Problem Solving_Sinhala.pdf

1. ªæ´Ý —Ì¿ûÄ PDCA Plan-Do-Check-Act Module 12

2. ªæ´ÝÉ¨à Æ¾ê ¨ëÄ¨à¼? • Ìæ¨Æ¨à, ¡—¾èÊàƒº ÂÉ¨à ïÍåà ¡ÀÍÌêÉ¨à ¡æºè ¨è¾Š ÀòÊà¾Æ¨à ïÍåà ¨åÇ¸Æ¨à Hierarchy of Problems in an organization • ÉñåÀåÖ¨ ¤ÀåÆÄåÚª ªæ´Ý • ¾èËàÀå¼¾ ªæ´Ý • ——½ ¡âÊ ¡ºÇ ¡æºèÉ¾ ªæ´Ý • ¦¨à ¡âÊÆ¨à ºëÈ ¡æºèÉ¾ ªæ´Ý • ¦¨à ¡âÊÆ¨ ¨èòÆåÉÈèïÆà ¡æºèÉ¾ ªæ´Ý • Àê¼àªÈè¨ ªæ´Ý

3. • ¦¨Ä ªæ´ÝÉ ¾æÉº ¾æÉº Ìèó ï¾åÉ¾ ÂÉ ÌÍºè¨ ¨Çªæ¾éÄ´ • Éæ‘ ïÌÑÄ¨è¾à ïºåÇÉ ªæ´ÝÉ ÌÍ ïÍàºëÉ ¢ÌàÄºë ¨Çªæ¾éÄ´ • ¨ÎÄ¾å¨å×ºàÉïÆà ÌèÆÝ Ä…´Š ÌÄª ¨èòÆåÉÈèÆ ÌŠÂ¾à½ ¼æ¾êÄ ïÂ¼å ªæ¾éÄ´ ªæ´Ý —Ì¿ûïŠ ¨èòÆåÉÈèÆ¨à ¡ÉÊñ É¾àï¾à ¡æÆè?

4. ¼úªè¾à ¼úª´Ä Éæ‘ ¼úÆê¸ê ¨è×Ä / Èé¾à ¡¾ê¨íÈÉ ÌèºéÄ “ Problem is an opportunity to Improve” “It’s the Process not the People” “Doing it somehow is not the method”

5. Is it working? Then don’t mess with it Yes No Problem!!! Did you mess with it? No You Idiot Yes Anyone Else Know? Hide it!!!! No You are Fired!!! Yes Can you Blame Someone? Yes No Will it blow up in your hands? No Look other way!!! Yes No 5 ªæ´Ý —Ì¿ûïŠ ÌåÄå¾ñ ¡å¨îºèÆ

6. ªæ´Ý —Ì¿ûïŠ ¡ÇÄê¸  ªæ´ÝÉ´ ÄìÈè¨ É¾ ïÍàºëÉ´ ¡É½å¾Æ ïÆåÄê ¨è×Ä ÌÍ ÌåÚ»¨ —ÌßŠ ÈÂå ¼ûÄ  ªæ´Ý ÉÈ´ ïÍàºë ÌÍ ÂÈÀçŠ ÌŠÂ¾à½ïÆ¾à ÌèÆÝ ¨ÎÄ¾å¨åÇ Ä…´Š ¼æ¾êÉºà ¨è×Ä  ¢ÌàÄºë Éì ¡ÌåÚ»¨ —Æ Íæ¨è ¨òÄ —ÄÚÊ¾Æ ¨è×Ä ºëÈè¾à Éæ‘ ¼úÆê¸ê ¨è×ïŠ ¨òÄ ïÌÑÄ  ¡¾åªº Ãå—ºÆ Ì¿Íå, ªæ´Ý ÉÈ ÄêÈ —ÊàïÈàË¸ïÆà, ÌŠÄº ¨èòÆåÉÈèÆ ïÈà©¾ªº ¨è×Ä

7. PDCA Æ¾ê ¨ëÄ¨à¼? ¦Æ ¡å®åÚÆ. ¶‰. ¦†ÉÚ† ï¶•¾àªà —Ìè¾à Íó¾àÉå ó¾à, ªæ´Ý —Ì¿ûïŠ ¨òÄïŒ¼Æ¨è. ïÄÄ ¨òÄïŒ¼Æ, ¨òÄå¾ê¨íÈÉ ªæ´Ý —Ì¿ûÄ Ì¿Íå Ãå—ºå ïŒ. PDCA – (Plan - Do - Check – Act)

8. PDCA – (Plan - Do - Check – Act) Format 8 Theme Problem Situation Countermeasure(s) Implementation Targets & Goals Cause Analysis Follow-Up Standard Current Situations Discrepancy Extent Rationale Do What How Much When Do What How Much When Short Term Long Term Why Recommended What Where Who When What Where Who When

9. PDCA – (Plan - Do - Check – Act) Format 9 Theme: Problem Situation: Countermeasures: Implementation: Targets & Goals: Cause Analysis Follow-up: ACTION PLAN CHECK DO Phase Four Phase Three Phase One Phase Two

10. 10 Plan

11. ÌæÈæÌàÄ —Ì¿ûÄ´ ¡æºè ªæ´ÝïŒ ÌàÉÃåÉÆ ïºàÇæŠ ªæ¾éÄ ÌæÈÌêŠ ¨è×ïŠ ÀèÆÉÇ: 1. ªæ´ÝÉ Íß¾å ªæ¾éÄ 2. ªæ´Ý ÉÈ ÌàÉÃåÉÆ ¡¾êÉ —Ì¿¾ ¡¾êÀèÎèïÉÈ Ì¨Ìà ¨è×Ä 3. ªæ´ÝÉ ¡Ú» ¼æ¨àÑÄ 4. ªæ´ÝÉ´ ïÍàºë —ÊàïÈàË¸Æ (Root cause analysis through the identification of possible root causes) 5. ¡ÇÄê¸ê ïªå¶¾æªéÄ 6. ªæ´ÝÉ´ —ÌßŠ ÌÍ ÀåÈ¾ ¨òÄ ïªå¶¾æªéÄ

12. ÌæÈæÌàÄ 1. ªæ´ÝÉ Íß¾å ªæ¾éÄ  ÌŠÄºÆ ÌÍ ªæ´ÝïŒ ¼æ¾´ ÀÉºè¾ ººàÉÆ ¡Ú» ¼æ¨àÑÄ  ªæ´ÝïŒ ººàÉÆ ÀèÎèÂ¿ ïºåÇºëÇæ ïÌÑÄ (¨èòÆåÉÈèÆ ÌŠÄºÆ¾àïª¾à Àè´ À¾è¾ ¡ÉÌà»åÉ¾à)  ¼æ¾´ ÀÉºè¾ ººàÉÆ ÌÍ ÌŠÄº ººàÉÆ ¡ºÇ ¡æºè ïÉ¾Ì Íß¾å ªæ¾éÄ  ÈÂå ªºà ïºåÇºëÇæ Äº À¼¾ŠÉ ªæ´ÝïŒ ÌàÉÃåÉÆ ¡Ú» ¼æ¨àÑÄ  ¼æ¾´ ÀÉºè¾ ººàÉÆ §Â —Ìè¾àÄ ¼æ¨éÄ (ªæ´ÝÉ ïÍå¿ú¾à É´Íå ªæ¾éÄ Ì¿Íå)

13. ÌæÈæÌàÄ 2. ªæ´Ý ÉÈ ÌàÉÃåÉÆ ¡¾êÉ —Ì¿¾ ¡¾êÀèÎèïÉÈ Ì¨Ìà ¨è×Ä  ªæ´ÝÉ ÌŠÂ¾à½É ¼ºàº ¦¨ºë ¨è×Ä  ¨èÌèÉ¨à ¡¾êÄå¾ ï¾å¨Ç, ¦¨ºë ¨Î ¼ºàº —ÊàïÈàË¸Æ ºëÈè¾à ªæ´ÝïŒ ÌàÉÃåÉÆ´ ¡¾êÉ ºéÇ¸ ªæ¾éÄ  ¼ºàº, ¢¼úÖÀºà ¨Î Íæ¨è ¡å¨åÇÆ´ ÀèÎèïÉÈ¨´ ¦¨ºë ¨è×Ä ¼ºàº ¦¨ºë ¨è×ïÄ¾à ÀÌêÉ¼ ¨èòÆåÉÈèÆ ïÀÇ ºèÂì ººàÉïÆ¾àÄ ÀÉºàÉåïª¾ ÆåÄ ¼ºàº ¦¨ºë ï¾å¨è×Ä Íå ÌÄå¾Æ ¼ºàº —ÊàïÈàË¸Æ ¨è×Ä ºëÈè¾à ªæ´ÝïŒ —ÊåÈºàÉÆ ïºàÇæŠ ªæ¾éÄ´ ïºåÇºëÇæ ÈÂå ªº Íæ¨

14. ªæ´Ý ÉÈ´ ÀòÄê©ºåÉ ÈÂå ï¼¾ ÀèÎèïÉÈ ÀòÄê©ºåÉ¨à ÈÂå ¼ûÄ ¡ÉÊñ É¾àï¾à ¡æÆè? I. ÁÈ¼åÆéºåÉÆ ¡¶ê —ÌßŠ ¨èòÆåÉ´ ¾æâÑÄ ¡ÉÄ ¨è×Ä´ II. ¢¨àÄ¸ü¾àÄ —Ì¿úÆ Æêºë ªæ´Ý Íß¾å ªæ¾éÄ (¼æïÉ¾ ÀòÊà¾) ÌÍ ¦à ÀèÎèÂ¿É ¼æ¾êÉºà¨Ä¨à ¡æºè ¨è×Ä III. ªæ´ÝïŒ ÂÇÀºÈ¨Ä ¡¾êÉ ¢¨àÄ¸ü¾à —Ì¿ûÄ´ ¡ÉÊñ ÌŠÀºà ïÂ¼å ïÉ¾à ¨è×Ä IV. Focusing on Low hanging fruits

15. ªæ´Ý ÉÈ´ ÀòÄê©ºåÉ ÈÂå ï¼¾ ÀèÎèïÉÈ ÉñåÀåÖ¨/¾èËàÀå¼¾ ªæ´Ý Delivery Importance – Urgency – Occurrence Effects on each could Result ¡åÇ¨àËåÉ ººàÉÆ —Æ¼Ä

16. ÌæÈæÌàÄ 3. ªæ´ÝÉ ¡Ú» ¼æ¨àÑÄ... ªæ´ÝÉ ¡Ú» ¼æ¨àÑÄ¨ ¡¶âªë —Æ Æêºë ¨Çæ¸ê: o¨ëÄ¨à¼ - ÉñåÀåÇÆ´ ïÍåà ¨èòÆåÉÈèÆ´ ÂÈÀå¾ ªæ´ÝÉ ¨ëÄ¨à¼ oï¨ºÇŠ¼ (baseline) - ªæ´ÝïŒ ÉÚºÄå¾ ººàÉÆ ¨ëÄ¨à¼ o¢È¨à¨Æ (entitlement) - Éæ‘ ¼úÆê¸ê ¨è×Ä´ ÂÈåïÀåïÇåºàºë É¾ Ä…´Ä o¨É¼å¼ - ¢È¨à¨Æ´ Èªå ÑÄ´ ÂÈåïÀåïÇåºàºë É¾àï¾à ¨É¼å¼

17. ÌæÈæÌàÄ 3. ªæ´ÝÉ ¡Ú» ¼æ¨àÑÄ....  ¨ëÄ¨à¼ - ÌæÂç ªæ´ÝÉ ïÍåà ªæ´ÝÉ´ ÄêÈà Éì ïÍàºëÉ Íß¾å ªæ¾éÄ There’s more than, what meets the eye

18. ÌæÈæÌàÄ ªæ´Ý —Ì¿ûïŠ ïÄÉÈŠ  Ìâ©ñåºàÄ¨ —ÊàïÈàË¸Æ Ìâ©ñå ÉÊïÆ¾à ÈÂå ª¾à¾å ¼ºàº, Ìâ©ñåºàÄ¨ —ÊàïÈàË¸ ïÄÉÈŠ Ãå—ºïÆ¾à —ÊàïÈàË¸Æ ¨Î Íæ¨ (¤¼å: 1.2, 50.3, 0.002, 100, 10.12)  ªë¸åºàÄ¨ —ÊàïÈàË¸Æ Ìâ©ñå ï¾åÉ¾ ¼ºàº, ªë¸åºàÄ¨ —ÊàïÈàË¸ ïÄÉÈŠ Ãå—ºïÆ¾à —ÊàïÈàË¸Æ ¨Î Íæ¨ (¤¼å: ïÍå¿-¾Ç¨, §Œ-¾æº, 1-2 ïÍåà 3, ¾èÈà-Çºë) 4. ªæ´ÝÉ´ ïÍàºë —ÊàïÈàË¸Æ

19. ÌæÈæÌàÄ ªë¸åºàÄ¨ —ÊàïÈàË¸ ïÄÉÈŠ  5 why —ÊàïÈàË¸Æ "¡æÆè" Æ¾ ÀòÊà¾Æ 5 ÉºåÉ¨à ¡æÌéÄ ªæ´ÝÉ ¢ºå ÀêÝÈà ¾Š ¦Æ ¨ë¶å ï¨å´Ìà ÉÈ´ ïÉ¾à ¨Ç ªæ¾éÄ Ì¿Íå ïÄÄ ¨òÄÆ Ãå—ºå ¨Î Íæ¨

20. 20

21. ÌæÈæÌàÄ ªë¸åºàÄ¨ —ÊàïÈàË¸ ïÄÉÈŠ....  ÏèËàïÂåà¾à (fishbone) —ÊàïÈàË¸Æ 1. ¨Èè¾à ºéÇ¸Æ ¨Çªºà Äåºî¨å ºèŸÄ; • ÄæËè¾à • •¾èÌà ÊòÄÆ (Man) • ÷Éñ (Material) • ÌàÉÃåÉ½ÚÄÆ • ¨òÄÆ (Method) 2. ¤ƒº Äåºî¨å ºèŸÄ

22. 22

23. ÌæÈæÌàÄ  Pareto Analysis 80% ªæ´Ý ¡æºè É¾àï¾à 20% ïÍàºë ¾èÌåÆ ÉåÌè: 1. Éæ‘ïÆ¾àÄ ¡æºèÉ¾ ªæ´Ý ïÍå¿ú¾à —ÊàïÈàË¸Æ ¨è×Ä 2. Scope is reported in a user friendly manner in order to make decisions on the scope Ìâ©ñåºàÄ¨ —ÊàïÈàË¸ ïÄÉÈŠ

24. Without data, you are just another person with an opinion (You can’t manage what you aren’t measuring.) ªæ´Ý ¼¨è¾ ¡å¨åÇÆ

25. ÌæÈæÌàÄ 5. ¡ÇÄê¸ê ïªå¶¾æªéÄ ¡ÇÄê¸ê ¨ÎÄ¾å¨å×ºàÉïÆà ¦¨ªºåÉ Äº ÀæÍæ¼úÈèÉ ¡Ú» ¼¨àÉå ïÈà©¾ªº ¨Î ÆêºëÆ (¡ÀæÍæ¼úÈè ¡ÇÄê¸ê ï¾åºè”Æ ÆêºëÆ) ÌèÆÝ ¡ÇÄê¸ê, Éæ‘ ¼úÆê¸êÉ ¼æ¨éÄ Ì¿Íå, Ìâ©ñåºàÄ¨É Äæ¾èÆ Íæ¨è —Æ ÆêºëÆ (Äæ¾èÆ ï¾åÍæ¨è ¡ÇÄê¸ê ï¾åºè”Æ ÆêºëÆ) ÌèÆÝ ¡ÇÄê¸ê Èªå ¨Çªº Íæ¨è ¡ÇÄê¸ê —Æ Æêºë ¡ºÇ, ¡ÇÄêï¸à Íè•¨Çæ (goal owner) ÌºëÉ ÀåÈ¾Æ ºè”Æ ÆêºëÆ (Íè•¨ÇæïÉ¨à ï¾åÄæºè ¡ÇÄê¸ê ï¾åºè”Æ ÆêºëÆ) ÌèÆÝ ¢È¨à¨, ¼æ¾´ ÀÉºè¾ ¨èòÆå¨å×ºàÉÆ ÌÍ ÌŠÀºà ÉÈ´ ¡¾ê¨íÈÉ, ºåºà—¨ —Æ ÆêºëÆ ÌçÄ ¡ÇÄê¸¨´Ä ¡ÉÌ¾à ¨è×Ä´ ¢È¨à¨ ¨Çªºà ¼ú¾Æ¨à ºè”Æ ÆêºëÆ (An action without a date is called a “DREAM”)

26. 6. ÀåÈ¾ ¨òÄ  ¡ÇÄê¸ a. ªæ´ÝÉ´ ïÍàºëÉ ¢Éºà ¨è×Ä b. ªæ´ÝÉ ¡æºèÑÄ ¢Éºà ¨è×Ä ÌæÈæÌàÄ

27.  ÀæÍæ¼úÈè ÌÍ —Éîº Ä¾Ì¨à ºèŸÄ  Being Ready to Challenge the status core  ÌèÆÝÄ ¡¼ÍÌà Ìå¨ƒ°å ï¨å´ ïÍå¿Ä ¡¼ÍÌ ïºà×Ä (¦¨à ¡¼ÍÌ¨è¾à ï¾å¾æÉºéÄ)  ¨èÌèß ¡¼ÍÌ¨à ïÄåà¶ ¡¼ÍÌ¨à ï¾åïŒ  Keep it Simple and Stupid (KISS) ÌæÈæÌàÄ ÀåÈ¾ ¨òÄ ¡æºè ¨Ç¾àï¾à ï¨ïÌà¼ Effectiveness (1-3) Can this countermeasure help me achieve my target Feasibility (1-3) Is this countermeasure possible at this situation Impact (1-3) Will this countermeasure cause problems more than resolving

28. ÌæÈÌêŠ ¡É“ïÆà ÀòºèÁÈ  ªæ´ÝÉ ÀæÍæ¼úÈè ïÈÌ ¡Ú» ¼¨àÉå ºèŸÄ  ªæ´ÝïŒ ¼æ¾´ ÀÉºè¾ ÌàÉÃåÉÆ  ªæ´ÝÉ —Ì¿ûÄ´ ¢È¨à¨ ¨Ç ¡æºè ¼ú¾Æ

29. 29 Do

30. ¡ÇÄê¸ê  ÀåÈ¾ ¨òÄ ¨èòÆåÉ´ ¾æâÑÄ  ¦àÉåïÆà ÌåÚ»¨ºàÉÆ À×¨àËå ¨è×Ä  ÀòºèÁÈ Äº £Î´ ªº Æêºë ¨èòÆåÄåÚª ºéÇ¸Æ ¨è×Ä ªæ´ÝÉ ÌÍ ¦Æ´ ïÍàºëÉ Íß¾åïª¾ ¦à Ì¿Íå ªæÈïÀ¾ ÀåÈ¾ ¨òÄÆ¨à¼ ºéÇ¸Æ ¨è×ïÄ¾à ¡¾ºëÇæÉ ¢ºèÖÉ ¡æºàïºà ¨èòÆåÉÈèÆ ¡¾êªÄ¾Æ ¨è×Ä ÀÄ¸ü

31. ¡ÇÄê¸ê  ÀåÈ¾ ¨òÄ ¨èòÆåÉ´ ¾æâÑÄ Ì¿Íå ÌæÈÌêÄ¨à ¾èÚÄå¸Æ ¨è×Ä  ÌæÈÌêÄ ÌèÆÝ ï¼¾å´Ä Ì¾à¾èïŒ¼¾Æ ¨è×Ä ºëÈè¾à ÌèÆÝ ï¼¾åïªàÄ ¡¼ÍÌà ÈÂå ªæ¾éÄ (—ïÊàËïÆ¾àÄ ÂÈÀçÄ´ È¨à É¾ Àê¼àªÈÆè¾à)  ÌæÈÌêÄ ¨èòÆåÉ´ ¾æâÑÄ  Forming a template on 3W’s (Who’s doing What and When)

32. ¨èòÆåÉ´ ¾æâÑïŠ ÌæÈÌêŠ ¡ÌåÚ»¨ ÑÄ´ ïÍàºë; 1. 3W ¼æäïÄ¾à ÀÌê ¦àÉå À×¨àËå ï¾å¨è×Ä 2. ÀÍÈ Ä…´Š ÉÈ ïÌàÉ¨Æè¾à´ Ì¾à¾èïŒ¼¾Æ ï¾åÑÄ 3. ¨èòÆåÉ´ ¾æâÑïŠ ÌæÈÌêÄ ¨èòÆåºàÄ¨ É¾ ¡å¨åÇÆ À×¨àËå ¨è×Ä´ ¨åÈÆ ïÉ¾à ï¾å¨è×Ä 4. ïÍå¿ú¾à Éæ¶ ¨Ç¾ ÀèÖÌ Íß¾å ï¾åªæ¾éÄ 5. ¾É Éæ‘ ¼úÆê¸ê ¨è×Š ¾èÌå ÌèóÉ¾ ïÉ¾Ìà¨Š ºÚ°¾Æ¨à ïÈÌ ¼æ¨éÄ 6. ¼æ¾´ ¨èòÆåÉ´ ¾âÉå ¡æºè ï¼à´ —Çæ¼à½É ÆåÄ

33. 33 Check

34. ¡ÇÄê¸ê  ¨èòÆåÉ´ ¾æâÑïŠ ÌæÈæÌàïŠ ÀòªºèÆ À×¨àËå ¨è×Ä  ¡ÉÊñ ¾Š ¨èòÆåÉ´ ¾æâÑïŠ ÌæÈæÌàïŠ ïÉ¾Ìà¨Š Ìèó¨È Íæ¨ (ÈæÂê¸ê ÀòºèÁÈ Äº À¼¾ŠÉ)  ÀòºèÁÈ À×¨àËå ¨Ç¾à¾ (ïÀÇ ÌÍ ÀÌê ººàÉÆ¾à ÌÌ¼¾à¾)

35. À×¨àËå ¨Ç¾àï¾à ï¨ïÌà¼  ÀòªºèÆ ¾è×¨àË¸Æ ¨è×ïŠ ÀòÌà»åÇ Ãå—ºïÆ¾à ¨èòÆåÉ´ ¾æâÑÄ Ì¿Íå ÈÂå ¼û ¡æºè ¨åÈÆ ¡ÉÌ¾à É¾ ¼ú¾ ¾è×¨àË¸Æ ¨Ç¾à¾  ¨èòÆåÉ´ ¾æâÑïŠ ¦¨à ¦¨à ¡¼úÆÇÆ¾à ¨èòÆåºàÄ¨ É¾ ¡å¨åÇÆ ¾è×¨àË¸Æ ¨Ç¾à¾  ïÉ¾Ìà É¾ ¨èòÆåÉÈè¾à´ ªæÈïÀ¾ ¡å¨åÇÆ´ ÌæÈæÌàÄ ïÉ¾Ìà ¨Ç¾à¾ (¨èòÆåÉ´ ¾æâÑÄ ¡ºÇºëÇ ÌèóÉ¾ ïÉ¾Ìà¨Š)  ÌèÆÝÄ ïÉ¾Ìà ¨è×Š ¡¼åÈ Àê¼àªÈÆè¾à´ Ì¾à¾èïŒ¼¾Æ —Æ ÆêºëÆ

36.  ¨èòÆåÉ´ ¾æâÑïŠ ÌæÂç ººàÉÆ ÌÍ ÌæÈÌêŠ ¨Î ººàÉÆ ¡ºÇ ïÉ¾Ì ¾è×¨àË¸Æ ¨è×Ä´ ¼îËñ ÀêÉÇæ Ãå—ºÆ (DATES ARE MANDETORY)  ¨åÈÆºà ÌÄª ÌæÂç ¨èòÆå¨å×ºàÉÆ ÌÍ ÂÈåïÀåïÇåºàºë É¾ ÀòºèÁÈ ¼îËñ ÀêÉÇæ ÍÇÍå Àò¼ÚÊ¾Æ (Baseline and Entitlement)  ÀòºèÁÈ ¾è×¨àË¸Æ ¨Ç¾ ¨òÄïŒ¼Æ —¾è—¼ —Æ Æêºë ¡ºÇ ÌèÆÝ ï¼¾åïªàÄ ¦¨ªºåÉ ºè”Æ ÆêºëÆ (À×¨àËå ¨Ç¾ ÉåÇ ª¸¾¼ —¾è—¼ —Æ ÆêºëÆ)  ¦¨à ¦¨à ¡¼úÆÇÆ¾à ¦¨èï¾¨è¾à ïÉ¾à ¨Ç —ïÊàËºàÉÆ¨à ÈÂå ¼úÆ ÆêºëÆ Check – Facts of a Progress Management Chart

37. Check – Progress Management Chart 37 Months / Weeks Step No: Due Date 1 2 3 4 5 Jan Feb Mar Apr May Jun Jul Jan Jan Gantt Chart 1/15 2/1 3/1 4/1 5/1 1/15 2/7 3/1 90 80 70 60 50 40 30 20 10 0 JAN FEB MAR APR MAY JUN Average Monthly Attendance in the 3 Groups Project Management Chart Standard Actual Measure of results: Average monthly attendance in the three groups

38. PDCA - Template 38

39. 39 Act

40. ¡ÇÄê¸ê  ÀòºèÁÈ ¡æªÆéÄ´ È¨à ¨è×Ä (in the view point of changing the approach if necessary)  ÉæÇ¼ú ¾æÉº ¾æÉº ÌèóÑÄ ÉæÈæ¨àÑÄ Ì¿Íå ïÆô ÌåÚ»¨ ÀåÈ¾ ¨òÄ ÌŠÄº¨Ç¸  ¦¨ª Éì ¡ÇÄê¸ê ÌÍ ¢È¨à¨ ÉÈ´ Èªå ÑÄ Ì¿Íå, ¡ÉÊñ ¾Š, PDCA ÀèÆÉÇ ïÉ¾Ìà ¨è×Ä  ÀòºèÁÈ ¡ÌÄå¾ ¾Š ¢Íº ¨Çæ¸ê ï¼¨Ä ¨èòÆåºàÄ¨ ¨è×Ä 1. Evaluate Results 2. Decide upon Action

41. DECISION TREE DECISION TREE FOR ACTION PHASE EVALUATE... IF Met target Met target Countermeasure Implementation and but did not plan failed problem will problem could effectively not recur recur address problem THEN THEN THEN THEN Standardize Repeat PDCA Repeat PDCA Initiate PDCA Corrective to find long term to identify other to identify root Action preventive cause(s) and find cause of the measures new corrective problem with actions the plan 41

42. ¾éºèÆ  ïÄÆ ¼úªè¾à ¼úª´Ä ÌèóÉ¾ Éæ‘ ¼úÆê¸ê ¨è×ïŠ ¨èòÆåÉÈèÆ¨è  ªæ´Ý —Ì¿ûïŠ ¨èòÆåÄåÚª ¡åÇŠÃ ¨è×Ä´ 60% ¨ ÌåÚ»¨ºàÉÆ¨à ÀòÄå¸Éºà ïŒ  ÌåÄå¾ñ ¼æ¾êÄ¨à ¡æºè • ¾çÄ ï¨ï¾¨ë´ PDCA Ìèó ¨Î Íæ¨  • ¾çÄ ªæ´ÝÉ¨´ ïÍàºëÉ ïÌåÆå ¦Æ ¢Éºà ¨è×Ä, ªæ´ÝÉºà ÌÄª ÌæÄ¼å ÕÉºà É¾Éå´ É¶å ÀÍÌê ïŒ 1. Evaluate Results 2. Decide upon Action

43. 43 PDCA

Problem Solving_Sinhala.pdf

Problem Solving_Sinhala.pdf

Recommandé

Contenu connexe

En vedette

En vedette(20)

Problem Solving_Sinhala.pdf