1. Assalammualaikum..
LOADING…………

2. GROUP MEMBERS
NO. NAME MATRIC NO.
1. NUR SYUHADA BINTI ZAKARIA DD110052
2. NUR SHAFIKAH BINTI AHMAD MAULANA DD110102
3. SITI NUR HASRAT BINTI ABDUL HALIM DD110110
4 MOHD SYAFIQ BIN MOHD YASSIN DD110126
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3. INTRODUCTION
What is a problem?
 Problem solving is the art of finding ways to get from where you are to
where want to be. The problem, therefore, is the gap between the
present situation and a more desirable one. – Vincent Nolan (1989)
 A problem must be perceived or recognized by somebody, otherwise, it is
not a problem.
 Problems are everywhere, depending on one’s perception to the problem
that it is a problem. We may not realize that we have a problem, but that
does not stop us from having one.
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4. Kepner-Tregoe Problem Solving and Decision Making (KT)
The KT Problem Solving & Decision Making methods are
systematic techniques that guide critical thinking to maximum
expertise and use data effectively.
Implementing the KT approach harnesses critical thinking and
diverse expertise and directs it at your most pressing issues.
The KT methods have been used globally to save billions of
dollars and improve quality, productivity, profitability, market
share, customer satisfaction and other key measures.
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5. 8 Disciplines Problem Solving Process
Eight Disciplines Problem Solving 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. The disciplines are:
D1. Use Team Approach
D2. Describe the Problem
D3. Implement and Verify Short-Term Corrective Actions
D4. Define and Verify Root Causes
D5. Verify Corrective Actions
D6. Implement Permanent Corrective Actions
D7. Prevent Recurrence
D8. Congratulate Your Team
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6. TRIZ
TRIZ presents a systematic approach for analysing the kind
of challenging problems where inventiveness is needed and
provides a range of strategies and tools for finding
inventive solutions.

7. COMPARISON BETWEEN
PLAN-DO-CHECK-ACT
[PDCA] MODEL
and
GROW MODEL
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8. Plan-Do-Check-Act [PDCA] Model
PDCA (plan–do–check–act or plan–do–check–adjust)
is an iterative four-step management method used in
business for the control and continuous improvement of
processes and products. It is also known as
the Deming circle/cycle/wheel, Shewhart cycle, contro
l circle/cycle, or plan–do–study–act (PDSA).
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9. ISI KANDUNGAN
NO. TAJUK
1. PENGENALAN
2. PENYATAAN MASALAH
3. OBJEKTIF
4. SKOP
5. KAJIAN LITERATUR
6. METADOLOGI
7. ANALISA
8. KESIMPULAN & CADANGAN
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11. STEP 1:
PLAN

12. Step 2:
Do
•Generate possible solutions.
•Select the best of these
solutions, perhaps using
techniques like Impact Analysis to
scrutinize them.
•Implement a pilot project on a
small scale basis, with a small
group, or in a limited
geographical area.

13. • The number of areas for
improvement you have identified,
and the scope of the whole
initiative, you may decide to
repeat the "Do" and "Check"
phases, incorporating your
additional improvements.
• Once you are finally satisfied that
the costs would outweigh the
benefits of repeating the Do-Check
sub-cycle any more, you can move
on to the final phase.

14. • Implement your solution
fully.
• If you are using the PDCA
as part of a continuous
improvement initiative,
you need to loop back to
the Plan Phase (Step 1),
and seek out further areas
STEP 4 : ACT
for improvement.

15. When to Use PDCA
• As a model for continuous improvement.
• When starting a new improvement project.
• When developing a new or improved
design of a process, product or service.
• When defining a repetitive work process.
• When planning data collection and
analysis in order to verify and prioritize
problems or root causes.
• When implementing any change.

16. • Daily routine management-for
the individual and/or the team
• Problem-solving process
• Project management
• Continuous development
• Vendor development
• Human resources development
• New product development

17. GROW Model
Problem developed
technique
solving
UK
Goal settings
 Used extensively in the corporate coaching market in the late
1980s and 1990s.
GROW is very well known in the business arena but it also has
many applications in everyday life. The particular value of grow
is that it provides an effective structured methodology which
both helps set goals effectively and is a problem solving
process.
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18. GOAL – This is the end point, where the client wants to be.
WAY - The Options then need to be converted into action
steps which will take the client to their goal.
OPTION - Once Obstacles have been identified, the client needs
to find ways of dealing with them if they are to make progress.
OBSTACLE - There will be Obstacles stopping the client
getting from where they are now to where they want to go.
NEXT REALITY - This is how far the client is away from their goal.

19. STRENGTH OF GROW MODEL
It can be used by anyone without special training. While there are many
methodologies that can be used to address problems, the value of grow is
that it is easily understood, straight forward to apply and very thorough.
In addition it is possible to apply it to a large variety of issues in a very
effective way.
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20. Example:
GOAL - Bring my weight
down to 60kg in three
OBSTACLE – No food,
months and keep it down busy, lazy to exercises
REALITY - What their weight is
now? OPTION –
manage time for
exercise, pyramid of
food, diet
WAY – Go to gym, diet, exercises 10 min per day

21. PROCESSES OF GROW MODEL
1. Establish the Goal
 Define and agree the goal or outcome to be achieved. You should
help your team member define a goal that is specific, measurable
and realistic. In doing this, it is useful to ask questions like:
"How will you know that you have achieved that goal?"
"How will you know the problem is solved?“
2. Examine Current Reality
 Too often, people try to solve a problem without fully considering
their starting point, and often they are missing some of the
information they need to solve the problem effectively. Useful
coaching questions include:
"What is happening now?"
"What, who, when, how often"
"What is the effect or result of that?"

22. 3. Explore the Options
meaning, all the many possible options you have for solving the problem. Help
your team member generate as many good options as possible, and discuss
these. Typical questions used to establish the options are:
"What else could you do?"
"What if this or that constraint were removed?
"What are the benefits and downsides of each option?"
4. Establish the Will
So your final step as coach is to get you team member to commit to specific
action. In so doing, you will help the team member establish his or her will and
motivation. Useful questions:
"So what will you do now, and when?
"What could stop you moving forward?"
"And how will you overcome it?"
"Will this address your goal?"
"How likely is this option to succeed?"
NEXT "What else will you do?"

23. DISCUSSION
PDCA CYCLE give clear identification of the problem and
metrics, a prototyping of the solution, evaluation of the
changes and subsequently, a full-scale implementation of
the success.
Use Plan-Do-Check-Act, or PDCA. Without fully
understanding the cause of what is happening in a
situation, an organization will not have the control in its
processes in order to sustain lean.
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24. The GROW process has been presented
sequentially here. In practice, it is a much less
linear process which may start anywhere and
revisit each of the stages several times. Often
when we have lost our way in a session or got
stuck, we should turn to The GROW Model to
check out where we need to put our attention
As with many simple principles any user of
GROW can apply a great deal of skill and
knowledge at each stage but the basic
process remains as we have discuss before.
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25. CONCLUSION
Use visual management and standard work tools
to catch problems before we start adding up.
Build the skills, tools and systems needed to deal
with those problems as soon as possible.
Understand that the small problems are a
valuable contribution for future results
Each creative solving problems have their own
advantages, we just need to choose the suitable for
our own good.
Always thinks creative to solve problem.
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26. REFERENCES
 http://en.wikipedia.org/wiki/GROW_model
 http://www.mindtools.com/pages/article/newLD
R_89.htm
 http://www.mentoringforchange.co.uk/classic/in
dex.php
 http://en.wikipedia.org/wiki/PDCA
 http://asq.org/learn-about-quality/project-
planning-tools/overview/pdca-cycle.html
 http://www.mindtools.com/pages/article/newPP
M_89.htm

27. THANK YOU