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FST 696 TECHNICAL PROBLEM SOLVING

FST 696 TECHNICAL PROBLEM SOLVING. SEARCHING FOR SOLUTIONS TO REAL INDUSTRIAL PROBLEMS. TECHNICAL PROBLEMS. MAY HAVE MANY POSSIBLE ANSWERS NOT ALL TECHNICALLY CORRECT ANSWERS ARE FEASIBLE IN COMMERCIAL PRACTICE. PROBLEM SOLVING. PROBLEM DEFINITION FACT FINDING AND ANALYSIS

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FST 696 TECHNICAL PROBLEM SOLVING

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  1. FST 696TECHNICAL PROBLEM SOLVING SEARCHING FOR SOLUTIONS TO REAL INDUSTRIAL PROBLEMS

  2. TECHNICAL PROBLEMS • MAY HAVE MANY POSSIBLE ANSWERS • NOT ALL TECHNICALLY CORRECT ANSWERS ARE FEASIBLE IN COMMERCIAL PRACTICE

  3. PROBLEM SOLVING • PROBLEM DEFINITION • FACT FINDING AND ANALYSIS • IDEATION AND SOLUTION FINDING • SOLUTION(S) - EVALUATION AND IMPLEMENTATION

  4. EVERY ONE CAN BE A PROBLEM SOLVER • ALL PEOPLE ARE CREATIVE AND HAVE SOMETHING TO CONTRIBUTE • APPROACH THE PROBLEM POSTIVELY WITH TOLERANCE FOR THE VIEWS OF OTHERS • RESERVE JUDGEMENT UNTIL ALL THE FACTS ARE GATHERED • ENGENDER AN ENVIRONMENT THAT PROMOTES IDEATION AND LATERAL THINKING • WORK FROM THE STRENGS OF EACH INDIVIDUAL • FIND THE METHOD(S) THAT WORK BEST FOR YOU AND YOUR TEAM

  5. PROBLEM SOLVING IN AN INDUSTRIAL ENVIRONMENT • IN TODAY’S INDUSTRIAL CLIMATE, PROBLEM SOLVING GENERALLY UTILIZES THE TEAM APPROACH • PEOPLE WITH DIFFERENT EXPERIENCES AND BACKGROUND BRING STRENGTH TO THE PROBLEM SOLVING PROCESS

  6. PROBLEM DEFINTION • THE INITIAL STATEMENT OF THE PROBLEM MAY NOT REALLY DEFINE THE PROBLEM • A PROBLEM THAT APPEARS TO BE ONE THING, MAY BE ANOTHER

  7. PROBLEM DEFINITION • REVIEW THE BACKGROUND O F THE PROBLEM • VISIT THE LITERATURE • TALK TO OTHERS FAMILIAR WITH SIMILAR PROBLEMS • GO OVER ALL ELEMENTS OF THE PROBLEM SEVERAL TIMES TO GET A TOTAL PICTURE • DEVELOP A LINE OF QUESTIONS TO CLARIFY ISSUES • SUSPEND JUDGEMENT • REDEFINE THE PROBLEM

  8. FACT FINDING • TO DEFINE THE PROBLEM • TO DETERMINE PROBABLE CAUSES • TO BUILD A BACKGROUND • TO DEVELOP SOLUTIONS

  9. FACT FINDING • USE OF LIBRARY RESOURCES • USE OF ‘EXPERTS’ IN THE FIELD • USE OF EXPERIENCE IN SOVLING SIMILAR PROBLEMS • USE OF DIFFERENT EXPERTISE OF TEAM MEMBERS • USE OF THE INTERNET • DEVELOPING QUESTIONS TO ASK INDUSTRY REPRESENTATIVES AS A BASIS OF GET NEW INFORMATION

  10. ?????????????? • REMEMBER THAT THERE ARE QUESTIONS TO APPLY TO ALL SITUATIONS - SUCH AS • IS THE PROBLEM NEW? • IS IT SPORADIC OR DOES IT OCCUR ALL THE TIME? • CAN YOU RELATE TO PROBLEM TO A SPECIFIC CUSTOMER? SEASON? WORK SHIFT? • WHAT CHANGES HAVE BEEN MADE? • PROCESS • PRODUCT • EQUIPMENT • DISTRIBUTION

  11. ????????? • WITH EXPERIENCE, YOU WILL DEVELOP A LINE OF QUESTIONS THAT GET YOU STARTED IN ANY NEW SITUATION

  12. IDEATION AND SOLUTION FINDING • AFTER PROBLEM DEFINIITION, THE NEXT STEP IS TO GET AS MANY IDEAS AS POSSIBLE AS TO BOTH CAUSES AND SOLUTIONS

  13. DETERRENTS TO PROBLEM SOLVING • PREJUDGEMENT IS ALLOWED • NO PRE-PLANNING • GROUP DYNAMICS NOT UNDERSTOOD • A SINGLE INDIVIDUAL IS ALLOWED TO DOMINATE • TOO MANY SIDE TRACTS OR DISTRACTIONS • CRITICISM OF IDEAS OCCURS • NOT RECOGNIZING THAT EVERYONE HAS SOMETHING TO CONTRIBUTE

  14. EFFECTIVE IDEATION • DO YOUR HOMEWORK FIRST -- GATHER AS MANY FACTS AS POSSIBLE • DEVELOP A CHECK LIST • TRY TO DEVELOP LATERAL THINKING • IF YOU ARE GETTING NO-WHERE, TRY A DIFFERENT APPROACH • TAKE A BREAN WHEN YOU GET STUCK • KEEP A POSITIVE ATTITUDE

  15. FOR EFFECTIVE TEAMWORK • BE A GOOD LISTENER • WITHOLD CRITICISM • BE CONSIDERATE • GIVE CREDIT WHERE CREDIT IS DUE • SHOW INTEREST AND APPRECIATION OF THE VIEWS OF OTHERS • BE CONSISTENT • BE POSITIVE

  16. PROBLEM SOLVINGA STEPWISE APPROACH • ORIENTATION - DEFINE THE PROBLEM • PREPARATTION - FACT FINDING • REDEFINE PROBLEM - AS NEEDED • ANALYSIS - DIVIDE INTO WORKABLE UNITS • SYNTHESIS - EXPERIMENTATION • DEFINE SOLUTIONS • EVALUATION - NOW YOU CAN BE OBJECTIVE • RECOMMENDAITIONS • REPORT -- THE FINAL STEP

  17. IDEATION - BRAINSTORMINGLATERAL AND ZIG-ZAG THINKING • PURPOSE OF BRAINSTORMING IS TO GET AS MANY IDEAS AS POSSIBLE • REQUIRES BOTH VERTICAL AND LATERAL THINKING

  18. LATERAL VS VERTICLE THINKING • VERTICAL THINKING PROGRESS BY SEQUENTIAL, JUSTIFIED STEPS -- EACH STEP ARISING FROM THE PREVIOUS ONE • LATERAL (ZIG-ZAG) PROCEEDS BY ANY MEANS AT HAND -- SO LONG AS CHANGE RESULTS

  19. LATERAL THINKING • IS NOT SEQUENTIAL - FREQUENTLY JUMPS FROM POINT TO POINT -- THEN STOPPING TO “COALESCE” • DOES NOT HAVE TO BE CORRECT AT EVERY POINT. A REDICULOUS CONCEPT IS OFTEN NECESSARY TO GIVE A NEW ALIGNMENT • IS NOT RESTRICTED BY RELEVENT INFORMATION -- USES A RANDOM APPROACH TO PERTURB THE SYSTEM AND BRING CHANGE • JUDGEMENT IS NOT ALLOWED!!!!

  20. LATERAL THINKING • FOLLOWING IDEAS ARE TAKEN FROM JUMP START YOUR BRAIN • BY DOUG HALL, 1996

  21. JUMP START YOUR BRAINCONCEPTS • FUN IS FUNDAMENTAL • RESPECT THE NEW BORN • REALITY IS NOT RELEVANT • YOU HAVE TO SWING A LOG TO MAKE A HOME RUN

  22. HALL’S QUESTIONS • WHAT WOULD BE THE SIMPLE SOLUTION • WHAT WOULD BE THE MOST REDICULOUS SOLUTION • WHAT WOULD AROUSE CURIOSITY • WHAT WOULD TURN WEAKNESSES TO STRENGTHS • WHAT WOULD BE MOST COURAGEOUS SOLUTION • WHAT WOULD BE FARTHEST REMOVED FROM THE COMPETITION

  23. B.O.S.BRAIN OPERATING SYSTEM • PEOPLE THINK IN DIFFERENT WAYS • REALIST • BUILDER • DREAMER

  24. B.O.S. SCORES • REALIST • - SCORE OF 0=56 • BUILDER • - SCORE OF 56-67 • DREAMER • - SCORE OF 68-100

  25. REALIST • PREFERS IDEAS THAT ARE A VARIATION ON A FAMILIAR THEME. HAS THE ABILITY TO GRASP ISSUES; IS MOST CREATIVE WHEN OPERATING ON AN INCREMENTAL LEVEL; IS GOOD IN REACTING TO OTHER IDEAS; LIKES TO WORK IN A STRUCTURED ENVIRONMENT

  26. BUILDER • SEES ALL ASPECTS OF A SITUATION AND SEES WHAT OTHERS MISS; CONNECTS THE DOTS AND MAKES POSSIBLE THE EXISTENCE OF EXTREMES; AT HOME IN BOTH STRUCTURED AND UNSTRUCTURED ENVIRONMENTS; CAN HELP AN IDEA GROW FROM AN ACORN TO A TREE.

  27. DREAMER • SEES WHAT OTHRS DO NOT SEE; WORKS BEST WITHOUT STRUCTURE; LIKES THE LOOK, FEEL AND ELEGANCE OF AN IDEA, WITHOUT RELEVENCE TO REALITY; IS OFTEN THE CATYLST FOR OTHER TYPES OF THINKERS; MAKES UP LESS THAN 15% OF THE POPULATION

  28. THE ART OF THINKING • PEOPLE THINK IN DIFFERENT WAYS AND THE SAME PERSON MAY USE DIFFERENT THOUGHT PROCESSES IN DIFFERENT SITUATIONS. MOST PEOPLE TEND TO FAVOR ONE OR TWO MODES AND ONLY A FEW USE MORE THAN TWO

  29. THE ART OF THINKING • IF YOU SCORED MORE THAN 70 POINTS ON ANY TYPE, THIS IS THE MODE YOU USE ALMOST EXCLUSIVELY • IF YOU SCORED BETWWEEN 60 - 70, YOU USE THIS MORE OFTEN • IF YOU SCORED BETWEEN 50-60, YOU USE THIS MODE OCCASIONALLY • IF YOU SCORED BETWEEN 40-50, YOU USE THE MODE SELDON • LESS THAN 40, YOU DON’T USE THIS MODE AT ALL

  30. THE FIVE MODES OF THINKING • SNYNTHESIST • IDEALIST • PRAGMATIST • ANALYST • REALIST

  31. SYNTHESIST • TAKES AN INTEGRATIVE VIEW • SEES LIKNESS IN APPARENT UNLIKES • INTERESTED IN CHANGE • SPECULATIVE • SEEKS CONFLICT AND SYNTHESIS

  32. IDEALIST • TAKES AN ASSIMULATIVE VIEW • WELCOMES A WIDE RANGE OF VIEWS • SEEKS THE IDEAL SOLUTION • INTERESTED IN VALUES • DATA AND THEORY OF EQUAL VALUE

  33. PRAGMATIST • ECLECTIC VIEW • “WHATEVER WORKS!” • SEEKS SHORTEST ROUTE TO PAYOFF • INTERESTED IN INOVATION • ADAPTIVE • ANY DATA OR THEORY THAT GETS US THERE

  34. ANALYSYST • FORMAL AND LOGICAL DEDUCTION • SEEKS “ONE BEST WAY” • SEEKS MODELS AND FORMULAS • INTERESTED IN “SCIENTIFIC SOLUTIONS” • THEORY AND METHOD OVER DATA

  35. REALIST • EMPERICAL VIEW AND INDUCTION • RELIES ON “FACTS” AND EXPERT OPINION • SEEKS SOLUTIONS THAT MEET CURRENT NEEDS • INTERESTED IN CONCRETE RESULTS • DATA OVER THEORY

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