Objectives

Underlying Principles of Learning Curves.

Learning Curve Example. Types of Learning. From Learning Curves to

Performance Improvement.

Underlying Principles of Learning Curves.

1) Each time you perform a task it takes less time than the last time you performed the same task .

2) The extent of task time decreases over time.

3) The reduction in time will follow a predictable pattern.

Example Of Learning Curve Suppose you start a

term paper typing business. You time yourself on the first paper, then the second paper & so on.

Note that only 90 of 100 mins. are used in the second repetition. This is an example of a 90% Learning Curve.

Term Paper Time ( in minutes )

1 100

2 90

3 84.62

4 81.00

5 78.30

6 76.16

Types of Learning.

Individual Learning: Improvement when individuals gain a

skill or efficiency by repetition of a job. Organizational Learning: Improvement from the groups of

Individuals from repetitions & changes in administration, equipment & product design.

From Learning Curves to Performance Improvement.

Proper selection of workers Proper Training. Motivation Work Specialization. Do one or very few jobs at a time. Use tools or equipments that assists

or supports performance. Allow workers to help redesign their

tasks.

Lateral Thinking

Lateral thinking is the deliberate search for alternatives.

lateral thinking is a way of attacking problems from other angles, as opposed to the more traditional linear and logical ways

Defination

Lateral thinking is a term coined by Edward de Bono, a Maltese psychologist, physician, and writer

de Bono defines Lateral Thinking as

methods of thinking concerned with changing concepts and perception.

Methods

Lateral thinking is concerned with the movement value of statements and ideas.

A person uses lateral thinking to move from one known idea to creating new ideas.

Edward de Bono defines four types of thinking tools:

Idea generating tools that are designed to break current thinking patterns—routine patterns, the status quo

Focus tools that are designed to broaden where to search for new ideas

Harvest tools that are designed to ensure more value is received from idea generating output

Treatment tools that are designed to consider real-world constraints, resources, and support.

Problem Solving

When something creates a problem, the performance or the status quo of the situation drops. Problem solving deals with finding out what caused the problem and then figuring out ways to fix the problem. The objective is to get the situation to where it should be. For example, a production line has an established run rate of 1000 items per hour. Suddenly, the run rate drops to 800 items per hour. Ideas as to why this happened and solutions to repair the production line must be thought of, such as giving the worker a pay raise.

Creative Problem Solving

Using creativity, one must solve a problem in an indirect and unconventional manner. For example, if a production line produced 1000 books per hour, creative problem solving could find ways to produce more books per hour, use the production line, or reduce the cost to run the production line.

Creative Problem Identification

Many of the greatest non-technological innovations are identified while realizing an improved process or design in everyday objects and tasks either by accidental chance or by studying and documenting real world experience.

Lateral Problem "Solving"

Lateral thinking will often produce solutions whereby the problem appears as "obvious" in hindsight. That lateral thinking will often lead to problems that you never knew you had, or it will solve simple problems that have a huge potential. For example, if a production line produced 1000 books per hour, lateral thinking may suggest that a drop in output to 800 would lead to higher quality, more motivated workers etc.

- A Lateral Thinking Strategy by Edward De Bono

The Six Thinking Hats

Six Thinking Hats' is an important and powerful technique.

It is used to look at decisions from a number of important perspectives.

This forces you to move outside your habitual thinking style, and helps you to get a more rounded view of a situation.

It has the benefit of blocking the confrontations that happen when people with different thinking styles discuss the same problem.

Each 'Thinking Hat' is a different style of thinking.

WHITE

RED

BLACK

YELLOW

GREEN

BLUE

The Six Thinking Hats

White Hat (Facts)

With this thinking hat you focus on the data available. Look at the information you have, and see what you can learn from it.

Look for gaps in your knowledge, and either try

to fill them or take account of them.

This is where you analyze past trends, and try to extrapolate from historical data.

The Six Thinking Hats

Red Hat (Feelings) 'Wearing' the red hat, you look at problems

using intuition, gut reaction, and emotion.

Also try to think how other people will react emotionally.

Try to understand the responses of people who do not fully know your reasoning.

The Six Thinking Hats

Black Hat (Cautions) Using black hat thinking, look at all the bad

points of the decision.

Look at it cautiously and defensively.

Try to see why it might not work. This is important because it highlights the weak points in a plan.

It allows you to eliminate them, alter them, or

prepare contingency plans to counter them.

The Six Thinking Hats

Black Hat (Cautions) Black Hat thinking helps to make your plans 'tougher'

and more resilient.

It can also help you to spot fatal flaws and risks before you embark on a course of action.

Black Hat thinking is one of the real benefits of this technique.

Many successful people get so used to thinking positively that often they cannot see problems in advance.

This leaves them under-prepared for difficulties.

The Six Thinking Hats

Yellow Hat (Benefits) The yellow hat helps you to think positively.

It is the optimistic viewpoint that helps you to see all the benefits of the decision and the value in it.

Yellow Hat thinking helps you to keep going when everything looks gloomy and difficult.

The Six Thinking Hats

Green Hat (Creativity) The Green Hat stands for creativity.

This is where you can develop creative solutions to a problem.

It is a freewheeling way of thinking, in which there is little criticism of ideas.

The Six Thinking Hats

Blue Hat (Process) The Blue Hat stands for process control.

This is the hat worn by people chairing meetings.

When running into difficulties because ideas are running dry, they may direct activity into Green Hat thinking.

When contingency plans are needed, they will ask for Black Hat thinking, etc.