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Don't Lower Standards / Expectations To Make Problem Disappear or Acceptable!

These documents provide tips for problem solving and describe a process that is experiencing delays. The tips include gathering inputs from all perspectives, separating investigation from decision making, and being open to new data. A flow diagram shows a claims process taking 11-42 days, with most time spent waiting on approvals. An analysis identifies non-value added time as 36 days or 94% of the total. The top time wasters are delays waiting for the NSM and branch manager approvals. Stakeholders are mapped based on their power/influence and interest. A decision matrix evaluates solutions based on ease of implementation and return on investment. A force field analysis identifies enabling and restraining forces for improving the problem solving process.

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Hafiz Zukafle
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92 views9 pages

Don't Lower Standards / Expectations To Make Problem Disappear or Acceptable!

These documents provide tips for problem solving and describe a process that is experiencing delays. The tips include gathering inputs from all perspectives, separating investigation from decision making, and being open to new data. A flow diagram shows a claims process taking 11-42 days, with most time spent waiting on approvals. An analysis identifies non-value added time as 36 days or 94% of the total. The top time wasters are delays waiting for the NSM and branch manager approvals. Stakeholders are mapped based on their power/influence and interest. A decision matrix evaluates solutions based on ease of implementation and return on investment. A force field analysis identifies enabling and restraining forces for improving the problem solving process.

Uploaded by

Hafiz Zukafle
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Problem Solving Tips:

Dont lower standards / expectations to make


problem disappear or acceptable!

Use clear, simple language understood by all Be as specific & quantitative as possible If there are more than one problem, separate them

Get inputs, definitions & others perspectives to ascertain youre looking for the root cause (s) & not remediesdont jump into decision making yet! Avoid generalization (ie mostly, periodic), provide specific data
If some information is missing, pursue it.

Problem Solving Tips:


Be patient & discipline in constructing the profile as you outline the facts.
Build a picture with the data, define the problem; establish boundaries & possibilities (root causes) Dont overlook possibilities & limit the problem too much

Evaluate the facts, dont rush in with quick fix solutions


Check your facts & data, carefully study your findings Faulty or incomplete data = faulty theory, root cause(s) & solutions. Quality of Solution = Quality of Information gathered.

Problem Solving Tips:


Confirm your analysis by sharing it with others. Put your theory to the test!

Be prudent, ensure solution is not worse than the problem!


When fact finding, keep all stakeholders informed to minimize resistance & defensiveness! Share findings, insights & analysis; get those with the relevant experience & expertise to give their views Separate Decision Making from the Investigation & Discovery Phases to avoid making mistakes Be open & flexible to new; better data as you investigate. Your suspect root cause can sometimes be off target Be Gentle on the Peoplebut be Hard on the Problem!

Flow Diagram (Process Improvement)


(1-7 Day) A. Rep. completes & submits claim form (3 Days)

(1-7 Days)
C. Branch Mgr. mails it to NSM at HQ for approval

B. Branch Mgr. checks & approves

(3 Day)

(1-4 Day) F. Acct. Mgr approves & sends to the Acct. Clerk to instruct bank to pay

(1-4 Days) (1-14 Days)

G. Bank remits money into rep.s account

E. SOP: Acct. Clerk checks & raises Payment Voucher & sent it to Acct. Mgr.

D. NSM approves & sends it to Acct Dept.

(Total number of days taken = 11 42) Sales Manager receives feedback from outstation representatives. Description of the Problem: Monthly Claims are received late!.

Process Improvement: Delay in getting claims


A) Evaluate Value-adds with timeline: Identify what adds value and what doesnt & the time these activities take.
Time taken (Days)
NVA VA

14

Non Value Time taken = 36 days

________________
A B D E F C 1 1 3 1 1 1 G 3 Non Value Time taken (%)

Value Added Time taken = 11 days

Time taken (Days)

Process involved

Ranking of Process (Time Taken) 2nd. 2nd. 1st. 3rd. 3rd.

A = 100/36 x 7 = 22% B 7 = 22% D 14 = 44% E 4 = 6% F 4 = 6%

B) Pareto Non Value-Added Time:


(Helps you identify which inefficiencies to attack first)
100%
94%

88%
66%

44% 22% 22% 6% 6%

14 7 7 NSM is not around Rep Branch Mgr to approve (outstation) (outstation) (outstation)

4 4 Days Payment Acct. Mgr Voucher approval

Stakeholders mapping
Communication Strategy, level of Involvement, Consultation or Informing.

Low Power / Influence High

Inform Low Involvement High Consultation

Inform High Involvement High Consultation

Inform Low Involvement Low Consultation

Inform High Involvement Low Consultation

Low

Interest

High

Decision Matrix (Solutions)


Poor I M P L E M E N T A T I O N
Implement easy Poor RIO not cost effective

Moderate

High

Easy

Impl. challenging Poor RIO not cost effective

Challenging

Impl. difficult Poor RIO not practical & cost effective!

Difficult

Impact on busine$$ (ROI)

Force Field Analysis


Project: Problem Solving
Current Status Title Desired outcome

20.1

Supporting forces

Restraining forces

What will help you? (Enablers)

What can prevent you? (Blockers)

Possible actions

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