem are draw on the bigger branches and smaller issues on the secondary branches. Creativity is applied to each part of the issue rather than the whole.3.3 UnfreezingThis technique is used where you cannot think of any more ideas. Helps you when your thinking process is blocked or shut down and you cannot find any solutions.3.4 The 5 WhysThis is useful for dealing with problems that have dark agendas. The tec hnique drills into situations to find the real problem and clarify issues and forming creative solutions.4. Problem Solving of Functional problemAltech UEC specialises in the design, development, supply and support of compound hardware and software solutions for the world-wide digital Multimedia industry.In the project focussing field that I function within, the key focus is to deliver merchandise on time, within budget and at the acceptable quality standards. The one area in 60% of all projects that fails to deliver successfully is the windup(prenominal) design of the envelopment. I will use the framework developed in 2 to realise the solution to this problem.4.1 Define/Identify the problema) The robotic design for each harvest-time is only a concept definition that is unique to each overlap offering.b) It occurs in the engineering and carrefour management departments.c) During project development of a new product.d) Each offering to the client is unique with no-reuse of existing mechanic enclosures.e) With mechanical engineer, product manager, customerf) An pass judgment 12 weeks delivery of mechanical enclosure is taking 24 wks to completeProblem definitionWhy does the mechanical enclosure take 24 weeks to complete instead of the planned 12 weeksAs a goal objective What must be done to reduce the mechanical enclosure development to 12 weeks.4.2 Analyse the ProblemThis problem has existed approximately 5 years, since the customer was allowed to decide on the aesthetic look of the set-to-box. This is a critical issue to the delivery troll of product to the customer. The average delivery cycle of a complete unit in production and to the customer should be 6 months. Causes of the problem maybe Unknown technologies be used, Concept rendered drawings rather than mechanical design models, and Customer requiring changes after design was approved. The effect is that there is longer design cycles and longer to market delivery cycles. The mechanical te am have tried to model various options but due to enigmatical electronic affects such as caloric testing and electrical initiation may affect the design.4.3 Generate Possible SolutionsBrainstorming was used to work out possible solutions. Ideas generated were as follows1) Altech UEC generates a set number of enclosures to add together the various offerings available. The only change will be on the fascia view of the product.2) The mechanical engineering team designs the model and develops the mechanical model before the product is released to the customer for approval. No acceptance to be done or released to customer on unrealised designs.3) Tooling manufacturers external to UEC are assure to be involved in the modelling stages to reduce occurrences of designs that will not work4) Review existing procedures and signoff against international standards and make necessary changes where applicable5) Outsource the mechanical design to a 3rd party and performs this as its core busine ss4.4 Analyse the SolutionsThe solution were rated against practicality and cost. The highest rated idea was (1), (5), (2), (4) and (3). It was also thought that a combination of (2), (3) and (4) could be considered as a combination idea.4.5 Select the best SolutionThe best solution selected by voting was (1). The vote was decided by key stakeholders in the organisation such as the product development team, mechanical team and manufacturing team.4.6 Develop an action planThe action plan answered the questions as followsa) The mechanical enclosure is available at the start of the project. There is no major development to the design of the STB. completely changes will be to the fascia aesthetics.b) A listing of the full product road map is required to determine the categories of enclosures to be supported. All mechanical design such as clipping of parts together and thermal cooling to be completed in each menage.c) The Engineering Manager will be responsible for driving this through the organisations as a Product Design unit initiative. The Product managers will be the custodians of the product categories.d) This is a 6 month initiative with the first step be the product categories. The next step will be the actual design of enclosures to these categories bedding down the mechanical design and product.e) Regular meetings are being held to discuss progress and determine if the plan is in actionf) The acknowledgement will be the use of the first mechanical design on zapper low cost products.g) The Engineering manager will be the assistant of this project to ensure all stakeholders keep their eyes on the loot4.7 Implement the solutionA Gantt was created to allocate tasks and monitor progress.4.8 Verify the solutionThe product line is being developed according to specific category mechanical model implementations. Effectiveness of the solution will be seen on new products that will go from design into mass production. The cycle time of mechanics can then be me asured.5. ConclusionIn times were there is a constant change in technology and product development, it is essential to have effective problem solving frameworks. The lack of such framework will lead to problems recurring when they should have been solved. Organisations cannot afford such costly mistakes if they are to be globally competitive. A successful problem solving organization will be a successful organization.