preventing and eliminating muda for fashion design student

eliminating muda is important concept for fashion business

1. Level - 3 fashion design student ELIMINATE & PREVENT MUDA

2. Learning Objective of the Module Identify Working Prepare Identifying MUDA problem Analyzing Eliminating MUDA and Assess effectiveness of the solution. Preventing occurrence of wastes and sustain operation

3. Unit one: work prepare This unit is developed to provide you the necessary information regarding the following content coverage and topics: 1,  Using work instructions   2,  Reading and interpreting job specifications   3, Observing OHS requirements, 4,  Selecting appropriate material   5,  Identifying and checking safety equipment and tools.

4. Work instructions Work instruction is a description of the specific tasks and activities within an organization. A work instruction in a business will generally outline all of the different jobs needed for the operation of the firm in great detail and is a key element to running a business smoothly. It is a description of how to perform a process in steps. Work instructions are more detailed than standard operating procedures. It is a document containing detailed instructions that specify exactly what steps to follow to carry out an activity.

5. Interpreting job specifications A statement of employee/workers characteristics and qualifications required for satisfactory performance of defined duties and tasks comprising a specific job or function. Interpreters interpret verbal communication from one language to another, and act as mediums where language barriers exist. At times, Interpreters translate written communication from one language to another. Interpreters work in education, health care, insurance, legal and other industries.

6. Interpreter Requirements:  High school diploma,or suitable equivalent. Valid certificate of accredited interpreting training. Excellent bilingual communication skills, both verbal and written. Valid driver’s license. Proficient computer skills. Proficient with use of office equipment. Outstanding listening, retention and note-taking skills.

7. Observing OHS requirements OHS requirements are legislation/regulations/codes of practice and safety policies and procedures. This may include protective clothing and equipment, use of tooling and equipment, workplace environment and safety, handling of material, use of fire-fighting equipment, enterprise first aid, hazard control and hazardous materials and substances. Personal protective equipment includes those prescribed under legislation/ regulations/codes of practice and workplace policies and practices. The goals of occupational safety and health programs include fostering a safe and healthy work environment. for activities outside work.

8. Selecting appropriate material Tools and Equipment are required to identify and measure Waste/Muda in work stations. The following are some tools and equipment used to identify and measure Waste/Muda: Tape (any length measuring device) Stop watch Photo Camera Video Camera Calculator

9. Safety equipment and tools safety glasses or goggles safety shoes high-visibility clothing or vests heat-resistant gloves anti-vibration gloves  welding helmets chemical-resistant suits or aprons safety harnesses and lanyards COVID-19 Prevention and Control

10. Tools and Equipment used to implement Here are various tools and equipment that can be used to implement standard procedures in the workplace. 1. Standard Operating Procedures (SOPs):  These are written documents that outline step-by-step instructions for carrying out specific tasks or processes 2. Training materials : Organizations can develop training materials, such as manuals or videos, to educate employees on the standard procedures they need to follow. 3. Checklists:  Checklists are useful tools for ensuring that all necessary steps are followed in a standardized manner.

11. CONT.. 4. Quality control tools: Quality control tools, such as statistical process control charts or quality checklists, can be used to monitor and evaluate performance against established standards. 5 . Technology : Many organizations use technology to implement and enforce standard procedures. This can include software systems that automate processes, track performance metrics, and provide real-time feedback or alerts. 6. Visual aids : Visual aids, such as posters or signs, can be used to display key information or reminders about standard procedures. 7 . Performance monitoring systems : Organizations may use performance monitoring systems to track and evaluate employee performance against established benchmarks.

12. Tools and materials used to implement Sort activity Tools and materials are required to implement sort, set in order and shine activities in work stations. The following are some tools and materials used to implement the first pillar of 5S-Sort.

13. cont.. 1. Sorting Bins Containers: These can be used to separate items into different categories or groups during the sorting process. Wall Mounted Storage Bins

14. cont.. 2. Labels or Tags: Labels or tags can be attached to items or containers to indicate their category or destination during sorting.

15. cont.. 3. Sorting Tables or Workstations : These provide a designated area for employees to sort and organize items. They may have compartments or sections to facilitate the sorting process.

16. cont.. 4. Sorting Algorithms or Rules : These are guidelines or instructions that dictate how items should be sorted based on specific criteria, such as alphabetical order, numerical value, or color.

17. cont.. 5. Barcode Scanners or RFID Readers: These tools can be used to quickly and accurately identify and sort items based on their unique identifiers.

18. cont.. 6. Conveyor Belts or Chutes: These can be used to transport items from one location to another during the sorting process, making it more efficient and streamlined.

19. cont.. 7. Computer Software or Systems: Technology-based sorting systems can automate the sorting process, track inventory, and generate reports on sorting performance.

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21. cont.. 8. Sorting Guides or Manuals: These documents provide employees with instructions and guidelines on how to properly sort items according to established standards.

22. cont.. 9. Safety Equipment: Depending on the nature of the sorting activity, safety equipment such as gloves, goggles, or protective clothing may be required to ensure the well-being of employees.

23. cont.. 10. Quality Control Tools : Quality control tools, such as visual inspection checklists or measuring devices, can be used to ensure that items are sorted correctly and meet quality standards.

24. cont.. 11. Training Materials : Similar to standard procedures, training materials can be developed to educate employees on the specific sorting methods and techniques they need to follow. By using these tools and materials, organizations can effectively implement a sorting activity in the workplace and ensure that items are sorted accurately and efficient

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26. U n it T wo: I d e ntify MUDA Specifi ca l l y , upon completion of th i s unit, y ou will b e a ble to: Prepare plan of MUDA List p ossible p r obl e ms r ela t ed to the pro c ess I d entify and measuri n g w a stes Repor t ide n tified and me a sured wa s tes

27. Content 1)The concept of MUDA/Waste 2)Methods for categorizing types of Muda 3)MUDA identification 4)Elimination of Muda 5)Methods for Muda prevention

28. 1) The concept of Muda What is Value? Value is defined by your customer. There are two types of Customers:- -Internal customer -External customer Then Value is the activity/effect what the customer exactly is going to pay for/needs.

29. What is Waste/MUDA? Waste/MUDA is any activity of workers/machines which consumes resources such as money, time, energy, materials, etc without adding value. Waste or muda is anything that does not have value or does not add value. Waste is something the customer will not pay for.

30. What is Waste? There are two types of wastes: obvious wastes and hidden wastes. It is important to uncover and eliminate the latter since they are usually bigger. Wastes take the shape of an iceberg, the tip consists of the obvious wastes while the seen bulk under the water contain the hidden wastes. Wastes are not necessarily ugly, and most are outside the waste can!

31. cont.. Waste can be in the form of unnecessary output, input, or processing. It can be in the form of materials, stocks, equipment,facilities, manhours, utilities, documents, expenses, motion, and other activities that do not add value

32. The steps to effective waste elimination are: 1. Make waste visible. 2. Be conscious of the waste. 3. Be accountable for the waste. 4. Measure the waste. 5. Eliminate or reduce the waste

33. cont.. In other words, before one can stop waste, he should able to see it, recognize it as waste, identify who is responsible, and finally appreciate its size and magnitude. Waste that is not seen cannot be eliminated. When something is denied as waste, it also cannot be stopped.

34. cont.. When one refuses to accept responsibility for the waste, then he will not eliminate it. Finally, when the waste is not measured, people may think it is small or trivial and therefore will not be motivated to stop it. As the saying goes “What is not measured, is not improved”.

35. The Three M’s Definition of 3m’s M uda M uri M ura

36. freeleansite.com muda mura muri The Three M’s

37. The Three M’s Avoid these types of work Too much Imbalance(Mura) Excessive(Muri) Wasteful(Muda) Works Productivity improvement does not mean hard work

38. The Three M’s Muda Production factors that increase cost , in other words , all unnecessary things

39. Muri Mental and physical overburden on operators, and overburden on production machinery The Three M’s ( Cntd )

40. Muri We should not force hard work on Employees in the name of productivity improvement Value added work Working density = Actual work The Three M’s ( Cntd )

41. Muri : overburden

42. የስራ ጫና ( Muri

43. የስራ ጫና ( Muri

44. Mura Variation in work distribution , production capacity of machinery , and material specifications The Three M’s

45. Usually Mura creates Muri which in turn lead to generation of Muda. Relationship between the 3 M’s

46. Therefore, mura creates muri that undercuts previous efforts to eliminate muda . Eliminating mura is fundamental to the complete elimination of muri and muda . Relationship between the 3 M’s

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48. Preparing plan of MUDA and implementing problem identification. Conditions using the arrow diagram. Sel e ct the product to be analyzed - Choose produ c ts with a large output and t hose with ma n y p rodu c t i on problems as starting poin t s for y our an a l y sis o f current 2. Prepare a factory layout diagram- Include the entire factory layout, indicating the position of machines, worktables and other equipment. the product to be analyzed- Choose produ c ts with a large output and t hose with ma n y p rodu c t i on problems as starting poin t s for y our an a l y sis o f current

49. Preparing plan of MUDA and implementing problem identification. Conditions using the arrow diagram. 3. Make the arrow diagram- Do this on the factory floor. Use the symbols below to show the different types of activities that occur. Connect the symbols with lines that show the direction of the flow and the sequence of product through each operation.

50. How to identify muda To identify muda in your warehouse operations, you must observe and analyze your current processes and performance. To do this, utilize various tools and methods such as; Value stream mapping (sometimes called VSM) is  a lean manufacturing technique to analyze, design, and manage the flow of materials and information required to bring a product to a customer .

51. CONT.. 2. GEMBA WALK; The term Gemba is derived from the Japanese word for “the actual place” or “the real place” . It helps identify opportunities for improvement in operational efficiency, quality, safety, and customer satisfaction.

52. Cont..

53. Cont.. 3. key performance indicators (KPIs); support your strategy and help your teams focus on what's important. An example of a key performance indicator is, “targeted new customers per month”. Metrics measure the success of everyday business activities that support your KPIs.

54. Cont.. 4. Root cause analysis(RCA ) is the process of discovering the root causes of problems in order to identify appropriate solutions. RCA assumes that it is much more effective to systematically prevent and solve for underlying issues rather than just treating

55. Cont.. 5. Employee feedback: is any information exchanged by employees (formally or informally) regarding their performance, skills, or ability to work within a team. Both supervisors and peers may deliver feedback, and when done tactfully, the process can create a stronger, more harmonious workplace.

56. The challenges of eliminating muda Achieving muda elimination in warehouse operations is a long-term commitment that requires; leadership support employee engagement customer focus data analysis and change management.

57. CONT.. Senior management should provide the vision, direction and resources for the lean transformation. Frontline workers should provide insights, feedback and suggestions for improvement initiatives. Knowing customer needs and expectations is essential for providing value and demand for goods and services. Accurate performance data is necessary for evidence-based decision making and problem solving. Lastly, having a systematic approach to planning, implementing and sustaining changes is key for successful muda elimination.

58. C O S T M I N I M I Z E Better Quality On time Delivery Higher Profit Profit=Price-Cost ምን ይሻላል ??? costumer identification የትም ፍጭው ዱቄቱን አምጭው Reasonable Price MANUFACTURER 62

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60. Possible problems related to the process /Kaizen elements using statistical tools and techniques 7Q quality tools in solving quality problems and process improvement. check sheet is used for collecting, recording, and analyzing the data. Fishbone diagram is also called as Cause and Effect diagram . Histogram is a pictorial representation of a set of data, and the most commonly used bar graph for showing frequency distributions of data/values. Pareto chart helps to Narrow the problem area or prioritize the significant problems for corrective measures. A control chart is a very powerful tool to Investigate/disclose the source of Process Variations present in the manufacturing processes.

61. CONT.. A Scatter diagram is also known as Correlation Chart, Scatter Plot, and Scatter Graph. A Scatter graph is used to find out the relationship between two variables. Stratification Diagram A technique used to analyze and divide a universe of data into homogeneous groups is called -Strata. Stratification tools are used when the data come from different sources or conditions, such as data collected from different shifts, machines, people, days, suppliers and population groups, etc.

62. Identified and measured wastes 7Q quality tools in solving quality problems and process improvement. check sheet is used for collecting, recording, and analyzing the data. Fishbone diagram is also called as Cause and Effect diagram . Histogram is a pictorial representation of a set of data, and the most commonly used bar graph for showing frequency distributions of data/values. Pareto chart helps to Narrow the problem area or prioritize the significant problems for corrective measures. A control chart is a very powerful tool to Investigate/disclose the source of Process Variations present in the manufacturing processes.

63. Possible problems related to the process /Kaizen elements using statistical tools and techniques 7Q quality tools in solving quality problems and process improvement. check sheet is used for collecting, recording, and analyzing the data. Fishbone diagram is also called as Cause and Effect diagram . Histogram is a pictorial representation of a set of data, and the most commonly used bar graph for showing frequency distributions of data/values. Pareto chart helps to Narrow the problem area or prioritize the significant problems for corrective measures. A control chart is a very powerful tool to Investigate/disclose the source of Process Variations present in the manufacturing processes.

64. Possible problems related to the process /Kaizen elements using statistical tools and techniques 7Q quality tools in solving quality problems and process improvement. check sheet is used for collecting, recording, and analyzing the data. Fishbone diagram is also called as Cause and Effect diagram . Histogram is a pictorial representation of a set of data, and the most commonly used bar graph for showing frequency distributions of data/values. Pareto chart helps to Narrow the problem area or prioritize the significant problems for corrective measures. A control chart is a very powerful tool to Investigate/disclose the source of Process Variations present in the manufacturing processes.

65. Possible problems related to the process /Kaizen elements using statistical tools and techniques 7Q quality tools in solving quality problems and process improvement. check sheet is used for collecting, recording, and analyzing the data. Fishbone diagram is also called as Cause and Effect diagram . Histogram is a pictorial representation of a set of data, and the most commonly used bar graph for showing frequency distributions of data/values. Pareto chart helps to Narrow the problem area or prioritize the significant problems for corrective measures. A control chart is a very powerful tool to Investigate/disclose the source of Process Variations present in the manufacturing processes.

66. Possible problems related to the process /Kaizen elements using statistical tools and techniques 7Q quality tools in solving quality problems and process improvement. check sheet is used for collecting, recording, and analyzing the data. Fishbone diagram is also called as Cause and Effect diagram . Histogram is a pictorial representation of a set of data, and the most commonly used bar graph for showing frequency distributions of data/values. Pareto chart helps to Narrow the problem area or prioritize the significant problems for corrective measures. A control chart is a very powerful tool to Investigate/disclose the source of Process Variations present in the manufacturing processes.

67. What are the seven types of wastes or “ muda ”? A lean system declares war on wastes or “muda”. These wastes are classified into 7 types: 1. Over-production waste 2. Processing waste 3. Transport waste 4. Waiting-time waste 5. Inventory waste 6. Motion waste 7. Defects

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69. QUALITY SYSTEM 5 S

70. Contents 2. What is 5S? 3. Planning Stage 4. Implementing Stage 5. Sustaining Stage Objectives of 5S program?

71. The beginning of a healthy , comfortable and productive life for everyone at work . Company-wide participation program involving everyone in the organization. A very effective approach for motivating people, and improving productivity and the work environment . What is 5S

72. 5 S 5S is a systematized approach to organize work areas, keep rules and standards and maintain the discipline needed to do a good job. It utilizes workplace organization and work Simplification techniques to make work easier, Faster, cheaper, safer and more effective The practice of 5S develops positive attitude among workers and cultivates an environment of efficiency, effectiveness and economy What is 5S

73. Cont.. 5S is a philosophy and a way of organizing and managing the workspace and work flow with the intent to improve efficiency by eliminating waste, improving flow and reducing process unreasonableness. It is for improvement of working environment.

74. 5S in Japanese to English meaning 5S is literally five abbreviations of Japanese terms with 5 initials of S Japanese English S-1 Seiri Sort S-2 Seiton Set S-3 Seiso Shine S-4 Seiketsu Standardize S-5 Sitsuke Sustain

75. 5 S Principles of 5S SEIRI Waste Elimination Stratification Management Dealing with Causes SEITON Functional Storage A place for everything SEISO Cleaning is a way of Purifying the Spirit Cleaning as Inspection SEIKETSU Visual Management Standardization SHITSUKE Habit Formation Disciplined Workplace

76. 5 S SEIRI (Sort) Remove unnecessary items and dispose them properly Make work easy by eliminating obstacles Provide no chance of being disturbed with unnecessary items Eliminate the need to take care of unnecessary items Prevent accumulation of unnecessary items Principles of 5S

77. SEIRI (Sort) Remove all items from the workplace that are not needed for current production or administrative operation. Keep “ only what is needed, only in the amount needed, and only when it is needed”.

78. 5 S SOME SEIRI PRACTICES Sorting and evaluation criteria Disposal Tags Designated storage area Akafuda Operation Material List Principles of 5S

79. Equipment, materials tools etc. in your work place Items often use are in this category Need it May need it Not need it Equipment, material, tools files, furniture etc. can be categorized based on the frequency of use! Items not used in current work process are in this category Items only used occasionally are in this category S1: Sorting activities

80. Why Sort is important? Space , time , money , energy and other resources can be managed and used most effectively Problem and annoyances in the work flow are reduced . Communication between employees is improved . Product quality and Productivity is enhanced .

81. Examples of “Sorting” Place “Red tag” for categorization of items to identify unnecessary items Move unnecessary items( broken tools, obsolete jigs and fixtures, scrap and excess raw material etc.) to central stored area Free up valuable floor space (Space utilization) Finding abnormality of equipment and tools (Out of order, missing parts etc.)

82. Sorting

83. 5 S SEITON (Systematize) Arrange necessary items in good order so that they can be easily picked up for use. Prevent loss and waste of time. Easy to find and pick up necessary items. Ensure first-come-first-served basis. Make work flow smooth and easy. Principles of 5S

84. 5 S SOME SEITON PRACTICES Place goods in wider frontage along passages Store goods for first-in-first-out retrieval Have a fixed location for everything Label items and their locations systematically, mark everything Separate special tools from common ones Put frequently-used items nearer to the user Make things visible to reduce searching time, organize by color Principles of 5S

85. 5 S SOME SEITON PRACTICES Don’t pile items without separator Put everything at right angles to the passage line Fix unstable articles for safety Provide signs for abnormal condition or when help is needed Keep space for safely equipment and evacuation passage clear Principles of 5S

86. 5 S SEISO (Sweep) Clean your workplace completely Easy to check abnormality Prevent machinery and equipment from deterioration Keep workplace safe and easy to work Principles of 5S

87. 5 S SOME SEISO PRACTICES Big Seiso (Clean-up) Day 3-5 minutes cleaning daily Assign owner to each machine Combine cleaning with inspection Make daily maintenance points clear by providing visible instructions Provide necessary tools for critical points of cleaning Prevent causes of dust and dirt Principles of 5S

88. 5 S SEIKETSU (Standardize) Maintain high standards or housekeeping and workplace organization at all times Maintain cleanliness and orderliness Prevent mis-operation Make it easy to find out abnormality Standardize good practices Principles of 5S

89. 5 S SOME SEIKETSU PRACTICES Visual control signs Color coding Fool proofing Responsibility labels Wire Management Inspection Marks Maintenance Labels Prevention of dust, dirt, noise and vibration I can do it blindfolded One-point lesson Principles of 5S

90. 5 S COMPETENCY ASSESSORS COURSE SHITSUKE (Self-discipline) Do things spontaneously without being told or ordered Maintain cleanliness and orderliness Prevent mis-operation Make it easy to find out abnormality Standardize good practices Principles of 5S

91. 5 S SOME SHITSUKE PRACTICES Wash hands after going to the toilet Wash hands before and after meals Eat and smoke at designated areas Keep workplace always clean and tidy Wear clean uniform and shoes Observe proper office decorum Follow safely rules Put things back in their proper place after use Work according to standards Principles of 5S

92. 5 S A clean and well organized workplace Is high in PRODUCTIVITY Produces QUALITY products Reduces COST to a minimum Ensures DELIVERY on time Is SAFE for people to work in Makes employee MORALE HIGH Principles of 5S

93. 5 S Other Benefits of 5S Improves CREATIVITY of people Improves COMMUNICATION among people Improves HUMAN RELATIONS among people Improves TEAMWORK among people Enhances COMRADESHIP among people GIVE VITALITY to people

94. 5 S Why 5S ? Workplace becomes clean and better organized 2. Work becomes easier and safer 3. Results are visible to everyone 4. Visible results trigger generation of more and new ideas

95. 5 S 6. People become proud of well-organized workplace 7. Resultant good company image generates more business 5. People are automatically disciplined Why 5S ?

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97. 5 Elements of KAIZEN Successfully practicing Kaizen comes down to cultivating a strong, supportive culture with the following five core elements: Teamwork Employees work together to achieve the common goal of improved performances and processes. Teamwork is developed within departments, through quality circles, and between levels .

98. 2. Personal Discipline Self-discipline when it comes to quality and time management is key to the success of Kaizen. When people are empowered to improve their tasks or job, people are more satisfied with their job and the whole manufacturing process benefits. 3. Improved Morale

99. 4. Quality Circles Made up of approximately five to seven employees, quality circles allow teams to meet regularly to discuss issues arising in their work processes.

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101. 5. Suggestions for Improvement From human resources and accounting, to manufacturing operations and the shipping department, every employee should be trained to identify wastes or improvements. All suggestions should be considered, and employees should feel comfortable either sharing them or implementing themselves.

102. To analyze current Situation of the work place use Tools and techniques The best-known step in the problem solving process is ‘define the situation and problem ’. To define means to establish boundaries, to encompass, to enclose, to locate, to isolate, to distinguish, to differentiate, to set apart. This first category ‘situation definition’ starts by listing tools that focus on the problem statement, then continues with tools that deal with stakeholder aspects before listing tools that define the context and the wider situation.

103. Waste/Muda identification Some of the benefits of identifying and eliminating waste; Cutting the hidden costs of production-It is estimated that 80 percent of production activities and associated costs are non-value-added, or waste. 2 . Increased customer satisfaction- a direct result of implementing lean production. When waste is eliminated from production, deliveries occur on time and product quality goes up. 3. Increased job satisfaction- No longer will you spend hours looking for missing tools , waiting for materials to arrive , walking around piles of inventory , lifting and setting down heavy parts or tools , working in unsafe conditions and all the other things you have to do that are not essential to your job .

104. Con… 4. Contributing to improvement- Your ideas about how to improve your job will be listened to and you will participate in taking the frustration out of the work place. Part of your job will be to find root causes and to create solutions that last . There is no question that when production waste is rooted out everyone is happier.

105. Plan and procedure for Waste/Muda Identification Waste is everywhere, in every operation; it is so common and you are so used to it that it is hard to see. The steps to effective waste identification are: 1.Make waste visible 2. Be conscious of the waste 3. Be accountable for the waste. 4. Measure the waste.

106. Make waste visible Waste can be made visible in several ways such as : Shop layout analysis Process flow analysis Take photos/video Etc.

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108. Unit Three: Analyze causes of a problem This learning guide is developed to provide you the necessary information regarding the following content coverage and topics : Selecting the root cause directly related to the problem Listing all possible ways using creative idea generation Testing and evaluating The suggested solutions

109. Problem-Solving Process #### Importance of Identifying Causes : Comprehensive understanding of issues relies on listing **all possible causes **. Techniques to uncover causes include; **Brainstorming**: Collaboratively generating ideas and potential causes. **Root Cause Analysis**: Systematically identifying the root cause of a problem. ** Fishbone Diagrams (Ishikawa)**: Visual representation of causes categorized into different categories (e.g., people, processes, equipment).

110. #### Benefits of Listing Causes: Avoids overlooking potential contributing factors. Enables development of more **effective solutions**. Helps in identifying interconnected or underlying issues that need to be addressed for a **complete resolution**.

111. #### Role of Leadership in Problem-Solving: Leadership must guide employees in problem-solving techniques. A strong leadership approach fosters a proactive organizational culture towards overcoming challenges.

112. #### Four-Step Problem-Solving Process: 1. **Identify the Problem**: Clearly define the issue needing resolution. 2. **Analyze Causes**: List and evaluate all possible causes of the problem. 3. **Develop Solutions**: Brainstorm and assess potential solutions. 4. **Implement and Evaluate**: Put the chosen solution into action and monitor its effectiveness.

113. ### Conclusion: An effective problem-solving process is crucial for organizational success. Utilizing a structured approach ensures that all potential causes are considered, leading to more robust solutions and ultimately better organizational performance.

114. Define the problem **Introduction:** - Importance of focusing on the problem rather than just its symptoms. - Emphasis on diagnosing the root cause for effective problem-solving.

115. **Problem-Solving Techniques:** 1. **Flowcharts:** - Utilize flowcharts to map out expected steps in a process. - Helps visualize the workflow and identify potential bottlenecks or issues. 2. **Cause-and-Effect Diagrams:** - Use cause-and-effect diagrams (also known as fishbone diagrams) to define and analyze root causes of problems. - Encourages a structured approach to investigate factors contributing to the issue.

116. **Practical Application:** 1. **Reviewing Current Processes:** - Document existing workflows: - Identify roles: Who does what? - Gather information: With what information? - Assess tools: Using what tools? - Communication: Communicating with which organizations/individuals? - Timing: In what time frame? - Format: Using what format?

117. Cont.… 2. **Evaluating New Tools and Policies:** - Analyze the potential impact of tools and policy revisions on the "what should be" model. - Prepare for implementing changes based on evaluation outcomes.

118. Generate alternative solutions Considering multiple alternatives can significantly enhance the value of your ideal solution. Once you have decided on the "what should be" model, this target standard becomes the basis for developing a road map for investigating alternatives. Brainstorming and team problem-solving techniques are both useful tools in this stage of problem solving.

119. Evaluate and select an alternative Skilled problem solvers use a series of considerations when selecting the best alternative. They consider the extent to which: A particular alternative will solve the problem without causing other unanticipated problems. All the individuals involved will accept the alternative. Implementation of the alternative is likely. The alternative fits within the organizational constraints.

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121. Implement and follow up on the solution

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