Tugas Personal ke-2
A pizza company with stores located citywide uses one order call-in phone number for the entire city,
Callers regardless of their address, can phone XXX-1111 to place an order. Based on the caller’s phone
number, an automated switching service directs the call to the appropriate store.
On a recent Friday evening, the pizza company lost as many as 15.000 orders when a malfunctioning
mechanical devices made calls to their phone numbers impossible.
From about 5:30 to 8 P.M., when caller hoping to place an order phoned, they were met with either silence
or a busy signal. This is not the first time this malfunction has occurred. Just two weeks earlier, the same
problem surfaced. The pizza company and the company that installed the system are working to ensure
that situation doesn’t repeat itself. They believe a defective call switch is to blame.
Based on what you have learned in this chapter, why is a structured problem-solving process critical to
the success of finding and eliminating a problem? What steps do you recommend they follow?
Solution.
why is a structured problem-solving process critical to the success of finding and eliminating a problem?
To solve problems effectively, we need to take correct problem-solving procedures and techniques.
Utilizing these procedures and techniques strengthens our ability to find permanent solutions to eliminate
the problems. If we took to approach problems like random (Example: The lost drivers who randomly
turning on different streets in the hope of finding their destination), then that the hit-or-miss approach to
tackling problems may leave the real problem unsolved and the real root cause undiscovered.
What steps do you recommend they follow?
step 1. Recognize a problem exists.
1. Management of pizza company should participate in the recognition and identification of
problems, since they are ultimately responsible for seeing that problems are isolated and
solved.
2. Use 5W tools (who, what, where, when, and why) to recognize a problem.
1) Who is experiencing the problem?
 On Staff to receive calls,
 Representative from automated switching service,
 Mechanic/Engineer of Call Switch Product, and
 The Representative from Customer
2) What problem are they experiencing?
 Silence or a busy signal when caller place an order phoned
3) Where and when does the problem occur?
 At the entire city that able to contact Pizza Company
 On Friday from about 5:30 to 8 P.M
4) Why does the problem occur (This last may be difficult to uncover and is sometimes
discovered only as the problem-solving efforts unfold) ?
 Defective call switch
step 2. Form an improvement team.
1. Improvement team must be create from composed of those closest to the problem,
representatives of those affected by the change, as well as a few individuals from middle
management with enough power to effect change.
2. The team may consist of people from:
 On Staff to receive calls,
 Representative from automated switching service,
 Mechanic/Engineer of Call Switch Product
 The Representative from Customer,
 Management from Pizza Company
3. For teams to work, management must set clear goals that are aligned with the mission and
strategic direction of the firm. Upper management’s of Pizza Company sincere interest and
support in the resolution of the problem is evidenced by their willingness to commit money and
time for training in problem solving and facilitation
step 3. Develop performance measures.

Pizza Companies use customer-oriented measures to determine whether their plans and
strategies keep the existing customers satisfied, bring in new customers, and encourage
customers to return .These measures may include:
 Response times of Staff to receive calls,
 Duration queueing of caller (customer) to place an order,
 Number of order from calls
step 4. Clearly define the problem.
1. Technique: Pareto Chart: The Pareto chart is a graphical tool for ranking causes of problems from
the most significant to the least significant
2. A Pareto chart is constructed using the following steps:
1) Select the subject for the chart. Example: Causes of Silence or a busy signal when caller
place an order phoned.
2) Determine what data need to be gathered:
 Number of order to take place by time (Number)
 Number of order that already ordered by time (Number)
 Number of defective call switch. (Number)
 Schedule preventif maintenance of call switch (Date)
3) Gather data related to the quality problem. Be sure that the time period during which
data will be gathered is established.
 Use a check sheet to gather data. Record the total numbers in each category.
Categories will be the type of defects or nonconformities.
 Determine the total number of nonconformities and calculate the percent of the
total in each category.
 Determine the costs associated with the nonconformities or defects.
 Select the scales for the chart. Y axis scales are Number of order to take place by
time (Number), Number of order that already ordered by time (Number), Number
of defective call switch
 Draw a Pareto chart by organizing the data from the largest category to the
smallest. Include all pertinent information on the chart.
 Analyze the chart or charts. The largest bars represent the vital few problems. If
there does not appear to be one or two major problems, recheck the categories
to determine if another analysis is necessary
step 5. Document and analyze the problem/process.
1. Technique: Process Maps. Process maps are known by many names including flowcharts,
process flowcharts, and process flow diagrams. A process map is a graphical representation of
all the steps involved in an entire process or a particular segment of a process.
2. The process should involving :
1) Start
2) Customer Calls,
3) automated switching device (Near location from the callers phone number)
4) On Staff to receive calls
5) Place an order
6) End
step 6. Determine possible causes.
1. Technique: Cause-and-Effect Diagrams. The cause-and-effect diagram is also called the ishikawa
diagram after Kaoru Ishikawa, who developed it, and the fishbone diagram because the
completed diagram resembles a fish skeleton. To construct a cause-and-effect diagram:
1) Clearly identify the effect or the problem. The succinctly stated effect or problem
statement is placed in a box at the end of a line.
2) Identify the causes. Discussion ensues concerning the potential causes of the problem.
General topic areas are usually methods, materials, machines, people, environment, and
information, although other areas can be added as needed. Under each major area,
subcauses related to the major cause should be identified. Brainstorming is the usual
method for identifying these causes.
3) Build the diagram. Organize the causes and subcauses in diagram format.
4) Analyze the diagram. At this point, solutions will need to be identified. Decisions will also
need to be made concerning the cost-effectiveness of the solution as well as its feasibility.
step 7. Identify, select, and implement the solution.
1. During this step in the problem-solving process, the team identifies solutions, develops action
plans, and implements the solution. Potential solutions are generated and the one most likely to
eliminate the major root cause(s) is selected. The changes that need to be made are defined and
people are identified to carry out the task of making the changes. As the solution is implemented,
the team and management monitor the change process to ensure that the solution is
implemented.
step 8. Evaluate the solution.
1. Control charts, histograms, and run charts can be used to monitor the process, both before and
after. If these formats were used in the original problem analysis, a direct comparison can be
made to determine how well the solution is performing
step 9. Ensure permanence.
1. The final stage, Action, involves making the decision to adopt the change, abandon it, or repeat
the problem-solving cycle. This key step ensures continuous improvement. If the change is
adopted, then efforts must be made to ensure that new methods have been established so that
the new level of quality performance can be maintained
step 10. Continuous improvement.
1. Upon completion of their project, teams often present their findings in the form of a final report
or storyboard. The following Real Tools for Real Life feature describes one team’s complete
project from beginning to end