ｺﾝｺﾝﾟ｣

ｺﾝｺﾝﾟ｣Share a Scribd company logo

The SOLUTION Model

窶｢Download as PPTX, PDF窶｢
窶｢
Mark Adams
Mark Adams

A model to help design any ideas, solutions or countermeasures wishing to implement to close performance gaps. Use as a tool or a checklist.

1 of 12
Download to read offline
Guide to developing and fact checking solutions
Ψ Use this model if you have: Χ Ever applied a countermeasure to a problem and it failed Χ Never got to the implementation phase of your idea Χ No buy-in from peers/leaders Χ Did not get the gains you were hoping for
Ψ SMART in the SOLUTION model is different from SMART in a goal Χ S 窶 Specific, the idea is not generalized, but has a specific plan attached to it (See slide 11) Χ M 窶 Measurable, the solution窶冱 impact can be quantifiably predicted (i.e. will reduce flow time by average 2-minutes) Χ A 窶 Aggressive, the proposed countermeasure will bring a high impact (worth implementing) Χ R 窶 Realistic, projected results are based off facts (helps if a process map has been done to understand current state versus projected state) Χ T 窶 Time bound, a deadline is associated with all implementation aspects of the idea
Ψ The idea must allow a gain to be made where needed, not just efficiency for the sake of efficiency Χ Helps if a performance gap analysis has been conducted on your problem prior to considering any solutions
Ψ This is all about ROI, Return on Investment Χ Ideas should not require excess time, money, personnel or other resources to implement Φ Consider accomplishing an analysis on your idea to determine effectiveness of idea vs. ease of implementation Φ Also helps if a Root Cause Analysis was performed Υ Will prevent the fire rather than fight the fire
Ψ Your idea must be easy Χ Easy to implement Χ Easy to accomplish Χ Easy to maintain Ψ People must understand why the new change Χ Show the performance gap and its impact Χ Share your projections and what it means for each person based off a translated value
Ψ Low tech is better then new tech Χ It is easier to update a giant dry-erase board then to update, share and maintain a complicated database Φ Cheaper to display on a giant erase board, then a 65- inch plasma screen
Ψ Don窶冲 sacrifice Effectiveness for Efficiency Χ Simple Lean tools like Standard Work, 5S and Visual Management are all easy ways to gain efficiencies while also gaining effectiveness Φ Have your cake and eat it too!
Ψ Whichever agency is responsible for carrying out the solution, should also own the solution Χ It should be their idea Χ Implementation should be from their effort Ψ Ownership of the idea gives it it窶冱 own lifeblood ensuring a honest attempt at change
Ψ Don窶冲 just add more steps to the process without understanding the process first Χ Adding another Quality Inspection does not improve quality, it just adds another chance to find the defect without ever preventing the defect Φ In addition, the more Quality Inspections performed increases the phenomenon known as Pluralistic Ignorance Υ People on front end of inspection expect back end inspectors to find/correct Υ People on back end of inspection expect people on front end to find/correct
Ψ Who 窶 Who is responsible for the action, and who the action will affect Ψ What 窶 What will the action be Ψ When 窶 When will the action occur and frequency of occurrence Ψ Where 窶 Where will the action take place Ψ How 窶 How will the action be managed (what triggers the action, how will it be maintained for currency) Ψ Resources Required 窶 What will we need to implement this idea Ψ Projected Results 窶 If we do this, what projected quantifiable savings can we hope to achieve Ψ Timeline 窶 When can we expect to have this implemented
Ψ Use the SOLUTION Model as a checklist Χ Success rate at implementing change increases Χ Output increases Χ Gained Efficiencies and Effectiveness Χ Change welcomed rather then confronted

More Related Content

The SOLUTION Model

  • 1. Guide to developing and fact checking solutions
  • 2. Ψ Use this model if you have: Χ Ever applied a countermeasure to a problem and it failed Χ Never got to the implementation phase of your idea Χ No buy-in from peers/leaders Χ Did not get the gains you were hoping for
  • 3. Ψ SMART in the SOLUTION model is different from SMART in a goal Χ S 窶 Specific, the idea is not generalized, but has a specific plan attached to it (See slide 11) Χ M 窶 Measurable, the solution窶冱 impact can be quantifiably predicted (i.e. will reduce flow time by average 2-minutes) Χ A 窶 Aggressive, the proposed countermeasure will bring a high impact (worth implementing) Χ R 窶 Realistic, projected results are based off facts (helps if a process map has been done to understand current state versus projected state) Χ T 窶 Time bound, a deadline is associated with all implementation aspects of the idea
  • 4. Ψ The idea must allow a gain to be made where needed, not just efficiency for the sake of efficiency Χ Helps if a performance gap analysis has been conducted on your problem prior to considering any solutions
  • 5. Ψ This is all about ROI, Return on Investment Χ Ideas should not require excess time, money, personnel or other resources to implement Φ Consider accomplishing an analysis on your idea to determine effectiveness of idea vs. ease of implementation Φ Also helps if a Root Cause Analysis was performed Υ Will prevent the fire rather than fight the fire
  • 6. Ψ Your idea must be easy Χ Easy to implement Χ Easy to accomplish Χ Easy to maintain Ψ People must understand why the new change Χ Show the performance gap and its impact Χ Share your projections and what it means for each person based off a translated value
  • 7. Ψ Low tech is better then new tech Χ It is easier to update a giant dry-erase board then to update, share and maintain a complicated database Φ Cheaper to display on a giant erase board, then a 65- inch plasma screen
  • 8. Ψ Don窶冲 sacrifice Effectiveness for Efficiency Χ Simple Lean tools like Standard Work, 5S and Visual Management are all easy ways to gain efficiencies while also gaining effectiveness Φ Have your cake and eat it too!
  • 9. Ψ Whichever agency is responsible for carrying out the solution, should also own the solution Χ It should be their idea Χ Implementation should be from their effort Ψ Ownership of the idea gives it it窶冱 own lifeblood ensuring a honest attempt at change
  • 10. Ψ Don窶冲 just add more steps to the process without understanding the process first Χ Adding another Quality Inspection does not improve quality, it just adds another chance to find the defect without ever preventing the defect Φ In addition, the more Quality Inspections performed increases the phenomenon known as Pluralistic Ignorance Υ People on front end of inspection expect back end inspectors to find/correct Υ People on back end of inspection expect people on front end to find/correct
  • 11. Ψ Who 窶 Who is responsible for the action, and who the action will affect Ψ What 窶 What will the action be Ψ When 窶 When will the action occur and frequency of occurrence Ψ Where 窶 Where will the action take place Ψ How 窶 How will the action be managed (what triggers the action, how will it be maintained for currency) Ψ Resources Required 窶 What will we need to implement this idea Ψ Projected Results 窶 If we do this, what projected quantifiable savings can we hope to achieve Ψ Timeline 窶 When can we expect to have this implemented
  • 12. Ψ Use the SOLUTION Model as a checklist Χ Success rate at implementing change increases Χ Output increases Χ Gained Efficiencies and Effectiveness Χ Change welcomed rather then confronted