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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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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THANK YOU
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