Showing posts with label problem solving. Show all posts
Showing posts with label problem solving. Show all posts

Wednesday, April 30, 2008

Smart Women with Available Time - SWAT

Smart WomenI always thought that SWAT stood for "Special Weapons and Tactics," but I learned this a new use for the acronym this morning (in the Wall Street Journal in an article entitled "How Stay-at-Home Moms Are Filling an Executive Niche" by Sue Shellenbarger) SMART WOMEN with AVAILALBE TIME.

The decision among some highly educated women to stay home with children is sparking a countertrend: The rise of the mommy "SWAT team." The acronym, for "smart women with available time," is one mother's label for all-mom teams assembled quickly through networking and staffing firms to handle crash projects. Employers get lots of voltage, cheap, while the women get a skills update and a taste of the professional challenges they miss.

Excerpt from WSJ

I was having a conversation with a very senior telecommunications executive on Monday and told her that I thought that the SWAT moms offered a boon potential for the local Michigan Economy; given the fact that the dollar is relatively weak, prices are rising in India for good labor and Michigan's proximity to NYC, Boston, DC, Atlanta, Chicago, etc. there is a great opportunity to exploit an On Shoring / Best Shoring strategy:

What is the best sourcing strategy to pursue?" In the digital age, where information moves instantaneously and customers can, business managers can select providers in multiple locations in the U.S., as well as overseas. The question is where is the best place (considering costs, skills, convenience, culture, experience, etc.) to source the talent to solve the problem at hand.

Excerpt from Bank Technology News

The population of SWAT moms provides a great untapped resource that benefits both the employer and employee.

List of SWAT Providers:

Resources for working with SWATs:

I told my friend telecom executive friend this morning that I only wish that I could predict the stock tables, as well as I had predicted the importance of the SWAT to the Michigan Economy.

Results matter,

JBS

Wednesday, March 05, 2008

Mobile Phone Windy Operations

I had an epiphany today. I was walking outside in the wind on my mobile phone and could hear nothing, but the hiss of the wind in my ear. The wind issue is such a annoyance and I have not had a solution for it, until today.

Solution

Just before going out in the wind, tell the person on the other end of the phone that you are going to mute your phone while you are out on the wind. Encourage them to continue the conversation, but let them understand that you have muted your mike while you are walking to or from the restaurant, office or home. What a relief!

Friday, October 19, 2007

Cause and Effect Diagram

Whatever name you choose, remember that the value of the fishbone diagram is to assist teams in categorizing the many potential causes of problems or issues in an orderly way and in identifying root causes.

When should a fishbone diagram be used?
Does the team...

Need to study a problem/issue to determine the root cause?
Want to study all the possible reasons why a process is beginning to have difficulties, problems, or breakdowns?
Need to identify areas for data collection?
Want to study why a process is not performing properly or producing the desired results?
How is a fishbone diagram constructed?
Basic Steps:

Draw the fishbone diagram....
List the problem/issue to be studied in the "head of the fish".
Label each ""bone" of the "fish". The major categories typically utilized are:
The 4 M’s:
Methods, Machines, Materials, Manpower
The 4 P’s:
Place, Procedure, People, Policies
The 4 S’s:
Surroundings, Suppliers, Systems, Skills

Note: You may use one of the four categories suggested, combine them in any fashion or make up your own. The categories are to help you organize your ideas.

Use an idea-generating technique (e.g., brainstorming) to identify the factors within each category that may be affecting the problem/issue and/or effect being studied. The team should ask... "What are the machine issues affecting/causing..."

Repeat this procedure with each factor under the category to produce sub-factors. Continue asking, "Why is this happening?" and put additional segments each factor and subsequently under each sub-factor.

Continue until you no longer get useful information as you ask, "Why is that happening?"

Analyze the results of the fishbone after team members agree that an adequate amount of detail has been provided under each major category. Do this by looking for those items that appear in more than one category. These become the 'most likely causes".

For those items identified as the "most likely causes", the team should reach consensus on listing those items in priority order with the first item being the most probable" cause.

5 Whys - Six Sigma Tool

The 5 why's typically refers to the practice of asking, five times, why the failure has occurred in order to get to the root cause/causes of the problem. There can be more than one cause to a problem as well. In an organizational context, generally root cause analysis is carried out by a team of persons related to the problem. No special technique is required.

The Washington Monument was disintegrating

  • Why? Use of harsh chemicals
  • Why? To clean pigeon poop
  • Why so many pigeons? They eat spiders and there are a lot of spiders at monument
  • Why so many spiders? They eat gnats and lots of gnats at monument
  • Why so many gnats? They are attracted to the light at dusk.
  • Solution: Turn on the lights at a later time.

Friday, October 05, 2007

Tuesday, September 25, 2007

Complexity: The Opportunity

Complexity: The Opportunity

Direction
Confidence
Capability

Entrepreneurial Advantage (Simplicity)

Impact of the Microchip

Bureacratic Response (Complication)

Confusion
Isolation
Powerlessness

Complexity: The Danger

Thursday, September 13, 2007

Open-Source Spying

http://www.nytimes.com/
By CLIVE THOMPSON
Published: December 3, 2006

Excerpt from "Open-Source Spying"

. . . Intelligence heads wanted to try to find some new answers to this problem. So the C.I.A. set up a competition, later taken over by the D.N.I., called the Galileo Awards: any employee at any intelligence agency could submit an essay describing a new idea to improve information sharing, and the best ones would win a prize. The first essay selected was by Calvin Andrus, chief technology officer of the Center for Mission Innovation at the C.I.A. In his essay, “The Wiki and the Blog: Toward a Complex Adaptive Intelligence Community,” Andrus posed a deceptively simple question: How did the Internet become so useful in helping people find information?

Andrus argued that the real power of the Internet comes from the boom in self-publishing: everyday people surging online to impart their thoughts and views. He was particularly intrigued by Wikipedia, the “reader-authored” encyclopedia, where anyone can edit an entry or create a new one without seeking permission from Wikipedia’s owners. This open-door policy, as Andrus noted, allows Wikipedia to cover new subjects quickly. The day of the London terrorist bombings, Andrus visited Wikipedia and noticed that barely minutes after the attacks, someone had posted a page describing them. Over the next hour, other contributors — some physically in London, with access to on-the-spot details — began adding more information and correcting inaccurate news reports. “You could just sit there and hit refresh, refresh, refresh, and get a sort of ticker-tape experience,” Andrus told me. What most impressed Andrus was Wikipedia’s self-governing nature. No central editor decreed what subjects would be covered. Individuals simply wrote pages on subjects that interested them — and then like-minded readers would add new facts or fix errors. Blogs, Andrus noted, had the same effect: they leveraged the wisdom of the crowd. When a blogger finds an interesting tidbit of news, he posts a link to it, along with a bit of commentary. Then other bloggers find that link and, if they agree it’s an interesting news item, post their own links pointing to it. This produces a cascade effect. Whatever the first blogger pointed toward can quickly amass so many links pointing in its direction that it rockets to worldwide notoriety in a matter of hours.

Spies, Andrus theorized, could take advantage of these rapid, self-organizing effects. If analysts and agents were encouraged to post personal blogs and wikis on Intelink — linking to their favorite analyst reports or the news bulletins they considered important — then mob intelligence would take over. In the traditional cold-war spy bureaucracy, an analyst’s report lived or died by the whims of the hierarchy. If he was in the right place on the totem pole, his report on Soviet missiles could be pushed up higher; if a supervisor chose to ignore it, the report essentially vanished. Blogs and wikis, in contrast, work democratically. Pieces of intel would receive attention merely because other analysts found them interesting. This grass-roots process, Andrus argued, suited the modern intelligence challenge of sifting through thousands of disparate clues: if a fact or observation struck a chord with enough analysts, it would snowball into popularity, no matter what their supervisors thought.

A profusion of spy blogs and wikis would have another, perhaps even more beneficial impact. It would drastically improve the search engines of Intelink. In a paper that won an honorable mention in the Galileo Awards, Matthew Burton — the young former D.I.A. analyst — made this case. He pointed out that the best Internet search engines, including Google, all use “link analysis” to measure the authority of documents. When you type the search “Afghanistan” into Google, it finds every page that includes that word. Then it ranks the pages in part by how many links point to the page — based on the idea that if many bloggers and sites have linked to a page, it must be more useful than others. To do its job well, Google relies on the links that millions of individuals post online every day.

This, Burton pointed out, is precisely the problem with Intelink. It has no links, no social information to help sort out which intel is significant and which isn’t. When an analyst’s report is posted online, it does not include links to other reports, even ones it cites. There’s no easy way for agents to link to a report or post a comment about it. Searching Intelink thus resembles searching the Internet before blogs and Google came along — a lot of disconnected information, hard to sort through. If spies were encouraged to blog on Intelink, Burton reasoned, their profuse linking could mend that situation. “

Imagine having tools that could spot emerging patterns for you and guide you to documents that might be the missing pieces of evidence you’re looking for,” Burton wrote in his Galileo paper. “Analytical puzzles, like terror plots, are often too piecemeal for individual brains to put together. Having our documents aware of each other would be like hooking several brains up in a line, so that each one knows what the others know, making the puzzle much easier to solve.”

With Andrus and Burton’s vision in mind, you can almost imagine how 9/11 might have played out differently. In Phoenix, the F.B.I. agent Kenneth Williams might have blogged his memo noting that Al Qaeda members were engaging in flight-training activity. The agents observing a Qaeda planning conference in Malaysia could have mentioned the attendance of a Saudi named Khalid al-Midhar; another agent might have added that he held a multi-entry American visa. The F.B.I. agents who snared Zacarias Moussaoui in Minnesota might have written about their arrest of a flight student with violent tendencies. Other agents and analysts who were regular readers of these blogs would have found the material interesting, linked to it, pointed out connections or perhaps entered snippets of it into a wiki page discussing this new trend of young men from the Middle East enrolling in pilot training.

Full Story

Logged In and Sharing Gossip, er, Intelligence

http://www.nytimes.com/

By SCOTT SHANE
Published: September 2, 2007

AMERICA’S spies, like America’s teenagers, are secretive, talk in code and get in trouble if they’re not watched closely.
It’s hard to imagine spies logging on and exchanging “whuddups” with strangers, though. They’re just not wired that way. If networking is lifeblood to the teenager, it’s viewed with deep suspicion by the spy.

The intelligence agencies have something like networking in mind, though, as they scramble to adopt Web technologies that young people have already mastered in the millions. The idea is to try to solve the information-sharing problems inherent in the spy world — and blamed, most spectacularly, for the failure to prevent the Sept. 11 attacks.

In December, officials say, the agencies will introduce A-Space, a top-secret variant of the social networking Web sites MySpace and Facebook. The “A” stands for “analyst,” and where Facebook users swap snapshots, homework tips and gossip, intelligence analysts will be able to compare notes on satellite photos of North Korean nuclear sites, Iraqi insurgents and Chinese missiles.

A-Space will join Intellipedia, the spooks’ Wikipedia, where intelligence officers from all 16 American spy agencies pool their knowledge. Sixteen months after its creation, officials say, the top-secret version of Intellipedia has 29,255 articles, with an average of 114 new articles and more than 4,800 edits to articles added each workday.

A separate online Library of National Intelligence is to include all official intelligence reports sent out by each agency, offering Amazon.com-style suggestions: if you liked that piece on Venezuela’s oil reserves, how about this one on Russia’s? And blogs, accessible only to other spies, are proliferating behind the security fences.

Full Story

Thursday, May 11, 2006

Industry Bypass / Spam Filter Bypass

I tried to email this article to my friend Catherine Nomura @ The Strategic Coach, but their spam filter kept kicking it back. Thus, I had to devise a bypass to the filter. Alas, the beauty of blogs and RSS.

I know that Catherine has a subscription to this blog via FEEDBLITZ, so I am just going to paste what I would have sent via email in this blog. Catherine can then pick the info up via the Blog, RSS Reader or FEEDBLITZ. The spam filter has been bypassed!!! I feel empowered.

Here is a link to the article and a quick excerpt:

Picking your casket at Costco
Discount retailers forcing a change in funeral economics

SAN FRANCISCO (MarketWatch) -- Shoppers aren't flocking to Costco for caskets the way they do, say, for canned goods. But the entry of Costco and other discount retailers into a portion of the death-care industry is shaking up the way funeral homes are doing business.

Costco remains a bit player in the $25 billion death-care industry, which includes everything from hearses to headstones. But a new analysis shows that while Costco and other online discounters, including Funeral Depot, represent just a tiny fraction of total sales, they're having a big influence on casket pricing.

Funeral homes, which still sell the vast majority of caskets, have responded to discounters by lowering casket prices, according to a new study by two Yale economists. "They're feeling somewhat threatened by these other channels of distribution," says co-author Fiona Scott Morton.

But to compensate funeral homes have raised prices on services such as viewings, flowers or embalming, so funeral costs effectively remain unchanged.

Full Story

Thursday, March 30, 2006

Using a Mind Map vs. Meeting Minutes

I promise, I will never ask for meeting notes again.

Who reads them anyway?

Why not just use a Mind Map to outline the course of the discussion during the meeting and during the wrap up phase of the meeting review the Mind Map and revise to assure agreement on the spot.

MindJet did a great job of presenting the benefits of using a Mind Map in connection with a Web Meeting tool like WebEx. It is a great solution, it just can be done with far less expensive licensing requirements than Mind Map and WebEx. Features and benefits highlighted by MindJet:

  • Dramatically reduce meeting times
  • Move from status to planning to action in a single session
  • Increase participation from the entire team
  • Communicate complex subjects more clearly
How efficient? Now if people would only listen and consider the leverage and empowerment that is created by agreeing to the "minutes," while they are still fresh in everyone's MIND.

Five years from now, this is going to be common place. Today it is novel.

Down with the meeting minutes, long live the Mind Map.

If you are looking for a good Mind Mapping solutions and don't want to pay an arm and a leg, check out Free Mind.

Open Source Mind Map Tool - Free Mind

I previously used MindJet's MindManager product, but it does not run on a Mac and it is too expensive - $350 / license -to be an effective collaborative tool across my network of connections. Every time I wanted to share the results of my Mind Maps, most people did not want to plunk down the $350, I had to send it in a PDF or JPEG format to those who did not own MindManager. Mind Maps are just not the same when they are in PDF or JPEG.

In an effort to extend the power of the tool, I decided to go with an open source tool that anyone can download and use, even Mac users. I am now using FreeMind and while it is not as robust as MindManager, it is far more useful because it is open source.

When are software vendors going to figure out that they have to make their licensing structure affordable for the masses or we are all going to just go to an open source solution. Shame on you MindJet for squandering an incredible opportunity.

Friday, February 10, 2006

Innovation tools, resources and strategies

Innovation ToolsInnovationTools catalogs the best resources for business innovation, creativity and brainstorming

InnovationTools provides entrepreneurs and innovators with a focused, growing collection of the best resources on business innovation, creativity and brainstorming. Our goal is to help you to learn more about the tools, strategies and techniques you can use to be more creative in your business -- and to help your company to increase its capacity for innovation and change.


http://www.innovationtools.com/index.asp

Theory of Inventive Problem Solving

TRIZ
"TIPS" is the acronym for "Theory of Inventive Problem Solving," and "TRIZ" is the acronym for the same phrase in Russian. TRIZ was developed by Genrich Altshuller and his colleagues in the former USSR starting in 1946, and is now being developed and practiced throughout the world.

TRIZ research began with the hypothesis that there are universal principles of invention that are the basis for creative innovations that advance technology, and that if these principles could be identified and codified, they could be taught to people to make the process of invention more predictable. The research has proceeded in several stages over the last 50 years. Over 2 million patents have been examined, classified by level of inventiveness, and analyzed to look for principles of innovation. The three primary findings of this research are as follows:

  • Problems and solutions were repeated across industries and sciences
  • Patterns of technical evolution were repeated across industries and sciences
  • Innovations used scientific effects outside the field where they were developed

In the application of TRIZ all three of these findings are applied to create and to improve products, services, and systems.

Wednesday, November 16, 2005

Patti's thoughts on Jonathan's Process

only do strategy, not SEO.

1) Identify the problem - have to see the problem online - looking for the gravity/scope of the problem

2)Researched online - a bunch of searches - found and bookmarked sites with good content, found the best site, printed and read the white paper - figured out what the problem was called (in this case it was Reverse Search Engine Optimization).

3) see problem, this is how to handle it, who the experts are - what the answer is. - gather other related info re newspapers articles etc. - build the case.

Jonathan's talent is that he understands the problem, understands how business operates, has in intuitive approach to using resources and finds the simplest solution using all of the available resources.

Jonathan's Unique Ability

The simplest path to the end result using all the available resources.

Sunday, November 13, 2005

Serendipitous Connections

Background

I was speaking to the local Executive Director (ED) about an initiative that ADA has started to help corporations encourage healthy choices: i.e. eating habits, exercise and reduced stress. I can not find the exact link on the ADA site to the program, which is frustrating to me. I will eventually find it and this post will make more sense.

Bottom Line

ADA is looking for more corporations to join this program. When I got home and opened my mail, I received a copy of the "Oakland Business Review." On the front page of the newspaper, there is a section entitled "New coalition promotes health awareness - and savings" & "Clarkston firm: Big losers win tropical trip."

I also came across another article in "Fortune," entitled "The (R)evolution of Steve Case," which discusses Mr. Case's ambition to change the way health-care is delivered.

Results

I am sending these articles to the ED, as an example of opportunities to introduce and leverage ADA's program to these organizations.

Friday, November 11, 2005

Must be in the Front Row

Problem:

I showed up I the ORD Westin @ 3 PM today: our room was not ready yet and they told us we had two queen sized beds. I wanted a king sized bed and I desperately needed a shower. "I love to be clean."

Solution:

I checked in with the American Diabetes Association conference coordinators and luckily, Carol Boileau, the woman who I had registered for the event through was at the check in desk. I introduced myself to Carol, as we had never met before, and asked her if she had any influence with the hotel. She was a bit unsure of her level of "juice," but agreed to "see what she could do."

To her surprise, she was able to get me a room with a king sized bed on the top floor of the hotel.

Lessons Learned

"He who has the gold rules." Find the leverage point and use it to your advantage.

Referrability Habits

I followed up with an email to Carol thanking her for making our weekend.

Thursday, November 10, 2005

A Random Walk Down Matrix Street

Binary CodeI sat down at Starbucks today to kill an hour and I have 4 magazines, The Clue Train Manifesto and my iPod on the table. I chose to read Business Week first and as I was scanning through this weeks copy, I found three articles of interest:

And Now, A Podcast From Our Sponsor: All about Whirlpool's Podcasting Strategy.

Action: Forwarded this article to Moncur Associates to discuss potential matrix opportunity.

Shoot the Focus Group: Advertisers are inventing new ways into the consumer's head.

Action: I am just fascinated how technology is disintermediating proxies for consumer behavior and actually capturing the empirical data

Prefab Meets Style:
Architects are rethinking budget boxes -- and finding lots of buyers.

Action: Bryan Hanson, aka Sales Guy, and I were just talking about the market for high-end pre-fab homes. I sent this article along to Bryan.

This post is just designed to capture the essence of one of my process.
  • Read incessantly
  • Make a connection between content and people / opportunities
  • Pass the wisdom forward and connect people to the matrix

Wednesday, November 09, 2005

Solving Complex Problems

The Catalyst



David Moncur posed a series of questions to me yesterday:


  • How do you solve problems?

  • What is your process?

  • How do you solve them differently?

He pushed me quite a bit on the topic and I could not precisely articulate the process, this is one of the reasons I decided to create the blog. I tend to operate much better by providing examples, rather than conjecture.

The Metaphor

After our meeting, I recalled one of the first times that I remember being rewarded for my non-conventional problem solving.

I was 12 years old and all of the kids in the stands at the Buffalo Bill Cody Stamped Rodeo were invited into the arena to participate in a contest. The objective of the contest was to grab a ribbon off the tail of a calf. The individual who ended up with the ribbon won a case of Snake River Sarsaparilla.


Snake River Sarsaparilla


Well there were a whole lot of kids in the arena, probably 250. When the rodeo clown blew his whistle, all of the kids started running directly at the calf. The calf ran to the fence and started running around the perimeter. I quickly realized that I was not going to catch the calf by running with the crowd. I thought for a moment and began to run in the other direction. I knew that the calf was running along the fence of the arena and if I stayed on the perimeter, the calf was bound to run right to me. The calf did in fact run right to me and I was able to grab the ribbon.

Conclusion

I thought this story was a great metaphor for my problem solving process. I encourage you to add your own stories and look forward to your feedback.