【正文】 yboard cards (1 item per card, markers, block print, postit glue at the top of the sheet) 5. Participants post ideas on cards 6. Have the group work as a team to understand each author’s thinking and edit and anize the cards in a logical way (clusters can help) 7. Discard or add cards as the conversation develops 8. Refine and prioritize the ideas as many times as needed 9. At the end, distribute the final set of ideas on paper Tips: ? Vary the pace of information collection to ―spice up‖ the data collection ? Alternate NGT with candid discussions of the ideas to introduce some variability 3 Workshop_Facilitaton_Tools Updated April 2023 GoFast!Storyboarding Tool Many Manual Processes Too Little on Computer Bad Systems Too Many Approvals Slow Culture Too Much Teamwork Many Constituencies to Satisfy Many People Need to Know What’s Happening Many People Need to Know What’s Happening Slow Culture Too Many People Too Many People People Approvals Systems Too Little on Computer Many Manual Processes Too Many Approvals Too Much Teamwork Many Constituencies to Satisfy Bad Systems Topic: Why is this system bureaucratic? 4 Workshop_Facilitaton_Tools Updated April 2023 GoFast!What is it? Payoff Matrix is a twobytwo table that helps sort and evaluate ideas. Typical dimensions are Payoff vs. Ease of Change。 Required Resources vs. Time Required to Implement。 the frame represents the problem or issue that needs to be resolved 2. Explain we need to identify what falls inside the boundaries of the project and what falls outside 3. After reviewing the initiative and its objectives with the group, the leader and group members identify what is inscope and outofscope by identifying significant details or aspects of the issue 4. Discuss each idea and agree whether it is in or outofscope before placing it inside the frame for inscope items, outsidetheframe for outofscope items, and ontheframe for those items which need clarification 5. Discuss the ontheframe items once all the ideas have been reviewed 6. If there are any significant issues, details, or aspects that may be different from the discussions between the group leader, resolve them before working on a solution 11 Workshop_Facilitaton_Tools Updated April 2023 GoFast!In the Frame/Out of the Frame, continued Tips: 1. Using the aspects of the issue generated, ask the group where each falls。 revise with the group to reach an agreed upon definition and test for consensus 5. Either reach a consensus on the 15 word description as a group, or ask someone to continue to refine it and present later to the group for review Tips: 1. If the team/group is large (., 8 or more), consider doing step 1 in pairs or small groups 2. Reviewing, integrating, and reaching consensus is more laborious and challenging the more sets of 15 Words there are。 after the statement has been crafted, test for consensus and agree on a statement 6. It is also permitted to agree on a working version that can be fine tuned or rewritten later 23 Workshop_Facilitaton_Tools Updated April 2023 GoFast!What is it? 5 Why Problem Solving is a structured process that identifies, analyzes, and eliminates the discrepancy between the current situation and an existing standard or expectation, and prevents recurrence of the root cause Why use it? The purpose of the 5 Why Problem Solving process is to identify the root cause and implement countermeasures that prevent recurrence of the problem. The process provides a simple and standard approach to solving all types of problems. It’s use creates a culture in which everyone is a strong problem solver promoting continuous improvement Steps: 1. Problem Description – Develop a general problem description. Define the problem more specifically and break it into smaller more specific problems when necessary 2. Problem Definition – Clearly define the deviation between the expected and actual results 3. Shortterm Containment – Establish containment actions 4. Locating Point of Cause –Track the problem back to the location where it occurred 5. Cause and Effect Analysis – Filter through the information to find a Root Cause 6. Longterm Countermeasures – Develop countermeasures to resolve the Root Cause of the problem 7. Followup – Confirm the countermeasure is working, then standardize the process or method By including these simple, standard elements in the Problem Solving process, we will be able to successfully determine the root cause of any problem and prevent it from happening in the future. 5 Why Problem Solving Countermeasure Direct Cause Cause Cause Cause Root Cause PoC Problem Description Problem Definition Locate Point of Cause 24 Workshop_Facilitaton_Tools Updated April 2023 GoFast!Tips: Visual: 1. Make sure that the causes are not symptoms 2. Start with likely causes and then ask which are the most likely causes before drilling down with 5 Whys 3. Depending on the problem, it can take fewer than 5 ―whys‖ or more ―whys‖ as necessary 4. You may uncover multiple areas for questioning, if you plete one area using ―why‖ questioning until it is exhausted and then move onto the next 5. PDCA is naturally applied to the 5 Why Problem Solving Process: ? Plan: enpasses grasping the situation, identifying the root cause, setting a target, and planning the countermeasure ? Do: enpasses munication of the plan and the implementation of countermeasures. Monitor results and adjust as needed ? Check: is the followup on the implemented countermeasures to check the effectiveness ? Action: occurs when we either standardize the countermeasures, or take action to begin