COURSES FOR LINE MANAGER, SUPERVISOR, TEAM LEADER

II. OVERVIEW OF PROBLEM-SOLVING METHODS

1. Contents of training

• What is a problem-solving method?
• Overview of steps in the problem-solving methods
• Introduction to one-page-A3 reporting methods
• Examples of problem-solving reports

2. Practice

• Learners share the status quo of problem-solving
• Ask and answer questions directly in the classroom

II. STEPS TO SOLVE PROBLEMS

Step 1: Identify problems

• What is a problem?
• Steps to define problems
• Identify problems by the QCDMSE, 4M, and 7 wastes factors
• Choose the priority problem to be solved according to S.U.G theory
• Practice 1: Identify current problems at your department/division

Step 2: Understand the status quo

• What is to understand the status quo and its purposes? For example?
• Steps to understand the status quo
• Apply the 3G principle and collect data
• Detail status quo according to 5W-2H
• Determine factors for analysis according to the Pareto principle (80:20)
• Practice 2: Understand the status quo of the problems identified in Practice 1.

Step 3: Analyze status quo

• What is the analysis of the status quo? And what are its purpose? For example?
• Steps to analyze the status quo
• Apply analysis tools such as the 3G principle, historical data collection, comparison, process chain analysis, related-people interview.
• Methods of data collection and verification of problem points
• Practice 3: Analyze the status quo for the identified cases above-mentioned in Practice 2.

Step 4: Analyze root causes

• What is root cause analysis? Anh what are its purposes? For example?
• Steps to perform root cause analysis
• Analytical tools: Brainstorming, causal diagram, and 5-Whys tree diagram
• Methods to verify root causes
• Practice 4: Analyze the root causes of the problem points identified in Practice 3

Step 5: Select the countermeasures

• What are countermeasures and their purposes? For example?
• Steps for selecting the countermeasures
• Temporary and permanent countermeasures, soft countermeasures, and hard countermeasures
• Criteria for selecting the countermeasures are efficiency, cost, and risk
• Consensus building and policy action planning
• Practice 5: Select the countermeasures for the causes identified in Practice 4

Step 6: Confirm results

• What is the result confirmation of countermeasures? What are its purposes? For example?
• Confirm results such as tangible results, intangible results, and economic results
• Compare the results after performing countermeasures against before doing
• If the results do not meet requirements, what need to do next?
• Practice 6: Confirm the assumed results of the countermeasures performed in Practice 5

Step 7: Standardization and visual management

• What is standardization? What are its purposes? For example?
• What and how do you need to standardize after implementing the countermeasures?
• What is visual management? What are its purposes? For example?
• What and How do you need to visualize after implementing the countermeasures?
• Practice 7: Standardize and visually manage the implemented countermeasures

III. COURSE REVIEW, ACTION PLAN, AND CERTIFICATION