Kepner Tregoe Sa, Pa, Da, & Ppa
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Transcript of Kepner Tregoe Sa, Pa, Da, & Ppa
Source: The rational manager. Carles H. Kepner and Benjamin B. Tregoe
published by Princeton Research Press, Princeton, New Jersey
Kepner Tregoe
Situation Appraisal
Identify Concerns Set Priority Next Steps PlanInvolvement
Threats & Opportunities
Separation & Clarification
concerns
Current Impact
Future Impact
Time Frame
(Urgency)
Highest Priority
Action needed
Help needed
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Kepner Tregoe
Situation Appraisal
Identify Concerns Set Priority Next StepsActions
PlanInvolvement
Threats & Opportunities
Separation & Clarification concerns
Current Impact
Future Impact
Time Frame(Urgency)
Highest Priority
Determine analysis needed
Help needed
Concerns What do we mean by What is the current impact
on people safety, etc?
What will be the future
impact?
What is the deadline?
Do we need further
clarification
Who Does What When
Deviations What exactly is? Which concern is most serious?
Which concern is
getting worse
quicker?
When do we need to start?
Do we have a deviation? Is
cause unknown?
Do we need to know the cause of a deviation
What needs to be done and
when?
Decisions What else concerns us about?
Which concern will be the hardest to resolve later?
Do we need to make a choice?
Who needs to be involved for…Information?
Analysis?Creativity?
Plans What evidence do se have?
Do we have an action or plan
to protect (enhance)?
Commitment?Approval?
Implementation?Development?
Changes What different deviations, decisions,
or plans are part of this concern?
What do we need to do about the concern?
Who will document our process and
results?Opportunities What additional
analysis is needed
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Kepner Tregoe Problem Analysis
Problem Analysis Identify Possible Causes Evaluate Possible CausesState Problem
Explanation Condition
Specify Problem
IS IS NOT Distinction Changes Possible Causes
Does not explain
Explains only if
Explanation
WhatWhereWhenExtent
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Kepner Tregoe Problem Analysis
Problem Analysis Identify Possible Causes Evaluate Possible CausesState Problem Explanation To test against the facts Condition
What object(s) has the deviation
Use distinction and changes to overcome too few or too many possible causes
Test possible causes against the IS and IS NOT specification (to eliminate causes that do not make sense)
What tell us there is a deviation
Different, odd, special, uniqueChanged, when, cause deviation?
Determine most probable causeConfirm true case (assumptions-fix)
Specify Problem
IS IS NOT Distinction Changes Possible Causes
Does not explain
Explains only if
Explanation
What What object? What object(s) not have deviation?
What deviation?
Not observed deviations
WhereWhere geographically?Where on the object?WhenWhen first?When since?When in cycle?Extent How many
objects?Size?How many deviations?Trend?
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Think Beyond the Fix (To prevent recurring problems and make the fix work properly)
Ask problem analysis questions to think beyond the fix Information gathered from the questions
Extend the Cause What other damage could this cause create?Where else could the cause create problems?What cause the case?
Extend the FixWhat identical things need the same fix?What problems could this fix cause?
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Kepner TregoeDecision Analysis
Purpose Objectives RisksState Decision Objective 1
WeightObjective 2Weight
Objective 3Weight
Objective nWeight
Identify Adverse consequences
Alternatives Score Assess threats P /SAlternative 1Alternative 2
Alternative n
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Decision Analysis
Purpose Objectives RisksClarify Purpose Determine weight, rank, or percentage Assess RisksState DecisionWhat is the purpose of this decision?What is the appropriate decision level?
Screen Musts/WantsHow does this alternative satisfy this objective?Eliminate alternatives that do not meet all MUST objectives
What results do we want?
What objectives need to be more specific?
What resources should we use or save?
What restrictions do we have?
Identify Adverse consequencesWhat are the implications of being close to a MUST limit?Where might information about this information be invalid? What are the implications?What could go wrong, short and long term if this alternative were chosen?
AlternativesGenerate AlternativesWhat choices do we have
Score If objective is mandatory, measurable, and realistic, it is a MUSTFor the other objectives what is relative importance of each WANT
Objective 1Weight
Objective 2Weight
Objective nWeight
Assess threatsHow likely is each adverse consequence? (P)What impact will this adverse consequence have? (S)
P /S
Alternative 1 M/WAlternative 2
Alternative n
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Kepner Tregoe
Potential Problem/Opportunity Analysis
Action
Potential Problems Probability/Seriousness Likely Causes Preventive Actions Contingent Actions Triggers
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Kepner Tregoe
Potential Problem/Opportunity Analysis
Action State the action What is the end result to be achieved What actions need to be taken to reach the end result? Which of these are critical?Write short, clear statements. Include action, result, and modifiers (time frame and cost for instance).
Potential Problems Probability/Seriousness
Likely Causes Preventive Actions Contingent Actions Triggers
What could go worse than expected?
H, M, L / H, M, L What could cause the potential problem to occur?
What can we do to prevent this likely cause from happening?
What will we do if these potential problems happen?
How will we know the potential problem has occurred?
What problems could this action cause?
What else could cause…?
What can we do to reduce the chances of this likely cause happening?
What will minimize the effects if the potential problem happens?
What will cause the contingent action to start?
How can we keep this likely cause from creating the potential problem?
What can we do to recover as quickly, cheaply, and effectively as possible?
Explain how each cause could create the potential problem
List many preventive actions -assign responsibility and resources for each
Select reasonable contingent actions for most likely, serious potential problems
Automatic and Non-automatic
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