3 step problem solving - step 2

7/28/2019 3 Step Problem Solving - Step 2

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Three-step problem solving

Step 2: Idea generation


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To be the world's best gold company by finding,

acquiring, developing and producing quality

reserves in a safe, profitable and socially

responsible manner.

Safety Vision

Every person going home safe and healthy every day.

Vision


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Barrick Values

Behave Like an OwnerWe accept accountability for our actions and results. We treat the Companys assets as our own. We areentrepreneurial and look for opportunities to grow our business. We act with integrity, operating within the

letter and spirit of the law and Barricks Code of Business Conduct and Ethics.

Act with a Sense of UrgencyWe are decisive, take initiative and make tough decisions when necessary. We set priorities and act on them.

Be a Team PlayerWe work safely at all times. We respect our colleagues and those we interact with outside our organization. We

listen to others for understanding and we ask for help. We build trust and celebrate our successes. We helpothers improve their effectiveness. We promote confidence and trust in each others capabilities.

Continually ImproveWe are always committed to improvement. We build on good ideas, learn from our mistakes and challenge the

status quo. We think outside of the box and have a desire to succeed and add value to our work.

Deliver ResultsWe have a clear vision of where were going and the plan to get there. We focus our resources to achieve our

objectives. We pay attention to detail and keep our commitments. We deliver results.


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BOS 3-STEP PROBLEM SOLVING

Key

Activities

Define the problemand assign team

Conduct criticalanalyses to identifyvital few issues

Build draft value-driver tree andidentify KPIs

Communicateapproachand Phase 1findings

Diagnose

opportunity/set goals

Step 1Week 3

Generate ideas forimprovement

Existing ideas

Brainstorming

Specific tools(e.g., lean)

Stand-aloneinitiatives

Prioritize ideas

Action Go-doideas

Prepare case for

ideas requiringapproval

Generate and

evaluate ideas

Step 2Week 9

Plan

implementation

Prepare actionplans

Key activities/milestones

Targets on top andfront-line KPIs

Set up targetcontrol sheetsaround KPIs

Implement andreview progress

Actions

Impact

Step 3Week 12


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SCHEMATIC FLOW OF PHASE 2

Diagnostic

Brainstorming

Theft

Additional root-cause analysis

Stand-aloneinitiatives

Specific tools

SMED/quickchangeover

5S

Poke Yoke

Etc.

Prioritize and

evaluate ideas

Go-dos

Require

approval

Build action

plans and track

implementation

Phase 1 Phase 2 Phase 3

General tools


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WHY BRAINSTORMING?

Brainstorming!Creativity

Innovative

non-linear

thinking

Freedom to

challenge

Broad

involvement

Stretch

Target


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WHY BRAINSTORMING WORKS

builds

ownership

Unleashesgroup intelligence

many headsare better thanone

Allows ideasto build on eachother

Allows peopleto be heard

Helps peoplesee the need arepotential for

improvement

helps

generate lots ofgood ideas


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A GOOD BRAINSTORM HAS . . .

A large quantityof variable quality

ideas generated

in a short space

of time

A Fast pace

Participation from everyone

A focus on quantity not quality

No criticisms of ideas

Ideas that piggyback off other ideas


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KEY SUCCESS FACTORS FOR BRAINSTORMING SESSIONS

Involve as many knowledgeable people as possible

Build a positive environment; this is an opportunity tohave major impact on how the unit functions

Challenge conventional wisdom: No stone unturned.

Record each and every idea ideas not initiallyconsidered for evaluation may be revisited, make sureyou understand the ideas


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BRAINSTORMING

Plan Run Followup

How to run a

brainstormingsession

Brainstorming

thought startersand tools


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RUNNING A BRAINSTORMING SESSION

Plan the session

Activities

Steps

Inviteparticipants

Plan agenda,set the focus

Arrangelogistics

Introduce thesession

Brainstorm

Summarizeand explainnext steps

Consolidateanddocumentideas

Post ideas

Run the session Follow up


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INVITE PARTICIPANTS

Invite no more than 10 individuals, 6-8 is best

Ensure invitees provide broad coverage of unit-bottom-up, top-down, across areas

Balance mix and personality of invitees


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TIPS FOR INVITING AREA MANAGERS

BUT . . .

Invite Area Managers tobrainstorming to convey

importance of session

Communicate with Area

Managers before handthat session must benon-hierarchical

Area Managers should

Act as equal discussion

partner

Respect Cl coach role as

facilitator and leader of

session

Behave in a supportive

manner

Follow ground rules


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ARRANGE LOGISTICS

Logistics checklist

Room Scheduled?

Flipcharts, props arranged?

Invitation sent out?

Attendees confirmed?

Handout packs assembled?

Seating arranged?

Roles agreed?

Rehearsals complete?


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ARRANGE SEATING TO DRIVE TEAMWORK

Lectern

Limits

interaction

Restricts

communication

Good for

one-waycommunication

only

Auditorium

Classroom

Panel

Enhances group

interaction/

involvement

Good for many-

to-many

communications

Auditorium

Classroom

Panel


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RUNNING A BRAINSTORMING SESSION

Plan the session

Activities

Steps

Inviteparticipants

Plan agenda,set the focus

Arrangelogistics

Introduce thesession

Brainstorm

Summarizeand explainnext steps

Consolidateanddocumentideas

Post ideas

Run the session Follow up


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Briefly explain project

Why are we doing it?

Where are we in the process?

What happens next?

Clarify stretch target

Emphasize importance

Put the group at ease

Set the tone of meeting

W

H

A

T

W

HY

INTRODUCE THE SESSION

Explain purpose and value of session

They are the closest to the work

We need your ideas All ideas are good ideas

Challenge conventional wisdom

Generate as many ideas aspossible


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GROUND RULES

Think outside the box Consider different

approaches

Dont stamp on an idea Build on someones

idea to make it better

No war stories Turn stories into

constructive ideas

No sacred ducks

No complaining orgriping Dont bring problems

without solutions

No evaluation Evaluate ideas after

brainstorming

C G


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RUN THE SESSION

High toned

Keep it moving

Energy

Maintain leadership role


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ASK PROVOVATIVE QUESTIONS . . .

Why cant we

grind coarser?

Could we cut the

PM time in half?

Why cant we

eliminate the

problem forever?

What would it taketo utilize all

installed

horsepower?


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Possible KPIs # customers/seat (seat turns)

Waste %

Price/plate

Plates/customer

# Customers/server (server

productivity)

Square feet

Joes

profits

Customer

contribution

Fixed

costs

# Customers

Customers/day

# Seats

# Customers/seat

Contribution/customer

Food profit/customer

Kitchen&service

cost/customer

Kitchen costs/customer

Service costs/

customer

$/server

# Customers/server

Rent

$/square foot

Square

footage

Management/

administration

Utilities

Advertising

Days open

# Customers/

seat

#

Servers/seat

Kitchen costs

# customers

Days open

$/day

Food profit/plate

#plates/customer

Price/plate

True food

cost/plate

Standard food

cost/plate

1- waste %

_

x

_

X

X

+

+

+

x

x

x

x

FOCUS BRINGS OUT CREATIVITY AND ACTIONABLE IDEAS


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USE THOUGHT STARTERS AND BRAINSTORMING TOOLS

?

?

?

?

4

?

Warm-up

exercises

Brainteasers

In Box, out of box

Dartboard

4-Stations

Round the table


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How to manage

Handle in advance, beprepared with appropriate

responses (see over), setground rules

List and challengeassumptions, ask what if?

Vary brainstorming techniques;change attendee mix; preparecontroversial ideas as thoughtstarters; be energetic

Pitfall

Potential problempeople

Makingassumptions

about the problem

Lack ofcreativity/energy

!

!

!

BE AWARE OF PITFALLS


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The critic Anticipate issues

and prepareresponse

Remain fact-basedand neutral

The non-talker

Set a rule thateveryone mustcontribute

Go around thetable and get an

idea from eachperson

The compulsive talker

Avoid open questions Be concise in asking

questions Alert participant to

time constraints

The confronter Avoid getting angry

in return

Correctmisinformationtactfully, do notchallenge honestlyheld opinions

Do not take sides

The derailer

Be explicit in settingthe objective

Gently enforce the

rules (use peerpressure ifnecessary)

DEALING WITH PROBLEM PEOPLE


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CLOSE THE SESSION

Thank the group for participating

State number of ideas recorded

Explain next steps

Collect and consolidate allideas

Prioritize ideas for evaluation

May need assistance inanalysis

Eventual presentation ofideas to top management


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IDEA CONSOLIDATION AND DOCUMENTATION

Brainstorming or other

idea generation tools List of unique ideas

Idea log

1. _______

2. _______

3. _______

4. _______

5. _______

6. _______

7. _______

8. _______

9. _______

10. _______

Activities/end

products

Multiplesessionsfocused ongeneratingideas

Eliminateoverlapand refineremainingideas

Permanentrecord ofbrainstormingmeetings

Checklist forcompleteness

Source forfuture ideas

Typical

example

~ 120 ideas ~ 60 ideas

BRAINSTORMING


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Plan Run Followup

BRAINSTORMING

Thought Starters

and

Brainstormingtools

How to run a

brainstorming

session

THOUGHT STARTERS EXAMPLES


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THOUGHT STARTERS EXAMPLES

Exercise 1: Four litres

Exercise 2: Circle Diameter Exercise 3: The Nine Dots

Exercise 4: Remove Letters

Exercise 5: Roman Numerals

Exercise 6: The Architect

EXERCISE 1 FOUR LITRES


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EXERCISE 1: FOUR LITRES

4 litres3 litres

5 litres

How does one get 4 litres of water by using a 5 litre and a 3 litre

container?

EXERCISE 1 FOUR LITRES


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EXERCISE 1: FOUR LITRES

Step 1 Step 2 Step 3

Fill 5 L container withwater

Pour 3 L of water out into3 L container

Empty 3 L container

Pour 2 L of water from5 L into 3 L container

Fill 5 L container withwater

Pour 1 L of water into3 L container

5 L container3 L container

3 L

5 L container

2 L

3 L container

2 L

3 L container

3 L

5 L container

4 L

3 L 2 L2 L 1 L

How does one get 4 litres of water by using a 5 litre and a 3 litre container?

EXERCISE 2 CIRCLE DIAMETER


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EXERCISE 2: CIRCLE DIAMETER

8 cm

3 cm

What is the diameter of the circle?

EXERCISE 2 CIRCLE DIAMETER


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EXERCISE 2: CIRCLE DIAMETER

8 cm

3 cm

8 cm

8 cmMaking a quick assumptionthat triangle has a right angle,

we can quickly determine that

the approximate diameter is

16 cm because diagonals of a

square are equal. The answer

is not exactly correct, but it isquick and fairly accurate

What is the diameter of the circle?

EXERCISE 3: THE NINE DOTS


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Connect all nine dots in four straight lines without lifting your pen from the paper



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You must go outside of the dots in order to complete the exercise

EXERCISE 4: REMOVE LETTERS


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BSAINXLEATNTEARS

Remove six letters to be left with a common English word spelled from left to right



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BSAINXLEATNTEARS

SIX LETTERS

BANANA

EXERCISE 5: ROMAN NUMERALS


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EXERCISE 5: ROMAN NUMERALS

XIS

Make the Roman numeral 9 into a 6 with one line


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IN THE BOX OUT OF THE BOX


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IN THE BOX, OUT OF THE BOX

Works well with

most people

Not so good if

there is

resistance,cynicism in

group

Best in small

groups (4-6)

How it works

Stand in circlearound box with penand post-it notes

Call out ideas, writethem down on post-its and throw into box(5-10 mins)

Facilitator posts

ideas on wall/flipchartclarifying ideas asrequired

Repeat without boxfor out of the box

ideas

Facilitator role

Keep the pacemoving

Be positive, playcheerleaderGiveme ideas, More!,

Go!

Stress volume, notquality

Stress out of the

box ideas when boxremoved

Capture and clarifyideas

DARTBOARD


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DARTBOARD

How it works

Throw darts at dartboardand come up with ideabased on where dart lands

Participants write downideas on post-its (while nextdart is being thrown) andpost on wall/flipchart

Clarify ideas with group

Facilitator Role

Build thoughtfuldartboards (see over)

Lead process keep upthe pace- ask for ideas

Use sweets/props to

reward ideas, stimulateparticipation

Works well with most people

Ensures broad participation

Requires substantial pre-work(building dartboard)

Not good for large groups

BUILDING YOUR DARTBOARD


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BUILDING YOUR DARTBOARD

Streamline Automate

Eliminate Reduce

M4

M1

M5

M3

M2

By mission/activity . . . By improvement lever . . .

. . . Other?

Be creative

Include special areas on board i.e., 2 ideas, your choice

Allocate board space according to

importance

FOUR STATIONS


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FOUR STATIONS

?

?

?

?

4

How it works

Break into groups aroundflipcharts, each with a differentissue, 2-4 people/and 1leader/chart

Generate ideas, leader writesthem on flipchart 5 mins

Groups (without leader) moveclockwise to next station whileleader groups similar ideas

New group builds on existingideas

Repeat as desired (probably

not more then twice)

Facilitator Role

Choose topic for each station(e.g., functions, missions,improvement levers)

Identify and instruct station,keeping pace moving andpeople focused

Provides structure and focus

Leverages group intelligence

Requires engaged group

ROUND TABLE DISCUSSION


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ROUND TABLE DISCUSSION

?

How it works

Generate ideas sitting aroundtable led by facilitator usingflip/chart/whiteboard

Use thought starter provided

by facilitatori.e., 5-whys,

pet peeves, etc. to solveissue (see over)

Facilitator Role

Get the ball rolling with yourown ideas

Lead discussion usingthought starters

Note all ideas

Maintain energy usesweets/props as necessary

Ensure broad participation

Good for senior people

Facilitator must be actively leadprocess/drive participation

Requires least preparation

3 step problem solving - step 2

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