creative & innovative

7/29/2019 creative & innovative

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Assalammualaikum..

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GROUP MEMBERS

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NO. NAME MATRIC NO.

1. MOHD SYAFIQ BIN MOHD YASSIN DD110126

2. NUR SYUHADA BINTI ZAKARIA DD110052

3. NUR SHAFIKAH BINTI AHMAD MAULANA DD110102

4. SITI NUR HASRAT BINTI ABDUL HALIM DD110110


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INTRODUCTION

What is a problem?

Problem solving is the art of finding ways to get from where you are to

where want to be. The problem, therefore, is the gap between the

present situation and a more desirable one.Vincent Nolan (1989)

A problem must be perceived or recognized by somebody, otherwise, it is

not a problem.

Problems are everywhere, depending on ones perception to the problem

that it is a problem. We may not realize that we have a problem, but that

does not stop us from having one.

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Kepner-Tregoe Problem Solving and Decision Making (KT)

The KT Problem Solving & Decision Making methods aresystematic techniques that guide critical thinking to maximumexpertise and use data effectively.

Implementing the KT approach harnesses critical thinking anddiverse expertise and directs it at your most pressing issues.

The KT methods have been used globally to save billions ofdollars and improve quality, productivity, profitability, market

share, customer satisfaction and other key measures.


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8 Disciplines Problem Solving Process

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Eight Disciplines Problem Solving is a method used to approach

and to resolve problems, typically employed by quality engineersor other professionals. Its purpose is to identify, correct andeliminate recurring problems, and it is useful in product andprocess improvement. The disciplines are:

D1. Use Team ApproachD2. Describe the ProblemD3. Implement and Verify Short-Term Corrective ActionsD4. Define and Verify Root Causes

D5. Verify Corrective ActionsD6. Implement Permanent Corrective ActionsD7. Prevent RecurrenceD8. Congratulate Your Team


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TRIZ

TRIZ presents a systematic approach for analysing the kindof challenging problems where inventiveness is needed and

provides a range of strategies and tools for finding

inventive solutions.


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COMPARISON BETWEEN

PLAN-DO-CHECK-ACT

[PDCA] MODEL

and

GROW MODEL


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Plan-Do-Check-Act [PDCA] Model

PDCA (plan

do

check

act or plan

do

check

adjust)is an iterative four-step management method used in

business for the control and continuous improvement ofprocesses and products. It is also known as

the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plandostudyact (PDSA).

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ISI KANDUNGAN

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NO. TAJUK

1. PENGENALAN

2. PENYATAAN MASALAH

3. OBJEKTIF

4. SKOP

5. KAJIAN LITERATUR

6. METADOLOGI

7. ANALISA

8. KESIMPULAN & CADANGAN


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STEP 1:

PLAN


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Step 2: Do

Generate possible solutions.

Select the best of these solutions, perhaps using

techniques like Impact Analysis to scrutinize

them.

Implement a pilot project on a small scale

basis, with a small group, or in a limitedgeographical area.


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The number of areas forimprovement you have identified,and the scope of the wholeinitiative, you may decide torepeat the "Do" and "Check"phases, incorporating youradditional improvements.

Once you are finally satisfied that

the costs would outweigh thebenefits of repeating the Do-Checksub-cycle any more, you can moveon to the final phase.


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Implement your solution fully.

If you are using the PDCA or Deming Wheel

as part of a continuous improvement

initiative, you need to loop back to the Plan

Phase (Step 1), and seek out further areas

for improvement.


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When to Use PDCA As a model for continuous improvement. When starting a new improvement project.

When developing a new or improved design of a process,

product or service.

When defining a repetitive work process.

When planning data collection and analysis in order to

verify and prioritize problems or root causes.

When implementing any change.


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Daily routine management-for the individualand/or the team

Problem-solving process Project management

Continuous development

Vendor development Human resources development

New product development


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Used extensively in the corporate coaching market in the late

1980s and 1990s.

GROW is very well known in the business arena but it also has

many applications in everyday life. The particular value of growis that it provides an effective structured methodology which

both helps set goals effectively and is a problem solving

process.

GROW Model

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techniqueProblem

solving

Goal settings

developed

UK


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GOAL This is the end point, where the client wants to be.

REALITY- This is how far the client is away from their goal.

OBSTACLE- There will be Obstacles stopping the clientgetting from where they are now to where they want to go.

OPTION - Once Obstacles have been identified, the client needsto find ways of dealing with them if they are to make progress.

WAY- The Options then need to be converted into action

steps which will take the client to their goal.


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It can be used by anyone without special training. While there are many

methodologies that can be used to address problems, the value of grow isthat it is easily understood, straight forward to apply and very thorough.

In addition it is possible to apply it to a large variety of issues in a very

effective way.

STRENGTH OF GROW MODEL

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E l


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Example:

GOAL - Bring my weightdown to 120 pounds in

three months and keep itdown

REALITY- What their weight isnow?

OBSTACLE No food,busy, lazy to exercises

OPTION manage time for

exercise, pyramid offood, diet

WAYGo to gym, diet, exercises 10 min per day


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PROCESSES OF GROW MODEL

1. Establish the Goal

Define and agree the goal or outcome to be achieved. You shouldhelp your team member define a goal that is specific, measurableand realistic. In doing this, it is useful to ask questions like:

"How will you know that you have achieved that goal?"

"How will you know the problem is solved?

2. Examine Current Reality

Too often, people try to solve a problem without fully consideringtheir starting point, and often they are missing some of the

information they need to solve the problem effectively. Usefulcoaching questions include:

"What is happening now?"

"What, who, when, how often"

"What is the effect or result of that?"


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3. Explore the Options

meaning, all the many possible options you have for solving the problem. Helpyour team member generate as many good options as possible, and discussthese. Typical questions used to establish the options are:

"What else could you do?""What if this or that constraint were removed?

"What are the benefits and downsides of each option?"

What factors will you use to weigh up the options?

4. Establish the Will

So your final step as coach is to get you team member to commit to specificaction. In so doing, you will help the team member establish his or her will andmotivation. Useful questions:

"So what will you do now, and when?

"What could stop you moving forward?"

"And how will you overcome it?"

"Will this address your goal?"

"How likely is this option to succeed?"

"What else will you do?"NEXT


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PDCA CYCLE give clear identification of the problem and metrics, a

prototyping of the solution, evaluation of the changes and

subsequently, a full-scale implementation of the success.

Use Plan-Do-Check-Act, or PDCA. Without fully understanding the

cause of what is happening in a situation, an organization will not have

the control in its processes in order to sustain lean.

For PDCA problem solving method - a fundamental principle of the

scientific method and it is iteration which are once a hypothesis is

confirmed (or negated), executing the cycle again will extend the

knowledge further. There is no limitation because of the cycle steps.

This method is suitable apply to all sorts of projects and improvement

activities.

DISCUSSION


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The GROW process has been presentedsequentially here. In practice, it is a much lesslinear process which may start anywhere and

revisit each of the stages several times. Oftenwhen we have lost our way in a session or gotstuck, we should turn to The GROW Model tocheck out where we need to put our attention

As with many simple principles any user ofGROW can apply a great deal of skill and

knowledge at each stage but the basicprocess remains as we have discuss before.

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CONCLUSIONUse visual management and standard work tools

to catch problems before we start adding up.Build the skills, tools and systems needed to deal

with those problems as soon as possible.

Understand that the small problems are a

valuable contribution for future resultsEach creative solving problems have their own

advantages, we just need to choose the suitable forour own good.

Always thinks creative to solve problem.

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REFERENCES

http://en.wikipedia.org/wiki/GROW_model

http://www.mindtools.com/pages/article/newLDR_89.htm

http://www.mentoringforchange.co.uk/classic/index.php

http://en.wikipedia.org/wiki/PDCA

http://asq.org/learn-about-quality/project-planning-tools/overview/pdca-cycle.html

http://www.mindtools.com/pages/article/newPPM_89.htm


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