CREATIVITY & INOVATIONBDA 10602

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ASSIGNMENT 1:CREATIVE PROBLEM SOLVING

GROUP MEMBERS

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NO. NAME MATRIC NO.

1. NUR SYUHADA BINTI ZAKARIA DD110052

2. NUR SHAFIKAH BINTI AHMAD MAULANA DD110102

3. SITI NUR HASRAT BINTI ABDUL HALIM DD110110

4 MOHD SYAFIQ BIN MOHD YASSIN DD110126

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 one’s 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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CREATIVE PROBLEM SOLVING

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Kepner-Tregoe Problem Solving and Decision Making (KT)

The KT Problem Solving & Decision Making methods are systematic techniques that guide critical thinking to maximum expertise and use data effectively.

Implementing the KT approach harnesses critical thinking and diverse expertise and directs it at your most pressing issues. The KT methods have been used globally to save billions of dollars and improve quality, productivity, profitability, market share, customer satisfaction and other key measures.

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 engineers or other professionals. Its purpose is to identify, correct and eliminate recurring problems, and it is useful in product and process improvement. The disciplines are:

D1. Use Team ApproachD2. Describe the ProblemD3. Implement and Verify Short-Term Corrective ActionsD4. Define and Verify Root CausesD5. Verify Corrective ActionsD6. Implement Permanent Corrective ActionsD7. Prevent RecurrenceD8. Congratulate Your Team

TRIZ

TRIZ presents a systematic approach for analysing the kind of

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] MODELand

GROW MODEL

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 of processes and products. It is also known as the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plan–do–study–act (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

PLAN

ACT

CHEC

K

DO

PDCA

How to

USEth

e

PDCA CYCLE

 identify exactly what your problem is. You may find it useful to use tools like Drill Down, Cause and Effect

Diagrams, and the 5 Whys to help you really get to the root

of it.

STEP 1: PLAN

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 limited geographical area.

• The number of areas for improvement you have identified, and the scope of the whole initiative, you may decide to repeat the "Do" and "Check" phases, incorporating your additional improvements.

• Once you are finally satisfied that the costs would outweigh the benefits of repeating the Do-Check sub-cycle any more, you can move on to the final phase.

S TEP3

:

CHECK

STEP 4 : ACT

• Implement your solution fully.

• If you are using the PDCA 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.

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.

ADVA

NTA

GES

• Daily routine management-for the individual and/or the team

• Problem-solving process• Project management

• Continuous development• Vendor development

• Human resources development• New product development

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 grow is 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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technique Problem 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 client getting from where they are now to where they want to go.

OPTION - Once Obstacles have been identified, the client needs to 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.

STAGES OF GROW

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 is that 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 weight down to 60kg in three months and keep

it down

REALITY - What their weight is now?

OBSTACLE – No food, busy, lazy to

exercises

OPTION – manage time for

exercise, pyramid of food,

diet

WAY – Go to gym, diet, exercises 10 min per day

PROCESSES OF GROW MODEL1. Establish the Goal Define and agree the goal or outcome to be achieved. You

should help your team member define a goal that is specific, measurable and 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

considering their starting point, and often they are missing some of the information they need to solve the problem effectively. Useful coaching questions include:

"What is happening now?"

"What, who, when, how often"

"What is the effect or result of that?"

3. Explore the Options

meaning, all the many possible options you have for solving the problem. Help your team member generate as many good options as possible, and discuss these. 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?"

4. Establish the Will

So your final step as coach is to get you team member to commit to specific action. In so doing, you will help the team member establish his or her will and motivation. 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.

DISCUSSION

The GROW process has been presented sequentially here. In practice, it is a much less linear process which may start anywhere and revisit each of the stages several times. Often when we have lost our way in a session or got stuck, we should turn to The GROW Model to check out where we need to put our attention

As with many simple principles any user of GROW can apply a great deal of skill and knowledge at each stage but the basic process remains as we have discuss before.

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CONCLUSION

Use 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 results Each creative solving problems have their

own advantages, we just need to choose the suitable for our 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

THANK YOU