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5 Whys

5 Whys
The 5 Whys is an iterative question-asking technique used to explore the cause-and-effect relationships underlying a particular problem.[1] The primary goal of the technique is to determine the root cause of a defect or problem. (The "5" in the name derives from an empirical observation on the number of iterations typically required to resolve the problem.) Example[edit] The vehicle will not start. (the problem)Why? - The battery is dead. The questioning for this example could be taken further to a sixth, seventh, or higher level, but five iterations of asking why is generally sufficient to get to a root cause. It is interesting to note that the last answer points to a process. A key phrase to keep in mind in any 5 Why exercise is "people do not fail, processes do". History[edit] The technique was originally developed by Sakichi Toyoda and was used within the Toyota Motor Corporation during the evolution of its manufacturing methodologies. Techniques[edit] Criticism[edit] See also[edit]

Determine The Root Cause: 5 Whys Asking “Why?” may be a favorite technique of your three year old child in driving you crazy, but it could teach you a valuable Six Sigma quality lesson. The 5 Whys is a technique used in the Analyze phase of the Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) methodology. By repeatedly asking the question “Why” (five is a good rule of thumb), you can peel away the layers of symptoms which can lead to the root cause of a problem. Benefits of the 5 Whys Help identify the root cause of a problem.Determine the relationship between different root causes of a problem.One of the simplest tools; easy to complete without statistical analysis. When Is 5 Whys Most Useful? When problems involve human factors or interactions.In day-to-day business life; can be used within or without a Six Sigma project. How to Complete the 5 Whys Write down the specific problem. 5 Whys Examples 1. 2. 3. 4. Problem Statement: You are on your way home from work and your car stops in the middle of the road. 1.

Risk Doctor - Risk Management Cahier des charges fonctionnel Un article de Wikipédia, l'encyclopédie libre. Le cahier des charges fonctionnel (CdCF) est un document formulant le besoin, au moyen de fonctions détaillant les services rendus par un produit et les contraintes auxquelles il est soumis. Contexte de rédaction[modifier | modifier le code] Avant d’imposer une solution, il faut se tourner vers le demandeur, pour aboutir de manière structurée à la solution. En effet, le but d'un projet est de satisfaire le besoin. Ce besoin doit être exprimé dès le lancement du projet. Le cahier des charges fonctionnel est un document qui permet de formaliser avec précision le besoin du demandeur. Objectifs[modifier | modifier le code] Le cahier des charges fonctionnel doit expliciter le besoin du client, au travers de fonctions de services et de fonctions de contraintes. Il présente le problème dans son ensemble, précisant le champ du domaine étudié (marché, études menées sur le même sujet ou sur un sujet proche, contexte du projet dans l'entreprise…)

Eight Disciplines Problem Solving Eight Disciplines Problem Solving (8D) is a method used to approach and to resolve problems, typically employed by quality engineers or other professionals. Its purpose is to identify, correct and eliminate recurring problems, and it is useful in product and process improvement. It establishes a permanent corrective action based on statistical analysis of the problem (when appropriate) and focuses on the origin of the problem by determining its root causes. Although it originally comprised eight stages, or 'disciplines', it was later augmented by an initial planning stage. The 8D follows the logic of the PDCA cycle. The disciplines are: D0: Plan: Plan for solving the problem and determine the prerequisites. D1: Use a Team: Establish a team of people with product/process knowledge. D2: Define and describe the Problem: Specify the problem by identifying in quantifiable terms the who, what, where, when, why, how, and how many (5W2H) for the problem. History[edit] Ford's perspective[edit]

Why a Great Individual Is Better Than a Good Team - Jeff Stibel by Jeff Stibel | 2:28 PM June 27, 2011 Anytime a CEO, quarterback, engineer or author is paid ridiculous amounts of money, dozens of investors, armchair quarterbacks, and scholars jump in to debate the value of individual contributors versus teams. Bill Taylor wrote the most recent of many interesting pieces, where he argued provocatively that “great people are overrated,” in response to Facebook CEO Mark Zuckerberg’s comment that a great engineer is worth 100 average engineers. I have heard plenty of people argue that no one individual is worth the price of many. As a CEO, I have run public companies, private companies, startups, turnarounds, and divestitures — in each and every case, I have never seen a situation where quantity is better than quality when it comes to people. And as a brain scientist, I know that great individuals are not only more valuable than legions of mediocrity, they are often more valuable than groups that include great individuals.

5 Whys - Problem Solving Skills from MindTools Quickly Getting to the Root of a Problem How to use the 5 Whys technique, with James Manktelow & Amy Carlson. The 5 Whys is a simple problem-solving technique that helps you to get to the root of a problem quickly. Made popular in the 1970s by the Toyota Production System, the 5 Whys strategy involves looking at any problem and asking: "Why?" Very often, the answer to the first "why" will prompt another "why" and the answer to the second "why" will prompt another and so on; hence the name the 5 Whys strategy. Benefits of the 5 Whys include: It helps you to quickly determine the root cause of a problem.It's simple, and easy to learn and apply. How to Use the Tool When you're looking to solve a problem, start at the end result and work backward (toward the root cause), continually asking: "Why?" Note: The 5 Whys technique is a simple technique that can help you quickly get to the root of a problem. Example In this example, the problem is that your client, Hinson Corp., is unhappy. Key Points

PMI - Risk Management Guide The Practice Standard for Project Risk Management provides a benchmark for the project management profession that defines the aspects of Project Risk Management that are recognized as good practice on most projects most of the time. The Practice Standard for Project Risk Management covers risk management as it is applied to single projects only. It does not cover risk in programs or portfolios. This practice standard is consistent with the PMBOK® Guide and is aligned with other PMI practice standards. Written for project managers, project team members, supervisors and stakeholders, the Practice Standard for Project Risk Management outlines the principles of effective risk management: • Plan Risk Management • Identify Risks • Perform Qualitative Risk Analysis • Perform Quantitative Risk Analysis • Plan risk Responses • Monitor and Control Risks

Evaluation complexité Un article de Wikipédia, l'encyclopédie libre. Pour les articles homonymes, voir Kokomo. COCOMO (acronyme de l'anglais COnstructive COst MOdel) est un modèle permettant de définir une estimation de l'effort à fournir dans un développement logiciel et la durée que ce dernier prendra en fonction des ressources allouées. Le résultat de ce modèle n'est qu'une estimation, il n'est en rien infaillible et parfaitement exact. Histoire[modifier | modifier le code] Aujourd'hui, il existe également le modèle COCOMO II, plus adapté à l'aspect ré-utilisation des composants. Principe[modifier | modifier le code] COCOMO est divisé en trois modèles, qui affinent l'estimation en prenant en compte de plus en plus de paramètres : le modèle de base effectue un simple calcul de l'effort et de la durée en fonction du nombre d'instructions que l'application doit contenir et la complexité de cette dernière. Complexité[modifier | modifier le code] Modèle de base[modifier | modifier le code]

Fix it twice Avram Joel Spolsky (born 1965) is a software engineer and writer. He is the author of Joel on Software, a blog on software development. He was a Program Manager on the Microsoft Excel team between 1991 and 1994. He later founded Fog Creek Software in 2000 and launched the Joel on Software blog. In 2008, he launched the now-successful Stack Overflow programmer Q&A site in collaboration with Jeff Atwood. Using the Stack Exchange software product which powers Stack Overflow, The Stack Exchange Network now hosts over 100 Q&A sites. Biography[edit] Spolsky grew up in Albuquerque, New Mexico and lived there until he was 15.[2] He then moved with his family to Jerusalem, Israel, where he attended high school and did his military service as a paratrooper.[2] He was one of the founders of Kibbutz Hanaton in Upper Galilee.[3] In 1987, he returned to the United States to attend college. In 2011, Spolsky launched Trello, an online project management tool inspired by Kanban methodology.[10]

Top Three Motivators For Developers (Hint: not money!) | Lessons Software has long since lost its glory-days status. We’re not the go-to field anymore. Geeks are no longer revered as gods amongst humanity for our ability to manipulate computers. We get crappy jobs just like everyone else. So, what is it that still motivates you to work as a software developer? Ah...satisfaction! Is it your fat salary, great perks, and end-of-year bonuses? If money was our primary motive, right now we’d be seeing a mass exodus from the tech sector. Turns out, we’re kidding ourselves if we think that’s our real motive as developers. The assumption: People perform better when given a tangible, and even substantial, reward for completing a task. The reality: In a narrow band of actual cases, this is true. I’m not making this up, nor am I just drawing on anecdotal experience. Daniel Pink gave this lecture at the 2009 TED. I’m not saying that to be mean or controversial. Developers tend to be social oddballs and the normal conventions seem awkward to us. Good luck.

Diagramme de causes et effets Un article de Wikipédia, l'encyclopédie libre. Le Diagramme de causes et effets, ou diagramme d'Ishikawa, ou diagramme en arêtes de poisson ou encore 5M, est un outil développé par Kaoru Ishikawa en 1962[1] et servant dans la gestion de la qualité. Description et fonctions[modifier | modifier le code] Ce diagramme représente de façon graphique les causes aboutissant à un effet. Ce diagramme se structure habituellement autour du concept des 5 M. Chaque branche reçoit d'autres causes ou catégories hiérarchisées selon leur niveau de détail. Le positionnement des causes met en évidence les causes les plus directes en les plaçant les plus proches de l'arête centrale. Variantes[modifier | modifier le code] Les termes « Moyens » ou « Machines » remplacent parfois la catégorie « Matériel ». Une caractéristique peut également être ajoutée dans les univers de production avec un neuvième « M », celui de « Maintenance ». Notes et références[modifier | modifier le code] ↑ (en) Matthew A.

Seven Crucial Steps to Effective Project Risk Management Risk Management is simply defined as identifying, analyzing and managing the uncertainties in a project -both positive (opportunities) and negative (threats). The benefits of risk management are instrumental to a project’s success. By proactively addressing uncertainties, in combination with a strong project management program, problems within the project can decrease by as much as 60 or 70 %. The International Organization for Standardization identifies the following principles of risk management. Risk management should: But what are the steps to building an effective risk management program? 1. 2. Identify not only the threats, but also any opportunities that may impact your project. Communication at this stage is crucial. 3. Assigning ownership is also important in establishing an effective and clear communication channel. 4. 5. 6. Create a contingency plan for the largest risks. 7. Don't forget to leave your comments below. Josh Medica, CEO and President of Integrated Consulting.

Unified Modeling Language Un article de Wikipédia, l'encyclopédie libre. Pour les articles homonymes, voir UML. En informatique UML (de l'anglais Unified Modeling Language), ou Langage de modélisation unifié, est un langage de modélisation graphique à base de pictogrammes. Il est utilisé en développement logiciel, et en conception orientée objet. UML est couramment utilisé dans les projets logiciels. UML est l'accomplissement de la fusion de précédents langages de modélisation objet : Booch, OMT, OOSE. UML est utilisé pour spécifier, visualiser, modifier et construire les documents nécessaires au bon développement d'un logiciel orienté objet. Activité d'un objet/logicielActeursProcessusSchéma de base de donnéesComposants logicielsRéutilisation de composants Les méthodes objets ont commencé à émerger au début des années 80, ces méthodes avaient pour but de remplacer les méthodes structurée et fonctionnelles, trop liés à la machine. En janvier 1997, UML est devenu un standard OMG. Symbolique des modèles d'éléments :

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