| Nota di contenuto |
Cover -- Title Page -- Copyright Page -- Contents -- List of Figures -- List of Tables -- Section I Overview of First Principles Industrial Problem Solving -- Chapter 1 Introduction -- 1.1 A Familiar Story from Real Life, Or Why Do We Need FPS? -- 1.2 When Does FPS Usually Get Involved? -- Reference -- Chapter 2 First Principles Problem-Solving - Why First Principles? -- 2.1 What Is a Zone 4 Problem? -- 2.2 How Does First Principle Focus Help with Zone 4 Characteristic Problems? -- 2.2.1 Multifactor Problems Are Helped by First Principle Focus -- 2.2.2 Nonlinear Helped by First Principle Focus -- 2.2.3 Managerial Interference Problems Are Helped by First Principle Focus -- 2.2.4 Multifunctional Team Problems Are Helped by First Principle Focus -- 2.2.5 Costly Symptoms Problems Are Helped by First Principle Focus -- 2.2.6 Life-of-the-Plant Problems Are Helped by First Principle Focus -- 2.2.7 Counterintuitive in Nature Problems Are Helped by First Principle Focus -- 2.2.8 New Science Problems Are Helped by First Principle Focus -- 2.2.9 Perceived Personal Loss Problems Are Helped by First Principle Focus -- 2.3 Final Thoughts on First Principles Problem-Solving - Why First Principles? -- Chapter 3 Opportunity Identification/Definition - Initial Team Formation -- 3.1 Chronic Issue or Crisis? -- 3.1.1 Crisis -- 3.1.2 Chronic Issue -- 3.2 History -- 3.3 Charter/DQO Writing -- 3.3.1 Problem-Solving Aspect of the DQO -- 3.3.2 Team Dynamics Aspect of the DQO -- 3.4 Team Structure -- 3.5 Examples -- Reference -- Chapter 4 Hypothesis Testing -- 4.1 Application of Hypothesis Testing in Problem-Solving -- 4.1.1 A Good Hypothesis -- 4.1.2 Qualified Hypotheses -- 4.1.3 Facts vs. Hypotheses -- 4.1.4 Hypothesis Tracking: The Onion -- 4.1.5 M.E.L.D. Hypothesis Ranking -- 4.1.6 Bringing Tools and Methodology Together -- Reference -- Chapter 5 Scenario Development.
Reference -- Section II Project Management -- Chapter 6 Value of Project -- 6.1 Crisis Control -- 6.2 Time Control -- 6.3 Money Control -- Chapter 7 Team Management and Roles -- 7.1 Crisis Project Team Building -- 7.1.1 Team Building in a Crisis Project -- 7.1.2 Build Understanding of the Consequences of the Crisis -- Go to the Source -- Make Sure It Is a Real Crisis -- Summarize the Crisis into Just a Sentence or Two -- 7.1.3 Using the Three Best Questions (The Three Main Pillars of the Charter/DQO Process) -- Key Points from the Example on Technique of Using the Three Best Questions -- 7.1.4 Using the WIIFM Question (What's in It for Me) -- Key Points from the Example on Technique of Using the WIIIFM Question -- 7.1.5 Leverage Situational Interaction Opportunities to Build Connections -- Key Points from the Example on Technique of Leveraging Situational Interaction Opportunities to Build Connections -- 7.1.6 Utilize Low Tolerance of Second Guessing -- Key Points from the Example on Using a Low Tolerance of Second Guessing -- 7.1.7 Take Action at Every Opportunity and Engage the Team -- Key Points from the Example on Taking Action at Every Opportunity and Engage the Team -- 7.1.8 Practice Regular Progress Reminders -- Key Points from the Example on Practicing Regular Progress Reminders -- 7.1.9 Build Respect for Team Members and Lead by Example -- Key Points from the Example on Building Respect for Team Members and Leading by Example -- Crisis Project Team Building: Summary -- 7.2 Life of the Plant Project Type Team Building -- 7.2.1 Crisis Project Techniques Also Work for Life of the Plant Project Work -- 7.2.2 Critical Nature of a Face-to-Face Kickoff Meeting -- 7.2.3 Generalized/Typical Team Building Approach -- 7.2.4 Asymmetric Workload Balance for Outsiders Versus Insiders -- 7.2.5 Opportunity Pairing of Outsiders with Insiders.
7.2.6 Carefully Revisit Past -- 7.2.7 Something New -- Life of the Plant Project Type Team Building: Summary -- 7.3 Roles and Responsibilities for an FPS Project -- What Kinds of Work do we Expect to be doing on this Project? -- 7.3.1 Roles and Responsibilities for an FPS Project: Summary -- 7.4 The Challenge in Maintaining Parallel Processing Within the Team -- 7.4.1 The Challenge in Maintaining Parallel Processing Within the Team: Summary -- 7.5 Strategies in Team Management for Very Large Projects -- 7.5.1 When to Form a Steering Team -- 7.5.2 Strategies in Team Management for Very Large Projects: Summary -- 7.5.3 Team Management and Roles: Summary -- Chapter 8 Stakeholder Identification, Analysis, and Communication Plan -- 8.1 Stakeholder Identification -- 8.1.1 The First Step, Stakeholder Identification-make a List -- 8.1.2 Typical Stakeholder List Information -- 8.1.3 Technique for Generating a Stakeholder List Within a Project Meeting -- 8.1.4 Where to Store Stakeholder Lists -- 8.1.5 Tips on Making Stakeholder Lists Effective -- 8.1.6 Typical Stakeholders in an FPS Project -- 8.1.7 Special Case of Key Stakeholders-Steering Team -- 8.1.8 Changing Nature of Stakeholders -- 8.1.9 Main Root Causes of Having an Incomplete List of Stakeholders -- Initial Stakeholder Analysis Incomplete -- Scope Change Due to Problem Location Understanding -- Phase Changes on Project such as Moving to Solution Implementation -- Company Churn as People Change Jobs -- Problem Severity Shifts Due to Outside Forces -- 8.1.10 Last Thoughts on Stakeholder Identification -- 8.2 Stakeholder Analysis - Deepen Your Understanding of the Stakeholder List -- 8.2.1 Initial (Current) Bias Toward Project -- 8.2.2 Needs vs. Initial Bias -- 8.2.3 Needs -- 8.2.4 Typical Stakeholder's Needs -- Rate-determining Step - What Is Slowing Down Progress?.
Timeline - When Is This Going to Be Done? -- Problem Cost Benefit Analysis - What Is This Problem Costing and What Is It Worth to Us? -- Impact to Employees - Will Our Employees Be Affected by the Problem? -- 8.2.5 Last Thoughts on Needs and Bias Gathering -- 8.3 Acting on Your Stakeholder Analysis - The Communication Plan -- 8.3.1 5Ws and an H. Who, What, Why, Where, When, and How? -- 8.3.2 WHY - Purpose and Desired Result -- 8.3.3 WHAT -- 8.3.4 WHAT 1: In Progress Project Work -- 8.3.5 WHAT 2: Team Working Meetings -- 8.3.6 WHAT 3: Team Working Meeting Minutes -- 8.3.7 WHAT 4: Standardized Stakeholder Project Updates -- 8.3.8 WHAT 5: Formal Stakeholder Project Milestone Review -- 8.3.9 Communication Tools to Use -- 8.3.10 FPS Storyboard -- 8.3.11 Final Thoughts on Storyboards -- 8.3.12 Standardized E-mail Project Updates -- 8.3.13 Elevator Speech -- 8.3.14 WHERE -- 8.3.15 Face to Face -- 8.3.16 Mixed -- 8.3.17 Remote Web or Telecom-based Systems -- 8.3.18 Other WHERE Decisions -- 8.3.19 WHEN -- 8.3.20 HOW -- 8.3.21 Pulling It All Together in a Communication Plan -- 8.3.22 Final Thoughts on Communication Planning -- 8.4 Managing Difficult Stakeholders -- 8.4.1 Final Thoughts on Managing Difficult Stakeholders -- Chapter 9 Generating, Selecting, and Implementing Solutions to the Problem -- 9.1 Introduction -- 9.2 The Joy of a Solution that Just Works -- 9.3 What Happens During the Solution Phase? -- 9.4 How Do We Generate Solutions? -- 9.4.1 Bridging Solution -- 9.4.2 Dead Easy/Obvious Solutions -- 9.4.3 Standardized Solutions -- 9.4.4 Benchmarking Solutions -- 9.4.5 Innovative Solutions -- Channeled Brainstorming -- Functional Analysis -- How Do You Mitigate the Risks Created During Solution Generation? -- 9.4.6 When Do We Select Solutions? -- 9.5 How Do We Select Solutions? -- 9.5.1 Solution Selection: What Is Success?.
9.5.2 How Do You Determine a Solution's Quality? -- Theoretical-Paper Exercises (Computer Modeling) -- 9.5.3 How Do You Determine a Solution's Cost and Timing? -- 9.5.4 How Do You Do Final Solution Selection? -- Decision Timing -- 9.6 Solution Implementation -- 9.6.1 Solution Implementation in Crisis Project Type: What Is Success? What Is Necessary for Success? -- Cost Strategy Is Chosen. Now What? -- 9.6.2 Solution Implementation in Chronic Problem Project Type: What Is Success? What Is Necessary for Success? -- 9.6.3 Solution Implementation Planning -- Success Criteria Definition (What Is Success?) -- Overall Plan Generation, Monitoring, and Adjustment -- Two Errors of Planning -- Natural Planning -- Lean/Just in Time Planning -- Theory of Constraints Planning -- Stress Testing Planning -- Change Management Plan -- Solution-phase Stakeholder Communication Plan -- Control Plan Generation and Validation -- 9.6.4 Solution Validation -- Solution Adjustment vs. Going Back to Your List of Solutions -- 9.6.5 Solution Phase Summary -- Chapter 10 Sustaining the Gains and Control Plans -- 10.1 Why We Fail to Sustain the Gains -- 10.1.1 The Perception Problem -- 10.1.2 The Reality Problem -- High-risk Problem Types -- Low Frequency -- Counter Intuitive -- Reward Conflicting -- High-energy Solutions -- Soft Changes -- Lone Wolves -- Poor Solution Implementation -- Poor Change Management and Buy-in -- Roles and Responsibility Breakdown -- High-Skill Training Breakdown -- Outside Forces Conspiring Against Sustainability -- Rotten Apples -- Business Cycle Failures -- Reorganization Disease -- Summary of the Reality Problem Components of a Control Plan -- 10.2 Building Robust Control Plans for Solutions to Fundamental Problems -- Typical Control Plans -- FPS Control Plan Emphasis -- 10.3 Document, Document, Document -- How to Motivate Teams to Document.
5Ws and an H.
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Fundamentals of Industrial Problem Solving : A Practitioner's Guide
