The 8 Secrets of Problem-Solving. Jerry Werner

Transcription

1 The 8 Secrets of Problem-Solving Jerry Werner

2 Run the Business or Fix the Business?

3 Continuous Improvement vs. Typical Problem Solving CI APPROACH TYPICAL APPROACH 1. Aligned Leadership 3

4 Leadership Alignment 4

5 What gets rewarded gets repeated 5

6 Continuous Improvement vs. Typical Problem Solving CI APPROACH TYPICAL APPROACH 1. Aligned Leadership 2. Charter (Business Case) 6

7 Team Project Charter Example Charter Business Checking Account Reconciliation Receive month end statement from Bank Save reconciled account to QuickBooks online Project Lead: Lisa Scott, Bookkeeper Sponsor: Jerry Werner, President Suppliers Inputs Wells Fargo (WF) Intuit Business owner Vendors Monthly statement QuickBooks (QB) accounting Attribution Invoices & receipts Checking account reconciliation 1. WF checking account data matched to QB balances 2. Accurate memos 3. All entries assigned to appropriate accounts 1. Business owner 2. Accountant 3. Tax authorities QB auto-match and manual visual balance match between QB and WF online statement Bookkeeper, Mac laptop, Verizon Fios W-Fi, utilities, office space & furnishings Complete 100% reconciliation of QB account with WF within 3 business days of end-of-month Start 1. Open WF online & QB online 2. Run QB auto-match 3. Ensure balaces match 4. Fix account assignments 5. Fix Memo attribution 6. Xfer $ between accounts 7. Save & close QB End Problem statement: What are we trying to solve? Why is it important? Monthly reconciliation of checking account takes too long, 3.0 hr. on average.

8 The Black Box Concept Y = f(x) x s Y s

9 Continuous Improvement vs. Typical Problem Solving CI APPROACH TYPICAL APPROACH 1. Aligned Leadership 2. Charter (Business Case) 3. Voice of the Customer 9

10 Voice of Customer (VOC) What s working? What do you like? What s NOT working? What don t you like/ What would delight you? What one things is most important? Who does it best? Who could we benchmark? Copyright Werner Associates USA LLC 10

11 VOC (other aspects of Customer Needs) Quality Cost Delivery Compliance Features Consistency Uniformity Accuracy Conformance to specifications Performance Timeliness Reliability Durabilit Aesthetics User interfa Reputation Ease of Use PRIORITIZE 11

12 Continuous Improvement vs. Typical Problem Solving CI APPROACH TYPICAL APPROACH 1. Aligned Leadership 2. Charter (Business Case) 3. Voice of the Customer 4. Data Driven 12

13 Data Driven Just the facts, ma am, just the facts. Data Collection D B F A C E Other Pareto VA NVA 1000 UCL 0 X LCL AS IS Process Map Current Metrics 13

14 Metrics of a Dangerous Job The aircraft carrier landing A SMART (safe) Landing On Time: ± 10 seconds Speed: 167 ± 5 mph Glide Path: Meatball ± ¼ ball Centerline: ± 3 feet The score keepers Copyright Werner Assocaites LLC

15 The Score Board Smithsonian Copyright Institute Werner Air Assocaites & Space LLCMuseum

16 Example Flowchart CRM = Customer Relationship Management Go to

17 Continuous Improvement vs. Typical Problem Solving CI APPROACH TYPICAL APPROACH 1. Aligned Leadership 2. Charter (Business Case) 3. Voice of the Customer 4. Data Driven 5. Root Cause Analysis 17

18 Root Cause Analysis 18

19 Analyze Determine Root Cause Cause & Effect Diagram Fishbone People Material Environment Visitors damage Weak material Freeze-thaw cycle Not protected Low-cost bidder Not sealed properly Ask the 5 Whys Too many washings Many pigeon droppings Food for pigeons (spiders) Damage from Maintenance Equipment Wrong equipment Deterioration data bad Poor tools Why is the Jefferson Memorial crumbling? Food for spiders (midges) Midges attracted to lights Method Machine/ Equipment Measurement Go to 16 CONTINUOUS IMPROVEMENT FOR TRANSACTIONS & SERVICES

20 Continuous Improvement vs. Typical Problem Solving CI APPROACH TYPICAL APPROACH 1. Aligned Leadership 2. Charter (Business Case) 3. Voice of the Customer 4. Data Driven 5. Root Cause Analysis 6. Project Management 20

21 Project Management 21

22 Continuous Improvement vs. Typical Problem Solving CI APPROACH TYPICAL APPROACH 1. Aligned Leadership 2. Charter (Business Case) 3. Voice of the Customer 4. Data Driven 5. Root Cause Analysis 6. Project Management 7. Pilot Testing 22

23 Scenario Pilot Testing Expected Result The following information displayed is based on the query ran: Run an analysis and validate the Summary of Info displayed on the Results Grid. The analysis should be run more than once (to validate single Ticker vs. Multi ticker and Various Price Options) 1 - Type of Query (e.g. Who Owns / Sell Replace) 2 - Price of Security 3 - Ticker(s) 4 - Magnifying Glass displays all relevant query data Run an analysis and conduct the following steps to validate the Sum of Total Share Qty section: 1 - Total Shares 2 - Adj Shares 3 - Selected Allocs 4 - Sent to blotter Steps: 1 - Run an analysis 2 - Deselect Allocations 3 - Deselect the "Save to File" checkbox 4 - Select Allocate and Send Button 5 - Select deselected Allocations 6 - Select the "Save to File" checkbox and Save the File 7 - Send additional allocations to Blotter 8 - Etc. Run an analysis and conduct the following steps to validate the Sum of accounts/share quantities in each tab: 1 - Analysis Results 2 - Insufficient Funds 3 - Good 4 - Alerts/Warnings Steps: 1 - Run an analysis 2 - Deselect some allocations 3 - Select Allocate and Send Button 4 - Select deselected Allocations 5 - Send additional allocations to Blotter 6 - Etc. The following values should be validated upon each step taken for correct quantitiy share values (share quantities for accts appearing in multi tabs will only be counted once): 1 - Total Shares 2 - Adj Shares 3 - Selected Allocs 4 - Sent to blotter Based on the "Save to File" selections made, The system should prompt / not prompt user with File saving capabilities upon Send the Allocations to Blotter. After the accounts are sent to blotter, validate that the allocations send to the Blotter are greyed out, the Sent to Blotter flag is set to Y, Share Calculations are updated, and the accounts that any accounts held back from Send to Trading are not shaded and not set to "Y" in Sent to Blotter column. The following values should be validated upon each step taken for correct quantitiy share values (share quantities for accts appearing in multi tabs will only be counted once): 1 - Analysis Results 2 - Insufficient Funds 3 - Good 4 - Alerts/Warnings After the accounts are sent to blotter, validate that the allocations send to the Blotter are greyed out, the Sent to Blotter flag is set to Y, Share Calculations are updated, and the accounts that any accounts held back from Send to Trading are not shaded and not set to "Y" in Sent to Blotter column. 23

24 Continuous Improvement vs. Typical Problem Solving CI APPROACH TYPICAL APPROACH 1. Aligned Leadership 2. Charter (Business Case) 3. Voice of the Customer 4. Data Driven 5. Root Cause Analysis 6. Project Management 7. Pilot Testing 8. Process Ownership with Dashboard Controls 24

25 Typical Functional Organization (Needs Process Ownership) Customer Sales Engineering Manufacturing IT HR Finance Place order Receive order. Notify HR & Finance. Send order to Engineering Receive order. Choose/Create software design specifications Provide qualified workers Track and report Sales. Provide funding. Review specs Choose or create specifications Match workforce to demand OK? No Yes Make product Receive product Perform Quality Checks No Delivery to Customer Yes Pass? Phase 25

26 Example Process Ownership 26

27 Dashboards 27

28 Continuous Improvement vs. Typical Problem Solving CI APPROACH TYPICAL APPROACH 1. Aligned Leadership 2. Charter (Business Case) 3. Voice of the Customer 4. Data Driven 5. Root Cause Analysis 6. Project Management 7. Pilot Testing 8. Process Ownership with Dashboard Controls Solid, Lasting Results 1. Aligned Leadership 2. Charter (Business Case) Project Management 7. Pilot Testing 8. Declare Victory! Hit or Miss Results 28