Problem Solving Skill
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The document outlines problem-solving techniques presented during a training for BEM STIA Al-Gazali Barru. It covers concepts like defining a problem, analyzing it, and developing innovative solutions using various creative thinking methods. The training emphasizes the importance of systematic steps, tools, and collaborative brainstorming in effectively addressing problems.
Problem Solving Skill
- 1. PROBLEM SOLVING DIBAWAKAN PADA KEGIATAN UP GRADING PENGURUS BEM STIA AL-GAZALI BARRU (Sabtu, 18 Mei 2019) ARDI SUSANTO
- 2. MARI BER-ETIMOLOGY APA ITU PROBLEM ? DAN APA ITU SOLVING ?
- 3. BRAIN STORMING Jika Saya Memiliki Gelas yang kemudian anda pinjam, saat anda gunakan kemudian Gelas itu Jatuh dan Pecah, Apakah itu sudah menjadi sebuah MASALAH ?
- 4. Konsep dan pentingnya Metode Problem Solving. Langkah-langkah dalam proses Problem Solving. Bagaimana mendefenisikan dan menganalisa suatu masalah. Cara Menggunakan perangkat analisa masalah. Bagaimana cara kreatif dan inovatif dalam teknik berfikir menyelesaikan masalah. Bagaimana menemukan pilihan solusi terbaik. MARI KITA KAJI BERSAMA...!!!
- 6. WHAT IS A PROBLEM? Kepner Tregoe’s: A deviation from an expected standard of performance. MacCrimmon and Taylor: A gap between a current and a desired state of affairs – i.e. a gap between where you are and where you would like to be.
- 7. Current problem (Masalah saat ini) Inherited problem (Warisan masalah) Stumbled problem (Tersandung masalah) Hidden problem (Masalah yang muncul kembali) Stated or implied problem (dinyatakan atau tersirat sebagai masalah) JENIS-JENIS MASALAH?
- 8. something that shouldn’t have happened but had happened (tidak sesuai harapan sebab masih ada yang lebih baik) something that should have happened but did not happen (yang diharap terjadi tapi tidak terjadi) something that had happened but did not fulfill the goals / needs (yang terjadi berbeda dari tujuan/yang diperlukan) WHAT IS A PROBLEM ?
- 9. Step 1: Presenting Problems Step 2: Restructure the problem Step 3: Identify causes to the problem Step 4: Developing alternative solution Step 5: Assessing choice of the solution Step 6: Implementing and evaluating the solution K.A.I • Know the problem (1 & 2) • Analyze the problem (3,4 & 5) • Implement the solution (6) THE 6 CREATIVE THINKING STEPS IN PROBLEM SOLVING
- 11. PROBLEM SOLVING PROCESS Construct Overall Project Plan Define Process Define Problem List Causes Find Root Causes Actn. Res. Date ~~~~ ~~~ ~/~/~ ~~~~ ~~~ ~/~/~ ~~~~ ~~~ ~/~/~ N Y Manpower: Machinery: Methods: Materials: Measurements: What When Where How much Brainstorm For Solutions Choose Best Solution & Justify Trial Implementation € • ~~~~~~~~ Plan Implementation Force Field Analysis Implement Monitor Present Plan Actn. Res. Date ~~~~ ~~~ ~/~/~ ~~~~ ~~~ ~/~/~ ~~~~ ~~~ ~/~/~
- 13. - Clarify the Situation - Challenge assumptions about the Problem - Determine possible reasons and evidence - Explore different perspective concerning the problem - Ask more about the original question DETERMINE WHERE THE PROBLEM ORIGINATED
- 14. Present State - Write a statement of the situation as it curently exists Desired State - Should include concrete details, contain any information about possible causes or solutions DEFINING THE PRESENT STATE AND THE DESIRED STATE
- 15. Q U A L I T Y TIME Performance Gap A B Highest Performanc Ae B A need or discrepancy between should be condition and actual situation DEFINING THE PRESENT STATE AND THE DESIRED STATE
- 16. 27 Utilize kipling Tools 5W 1H i.e who, what, where, when, why and How ANALYZING THE PROBLEM
- 17. ANALYZE SITUATIONS & RESOLVE PROBLEMS CREATIVELY CREATIVE : Having the ability to produce new ideas CRITICAL : Careful attention and judgment THINKING : A process that acts upon intelligence INNOVATION : Doing something with the ideas
- 18. thatWhat are the internal and external changes contribute to the particular problem? Who is most involved in this problem? Do they have the perspective in solving this problem? Why does this problem exist? IDENTIFY CAUSES TO THE PROBLEM What are the possible sources of the problem? ANALYZING THE PROBLEM
- 19. IDENTIFY CAUSES TO THE PROBLEM Three sub-steps: Step A : Identify Potential Causes Step B : Determine the Most Likely Causes Step C : Identify the True Root Causes ANALYZING THE PROBLEM
- 20. STEP A : Identify PotentialCauses EFFECT cause cause cause cause cause cause cause cause ISHIKAWA DIAGRAM Main cause 1 Main cause 2 Main cause 3 Main cause 4 ANALYZING THE PROBLEM
- 21. 5 accident cases at the worksite No safety features careless No proper skills No safety procedure cause cause cause Safety not functioning ISHIKAWA DIAGRAM Machine Man Method STEP A : Identify Potential Causes (Example) Material ANALYZING THE PROBLEM
- 22. PARETO CHART STEP B : Determine the most likely causes ANALYZING THE PROBLEM
- 23. WHY-WHY DIAGRA M Effect of the Problem Why? Why? Why? LEVEL 1 LEVEL 2 LEVEL 3 STEP C : Identify the true root causes ANALYZING THE PROBLEM
- 24. WHY-WHY DIAGRAM Careless Sleepy Sleep Late Part Time Job LEVEL 1 LEVEL 2 LEVEL 3 STEP C : Identify the true root causes ANALYZING THE PROBLEM
- 25. TOOLS / TECHNIQUES TO SOLVE PROBLEMS ACTIVITY TOOLS Identify problem Brainstorming, Pareto Select problem Filtering, Matrix DecisionMaking Define problem 5W 2H concept Analyses problem (find & verify thesource) Fishbone diagram, linkage diagram, matrix verification Fixa target SMARTERconcept Intervention suggestion Brainstorming, focus group
- 26. WRITING A PROBLEM STATEMENT Who - Who does the problem affect? What - What is the issue? - What is the impact of the issue? When - When does the issue occur? - When does it need to be fixed? Where - Where is the issue occurring?
- 27. Good Problem Statement 1. Written 2. Objective 3. Simple 4. No implied causes 5. No implied solutions WRITING A PROBLEM STATEMENT
- 28. Problem Statement must be SMART! MAJOR TERM MINOR TERMS S Specific Significant, Stretching, Simple M Measurable Meaningful, Motivational, Manageable A Achievable Agreed, Attainable, Assignable, Appropriate, Actionable, Action- oriented R Relevant Realistic, Results/Results- focused/Results-oriented, Resourced, Rewarding T Time-bound Time framed, Timed, Time-based, Time-boxed, Timely, Time-bound, Time-Specific, Timetabled,Traceable E Exciting, Evaluated R Recorded, Rewarding, Reviewed WRITING A PROBLEM STATEMENT
- 30. WHEN TO USE BRAINSTORMING ? 1. Identify problem in your workplace 2. Analyze a problem 3. Find the probable cause to the problem 4. Find solution to the problem
- 31. THE SIX THINKING HATS (Edward De Bono) Facts & information Feelings & emotions Being cautious Being positive & optimistic The Big picture Blue Hat Yellow Hat Red Hat Green Hat New ideas White Hat Black Hat
- 33. DEVELOPING CRITERIA Consider the following: Ask question: What if… Think about what you want the solution to do or not do. Think about what values should be considered The criteria for an effective solution, among others Timing – urgent ? If delay? Trend – What direction is the problem solving Impaact – Is the problem serious?
- 34. ANALYSING WANTS AND NEEDS Wants and Needs seem like a fundamental aspect of defining the problem. Needs are items the potential solution absolutely must meet. Wants are nice to have items. Provide a weight to each item to indicate its importance.
- 35. USING COST/BENEFIT ANALYSIS Cost-Benefit Analysis is a method of assigning a monetery value to the potential benefits of a solution and weighing those against the costs of implementing that solution.
- 36. STEP 4 : DEVELOPING ALTERNATIVE SOLUTION a. Generate a list of possible solutions b. Determine the best solutions
- 37. PROBLEM STRATEGIC SOLUTION TREE DIAGRAM IN DEVELOPING SOLUTIONS BRAINSTORMING & THINK OUTSIDE THE BOX Good impact desired TARGET
- 38. PROBLEM STRATEGIC SOLUTION EXAMPLE : TREE DIAGRAM IN SOLUTION FINDING A Restaurant Owner Finding How To SatisfyCustomers Good impact desired TARGET
- 39. EXAMPLE : USING TREE DIAGRAM OF PROPOSED SOLUTIONS TO REDUCE FILTER FAN USAGE BY 30% IN 4Q ‘09 TO REDUCE FILTER FAN USAGE BY 30% IN 4Q ‘09 PURPOSE (WHY) METHOD MATERIAL MAN FREQUENT USAGE HIGH WEAR AND TEAR STANDARD USAGE NOT ALLOWED IMPLEMENT STANDARD USAGE CHEAP QUALITY FACTORS (WHERE) COUNTER MEASURES (HOW) CHANGE TO THICKER AND HARDER MATERIAL RESP (WHO) PERIOD (WHEN) NO PERSONAL STORAGE REUSE FILTER FAN CHECK STORAGE LEVEL ROKIAH JASMINE AUG WK2 TO WK4 FRANCISCA JASMINE AUG WK2 AZLINA AUG WK3 TO WK4 FRANCISCA ROKIAH AUG WK3 AUG WK3 WK4 ROKIAH FARIDAH Bad impact CAUSES (WHAT)
- 40. Major Causes Impact ofthe causes Proposed solution Expected good impact How to implement? Estimated cost Resources required Time to complete Example : Solution Template
- 41. Factors in selecting :- Quantity and quality of information Implementation cost (time & RM) Easy implementation Probability of success if proceed Effectiveness of solution DOING A FINALANALYSIS
- 42. ASSESSING THE CHOICE OF THE SOLUTIONS Three steps:- Develop and assign weights to criteria Apply the criteria Choose the best solution (s) DOING A FINALANALYSIS
- 43. Objective: To reduce headache Scale: Very Negative 1 2 3 4 5 6 Very Positive Overall RatingEffectiveness Efficiency Cost Panadol 5 5 4 14 3 2 9Take a break 4 Ginseng 4 3 3 10 Sleep 5 2 6 13 SELECT THE BEST SOLUTIONS MATRIX DIAGRAM
- 45. STEPS : What to do (the activity)? When to do (start and finish)? Who to do? What are the resources required? PLANNING YOUR NEXT STEP
- 46. PLANNING YOUR NEXT STEP - IDENTIFYING TASKS Brainstorm with people involved with the problem to determine the specific steps necessary to make the solution becomes reality. - Identify any task that are critical to the timing of the solution implementation. Critical tasks are items that will delay the entire implementation schedule if not completed on time. Non critical tasks are items that can be done as time and resources permit.
- 47. PLANNING YOUR NEXT STEP IDENTIFYING RESOURCES Time to think about the resources for making the solution become reality. The resources are as below: - Time : How to schedule the project. - Personnel : Who will complete the identified task. - Equipment : Any special equipment needed? - Money : How much will the solution cost - Information : any additional information required?
- 48. PLANNING YOUR NEXT STEP IMPLEMENTING, EVALUATINGAND ADAPTING Now is the time to use the Project Management skills to keep the implementation on track. During implementation, continue to evaluate the solutions.
- 49. ACTIVITY PLAN SEP- 06 OCT-06 NOV-06 W1 W 2 W 3 W 4 W 1 W 2 W 3 W 4 W 1 W 2 W 3 W4 P Data grouping 1. 5S Awareness Motivation class 2. Use PA system for announcement 3. Announcement made during morning assembly Management performance unit assembly D 1. Make all members attend 5S practice motivationclass GROUP A,B,C, and D C 1. Check with audit 2. Used check sheet every week A 1. Monitoring – monthly checking from project leaders 2. Understand the marking 3. Audit by the management with standard IDENTIFYING TASKS PLANNING YOUR NEXT STEP
- 50. KEY: PLAN ACTUAL - INCHARGE - ASSIST STEP P ACTIVITIES Project area Theme selection Data Collection Data Analysis APR-06 MAY-06 JUN-06 JUL-06 AUG-056 PROCEEDING W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 ADALI K’RUL YATI S’MAN FIDA SCH ZUL LAILI MGT SHAM Solution Evaluation D C Implementation Monitoring result A Standardization Follow-up Result Future Plan PROBLEM RESOLUTION IMPLEMENTATION ACTIVITY PLANNING
- 51. a. Divide solution into sequential tasks ACTION PLAN Action Step Task/Activity Responsible Person /Group Begin Date End Date Estimated Hours Cost SOLUTIONA Activity 1 Activity 2 Activity 3 Activity 4 SOLUTION B Activity 1 Activity 2 Activity 3 IMPLEMENTING THE SOLUTION
- 52. A - Divide solution into sequential tasks To Complete the Job on Time Action Step Task/Activity Responsible Person /Group Begin Date End Date Estimated Hours Budget 1. Buy a new PC Set the specs Abu 12.8.01 15.8.01 3 days RM0 Get the quotation Abu 16.8.01 20.8.01 4 days RM0 Select vendor Abu 21.8.01 22.8.01 2 days RM0 Purchase Abu 22.8.01 25.8.01 4 days RM5,000 2. Trainthe Staff Training Manual Ahmad 13.9.01 20..9.01 7 days RM100 Organise Ahmad 13.9.01 30.9.01 17 days RM2000 Conduct Training Ahmad 1.10.01 2.10.01 2 days RM2000 IMPLEMENTING THE SOLUTION
- 53. b. Develop Contigency Plans Action Step from Action Plan Sub-Step Sub-Step Sub-Step ? ?? ? ? ? ? ?What will we do? What could go wrong IMPLEMENTING THE SOLUTION
- 54. Make sure everyone participate Build a commitment to action into decision Create extensive involvement of those affected Build a feedback loop into the process IMPLEMENTING THE SOLUTION
- 55. EVALUATE THE SOLUTIONS Considerations:- Has the desired state achieved? Is the process going on smoothly to make sure no recurrence to problem?
- 56. Materi ini sebagian besar disadur dan diolah dari Powerpoint H Mohammad Idrakisyah (Doctoral Candidate at City University of Malaysia and a Mentor. Consulting and head office at Shah Alam Selangor Malaysia --- Data Linked in--- ) berjudul “Critical Thinking and Creative Problem Solving Skill)
- 57. TERIMA KASIH ATAS PERHATIANNYA Love You Full
- 58. BIODATA PEMATERI Nama : ARDI SUSANTO, SH NIP : 19831210 200604 1 009 Jabatan : Kasubag Perundang-Undangan Bagian Hukum, Setda Barru Alamat : Siru, Kel. Palanro, Kec. Mallusetasi Pendidikan : 1995 SD Inpres Maruala, Tanete Riaja 1998 SMP Neg.1, Ralla, Tanete Riaja 2001 SMU Neg. 1, Tanete Rilau 2005 Fakultas Hukum Universitas Hasanuddin Hp. 081 355 555 453 Facebook Ardi Drafter