ships in service training material a-m chauvel 2009

Ships in Service Training Material A-M CHAUVEL

20092009


Problem Solving

Brainstorming

http://www.dailygalaxy.com/photos/uncategorized/2007/11/29/shutterstock_1678606.jpg

Brainstorming


A seedof good

senseto

exploreimagination

A seedof good

senseto

exploreimagination

An organised group session to obtain

the widest number of ideas abouta problem and its causes, and to propose a solution

to this problem.


Brainstorming


IDENTIFYthe problem

FINDthe causes

PROPOSEa solution

Brainstorming ApplicationsProblem Solving

What is the potential event

What can bethe consequences

What can bethe causes

What are the actual control measures

What can we do

What is the risk


Brainstorming ApplicationsRisk Assessment

Brainstorming Rule


1- No criticism allowed, there are no bad ideas in a brainstorming session.

2- Every idea goes on the board or flipchart, both as a clarification tool, and a memory aid.

3- There must be total agreement on precisely what is being “brainstormed”.

4- Record what is said, not interpretations. 5- Hold as many brainstorming sessions as necessary, but try to limit them to a “half hour” each, when possible.

A document pre-formatted or not

used to collect information related to a

specific subject.

Checklists - Check sheets

Ships in Service A-M CHAUVEL

1.0 Define theactivity or

system

6.0 Subdivide the elements(If necessary)

3.0 Subdivide theSystem or Activity

for analysis

4.0 Gather orcreate relevant

checklists

5.0 Respond to the checklist

2.0 Define theproblems

for the analysis

7.0 Use the resultsin decision making

Checklists


Process

Activity Level 1 Level 2 Level 3 Level 4

C1- Chemical, biological and radiation hazard control referenceInformationavailability andknowledge.

No knowledge or use of referencedata.

Data available and used by supervisorwhen needed.

Additional standards have been requested when necessary. Employees and supervisors able todemonstrate an understandingof the material.

Data posted and followed where needed. Additional standards havebeen promulgated, reviewed with employees involved and posted.

C2- Flammable andexplosive materials control.

Storage of materialsdo not meet fireregulations.

Some storage facilities meet minimum fire regulations.

Storage facilities meetMinimumfire regulations.

Handling practicesmeet minimum regulatory requirements.

.

In addition to “Good”,Storage facilities exceed the minimum fire regulations. A strong policy is in evidence relative to the control of the handling, storage and use offlammable/explosive materials.

Ex: Fire control and Hygiene Checklist


NoYes

NoYes

NoYes

NoYes

NoYes

NoYes

NoYes

NoYes

Stage 1 2 3 4 :

- The company encourages and supports personnel taking higher education courses to improve their value to the company and their possibilities for promotion within the company.

- Any issues highlighted in appraisal reviews are given priority and resolved.

- Senior on-board personnel are rotated through office assignments.

- The company promotes appropriate interpersonal skills training.

AIM : Ensure that the fleet is supported by key staff who are competent to carry out the full range of responsibilities and tasks.

Ex: 2A - TMSA Recruitment of personnel

Ship in Service Training Material Ships in Service Training Material A-M CHAUVEL

Y N

Y N

Y N

Y N

Vote


http://micheldubois.net/2008/03/06/premier-tour-des-cantonales-le-9-mars-2008-a-orly/108/

A tool generally use for the pre-selection of theproblem to be treatedby a working group.

Simple Vote


1111 11

11 1

3

Simple Vote


Where to go for vacation?

BoyfriendDaughterSon Father

Pyramids

Golden bridge

Chinese wall

Brainstorming1.Teachers / Students relations

2. Availability of the teacher

3. Mutual respect in school

4. Working documents

¦

14. Training of the teachers

Team member

X. Keys for training material

A

I

I

I

I

B

I

I

I

C

I

I

D

I

I

I

E

I

F

I

I

I

I

H

I

I

I

G

I

Su

2

5

4

2

5

3

Which subject to be treated


Teachers preoccupations

VOTEResults

IIII

I 6

I 6

5

5

IIII 4

III 3

IIII 4

5

Items

07. Loneliness of the teacher in his job

08. Lack of imagination of the teachers

12. Training of the teachers

43. Transparency of the N.E. objectives

46. Mutual respect in the school

50. School and employment for students

62. Organisation of the annual programme

74. Availability of the teachers

Results of the Simple Vote


IIII

IIII

IIII

IIII

IIII

Teachers preoccupations

SUBJETCS VOTERESULTS

01. Too many core diameters 5

03. Lack of specification on new models II 2

04. Control material for tubes 23C and 24C in bad condition

II 2

06. Storage of the cores before piercing 5

08. Late arrival of the material from the supplier II 2

10. Delay inside the department 6

11. Too many reworks on tube 20 mm. 6

13. Lack of space to store the material II 2

Results of the Simple Vote


IIII

IIII

IIIII

IIIII

Industrial preoccupations

A tool used after asimple vote to select

the problemto be treated first by

a working group.

Weighted Vote


First Choice : 10 points

Second Choice : 5 points

Third Choice : 1 point

The Democratic Weighted Vote


New Rules :



Pyramids

Golden bridge

Chinese wall

1 1 5 5

5

10

11

10 5 10

10

12

17

35

The Democratic Weighted Vote




Pyramids

Golden bridge

Chinese wall

55 2020 55 11

2525

5050

1155

5050 100 1010

200200 231

210

55 2020 2525 55 55

The “Royal prerogative” Weighted Vote


Pyramids

Golden bridge

Chinese wall

Undemocratic

Graph - Chart

Graph - Chart

A tool use for the visualisation of a data to show a situation

and to follow resultsof a planed action.

Pie charts, bar graphs,pictorial graphs,...


ReceiverReceiverGRAPHGRAPHMESSAGEMESSAGE

DATADATA

IDEAIDEA

Graph - Chart


Sender

A communicationtool

Important

Comprehensible

True

Reliable

Quality of the Information

The Message, object of the communication,provides information must be :

Ships in Service A-M CHAUVEL

Communication = One message per graph

Distribution

RepartitionEvolution

Correlationdispersion

Position

Graph - Chart : 5 Majors Types



Repartition Position Evolution Distribution Correlation

Po

ints

Cu

rve

Co

lum

ns

Bar

sT

art

Typ

es o

f g

rap

hTypes of comparison

0%

10%

20%

30%

40%

50%

MachinerySpaces

UnknownExternalFire

Sources

CargoPumpRoom

Accommodation

Cargoarea

Graph - Chart : Position - BarsFire : Where on board ships ?


Deaths in Europe in 2000 attributable to:

Blood pressure

Cholesterol

Tobacco

High body mass

Fruit & vegetable

Physical inactivity

Alcohol

Urban air pollution

Lead exposure

Occupational carcinogens

Illicit drugs

Unsafe sex

Occupational particulates

15000 500 2000 25001000

Number of deaths (000s)

Leading Risk contributions


http://www.piperreport.com/archives/images/Med%20Symbol%20Over.jpg

0 10 20 30 40 50 60 70 80 90 100Frequency

1990

1989

Hydraulic

Mechanical

Electrical

Pneumatic

Others

Graph Chart : Comparison - BarsProgress in Causes of Equipment Failures


20009878 848280 908886 969492

44

33

55

22

11

Total Losses per 1000 shipsTotal Losses per 1000 ships

Nu

mb

er o

f sh

ips

Graph - Chart : Ship losses

A-M CHAUVEL

Em

plo

yees

pri

ori

ties

Privatelife

Salary

Workingconditions

interest ofwork itself

Recognition

AchievementSelf realisation

Companyloyalty

Jobsecurity

Growthpromotion

1 2 3 4 5 6 7 8 9 10

4

3

10

9

6

5

8

2

7

1

Graph - Chart : Correlation - PointsScore from Canada Employees vs Employers

Employers behavior

Supervisorrelationship

A-M CHAUVELEmployers behavior

Em

plo

yees

pri

ori

ties

1 2 3 4 5 6 7 8 9 10

4

3

10

9

6

5

8

2

7

1

Employees priorities vs. Employers behavior

Salary

Recognition

Growthpromotion

Supervisorrelationship

Workingconditions

Jobsecurity

AchievementSelf realisation

Score from Shanghai Employees & Employers according to Employees

LifePrivacy

Companyloyalty

interest ofwork itself

http://utopia.midiblogs.com/images/medium_observer_1.jpg

http://utopia.midiblogs.com/images/medium_passe_present_futur.2.jpg

7 Questions to Aristotle


WhatWho

When

Where

How

Why

With what

A tool used to identify the basic aspects

of a problem and its causes :What ? Where ? When ?

Who ? Why ?and How ?

5 W - H


EventEvent

WHEREWHEREWHATWHATWHATWHAT WHENWHENWHENWHEN

WHYWHYWHYWHYHOWHOWHOWHOW WHOWHOWHOWHO

5 W - H


What ?What is the problem ?Why it happened ?

Where ? Where it happened ?Why here ?

When ? When it happened ?Why at that time ?

Who ? Who was involved ?Why this person ?

How ? How it happened ?Why the procedure is not follow ?

5 W - H : Accident Approach



What could happen

Potential incident/accident

Better prevent than cure

What couldhappen ?

Why we do it ?What is the main reason ?

Where itis done ?

Why at that place or step ?Can we do it elsewhere ?

When itis done ?

Why at that period of time ?Can we do it at one other time ?

Who doesit ?

Why this person ?Who else could do it ?

How itis done?

Why we do it this way ?Can we do it in a better way ?

5 W - H : Scenario Approach


A visualisation ofan event and its causes,

grouped under headlines, to identify areas where improvement is needed.

Causes - Effect Diagram


The Causes - Effect diagram is typically the result of a brainstorming session in which members of a group offer ideas on :

How to improve a product, a process, or a service.




Brainstorm to Causes - Effect Diagram

Post-it

The Causes - Effect diagram is typically the result of a brainstorming session in which members of a group offer ideas on how to improve : a product, a process, or a service.

The main goal is represented by the trunk of the diagram. Primary factors are represented as branches. Secondary factors are then added as stems.

Creating the diagram stimulates discussion and often leads to increased understanding of a complex problem.




Owner

Incomplete definitionof the tender

Late modificationsin the requirements

Architect

No reviewof the plan

Insufficientpre-engineering studies

Contractor

Partial readingof the tender

Subcontractor

Under estimationof the risk

Supplier

Under qualified

Engineeringweaknesses

Surveyor

Limited power

Wait & seepolicy

PARTNER’SPARTNER’SIN THEIN THE

RESPONSIBILITIESRESPONSIBILITIESPROBLEMPROBLEM


Artistic


Owner

Incomplete definitionof the tender

Late modificationsin the requirements

Architect

No reviewof the plan

Insufficientpre-engineering studies

Contractor

Partial readingof the tender

Subcontractor

Under estimationof the risk

Supplier

Under qualified

Engineeringweaknesses

Surveyor

Limited power

Wait & seepolicy

PARTNER’SPARTNER’SIN THEIN THE

RESPONSIBILITIESRESPONSIBILITIESPROBLEMPROBLEM

Artistic


CAUSE BCAUSE A

CAUSE C

b 1

b 3b2

a 1

a 3a 2

c1c2

c3 c4

EE FF FF EECCTT



Classic

WhyIncident

Plant Procedures

Policy People

Third why

Forth why

Fifth why

Third why

First why

Second why Second why

Second why Second why


5 Why on 4P

Forth why

A-M Chauvel

OthersOthersClaymixerClay

mixer

DrierDrierRolling

millRolling

mill

CuttingCutting

MouldingmachineMouldingmachine

Line stoppagesduring

manufacturing


manufacturing




manufacturing


manufacturing

Step by step chain

Blades

Angle

transmissionWaste belt

Slides

CUTTING 33 %

45 %

A-M Chauvel




manufacturing


manufacturing

Electricityfailure

Stackingequipment

Linerestarted

Lack ofwagons

Others 20 %Others 20 %

60 %

A-M Chauvel



GroundingStranding (21%)

GroundingStranding (21%)

Foundered ( 44%)Foundered ( 44%)

Fire Explosion (16%)Fire Explosion (16%)

StressStress

ShiplossShiploss

Contact (1%)Contact (1%)

Social hierarchy on board

Social hierarchy on board

SpeedSpeed

Collision (12%)Collision (12%)

Lack of attentionLack of

attention

Communication failures

Communication failures

PracticesPractices

FatigueFatigue

Poorplanning

Poorplanning

Careless overconfidence

Careless overconfidence

Error of judgementError of

judgement

Excessive speed

Excessive speed

Adverse weather

Adverse weather

High speedHigh speed

Technicalcircumstances

Technicalcircumstances

Management deficiencies

Management deficiencies

TrainingTraining

Reduction of crew

Reduction of crew

Defective equipmentDefective

equipment

DesignDesign

Blind eyes to procedures

Blind eyes to procedures

??

AccidentAccident

Ship andEquipment

Ship andEquipmentRecordsRecordsRecordsRecords EnvironmentEnvironmentEnvironmentEnvironment

ManagementManagementManagementManagementProceduresProceduresProceduresProcedures PersonnelPersonnelPersonnelPersonnel


Causes & Effect Diagram


SabotageSabotage

Isocratizationof the system

Impose withoutany consideration

Generaliseas a constraint

Standardisation

Write heavyprocedures

SuffocationSuffocation

Give utopistobjectives

Don’t givethe means

WarWar

Barricade

Createcommissions

PreventionPrevention

Discreditthe method

Discreditthe person

Deny the need

How toHow toorganizeorganize

resistanceresistanceto changeto change

Spy, and findthe place to put

??The banana

The bananaskinskin

The banana

The bananaskinskin


ImprovingImprovingsafetysafety

managementmanagementsystemsystem

EquipmentEquipment

Maintenance

Reliability

Spare partsinventory

MethodsMethods

Clearprocedures

Understandingsystem audit

SupplySupply

On timedelivery

Spare partsavailability

PersonnelPersonnel

Improvecommunication

Recognition

Trainingplan

EnvironmentEnvironment

Neatness

Cleanliness

ManagementManagement

Companypolicy

Realleadership

Clear objectives


Doctors

Treatment

Quality

Cost vs. Expenses

Personnel

Qualification

Training

Quality concept

Vs. Reality

Procedures / Standards

Appreciation

Criteria

Patients

Satisfaction

Legal responsibility

Civil / Penal

Administrators

Research

Cost / Image

Cost

Conflicts

DifficultiesDifficultiesbetweenbetween

StakeholdersStakeholders

Rights

Freedom to talk

Accountability

A-M CHAUVELA-M CHAUVEL

State

Mission

Social climate

Hospital

Paymentsover

45 days

People Provisions

Problem vendors

Office spacereduction

Coding

Priority paymentsFunding

Special handling

Commitmentproblems

Back orders

Cross training

Insufficient staff

Duplicate information

Incomplete document

Forms

Contract execution

Price discrepancy

Receiving reportVendor suffix

Procedures Place“Patrons”


Why payments over 45 days ?

Late delivery

Incorrect delivery

Why incorrect delivery ?

Incorrectdelivery

Transport Procedures

Communication Skills

Sales staff

Lack of knowledge

Telephone orders

Reliability

AutomatedInformation

Knowledge

Procedures

Products

Manual

Literacy

Documentation

ConsistencyCorrectness

Incorrect person

Incorrect depart.

Incorrect address

Customer Data bank

Incorrect Program

Not up to dated

Carriers

Efficiency

Methods

Lack of information

Ambiguity

Packing slips

Legibility

Details


Why late delivery ?

Latedelivery

Place Procedures

Provisions People

Packages

Incompleteaddress

Missing PO

Database

Inaccurate

To muchPaperwork

No monitoring

Disorderly

No inventorysystem

Warehouse

Staff

Understaffed

Untrained

Only deliver

once a day

Truckers

Late

Customers

Must signfor pigsHard to reach


Why phone not answered ?

Phone notanswered

People Method

Machinery Materials

Directory

Re-direct issues

Call comes afteroffice hours

Away from desk Business call

Personal call

Zero out not established

Support staff

has audio problem

“LAN” Directorynot updated

Wrong extensionIn book

At lunch

At meeting

“Audix”

Audix exits

Line busy

Taking on other line


Why?

Fatigue ofthe crew

Management Material


http://histoireducoran.skyrock.com/photo.html?id_article=1233489236&rev=0

Pareto Diagram

A visual tool based on the 80 / 20 rule

used to classify data in decreasing

order of magnitude to orient

an action plan.


http://www.wikiberal.org/wiki/Fichier:Pareto.jpg

20% of the sales force makes20% of criminals commit20% of the carpet gets20% of the products account for20% of the defects cause20% of the suppliers provide20% of the stock fills20% of the staff causes20% of the project takes

Pareto Principle : 80 / 20 Rule


20% of people have 80% of the wealth

80% of the sales80% of the crimes80% of the wear and tear 80% of the profits80% of the problems80% of the stock80% of the warehouse80% of the problems80% of the time & resources

40

20

60

80

100

% o

f ac

cid

ents

rep

ort

ed

Cargo Claims

Personal Injuries & Illness

CollisionsOils Pollution

Contacts

Miscellaneous

Shipping : Claims by Type


In % of cases

Collision with a fixed object

Acute hazard exposure

passenger / crew

Collision with another vessel

Listed by types of losses

600 20 8040

80 %

Risk contributions for the Marine event


Capsizing

Lost of commerce

Fire / explosion

Environmental impact

Collision with a floating object

Sinking

Grounding

Acute hazard exposure

public

Nature of the damage

Biannual guaranty

Water infiltration in basement

Water infiltration in the roof

Others

Mandatory work release

During construction

Foundation

78

9

7 – Water in basement

8 - VRD

9 – External coating

Fre

qu

enci

es o

f th

e d

amag

e

Year N

Year N+1

Construction : Training results


A visualisation ofthe restraining forces

versus the driving forces when facing a problem.

Forces Field Diagram


??

Forces Field Diagram : Principle


Weightedscores

Weightedscores

Causes of theproblem( brakes )

Proposedsolutions( Motors )

Forces field DiagramBrainstorming



AC

TU

AL

SIT

UA

TIO

N

Rails Track

RE

ST

RA

ININ

G F

OR

CE

S

PR

OB

LE

MS

DR

IVIN

G F

OR

CE

S

SO

LU

TIO

NS


Forces Field DiagramDesirestate

Currentstate

RE

ST

RA

ININ

G F

OR

CE

S

PR

OB

LE

MS

DR

IVIN

G F

OR

CE

S

SO

LU

TIO

NS


Forces Field DiagramDesirestate

Currentstate


Forces Field DiagramForce field analysis (Lewin 1951) is widely used in change management and can be used to help

understand most change processes in organisations.

Senior management support

Staff dislike of current “mess”

Customer pressure & complaints

Pressures of market testing

Others are doing it

Quality improvement enjoyable

Middle management resistance

Staff resistance to all change

Staff cynicism over new initiatives

Worries over market testing

Lack of resources

Effort needed

Desirestate

Currentstate

Forces againstForces for

101000 551010 55

Compare

ComparableAccident free

Situation

AccidentActual situation

Set downdifferences

Analyze differencesfor effect on

accident

Integrate intoinvestigation

process

Change Management Analysis

Ship in Service Training Material A-M CHAUVEL

An analysis looking systematically forpossible risk impacts and

appropriate risk management strategies in situations where change is occurring.

This includes situations in which :- system configurations are altered,

- operating practices or policies are

changed,- new or different activities will be

performed…

Change Management Analysis


Method : How to use itForces Field Diagram


1 - Score each problem using the simple vote or the weighted vote technique.

2 - Draw a line at the middle of the working sheet.

3 - Select the more important problems identified.

4 - On the upper part of the working sheet report the result of the vote. ( Restraining forces )

5 - For each problem draw an arrow linking the problem to the line.

6 - On the lower part of the working sheet report the actions proposed to eliminate the problems.( Driving forces )

Ext

erna

len

viro

nmen

t

Pro

fess

ors

Inte

rnal

envi

ronm

ent

Stu

dent

s

Adm

inis

trat

ion

Met

hods

Lack oftime

Too manycourses

Objectivesof the N.E

Lack ofmotivation

Diminution ofenthusiasm

Too manysolicitations

Workrecognition

The problems


Lack of availability of the teachersForces Field Diagram

What the teachers can do (possible actions)

8- Learn howto communicate

9- Modifypedagogical

method

7- Create a school project

Lack oftime

Too manycourses


Lack ofmotivation



Workrecognition

1- Group the theory part of the courses to be more efficient



Method : How to use itForces Field Diagram


7 - Identify the impact of each proposed action on each individual problem by drawing links.

8 - Score the impact of each proposed action, on each individual problem, by adding the weight of individual problem link to the proposed action.

9 - From each action draw an arrow linking the solution to the line at the middle of the working sheet.

10 - Report the results, priorities of actions are the ones with the highest scores on actions.

11 - Build the action plan according to the results.

Driving ForcesSolutions

Restraining ForcesCauses

N° 2 3 Points

N° 1 6 Points

N° 5 1 Point

N° 4 2 Points

N° 3 3 Points

A

6 + 1 =7 points Im

pac

t o

n

Z

1 + 3 =4 Points

Imp

act

on



A-M CHAUVEL

Ext

erna

len

viro

nmen

t

Pro

fess

ors

Inte

rnal

envi

ronm

ent

Stu

dent

s

Adm

inis

trat

ion

Met

hods

Lack oftime

Too manycourses


Lack ofmotivation



Workrecognition

The problems

1- Group the theory part ofthe courses

to be more efficient

Weight of the action 1:6 + 3 + 2 = 11points

Possible actions


8- Learn howto communicate

9- Modifypedagogical

method

7- Create a school project

Lack oftime

Too manycourses


Lack ofmotivation



Workrecognition

1- Group the theory part of the courses to be more efficient



What the teachers can do (possible actions)

Priorities for actionA1

7

A4

3

A2

4

A3

4

CausesC2

C1

C5

C4

C3

3

6

1

2

3



Lack of time

Lack of motivation

Work recognition

Diminution de

of the enthusiasm

Too many solicitations

Objectives of the N.E

Too many courses

Create a school project

( like enterprise )

Group courses

Modify

pedagogical method

Learn how to

communicate

Priorities for action Problems




Forces Field DiagramOther applications

A tool use to facilitate the choice of a solution by

weighting each possiblesolution in regard of

critical selected criteria.

Multi-Criterion Diagram


??Cost,…Delay to implement…

0Poor

4Good

6Very good

8Excellent

Multi-Criterion Diagram : Rules


Multi-Criterion Diagram: Processes


- Identify the criteria to be used. - Brainstorm on the relative weight of each criteria. - Select the Sustainable criteria. - Apply the weight criteria in the study.

http://www.timmooneyrep.com/oneman/CriteriaPoster.pdf

A-M CHAUVEL

Pe

rce

nt

of

clie

nts

wh

o s

tro

ng

lyre

co

mm

en

d t

he

ho

us

e t

o a

fri

en

d

Percent of the answers “ I absolutely agree with the statement ”

30 50 7010

30

50

10

R2 = 0,88Ratio quality / price

R2 = 0,81

Competency and availabilityof the technical representative

R2 = 0,19

Efficacy of thefinance department

Graph - Chart : Correlation - PointsListen to the Client


% repair calls

% calls for help

Function performance test

Supervisor observations

% proposal made on time

% follow-up made

Average order interval

% repair reports

% installed on due time

% repeat report

Average speed of repair

% customers informed

% billing inquiries

% resolved first call

% billing inquiries

Product

(30%)

Sales

(30%)

Installation

(10%)

Repair

(15%)

Billing

(15%)

Quality

perception

(drivers)

Reliability (40%)

Easy to use (20%)

Features / functions (40%)

Knowledge (30%)

Responsive (25%)

Follow-up (10%)

Delivery delay (30%)

Does not break (25%)

Installed on time (10%)

Not repeat trouble (30%)

Fixed fast (25%)

Kept informed (10%)

Accuracy, no surprise (45%)

Resolve on first call (35%)

Easy to understand (10%)

Customer Satisfaction (IAQ survey)Multi-Criterion Weight


Product (80%)

Installation (20%)

Lease (40%)

Rental (30%)

Financial payment (20%)

Time and material (45%)

Contract (55%)

Personnel (40%)

Utilities (10%)

Supplies, etc (50%)

Initial cost (50%)

Monthly cost (15%)

Maintenance cost (10%)

Operating cost (5%)

Saving – Utility (15%)

Price

perception

(drivers)

Scrap value or disposal cost (5%)

Customer Satisfaction (IAQ survey)Multi-Criterion Weight

Proposed solutionsChoice of thebest solution

Improvement project

Criteria for selecting the solution

Multi-Criterion Diagram : Principle


20

20

32Buy POPcaps

Increase thethickness

of the joint

Buy anelectronicdetector

Rehash the equipment

CostDelay to

implementQuality Acceptation by

the operatorsMaintenance

Total

0

2

4

6

6

2

4

8

8

4

6

6

4

8

6

6

2

4

8

6

Criteria

Solutions

28

Container Leakage ( Single Weight )


136

146

226Buy POPMaterial

Increase thethickness

of the joint

Buy anelectronicdetector

Restore the equipment

CostDelay to

implementQuality Acceptation by

the OperatorsMaintenance

TotalX 10 X 5 X 8 X 8 X5

0

2

4

6

6

2

4

8

8

4

6

6

4

8

6

6

2

4

8

6

Criteria

Solutions

40

20

30

10

48

48

64

32

30

40

10

20

48

48

32

64

60

40

0

20

196


Container Leakage ( Double Weight )


Poor0

Fair2

Reviewinstruction

8

Reduceoutput

4

22 000 €monthly

216

Fair2

Delicate4

Reviewinstruction

8

Reduceoutput

4

10 000 €monthly

422

Good6

Delicate4

Reviewprocedure

6

None8

Very good8 32

Good6

Good6

8 days6

None8

5 000 €4 30

Good6

Good6

Reviewinstruction

8

None8

Very good8 36

Very good8

Good6

3 months2

None8

Outil 500 €6 30

Good6

Good6

Reviewproc.+ inst.

4

None8

Very good8 32

7 Hand straightthe wheel

6 Operator controland scrubbing

5 Clean « in jet » once a day

4 Modify tooldovetail

3 Remove gluebetween operation

2 Modify toolclearing slot

1 Clean lower faceeach hour

SolutionsReliability

Cleaningoperation

Delay Effetssecondaires

CostTotal

pointsCriteria

Steering-wheel Coating (Single Weight)


505 00012

Good8

Very good12

Very good12

Fair4

Poor2

3412 0008

Good8

Good8

Poor2

Fair4

Fair4

3850 0002

Poor2

Poor2

Good8

Very good12

Very good12

5212 0008

Good8

Good8

Good8

Very good12

Good8

6030 0004

Very good12

Good8

Very good12

Very good12

Very good12

5 Immobilisationof the screw

4 Boldthe door

3 Modifythe door

2 Fixthe rod

1 Modifythe shapeof the rod

SolutionsCost Feasibility

Implemen-tation ROI Quality

Totalpoints

ReliabilityCriteria

Air Tightness of the Door ( Single Weight )


625 00012

Good8

Very good12

Very good24

Fair4

Poor2

4012 0008

Good8

Good8

Poor4

Fair4

Fair8

6850 0002

Poor2

Poor2

Good16

Very good12

Very good24

6812 0008

Good8

Good8

Good16

Very good12

Good16

8430 0004

Very good12

Good8

Very good24

Very good12

Very good24

5 Immobilizationof the screw

4 Boldthe door

3 Modifythe door

2 Fixthe rod

1 Modifythe shapeof the rod

Solutions

Cost

3

Feasibility

1

Implemen-tation

1

ROI

2

Quality

1

Totalpoints

Reliability

2

Criteria

Air Tightness of the Door ( Double Weight )

Influence Diagram


A diagram used to modulate a network of influences of an event.

It allows to understand the problem by displaying

links of the sub events.


COMPETITIVITY

QUALITY

SAFETY

PRODUCTIVITY

MAINTENANCE

Image

Market trust

New business

Market share

Capital investment

Equipment

Business result

Work climate

Staff mobility

Staff motivation

TrainingEmployment

Liabilitycost

Unit costCLIENT

Timedelivery

Failure

Price Efficiency

Influence Diagram (Right Brain)Business Strategy

Knowledgeof customer

Activeuser life

Information“quality”

Quality ofcommunication

Website“quality”

Onlineexperience

Advertising

Brand strength

New visitors

Activeusers

User/nonuserscontacts

Registration

Sales

Effectiveness of marketing

V

V

V

V

V

V

V

V

V

V

V

V

V V

V

V

V


MarketingInternet Business

Influence Diagram (Right Brain)

InterpretOil

presence

ActualOil

presenceRevenueOil

reserves

MarketOil

Price

Exploratorywell cost

Developmentcosts

Costs

Prospect

Shoot 3Dseismic

Drillprospect


Influence Diagram (Left Brain) Oil Prospect


Airplane Accident

Organizationprocess

Resourcemanagement

Organizationclimate

Inadequatesupervision

Supervisoryviolation

Adversemental

Decisionerrors

Planned…inappropriate

CRM

Loss ofcontrol

Routineviolation

Bureau ofTransportation

PerceptualerrorsWeather

?

Influence Diagram (Left Brain)

ships in service training material a-m chauvel 2009

Documents