Master of solving problems: Three tricks teach you to analyze problems (17/100)

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Hello everyone, this is the 17th to solve the problem sharing ·

Analysis

I hope to help you! I also hope that you can provide better suggestions.

[Phenomenon 1] The subordinates feedback to you the abnormal problem at the scene. After arriving at the scene, ask the employee: What is the problem? What is the phenomenon? What is the corresponding hardware? What is the software? How many test equipment? Did you change the equipment test? There are only one equipment, so how many sets of test fixture? Did you change the fixture? Is there this failure before? How to deal with it? Are there any processing in the near future? How many products are there later?

[Phenomenon 2] The superior requires you to convene relevant personnel to meet and discuss solutions for one thing. First of all, you need to analyze this matter: what happened? Where did it happen? When does it happen? Who are involved? Which outsiders, which insider, and which are related people? Who is the key figure that leads to this incident and the solution to this matter? How important is this to our performance goals? To what extent developed? To what extent will the worst reach?

Why do you ask? What is the purpose of asking like this? When facing the problem, ordinary people are at a loss. Through inquiries, the powerful people can find out the ins and outs of the whole thing and easily solve the problem. Is it very powerful?

So what did he ask these questions? Is it personal experience and a talented talent, or do you want to ask for luck?

NO, NO, NO are not, because they have the three dimensions of analyzing problems–

Space, time, cause and effect

concept

One afternoon said his stomach pain. Question: After being cold or what did you eat?

(cause and effect)

Essence Confirm whether to eat foods such as cold, spicy stimulation, and deterioration. If it wasn’t for the first time it appeared? Have you ever been before? What time periods during the day or night

(time)

Looking at the evolution of the disease, judging acute or chronic. Continue to ask:

What are the habits of three meals a day and eating habits?

(space)

There are often no breakfast around you, or rarely eat after overtime in the afternoon. One is that sometimes there is no time to be busy, and the other is that colleagues do n’t eat, so I ’m too lazy to go.

(surroundings)

Students ask whether to take medicine before or after meals?

Space dimension:

Traditional Chinese medicine distributes the top, middle, and lower parts of the human five internal organs. Generally, the treatment of upper respiratory tract infections, skin diseases, and headaches, that is, the disease of the upper part (cardiopulmonary). It is recommended to eat it after meals – Make the upper organs absorb; for patients with deficiency of kidney, it is recommended to eat warm and nourishing drugs. It is recommended to take before meals -medicine is in the lower or lower organ. However, it is recommended to eat the body of the body such as blood, bones, etc., and it is recommended to eat before going to bed -cooperate with the body to rest and raise the body. Overall the selection based on different diseases and physical constitutions, treating empirical drugs after meals, treating virtual syndrome and toning supplementation. You can eat before meals.

Classmate: Ah, such logic, just that simple? Me: Yes, it’s that simple!

What are the cause and effect, time, and space?

Everything has a certain law, and

Time, space, cause and effect

The dimension is like a pair

Perspective glasses

, Can see the key to the problem more clearly and solve the problem.

it

It’s a set of common and

The most common thinking dimension

For the convenience of memory, I referred to

Toilet (SWC) tool

Space:

Upper and lower, inside and outside, on the table … from overall to local, from the environment to the system, from the structure to the function. This is the three levels of the space shaft (environment, system, structure).

Time (When):

Add a timeline to the eye, you will not only use the unchanged eyes to look at the changes, and you will also insight into the evolution process.

Cause and Effect:

Everything is a link in the “cause and effect chain”, which is intertwined. The masters can see the problem from the cause to the results to the new fruit.

Back to the abnormal problem at the scene:

Cause and effect: From the result, find the layer of reasons that bring change in the reverse; use the current “fruit” to find the corresponding “cause” in the vine, and apply the right medicine.

what is the problem? What failed the phenomenon? What is the corresponding hardware? What is the software?

If the test network is timeout, it corresponds to no network. The hardware confirms that the network cable and the network port is normal, and the software confirms whether the computer can connect to the network normally.

Space: There are many problems in production, which is to find resources to solve the environment. One -dimensional plane, two -dimensional vertical and horizontal, three -dimensional three -dimensional

One day, the team leader hurriedly came to feedback: The A device A device A equipment was used up, and the production should be stopped.

Me: After looking for it? Where are you looking for?

Team leader: Yes, the equipment milling cutter is empty, and the other wires are also used.

Me: What about the department B and other building departments upstairs?

Team leader: Oh, I haven’t asked yet, now ask.

Why is there any omissions?

Back to the above question: How many test equipment is there? Have you ever been tested? How many sets are there? And is there an instrument? Is there a cross -verification?

One -dimensional space looks at the plane and find resources at all at all.

Two -dimensional space plus two lines and horizontal lines, looking for resources on left and right equipment, front and back bodies.

Three -dimensional space is three -dimensional. There are no other departments and other buildings here? What about the entire company? Can’t the company’s layman work?

In this way, confirm that answering superiors, there will be no omissions!

Time: Look at the past, see the present, and see the future.

Look at the past, find experience, and find effective solutions in the past.

Is there such a failure before? How to deal with it?

Look at the present, make comparisons and find the difference in differences.

Are there any processing in the near future? How much did you do? Is it an occasional problem, a common problem or a complex problem.

Look at the future, focus on impact, and reduce losses quickly.

Ask how much to be processed, and how much impact is the future, can it be solved or slowly dealt with immediately? Is it upgraded or for help?

Behind each problem, there is a logical chain that can be found. Finding the logic behind this can become a tool for thinking about solving the problem quickly.

The purpose of asking these questions is to do one thing as much as possible

From the overall to part, from the cause to the results, from the past to the present, from now to the future,

There is a clearer grasp of the problem.

One thing, if you can follow

Space, time and cause and effect

With the level of grasping it, we have established a basic understanding of this matter, so that the next step can make better decisions.