SSCG Business Problem Solving Consulting

1. Structured Business Problem Solving Best Practice, Tools and Methodologies 1

2. Contents  SSCG Overview 3  SSCG Services Across a Range of Sectors 4  Global Megatrends Continue to Disrupt Businesses 6  Definition 8  The Philosophy 9  Common Problem Solving Techniques 12  Key Barriers to Effective Problem Solving 13  80/20 Problem Solving Pareto Principle 14  Problem Solving Cycle 15  Approaches to Problem Solving 16  Common Methodologies 19  The 5 Why’s 20  Logic Tree Principle 21  PDCA - Deming Management Cycle 22  The 7 Steps 23  Six Sigma 24  8 Disciplines (8D) 26  9 Key Takeaways 27  SSCG Problem Solving Consulting 28 . 2

3. SSCG Overview 3 SSCG is global management consulting and professional firm. We provide advisory, consulting and operation support across the public sector, private, business services, automotive , oil and gas, and manufacturing sectors. Our solutions are designed to help our clients make distinctive transformations , drive sustainable growth with increased trust, confidence and greater collaboration. We provide informed perspective on the issues faced by our clients. The insights and quality solutions delivered to support our clients unlock new investment opportunities and drive consumer values and build confidence in the markets and economies.. Our Innovation offerings help clients develop a wide array of capabilities to achieve market-leading revenue and profitability growth. We have successfully helped many businesses develop new innovative businesses, products and services. We also help our clients build lasting internal capabilities that enable sustained, consistent results. Our unrivalled experience in delivering Innovation capabilities is underpinned by deep knowledge on how to move businesses to both optimise core product/service innovation and development levers and find new paths to growth.. Further, we help our clients define winning innovations and product strategies, optimize portfolios and balance roadmaps. info@sscg-group.com | www.sscg-group.com

4. SSCG Services Across a Range of Sectors Financial Services Business Services Automotive & Transport Manufacturing Energy, Oil and Gas Consumer and Industrial Products In today’s business World, staying competitive means striking the right balance between having the right investment, managing risks and exploiting opportunities. To achieve full potential, industries need fast, easy access to the market insights, data and people that can help make the right decisions. That’s why we’ve invested in dedicated industries and assembled a pool of professionals with the right mix of expertise, industry-focused knowledge and experience. Through an extensive network, we offer focused services across these industries, with unique capabilities and insights. Our commitment of time and resources means that we can anticipate market trends, identify implications and develop clear points of view on relevant industry issues. Our network of professionals and industry experts provide highly responsive advice, perspectives and capabilities to prepare our clients for the challenges and opportunities ahead, meet industry operational goals and compete more effectively. Advisory Consulting Operation 4

6. Global megatrends continue to disrupt businesses • Demographic and social change • Shift in global economy • Rapid urbanisation • Climate change • Resource scarcity • Technological breakthroughs • Disruptive innovations • Customer engagement • Rising market competition • Increasing risks • Emerging markets • Stringent regulatory compliance • Technology advancement • Supply chain complexity • Global operation • Talent mobility and human capital • Cost reduction • Data In this rapidly changing environment, every company faces challenges. A step in the wrong direction can sometimes have significant effects on performance and company value. We continue to see the ongoing effects of the megatrends and the collisions between them continue to reshape and disrupt the global economic and commercial landscape. Generating top-line and bottom-line growth lies at the heart of any company’s ability to deliver shareholder and consumer value. Leading companies today recognise that growth and competitiveness are critical to delivering consistent business results in all economic conditions. The speed of change in the new economy has reinforced the value of effective addressing market and operation challenges and complexity. To be competitive in the global marketplace, businesses need to deliver new products, services and streamlined business models to market quickly, reliably and cost effectively respond to customer needs. 6

8. Problem Solving - A mental process and methodological approaches for finding solutions to problems. Problem - A deviation from an expectation or standard, a perceived gap between the existing state and a desired state Hypothetical /Possible Cause - Cause identified through process variables mapping, brainstorming, fishbone diagram or based on available knowledge or collected data that best explains the Problem Description , how a problem of Failure Mode may occur. Root Cause – A verified cause that convincingly support and explains all facts available and thus account for the problem. Verified through various methods or tests. Corrective Action – Solution to address or rectify deviation from standards and desired state. Definition 8

9. The Philosophy • Every day we have to solve various problems in different spheres of life. Effectiveness and quality of our decisions depend on how conscious and structured our approach to problem solving is. • Dealing with obstacles and challenges is a regular part of working life, and overcoming them isn't always easy. To improve products, services, communications, and interpersonal skills, and for organisation to excel, they need to encourage creative thinking and find innovative solutions that work. • Although every organisation has unique business problems, they also contend with common challenges as they strive for profitable growth in an increasingly complex environment. These challenges may deal with how to integrate evolving technologies, reduce cost, improve quality , optimise process effectiveness or how to ensure talent for the future, or how to best support strategic ambitions, among many others. • Problem solving should occur at all levels of the organisation. At every level, from top to bottom, problems occur. Everyone is an expert in the problems that occur in his or her own area and should address these problems. Problem solving is a part of everyone's job. 9

10. The Philosophy • All problems should not be addressed with the same approach. There are some problems that are easily and suitably tackled alone. Not all decisions need to be made by teams nor do all problems need to be solved by groups. However, groups of people help to break mental sets (i.e., figuring out new ways of doing things). In addition, people are more committed to figuring out and implementing a solution to a problem if they are involved in the problem solving. • Problems are normal. Problems occur in every organisation. In excellent companies people constantly work on solving problems as they occur. Problems are opportunities to make things better and should be viewed as such. • Be hard on the problem and soft on the people involved. When working on a problem, we should focus on solving the problem, not on whose fault the problem is. We should avoid personalizing the problem and blaming others. • People should address the problems in their own areas. Everyone has problems associated with their work area, and they should take ownership for trying to solve these problems instead of waiting for their supervisors or another team to tell them what to do. 10

11. If you see a problem from a different perspective, you’ll be able to innovate a robust solution. Leveraging diverse perspectives drive creativity, collaboration and data driven decision making. 11

12. Common Problem Solving Techniques Techniques Trial and error Divide and conquer Hill climbing strategy Brainstorming Focal objects Lateral thinking Mind mapping Hypothesis testing Means end analysis Root Cause Analysis Incubation Delegation GROW Model TRIZ Assumption reversal Analogy 12

13. Key Barriers to Effective Problem Solving Failure to recognise the problem Failure to understand the problem clearly and communicate what is possible Conceiving the problem too narrowly and making hasty choices or responses Failure to consider the feasibility of the solution Failure to consider consequences Failure to communicate corrective actions and response that resolved the issue Team attitudes: complacency, lack of accountability, ridiculing others ideas, dysfunctions, fear of change, lack of trust and doubts 13

14. 80/20 Problem Solving Pareto Principle 20% 80% Pareto Analysis is a simple technique for prioritizing problem- solving work so that the first piece of work you do resolved the greatest number of problems. The technique is based on the Pareto Principle (also known as the 80/20 Rule) – the idea that 80 percent of problems may be caused by as few as 20 percent of causes. With this tool, we're trying to find the 20 percent of work that will generate 80 percent of the results that doing all of the work would deliver. To use Pareto Analysis, identify and list problems and their causes. Then score each problem and group them together by their cause. Then add up the score for each group. Finally, work on finding a solution to the cause of the problems in group with the highest score. Pareto Analysis not only shows you the most important problem to solve, it also gives you a score showing how severe the problem is. 14

15. Problem Solving Cycle Define • Problem • Identify goals • SMART description • List concerns • Strategy • Team Analysis • Problem/Situation/condition • Solution requirements • Specification • Evaluate criteria and Constraints • Differences in state • Formulate and prove hypothesis/causes Develop and Innovate • Solutions • Improvements • Corrective actions • Desirable actions Transform, change and Re-engineer • Process • Service • Product Control and Manage • Change • Quality Evaluate • Progress • Outcomes • Benefits • Strategy • Methodology Continuous Improvement 15

16. Client Process Optimisation Product or Service Oriented Design Thinking Solution Innovation Engineering System Problem Idea/Opportunity Approaches to Problem Solving 16

17. Innovation is the art of identifying solutions to business and client’s problems to drive value, growth and profitability It is about: • Invention • Finding solutions to problems • Generating differentiated business values • Building new business models, platforms and experiences 17

18. SSCG is continually seeking better ways of working with clients to help them solve their complex industry issues, unlock new growth opportunities and protect their businesses. 18

19. Common Methodologies Problem-solving methodologies are bit challenging, but there are not so many differences between these methodologies, as one could expect. All differences are depending only on the type of problem, which has to be solved. There are various problem-solving approaches, most common techniques are, PDCA, DMAIC, A3, 8D/PSP and most OEM have their own propriety forms and format. What problem- solving technique should be deployed? it all depends and can be sorted problem scope: Is it a small, medium or large sized problem you want to solve? Problem-solving strategy for external "Corrective Action Request" from 1st, 2nd or 3rd party auditor or a customer complaint? (This could be a written complaint in the form of NC, NCR, CAR) "Continuous Improvement" (in pursuit of perfection!), problem-solving strategy. All these approaches have in common, that they follow a scientific and methodic way to solve the problem. In addition to that, the different phases of each methodology can be mapped to the phases of the other ones. Kaizen 5 Whys PDCA Hypothesis Logic Tree A3 7 steps 8D/PSP Six Sigma Charter Why? Plan Problem statement Clarify problem Define problem Create team Define Process walk Why? Issue hypothesis Break down problem Analyse problem Describe problem Identify root cause Why? Sub issue Set targets Generate potential solutions Define containment actions Measure Improve Why? Define root cause Analyse root cause Select and plan solution Analyse root cause Analyse Sustain/Audit Why? Do Solution Develop counter measure Implement solution Define possible corrective actions Improve Report success Check See countermeasures Evaluate solution Implement corrective actions Act Evaluate results and processes Standardise Define actions to avoid recurrence Control Standardise success Congratulate team 19

20. The 5 Why’s The 5 Why’s Analysis helps to identify the problem statement or in some cases even the root cause. It helps to distinguish between the symptoms of a problem and the problem itself and encourages the team to reach an answer that is fundamental and actionable. . Problem Why? Why? Why? Why? Why? Root Cause 20

21. Logic Tree Principle A logic tree is a decision support tool that uses a tree-like graph or model of decisions and their possible consequences, including chance event outcomes, resource costs, and utility. Help to display an algorithm that only contains conditional control statements. Are commonly used in operations , specifically in decision analysis, to help identify a strategy most likely to reach a goal. A flowchart-like structure in which each internal node represents a "test" on an attribute , each branch represents the outcome of the test, and each leaf node represents a class label. The paths from root to leaf represent classification rules. In decision analysis, a logic tree and the closely related influence diagram are used as a visual and analytical decision support tool, where the expected values of competing alternatives are calculated. A decision tree should be paralleled by a probability model as a best choice model or selection model algorithm. Why logic tree used: • Facilitate problem structuring • Provide focus and transparency • Build common understanding and build teamwork • Focus the use of organisation framework and theories • Decision on problem tools Problem Statement Issue/Hypothesis 1 Sub-issue Sub-issue Issue/Hypothesis 2 Sub-issue Sub-issue Issue/Hypothesis 3 Sub-issue Sub-issue 21

22. PDCA - Deming Management Cycle The PDCA Deming-Cycle, is a problem-solving approach in a Lean environment. PDCA is used for medium sized problems and the Act-phase implies that the PDCA-Cycle should start again in the sense of a continuous improvement process. The Plan-phase should be done very carefully and therefore should consume at least 50% of the total time of the PDCA. Plan • Clarify and define the problem Do • Analyse problem • Root Cause Analysis • Develop improvements • Implement improvement and transform Check • Evaluate • Results and processes Act • Standardised and lesson learnt INPUTS Identify and select problem and opportunities OUTPUTS Outcomes 22

23. The 7 Steps The 7-S model is a structured problem solving approach that can be used in a wide variety of situations where an alignment perspective is useful. The 7-S model make use of logical tools at each step, can be applied to elements of a team or a project as well. The alignment issues apply, regardless of how you decide to define the scope of the areas for analysis. Define problem Structure problem Prioritise issues Plan analysis and actions Conduct analysis Synthesise findings Develop recommendations Client problem 23

24. Six Sigma (6σ) Six Sigma is a management methodology designed to drive process improvements through reduction of variation. It is rapidly becoming a cornerstone philosophy among an increasing number of companies and organisations. When applied effectively, Six Sigma empowers companies to drastically improve their bottom line by designing and monitoring everyday business activities in ways that minimize waste and resources while increasing customer satisfaction. DMAIC is a six sigma problem-solving approach. It is a 5-Step PDCA used for large problems where typically a huge amount of data is available. DMAIC is often related with statistic tools. The duration of a DMAIC project dependent on the complexity of the problem and process to be improved. 24

25. 6σ Analysis in Manufacturing DFSS Prevent defects in product development 25 Problem or Issues Six Sigma Eliminate defects in production Define Characterise design and DoE Optimise design Validate design DFMEA Robust design or product Measure Production Analyse Problem Improve Eliminate causes Control SPC and control plan PFMEA Cost savings Efficiency Effectiveness Good quality Solutions Direction to improve manufacturing capability Reduce product sensitivity and production noise

26. 8 Disciplines (8D) The eight disciplines (8D) model is a problem-solving approach, typically employed by quality engineers or other professionals and most commonly used by the Aerospace and automotive industry. The approach establishes a permanent corrective action based on statistical analysis of the problem and focuses on the origin of the problem by determining its root causes The 8D/PSP Problem Solving Process is an 8-step PDCA with the focus on fast reaction to customer complaints (e.g. a delivered component or product failed at the customer or in the field). The method aim to ensure that the first three steps should be accomplished and reported to the customer in three days. Why 8D? • Special cause • Non conformances • Cause (s) unknown • Recurring issues • Engineering problems • Cross functional approach required • Prevent recurrence • Customer complaints D0 Preliminary problem data D1 Team establishment D2 Problem definition D3 Interim Containment Action(s) (ICA) D4 Identify Root Cause (RC) D5 Identify Permanent Corrective Actions (PCA) D6 Validate PCA D7 Prevent Recurrence (PR) D8 Closure and congratulate team 26

27. 9 Key Takeaways Every business is faced with problem daily. Problem solving is a continuous business initiative to identify improvement opportunities. Businesses need to solve problems efficiently effective and prevent recurrence if they are to drive sustainable growth and competitiveness. In problem solving, it is just as important to understand the problem as to seek solutions. Determining the requirement for the solution is essential before solutions can be sought. Problem is determined by the customer's requirement, not necessarily by the solver’s view of the issue. There are several effective methods for devising solutions depending on the context. No method fit for all. The degree of complexity and difficulty will determine the most effective problem solving method. Many problems can be solved quickly by utilising simple methods such as 5 Why’s and Root Cause Analysis. Working efficiently in groups can formalise and guide structured problem solving. 27

28. SSCG Problem Solving Consulting We help clients solve business problems using hypothesis based problem solving method. 28

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30. SSCG Consultancy Delivery Framework (SCDF) Client Needs Diagnosis Strategy Transformation Evaluation • Identify needs • Validate business needs • Requirements confirmation • Situation analysis • Due diligent • Understand current state • Validate area of concern • Reality check • Identify improvements • Map future state • Formulate solutions • Determine activities • Prioritise • Deployment • Integration • Operation • Optimisation • Application • Benefit realisation • ROI • Value added • Business impact • Learn • Vision • Goals • Ambitions • Targets • Complexity • Strategic objectives • Policies • Business climate analysis • Capability analysis • Market and industry competitiveness • Value proposition • Opportunities and threats • Data analysis • Management analysis • Process mapping • Procedure diagnosis • Model evaluation • Strategy study • System assessment • SMART Actions • Plan • Business model • Operation Model • Processes • Procedure • Leadership • Management practice • KPIs • Targets • Financial indicators • Market share • Customer satisfaction • Product quality • Effectiveness • Balanced scorecard Capabilities People Processes Insights Technology • Process re engineering (BPR) • Process Improvement (BPI) • Process transformation (BPT) • Process optimisation • TOM innovation and design • System improvement • Automation and digitisation 30

31. How we help clients achieve strategic goals Capabilities Product/services People Processes Technology Intended Outcomes Prioritised based on benefits, impact and urgency Critical Enablers What should be leveraged Innovation Where to create new value Challenges What complexities must be overcome? Optimum Strategy How do we get there Integrated Planning Reality Check Resources People Financial capability Insights and data Technology Systems 31

32. SSCG Problem Solving Framework (SPSF) Define and frame problem, ideas Disaggregate and structure problem Prioritisation of actions Plan analysis Conduct review and due diligence Synthesise findings to identify opportunities Develop recommendations and desired capabilities Implement /transform Control, review effectiveness and improve continuously Client Problem 32 SSCG problem-solving model, incorporates an effective set of skills into a step-by-step process. The model combines the use of statistical tools, such as control charts and process flow diagrams, with group problem-solving skills, such as brainstorming and consensus decision- making. The statistical tools help us make data-based decisions at various points throughout the model. The group problem-solving skills help us draw on the benefits of working as a team. Solution People Processes Methodology Insights Learning Innovation Technology

33. SSCG Approach to Problem Solving Intuition Data Analysis • Problem framing • Solution innovation • Data gathering • Interpretation Presentation and buy-in • Proposal • Recommendations Management • Team • Clients • Stakeholders Business Needs • Competitiveness • Company structure • Capital and financial • Operation resources Transformation • Implementation • Dedication • Change • Control • Iteration • Improvement Leadership • Vision • Inspiration • Ambition Problem Solution 33

34. 34 How we can help you solve business process, improve service and product quality issues With diverse experience servicing businesses, industry and governments worldwide, SSCG has developed a unique methodology and approach to problem solving and decision making consulting. If you have a business problem that needs solving? Contact us about problem solving consulting today. We can help solve your problems in following ways. Identify process bottlenecks and optimise operation for excellence. Resolve production and manufacturing performance issues. Address service and product quality issues. Innovate new market leading solutions. Become a more customer- centric and a profitable enterprise. Streamline support functions and transform operating and service delivery model. Manage Six Sigma projects efficiently effective

35. There are plenty of theories address business issues. Theories are great, but making it real is critical to success. At SSCG, our business is of reality. We address clients issues with expertise from professionals who have worked extensively in the industry. They go beyond theory to find viable, real-world ways to take clients in new directions. At SSCG, we continually seek better ways of working as we collaborate with clients to help them solve complex industry issues and capitalize on opportunities to grow, optimize and protect their businesses. We are a diverse team of consultants and industry professionals with a global mindset and a collaborative culture. SSCG consulting services use SCDF and SPSF methods in a deliberate, step-by step process that organises information, judgment and experience to break down the complexities of business problems into manageable elements. Our frameworks incorporates current advances in learning technology and still has the flexibility to respond instantly to changes in business circumstances. 35

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37. Contact Us 37 SSCG team are here to help. For more information and to submit RFP, contact: Eugene Nizeyimana CEO, SSCG Consulting and Advisory Phone: +44 7879150562/+44 1902 752758 Email: Eugene.Nizeyimana@sscg-group.com

38. @ SSCG Copyright 2018, All Rights Reserved Advisory | Consulting | Operation About SSCG SSCG is global management consulting and professional firm. We provide engineering and management advisory across business services, automotive, industrial manufacturing and emerging markets sectors. We provide informed perspective on the issues faced by our clients. The insights and quality solutions delivered to support our clients to build trust and confidence in the markets and in economies. We combines our multi- disciplinary approach with deep, practical industry knowledge to support our clients meet market dynamic challenges and respond to opportunities. info@sscg-group.com www.sscg-group.com https://www.mckinsey.com/ https://www.pwc.com/gx/en/services/advisory.html http://www.fticonsulting.com/industries/automotive https://www2.deloitte.com/uk/en/services/consulting.html https://www.grantthornton.co.uk/industries/automotive/ https://home.kpmg.com/uk/en/home/services/advisory/management-consulting.html https://www.capgemini.com/service/automotive-2/ https://home.kpmg.com/xx/en/home/services/advisory/management-consulting.html https://www.pwc.com/gx/en/industries/automotive.html http://www.ey.com/uk/en/services/advisory https://www.bcg.com/industries/automotive/default.aspx https://www.boozallen.com/expertise/engineering.html https://www.pwc.com/gx/en/services/advisory/consulting.html http://www.bain.com/industry-expertise/automotive/index.aspx https://www.boozallen.com/expertise/consulting.html https://www.mckinsey.com/ https://www.boozallen.com/ https://www.mckinsey.com/industries/automotive-and-assembly/our-insights https://www.atkearney.com/ https://www.accenture.com/gb-en/auto-industrial-index https://www.accenture.com/gb-en/consulting-index https://www.accenture.com/gb-en/consulting-index http://www.ey.com/gl/en/industries/automotive https://www2.deloitte.com/uk/en/pages/manufacturing/topics/automotive-manufacturing.html https://home.kpmg.com/xx/en/home/industries/automotive.html https://home.kpmg.com/uk/en/home/services/advisory.html https://www.ox.ac.uk/admissions/undergraduate/courses-listing/engineering-science?wssl=1 https://www2.deloitte.com/uk/en/pages/financial-advisory/topics/corporate-finance-advisory.html https://www.cam.ac.uk/subjects/automotive https://gsas.harvard.edu/programs-of-study/divisions/school-engineering-and-applied-sciences http://www.ey.com/gl/en/services/advisory/advisory---home http://meche.mit.edu/ http://www.worldbank.org/en/news/feature/2016/12/15/the-automotive-sector-can-transform-south-asia-economically http://www.oxan.com/services/advisory/ https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/how-we-help-clients https://www.atkearney.com/web/global-business-policy-council/advisory-services https://www.grantthornton.co.uk/services/advisory/ https://www.bcg.com/

SSCG Business Problem Solving Consulting

SSCG Business Problem Solving Consulting

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