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discussion_post_2.docxMary Jones
DQ 5
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How has your completion of the Ishikawa diagram assisted your understanding of the root causes and ultimate effects of the conflict? The fishbone diagram helps in brainstorming to identify possible causes of a problem and in sorting ideas into useful categories. A fishbone diagram is a visual way to look at cause and effect. It is a more structured approach than some other tools available for brainstorming causes of a problem.
What viable solutions can you recommend to improve the situation? Make sure you're trying to solve the right problem and don't try to provide a fix for something that isn't a priority in the eyes of your consumer. Do this by asking the right questions and observing, either in focus groups or by evaluating competitive companies, products and their customers.
What are the essential steps you would need to take to separate the people from the problem in your organization’s conflict? Be clear about what the problem is. Effective problem solving does take some time and attention more of the latter than the former. But less time and attention than is required by a problem not well solved. What it really takes is a willingness to slow down. A problem is like a curve in the road. Take it right and you'll find yourself in good shape for the straightaway that follows.
How will you apply your understanding of cause and effect to the conflict in your organization or the Garden Depot? Focus on deep-rooted causes rather than superficial effects when assessing conflicts. Parties to a conflict often claim to have issues with the behavior of co-workers or the outcome of company policies and work procedures, but these issues are likely being caused by something deeper. Attempting to resolve the conflict by addressing surface issues will rarely create meaningful change or lasting solutions.
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How has your identification of unwanted consequences from your Improve phase informed your understanding of what you need to control?
Finding potential unwanted consequences from the Improve phase has provided what sections need to be re-evaluated or controlled. You can conquer this whack-a-mole issue, where beating down one problem results in new problems popping up by addressing issues that arise promptly. This provides control and stability during the DMAIC process.
In what way might you need to dig more deeply into implementing specific Control elements for particular unwanted consequences?
Issues that might have a deeper impact on the solution might need deeper investigation to find a probably solution. This can help with any future impacts that might come up during the DMAIC phases. Because systems are large and complex, it is virtually impossible to control every aspect of their operation. However, determining the key conditions or characteristics of output can help monitor and control them.
What are your thoughts on how the other phases of DMAIC help you understand what specific unwanted consequences you may need to control?
Define opportunities and what has significant consequence regarding customer service and quality, measure performance of that activity. How well is it being done compared to how well it could and should be done. Analyze the chances and opportunities that exist to determine what is going wrong. Improve processes and activities performance. Fix all the aspects in the process or activity that are leading to defects or process variations. Control performance by building controls into the process that will stabilize outputs. All phases work together to find unwanted consequences so that they can be controlled and be addressed.
How will you apply your understanding of Control to your organization’s specific conflict or to the Garden Depot case study?
In the Garden Depot case study, it is important to find solutions that are beneficial to the employees. A positive organization culture should be established and proper rules and norms should be implemented. All through proper guidance and motivations should be given by management.
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