Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

30
© Think For A Change, LLC. 2009 Using The Right Using The Right Tool For The Job Tool For The Job Finding Balance Between Finding Balance Between Six Sigma and Creative Problem Six Sigma and Creative Problem Solving Solving

Transcript of Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

Page 1: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

Using The Right Tool Using The Right Tool For The JobFor The Job

Finding Balance BetweenFinding Balance Between

Six Sigma and Creative Problem Six Sigma and Creative Problem SolvingSolving

Page 2: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

OverviewOverview

Project Managers Are Problem Project Managers Are Problem ManagersManagers

Six Sigma OverviewSix Sigma Overview Creative Problem Solving OverviewCreative Problem Solving Overview Differences & SimilaritiesDifferences & Similarities Guidelines For Selecting The Right Guidelines For Selecting The Right

ToolTool

Page 3: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

Project Managers Are Problem ManagersProject Managers Are Problem Managers

““Projects are nothing more than Projects are nothing more than problems scheduled for a solution”problems scheduled for a solution”

J.M. Juran, noted Quality GuruJ.M. Juran, noted Quality Guru

Page 4: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

Problem Management Skills for the Problem Management Skills for the Project ManagerProject Manager

Problem IdentificationProblem Identification Problem AnalysisProblem Analysis Creative Problem Solving Creative Problem Solving Idea GenerationIdea Generation FacilitationFacilitation NegotiationNegotiation Qualitative (Gut Feel) AnalysisQualitative (Gut Feel) Analysis Quantitative (Statistical) AnalysisQuantitative (Statistical) Analysis

Page 5: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

General ConsiderationsGeneral Considerations

When to Use Creative Problem SolvingWhen to Use Creative Problem Solving New or Uniquely Different Product, Service and/or ProjectNew or Uniquely Different Product, Service and/or Project Metrics (Data) Do Not Yet ExistMetrics (Data) Do Not Yet Exist Radical or Incremental Improvement ProblemRadical or Incremental Improvement Problem

When to Use Six Sigma:When to Use Six Sigma: Problem Related To Existing Product, Service and/or ProjectProblem Related To Existing Product, Service and/or Project Process Oriented ProblemProcess Oriented Problem Metrics (Data) Already ExistMetrics (Data) Already Exist Incremental Improvement ProblemIncremental Improvement Problem

““Blend Zone”:Blend Zone”: The place where most of our projects resideThe place where most of our projects reside

Page 6: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

Six Sigma OverviewSix Sigma Overview

Six Sigma Defined:Six Sigma Defined: Six Sigma is a rigorous and disciplined Six Sigma is a rigorous and disciplined

methodology that uses data and methodology that uses data and statistical analysis to measure and statistical analysis to measure and improve a company's operational improve a company's operational performance by identifying and performance by identifying and eliminating "defects" in manufacturing eliminating "defects" in manufacturing and service-related processes and service-related processes

To enhance, repair or otherwise To enhance, repair or otherwise positively affect a problem or processpositively affect a problem or process

Page 7: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

Six Sigma Overview Six Sigma Overview (cont’d)(cont’d)

DMAIC Approach:DMAIC Approach: DefineDefine the Customer, their Critical to Quality (CTQ) the Customer, their Critical to Quality (CTQ)

issues, and the Core Business Process involved issues, and the Core Business Process involved MeasureMeasure the performance of the Core Business the performance of the Core Business

Process involved Process involved AnalyzeAnalyze the data collected and process map to the data collected and process map to

determine root causes of defects and opportunities determine root causes of defects and opportunities for improvement for improvement

ImproveImprove the target process by designing creative the target process by designing creative solutions to fix and prevent problems solutions to fix and prevent problems

ControlControl the improvements to keep the process on the improvements to keep the process on the new course the new course

Page 8: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

The Six Sigma ToolboxThe Six Sigma Toolbox

Standard DeviationStandard Deviation Cause & EffectCause & Effect

Ishikawa DiagramIshikawa Diagram SIPOCSIPOC Pareto DiagramPareto Diagram

80/20 Rule80/20 Rule Variance AnalysisVariance Analysis

Control ChartControl Chart Process MappingProcess Mapping Kano ChartingKano Charting Failure Mode Effect Failure Mode Effect

AnalysisAnalysis

Page 9: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

The Six Sigma ToolboxThe Six Sigma Toolbox

Standard DeviationStandard Deviation Cause & EffectCause & Effect

Ishikawa DiagramIshikawa Diagram SIPOCSIPOC Pareto DiagramPareto Diagram

80/20 Rule80/20 Rule Variance AnalysisVariance Analysis

Control ChartControl Chart Process MappingProcess Mapping Kano ChartingKano Charting Failure Mode Effect Failure Mode Effect

AnalysisAnalysis

Page 10: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

The Six Sigma ToolboxThe Six Sigma Toolbox

Standard DeviationStandard Deviation Cause & EffectCause & Effect

Ishikawa DiagramIshikawa Diagram SIPOCSIPOC Pareto DiagramPareto Diagram

80/20 Rule80/20 Rule Variance AnalysisVariance Analysis

Control ChartControl Chart Process MappingProcess Mapping Kano ChartingKano Charting Failure Mode Effect Failure Mode Effect

AnalysisAnalysis

Page 11: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

The Six Sigma ToolboxThe Six Sigma Toolbox

Standard DeviationStandard Deviation Cause & EffectCause & Effect

Ishikawa DiagramIshikawa Diagram SIPOCSIPOC Pareto DiagramPareto Diagram

80/20 Rule80/20 Rule Variance AnalysisVariance Analysis

Control ChartControl Chart Process MappingProcess Mapping Kano ChartingKano Charting Failure Mode Effect Failure Mode Effect

AnalysisAnalysis

Page 12: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

The Six Sigma ToolboxThe Six Sigma Toolbox

Standard DeviationStandard Deviation Cause & EffectCause & Effect

Ishikawa DiagramIshikawa Diagram SIPOCSIPOC Pareto DiagramPareto Diagram

80/20 Rule80/20 Rule Variance AnalysisVariance Analysis

Control ChartControl Chart Process MappingProcess Mapping Kano ChartingKano Charting Failure Mode Effect Failure Mode Effect

AnalysisAnalysis

Page 13: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

The Six Sigma ToolboxThe Six Sigma Toolbox

Standard DeviationStandard Deviation Cause & EffectCause & Effect

Ishikawa DiagramIshikawa Diagram SIPOCSIPOC Pareto DiagramPareto Diagram

80/20 Rule80/20 Rule Variance AnalysisVariance Analysis

Control ChartControl Chart Process MappingProcess Mapping Kano ChartingKano Charting Failure Mode Effect Failure Mode Effect

AnalysisAnalysis

Page 14: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

The Six Sigma ToolboxThe Six Sigma Toolbox

Standard DeviationStandard Deviation Cause & EffectCause & Effect

Ishikawa DiagramIshikawa Diagram SIPOCSIPOC Pareto DiagramPareto Diagram

80/20 Rule80/20 Rule Variance AnalysisVariance Analysis

Control ChartControl Chart Process MappingProcess Mapping Kano ChartingKano Charting Failure Mode Effect Failure Mode Effect

AnalysisAnalysis

Page 15: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

The Six Sigma ToolboxThe Six Sigma Toolbox

Standard DeviationStandard Deviation Cause & EffectCause & Effect

Ishikawa DiagramIshikawa Diagram SIPOCSIPOC Pareto DiagramPareto Diagram

80/20 Rule80/20 Rule Variance AnalysisVariance Analysis

Control ChartControl Chart Process MappingProcess Mapping Kano ChartingKano Charting Failure Mode Effect Failure Mode Effect

AnalysisAnalysis

Page 16: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

Creative Problem Solving OverviewCreative Problem Solving Overview

Creative Problem Solving Defined:Creative Problem Solving Defined: The mental process of creating a The mental process of creating a

solution to a problemsolution to a problem Special form of problem solving in which Special form of problem solving in which

the solution is independently created the solution is independently created rather than learned with assistancerather than learned with assistance

Requires more than just knowledge and Requires more than just knowledge and thinking thinking

Development of a fresh, new approach Development of a fresh, new approach to a problem or processto a problem or process

Page 17: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

Creative Problem Solving Overview Creative Problem Solving Overview (cont’d)(cont’d)

Creative Problem Solving Process:Creative Problem Solving Process: Problem DefinitionProblem Definition Problem Research & AnalysisProblem Research & Analysis Idea GenerationIdea Generation IncubationIncubation Idea SelectionIdea Selection Idea ImplementationIdea Implementation Feedback & ControlFeedback & Control

Page 18: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

Creative Problem Solving ToolboxCreative Problem Solving Toolbox

Cause & EffectCause & Effect Ishikawa DiagramIshikawa Diagram

Idea GenerationIdea Generation BrainstormingBrainstorming StoryboardingStoryboarding 100’s of others…100’s of others…

Lateral ThinkingLateral Thinking Alternative SolutioningAlternative Solutioning Force FitForce Fit 10’s of others…10’s of others…

Mind MappingMind Mapping Cash CurveCash Curve

Page 19: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

Creative Problem Solving ToolboxCreative Problem Solving Toolbox

Cause & EffectCause & Effect Ishikawa DiagramIshikawa Diagram

Idea GenerationIdea Generation BrainstormingBrainstorming StoryboardingStoryboarding 100’s of others…100’s of others…

Lateral ThinkingLateral Thinking Alternative SolutioningAlternative Solutioning Force FitForce Fit 10’s of others…10’s of others…

Mind MappingMind Mapping Cash CurveCash Curve

Page 20: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

Creative Problem Solving ToolboxCreative Problem Solving Toolbox

Cause & EffectCause & Effect Ishikawa DiagramIshikawa Diagram

Idea GenerationIdea Generation BrainstormingBrainstorming StoryboardingStoryboarding 100’s of others…100’s of others…

Lateral ThinkingLateral Thinking Alternative SolutioningAlternative Solutioning Force FitForce Fit 10’s of others…10’s of others…

Mind MappingMind Mapping Cash CurveCash Curve

Page 21: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

Creative Problem Solving ToolboxCreative Problem Solving Toolbox

Cause & EffectCause & Effect Ishikawa DiagramIshikawa Diagram

Idea GenerationIdea Generation BrainstormingBrainstorming StoryboardingStoryboarding 100’s of others…100’s of others…

Lateral ThinkingLateral Thinking Alternative SolutioningAlternative Solutioning Force FitForce Fit 10’s of others…10’s of others…

Mind MappingMind Mapping Cash CurveCash Curve

Page 22: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

Creative Problem Solving ToolboxCreative Problem Solving Toolbox

Cause & EffectCause & Effect Ishikawa DiagramIshikawa Diagram

Idea GenerationIdea Generation BrainstormingBrainstorming StoryboardingStoryboarding 100’s of others…100’s of others…

Lateral ThinkingLateral Thinking Alternative SolutioningAlternative Solutioning Force FitForce Fit 10’s of others…10’s of others…

Mind MappingMind Mapping Cash CurveCash Curve

Lifecycle Cash Curve

-$150,000

-$100,000

-$50,000

$0

$50,000

$100,000

$150,000

$200,000

$250,000

2007 2008 2009 2010 2011

Lifecycle Cash Curve

Page 23: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

Differences & SimilaritiesDifferences & Similarities

Differences:Differences: Creative Problem Solving:Creative Problem Solving:

Overcome the mind's instinctive tendency to use Overcome the mind's instinctive tendency to use "oversimplified associative thinking" in which two "oversimplified associative thinking" in which two related concepts are so closely associated that their related concepts are so closely associated that their differences, and independence from one another, are differences, and independence from one another, are often overlooked often overlooked

Six Sigma:Six Sigma: Data-driven, systematic approach to problem solving, Data-driven, systematic approach to problem solving,

with a focus on customer impact with a focus on customer impact ----------------------------------------------------------------------------------------------------------------------------------------

Mental Processing vs. Statistical AnalysisMental Processing vs. Statistical Analysis Independent Creations vs. Existing Knowledge Independent Creations vs. Existing Knowledge

New vs. KnownNew vs. Known

Page 24: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

Differences & Similarities Differences & Similarities (cont’d)(cont’d)

Similarities:Similarities: Both are problem solving toolsBoth are problem solving tools Both expend a great deal of effort in Both expend a great deal of effort in

identifying and defining the problem to identifying and defining the problem to be solvedbe solved

To be declared successful, both must To be declared successful, both must improve the problem or process being improve the problem or process being addressedaddressed

Both are subjected to metrics and Both are subjected to metrics and measurements after the solution is measurements after the solution is implementedimplemented

Page 25: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

Guidelines For Selecting The Right ToolGuidelines For Selecting The Right Tool

Six Sigma:Six Sigma: Process has already Process has already

been definedbeen defined Existing processes Existing processes

need improvementneed improvement Metrics and data are Metrics and data are

availableavailable Problem can be Problem can be

defined as a “defect”defined as a “defect” Deliberate search for Deliberate search for

process improvementprocess improvement

Creative Problem Creative Problem SolvingSolving:: Process or approach Process or approach

does not currently existdoes not currently exist Metrics and data are Metrics and data are

unavailableunavailable Systematic approach to Systematic approach to

problem solving does problem solving does has not produced has not produced resultsresults

Deliberate search for Deliberate search for new ideasnew ideas

Page 26: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

How Do Six Sigma and Creative Problem How Do Six Sigma and Creative Problem Solving Compliment Each Other?Solving Compliment Each Other?

Six Sigma Needs Creative Problem Solving for:Six Sigma Needs Creative Problem Solving for: Developing unique solutions to resolve gaps that are Developing unique solutions to resolve gaps that are

discovered or created in the processdiscovered or created in the process Unstructured idea campaigns leveraged by creative Unstructured idea campaigns leveraged by creative

problem solving techniques often lead to new problem solving techniques often lead to new suggestions for process improvement effortssuggestions for process improvement efforts

Creative Problem Solving Needs Six Sigma for:Creative Problem Solving Needs Six Sigma for: The capacity (resource, time, process, etc.) increases The capacity (resource, time, process, etc.) increases

generated by process improvement activities provide generated by process improvement activities provide project team members with more time to generate ideas project team members with more time to generate ideas and for quiet incubationand for quiet incubation

Six Sigma process improvement campaigns often Six Sigma process improvement campaigns often discover situations where improvements can only be discover situations where improvements can only be made by developing entirely new solutions where made by developing entirely new solutions where measurable data is not availablemeasurable data is not available

Page 27: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

Concluding RemarksConcluding Remarks As a leaders and caretakers for the successful As a leaders and caretakers for the successful

development and implementation of projects:development and implementation of projects: Learn Learn WHYWHY both are uniquely different approaches to both are uniquely different approaches to

problem solvingproblem solving Learn Learn WHATWHAT each approach offers when facing specific each approach offers when facing specific

problemsproblems Learn Learn WHENWHEN to use each approach to use each approach Learn Learn HOWHOW each approach is designed to deliver each approach is designed to deliver

different resultsdifferent results Learn Learn WHEREWHERE each approach can be best leveraged in each approach can be best leveraged in

the Project Management Lifecyclethe Project Management Lifecycle Having a good mix of Six Sigma process Having a good mix of Six Sigma process

improvement projects along with new improvement projects along with new product/service development projects insures a product/service development projects insures a well balanced project portfoliowell balanced project portfolio

Page 28: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

Concluding RemarksConcluding Remarks

Each approach has its own limitations Each approach has its own limitations depending upon the problemdepending upon the problem

There is no right or wrong usage between There is no right or wrong usage between the two approachesthe two approaches

Use the tools that work best for youUse the tools that work best for you Be on the lookout for extra tools to put in Be on the lookout for extra tools to put in

your problem solving toolboxyour problem solving toolbox Be willing to coach your project teams on Be willing to coach your project teams on

the usage of these techniques and the usage of these techniques and approachesapproaches

Page 29: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

QUESTIONS ???QUESTIONS ???

Page 30: Tools for Creative Problem Solving/Innovation & Tools for SixSigma/Lean

© Think For A Change, LLC. 2009

THANK YOU !!!THANK YOU !!!