Как решать кейсы.
Учебник Changellenge >>

Вступление

Компании-партнеры Учебника

Неделя 1. Введение в кейс-метод

Неделя 2. Секреты успешной командной работы

Неделя 3. Понимание ситуации

Недели 4, 5 и 6. Структурирование и формирование гипотез

Недели 7 и 8. Работа с информацией

Неделя 9. Синтез данных и формирование рекомендаций

Неделя 10. Подготовка решения

Неделя 11. Презентация решения

Неделя 12. Публичное выступление

Дополнительные материалы

Неделя 1. Введение в кейс-метод

Этапы решения кейса

Решение кейса можно условно разбить на три этапа: сбор команды, работа над задачей и презентация результатов. Вам не всегда придется проходить через все из них, например на кейс-интервью вы будете решать кейс самостоятельно. Но чтобы у вас сложилось полное представление о процессе решении кейса, мы разберем каждый этап. Проще всего это сделать на примере кейс-чемпионата.

Процесс работы на кейс-чемпионате

Этап 1. Сбор команды

Как мы уже говорили, в большинстве случаев решать кейс на чемпионате вам придется в команде. Если вы формируете ее самостоятельно, отнеситесь к процессу ответственно. Представьте, как сложно будет работать, если в команде есть человек, который постоянно всех критикует, проваливает сроки или находится в конфликте с другим участником.

Когда члены команды не сработались, легче все сделать самому, чем пытаться сплотить остальных. Но труд в одиночку занимает куда больше времени, а правильно выстроенная командная работа создает синергию: участники дополняют друг друга и вместе получают лучший результат, чем каждый по отдельности. Большинство победителей кейс-чемпионатов признаются, что именно команда стала залогом успеха.

Если участники плохо знакомы друг с другом, обязательно пообщайтесь заранее в неформальной обстановке. Это позволит поближе узнать друг друга и избежать сюрпризов в дальнейшем. Заранее распределите, кто за что будет отвечать, и составьте предварительный план работы. 

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Современные кейсы и где они обитают

Как решать кейсы.
Учебник Changellenge >>

Вступление

Компании-партнеры Учебника

Неделя 1. Введение в кейс-метод

Неделя 2. Секреты успешной командной работы

Неделя 3. Понимание ситуации

Недели 4, 5 и 6. Структурирование и формирование гипотез

Недели 7 и 8. Работа с информацией

Неделя 9. Синтез данных и формирование рекомендаций

Неделя 10. Подготовка решения

Неделя 11. Презентация решения

Неделя 12. Публичное выступление

Дополнительные материалы

Неделя 1. Введение в кейс-метод

В нашей стране кейс-метод стал известен достаточно давно: в 20-е годы прошлого века специалисты в СССР переняли его, назвали методом казусов и стали использовать для обучения управленцев и экономистов. Это произошло из-за того, что теории времен дореволюционной России больше не работали, а как действовать в новой экономике, никто не знал, так что приходилось разбирать конкретные ситуации из практики. Тем не менее метод казусов не прижился из-за давления идеологии и закрытости системы образования.

Интерес к кейсам вновь проснулся в 1990-е, когда страна столкнулась с той же ситуацией, которая сложилась в 1920-х: спрос на экономистов и управленцев взлетел, а прежние экономические принципы и законы опять перестали работать. Две основные области, в которых сейчас используются кейсы, — это образование и рекрутинг.

В образовании кейсы применяют в университетах и бизнес-школах. В России это до сих пор не очень распространенная практика, но некоторые вузы (например, Высшая школа менеджмента СПбГУ) строят программу, основываясь на кейс-методе. В университетах чаще всего используются гарвардские кейсы или кейсы других известных бизнес-школ. Обычно они предполагают обсуждение в группе прямо на занятии или подготовку решений в командах в течение определенного срока.

Зарегистрируйтесь, чтобы прочитать книгу целиком 90000 Solved Case Studies | Case Study Examples 90001 90002 Case I: CHEMCO CASE 90003 90004 Started in 1965, ChemCo is a leading manufacturer of car batteries in the U.K. market. Since then, it has been under the charge of Mr. Jones, the founder-owner of the firm. In 1999 року, the company decided to go for a diversification by expanding the product line. The new product was batteries for fork-lift trucks. At the same time, Mr. Marek was appointed the Senior Vice President of marketing in the company.However, soon after its successful diversification into fork-lift batteries, the sales in this segment began dropping steadily. Mr. Marek wanted to introduce some radical changes in the advertising and branding of the new business but the proposal was turned down by the old-fashioned Mr. Jones. 90005 At this juncture in 2002 the firm is losing heavily in the fork-lift batteries business and its market share in car batteries is also on a decline. Mr. Jones has asked Mr. Marek to show a turnaround in the company within a year.What steps should Mr. Marek take to take the company out of its troubles? 90006 90004 90008 Some of the facts on the case are: 90009 90006 90011 90012 ChemCo is a quality leader in the U.K. car batteries market. 90013 90012 Customer battery purchases in the automobile market are highly seasonal. 90013 90012 The fork-lift business was added to utilize idle capacity during periods of inactivity. 90013 90012 This is a low-growth industry (1% annual growth over the last two years) 90013 90012 Large customers are sophisticated and buy based on price and quality.Smaller customers buy solely on price. 90013 90012 There is a Spanish competitor in the market who offers low priced batteries of inferior quality. 90013 90024 90004 90008 Situation Analysis: 90009 90006 90004 90008 Company 90009 90006 90011 90012 Established player in car batteries 90013 90012 Losing heavily in fork-lift truck batteries 90013 90012 Old fashioned owner resistance to change 90013 90024 90004 90008 Competition 90009 90006 90011 90012 Low priced competitors 90013 90012 Foreign competitors gaining market share 90013 90024 90004 Group Discussion Preparation 90006 90004 90008 Customers 90009 90006 90011 90012 High quality product, but low end customers care more about price than quality 90013 90024 90004 90008 Problem Definition: 90009 90006 90011 90012 Mismanaged product diversification in a price sensitive market 90013 90024 90004 90008 Alternatives: 90009 90006 90011 90012 Alternative 1: Establish an Off-Brand for the fork-lift business 90013 90012 Alternative 2: Educate the customer market about product quality 90013 90012 Alternative 3: Exit the fork-lift battery business 90013 90024 90004 90008 Criteria for evaluation of alternatives: 90009 90006 90011 90012 Establishing the firm’s quality image 90013 90012 Increase in market share 90013 90012 Increase in sales 90013 90012 Cost of the product 90013 90024 90004 90008 Evaluation of Alternatives: 90009 90006 90004 90008 Alternative 1 90009 90006 90011 90012 Protect firm’s quality image in the automobile industry 90013 90012 Redesigned product to reduce the cost of manufacture 90013 90012 Low price to enable it to compete with Spanish producer 90013 90024 90004 90008 Alternative 2 90009 90006 90011 90012 Make use of the quality leadership in car batteries market 90013 90012 Offer reliability testing, extended warranties etc.to promote quality image 90013 90012 Set higher prices to extract surplus from these advantages 90013 90024 90004 90008 Alternative 3 and 4 90009 90006 90011 90012 A passive strategy, not proactive 90013 90012 Recommendations: 90005 Alternative 1 is recommended in this case. Since the firm operates in an industry which has low growth, hence it can expand market share and sales only by taking the customers from other players. Hence, it needs to tackle the Spanish competitor head-on by aggressively pricing its product.At the same time, launching a low-priced product under the same brand name erodes the high quality image in the car batteries market. Hence, the best option is to go for an off-brand to target the fork-lift customers who are increasingly becoming price sensitive. This will enable the company to ward off the threat in short-term and build its position strongly in the long-term. 90013 90024 90002 Case II: NAKAMURA LACQUER COMPANY 90003 90004 The Nakamura Lacquer Company (NLC) of Kyoto, Japan, employed several thousand men and produced 500,000 pieces of lacquer tableware annually, with its Chrysanthmum brand becoming Japan’s best known and bestselling brand.The annual profit from operations was $ 250,000. 90005 The market for lacquerware in Japan seemed to have matured, with the production steady at 500,000 pieces a year. NLC did practically no business outside Japan. 90005 In May 2000, (much to your chagrin!) The ambitious and dynamic, Mr. Nakamura (Chairman, NLC) received two offers from American companies wishing to sell lacquer ware in America. 90005 The first offer was from the National China Company. It was the largest manufacturer of good quality dinnerware in the U.S., with their «Rose and Crown» brand accounting for almost 30% of total sales. They were willing to give a firm order for three years for annual purchases of 400,000 sets of lacquer dinnerware, delivered in Japan and at 5% more than what the Japanese jobbers paid. However, Nakamura would have to forego the Chrysanthemum trademark to «Rose and Crown» and also undertake not to sell lacquer ware to anyone else in the U.S. 90005 The second offer was from Sammelback, Sammelback and Whittacker (henceforth SSW), Chicago, the largest supplier of hotel and restaurant supplies in the U.S. They perceived a U.S. market of 600,000 sets a year, expecting it to go up to 2 million in around 5 years. Since the Japanese government did not allow overseas investment, SSW was willing to budget $ 1.5 million for the next two years towards introduction and promotion. Nakamura would sell his «Chrysanthemum» brand but would have to give exclusive representation to SSW for five years at standard commission rates and also forego his profit margin toward paying back of the $ 1.5 million. 90006 90002 90008 What should Mr.Nakamura do ?: 90009 90003 90004 90008 Situational Analysis: 90009 90006 90011 90012 90008 The Nakamura Lacquer Company: 90009 The Nakamura Lacquer Company based in Kyoto, Japan was one of the many small handicraft shops making lacquerware for the daily table use of the Japanese people. 90013 90012 90008 Mr. Nakamura- the personality: 90009 In 1948 a young Mr. Nakamura took over his family business. He saw an opportunity to cater to a new market of America, i.e. GI’s of the Occupation Army who had begun to buy lacquer ware as souvenirs.However, he realized that the traditional handicraft methods were inadequate. He was an innovator and introduced simple methods of processing and inspection using machines. Four years later, when the Occupation Army left in 1952 Nakamura employed several thousand men, and produced 500,000 pieces of lacquers tableware each year for the Japanese mass consumer market. The profit from operations was $ 250,000. 90013 90012 90008 The Brand: 90009 Nakamura named his brand «Chrysanthemum» after the national flower of Japan, which showed his patriotic fervor.The brand became Japan’s best known and best selling brand, being synonymous with good quality, middle class and dependability. 90013 90012 90008 The Market: 90009 The market for lacquerware in Japan seems to have matured, with the production steady at 500,000 pieces a year. Nakamura did practically no business outside of Japan. However, early in 1960 when the American interest in Japanese products began to grow, Nakamura received two offers 90013 90012 90008 The Rose and Crown offer: 90009 The first offer was from Mr.Phil Rose, V.P Marketing at the National China Company. They were the largest manufacturer of good quality dinnerware in the U.S., with their «Rose and Crown» brand accounting for almost 30% of total sales. They were willing to give a firm order for three eyes for annual purchases of 400,000 sets of lacquer dinnerware, delivered in Japan and at 5% more than what the Japanese jobbers paid. However, Nakamura would have to forego the Chrysanthemum trademark to «Rose and Crown» and also undertaken to sell lacquer ware to anyone else the U.S. The offer promised returns of $ 720,000 over three years (with net returns of $ 83,000), but with little potential for the U.S. market on the Chrysanthemum brand beyond that period. 90013 90012 90008 The Semmelback offer: 90009 The second offer was from Mr. Walter Sammelback of Sammelback, Sammelback and Whittacker, Chicago, the largest supplier of hotel and restaurant supplies in the U.S. They perceived a U.S. market of 600,000 sets a year, expecting it to go up to 2 million in around 5 years.Since the Japanese government did not allow overseas investment, Sammelback was willing to budget $ 1.5 million. Although the offer implied negative returns of $ 467,000 over the first five years, the offer had the potential to give a $ 1 million profit if sales picked up as anticipated. 90013 90012 90008 Meeting the order: 90009 To meet the numbers requirement of the orders, Nakamura would either have to expand capacity or cut down on the domestic market. If he chose to expand capacity, the danger was of idle capacity in case the U.S. market did not respond. If he cut down on the domestic market, the danger was of losing out on a well-established market. Nakamura could also source part of the supply from other vendors. However, this option would not find favor with either of the American buyers since they had approached only Nakamura, realizing that he was the best person to meet the order. 90013 90012 90008 Decision problem: 90009 Whether to accept any of the two offers and if yes, which one of the two and under what terms of conditions? 90013 90024 90004 90008 Objectives: 90009 90005 90008 Short Term: 90009 90006 90011 90012 To expand into the U.S. market. 90013 90012 To maintain and build upon their reputation of the «Chrysanthemum» brand 90013 90024 90004 90008 Long term: 90009 90006 90011 90012 To increase profit volumes by tapping the U.S. market and as a result, increasing scale of operations. 90013 90012 To increase its share in the U.S. lacquerware market. 90013 90024 90004 90008 Criteria: (In descending order of priority): 90009 90006 90011 90012 90008 Profit Maximization criterion: 90009 The most important criterion in the long run is profit maximization.90013 90012 90008 Risk criterion: 90009 Since the demand in the U.S. market is not as much as in Japan. 90013 90012 90008 Brand identity criterion: 90009 Nakamura has painstakingly built up a brand name in Japan. It is desirable for him to compete in the U.S. market under the same brand name 90013 90012 90008 Flexibility criterion: 90009 The chosen option should offer Nakamura flexibility in maneuvering the terms and conditions to his advantage. Additionally, Nakamura should have bargaining power at the time of renewal of the contract.90013 90012 90008 Short term returns: 90009 Nakamura should receive some returns on the investment he makes on the new offers.However, this criterion may be compromised in favor of profit maximization in the long run.? 90013 90024 90004 90008 Options: 90009 90006 90011 90012 Reject both: React both the offers and concentrate on the domestic market 90013 90012 Accept RC offer: Accept the Rose and Crown offer and supply the offer by cutting down on supplies to the domestic market or through capacity expansion or both 90013 90012 Accept SSW: offer; accept the SSW offer and meet it through cutting down on supply to the domestic market or through capacity expansion or both.Negotiate term of supply.M 90013 90024 90004 90008 Evaluation of Options: 90009 90006 90011 90012 90008 Reject both: 90009 This option would not meet the primary criterion of profit maximization. Further, the objective of growth would also not be met. Hence, this option is rejected. 90013 90012 90008 Accept RC offer: 90009 The RC offer would assure net returns of $ 283,000 over the next three yeas. It also assures regular returns of $ 240,000 per year. However, Nakamura would have no presence in the U.S. with its Chrysanthemum brand name The RC offer would entail capacity expansion, as it would not be possible to siphon of 275,000 pieces from the domestic market over three years without adversely affecting operations there. At the end of three years, Nakamura would have little bargaining power with RC as it would have an excess capacity of 275,000 pieces and excess labor which it would want to utilize. In this sense the offer is risky. Further, the offer is not flexible. Long-term profit maximization is uncertain in this case a condition that can be controlled in the SSW offer.Hence, this offer is rejected. 90013 90012 90008 Accept SSW offer: 90009 The SSW offer does not assure a firm order or any returns for the period of contract. Although, in its present form the offer is risky if the market in the U.S. does not pick up as expected, the offer is flexible. If Nakamura were to exhibit caution initially by supplying only 300,000 instead of the anticipated 600,000 pieces, it could siphon off the 175,000 required from the domestic market. If demand exists in the U.S., the capacity can be expanded. With this offer, risk is minimized. Further, it would be competing on its own brand name. Distribution would be taken care of and long-term profit maximization criterion would be satisfied as this option has the potential of $ 1 million in profits per year. At the time of renewal of the contract, Nakamura would have immense bargaining power. 90013 90024 90004 90008 Recommendations: 90009 90006 90011 90012 90008 Negotiate terms of offer with SSW: 90009 The terms would be that NLC would supply 300,000 pieces in the first year.If market demand exists, NLC should expand capacity to provide the expected demand. 90013 90012 90008 Action Plan: 90009 In the first phase, NLC would supply SSW with 300,000 pieces. 125,000 of these would be obtained by utilizing excess capacity, while the remaining would be obtained from the domestic market. If the expected demand for lacquer ware exists in the U.S., NLC would expand capacity to meet the expected demand. The debt incurred would be paid off by the fifth year. 90013 90012 90008 Contingency Plan: 90009 In case the demand is not as expected in the first year, NLC should not service the U.S. market and instead concentrate on increasing penetration in the domestic market. 90013 90024 90004 90008 If you have any question, suggestion or feedback, feel free to post it in the discussion box given below. 90009 90006.90000 How to Solve a Case Study in Management 90001 90002 This article will help you answer the question — How to solve a case study in Management ?. You can use these simple ways to solve any case study of Human Resource Management, Marketing Management, Finance management or other Management specializations. 90003 90002 Students of MBA, MMM, MPM, BBA, and other management courses can use the same method to solve case studies. 90003 90002 The current corporate scenario urges the students to know about the practical applicability of management concepts in day-to-day operations.To get such a practical knowledge case study is one of the vital tools. 90003 90002 90009 The case study enables the students to: 90010 90003 90012 90013 90009 Understand the situation 90010 90016 90013 90009 Locate the problem 90010 90016 90013 90009 Analysis of the case 90010 90016 90013 90009 Find out various available suggestions 90010 90016 90013 90009 Finally, conclude the appropriate solution. 90010 90016 90033 90002 Case studies are included in the Syllabus of management degrees in almost all Universities.But the pattern for solving these case studies varies from university to university. 90003 90002 Students are not sure about which method they have to follow. This article makes you familiar with some methods to solve a case study in Management. 90003 90038 Case studies can be two types: 90039 90002 a) case study with questions 90041 b) case study without questions 90003 90038 90009 a) Case study with questions 90010 90039 90002 The case will be given and some questions will be given at the end for which you have to answer after analyzing the case completely.90003 90002 In this method there will not be much problem as the complete case details are given, the problem will be in front of you. 90003 90002 Here you just have to answer the questions given below. 90003 90002 90009 The method to solve this type of cases is: 90010 90003 90012 90013 Start with an introduction wherein you will cover the complete case. 90016 90013 Answer the questions one by one in a clear manner (*) 90016 90013 The length of your answer must depend on the marks assigned for that question.90016 90013 Try to associate your answer with any of the concept or theory in the given subject. For example, case is related to general management you can relate it with Principles of 90016 90033 90002  management MBO etc). 90003 90002  And highlight that (do this only when you are sure about the concept) 90003 90002 • Write a conclusion for the case for the main problem in the case. 90003 90002 (*) In case there is a question like 90009 «90010 if you are the manager what would be your reaction in the given situation».90003 90002 You can answer in the following way: — 90003 90002 • list all the possible options in the given situation 90003 90002 • select the best option from your view-point 90003 90002 • conclude it like why that is the best option by mentioning the advantages of such an option. 90003 90038 90009 b) case study without questions: — 90010 90039 90002 In this type of cases, there will not be any questions only complete case will be given. And the students get confused about what to do with such type of case type.The following are the ways in which a case can be solved and among those things whichever is applicable or possible in that you can include it in the solution and solve the case. 90003 90002 90009 Introduction: 90010 90003 90002 Give a detailed description of the case in two or three paragraphs and cover all the major issues in the case in your introduction. 90003 90002 90009 SWOT analysis: — 90010 90003 90002 Strength Weakness Opportunities and Thread. You have to list the strength weakness opportunity and the threat of the company.Strength and weakness stand internal in which the company can have control over that and Opportunity and Thread stand for External in which the company does not have any control. 90003 90002 90009 Identify the Problems: 90010 90003 90002 Find out major issues in the case and highlight those problems consider those problems as questions. Frame the problem in a proper way. 90003 90002 90009 Find out the solutions: — 90010 90003 90002 This is the part wherein you are going to give the solution for the case exactly.In the previous step you have framed the problems here you need to give solutions for each problem. Consider the problems as questions and start answering for each question. 90003 90002 90009 Model 1 90010 90003 90002 You can answer the question straight away about what you feel. Like how you reply to your other theory questions the same way you have to answer these questions. You can highlight the subheadings and quote some definition in the answer if any concept is involved in that 90003 90002 90009 Model 2 90010 90003 90002 You can explain your answer by aligning the answer with any theory related to that.This method is not possible in all cases. But if it related to employee motivation, International Trade Blocks, marketing strategy etc then you can align your answer with Maslow’s Hierarchy theory, Trade Blocks theory and BCG model etc .. This will fetch you more marks but one thing you need to be clear that you must know the theory completely. 90003 90002 90009 Model 3 90010 90003 90002 This method will take you in the proper direction. As said earlier consider the problem as question. Take the question one by one.Find the possible solution for each question. And also write the advantages and disadvantages for that solution. If you have more than one options for the same problem list the options one by one along with the advantages and disadvantages of each option. Finally, conclude the question by comparing the option and write the best option among the listed option and support your conclusion. 90003 90002 Eg. Refer this case MAKAR Gained profit by missed opportunity & lost wealth 90003 90002 In this case, if the question is like 90003 90002 «what would have Makar done to save the company without removing the employees» 90003 90002 Give an Introduction 90003 90002 90009 List down the options one by like 90010 90003 90002 A.Expanding the business 90041 B. Expanding the market 90041 C. Lease a part of a production plant to another company 90041 D. Close the plant partially 90003 90002 90009 Now take each option and write its advantage and disadvantage (Like) 90010 90003 90002 90009 Option A 90010 90003 90002 90009 Pros 90010: 90003 90012 90013 This is the first pro. 90016 90013 This is the second pro 90016 90033 90002 90009 Cons 90010: 90003 90012 90013 This is the first cons. 90016 90013 This is the second cons 90016 90033 90002 90009 Option B 90010 90003 90002 90009 Cons 90010: — 90003 90002 1) 90003 90002 2) 90003 90002 90009 Pros 90010: — 90003 90002 1) 90003 90002 2) 90003 90002 90009 And Continue for other options.90010 90003 90002 Finally, conclude the best option and support your answer. 90003 90002 This method if written properly neatly and cleanly will fetch you more marks. 90003 90002 Hence you can follow any of the above-said methods to solve a case study in Management if no specific method is mentioned in the question paper. In each method give an introduction and complete with a conclusion. And underline where ever required. And fetch more marks in Cases. 90003 .90000 Introduction to Problem Solving Skills 90001 90002 90003 Making Decisions 90004 90005 Now that you have a couple problem solving strategies in your toolbox, let’s practice. In this exercise, you are given a scenario and you will be asked to decide what steps you would take to identify and solve the problem. 90006 90005 Scenario: You are a new employee and have just finished your training. As your first project, you have been assigned the milling of several additional components for a regular customer.Together, you and your trainer, Bill, set up for the first run. Checking your paperwork, you gather the tools and materials on the list. As you are mounting the materials on the table, you notice that you did not grab everything and hurriedly grab a few more items from one of the bins. Once the material is secured on the CNC table, you load tools into the tool carousel in the order listed on the tool list and set the fixture offsets. 90006 90005 Bill tells you that since this is a rerun of a job several weeks ago, the CAD / CAM model has already been converted to CNC G-code.Bill helps you download the code to the CNC machine. He gives you the go-ahead and leaves to check on another employee. You decide to start your first run. 90006 90005 90012 90013 Watch the video 90014 90015 90016 90006 90005 What problems did you observe in the video? 90006 90020 90002 [Page 5: Making Decisions] What problems did you observe in the video? 90020 90002 90005 What do you do next? 90006 90020 90002 [Decision Tree Step1] What do you do next? 90020 90002 90030 90005 As you are cleaning up, you think about what happened and wonder why it happened.You try to create a mental picture of it. You are not exactly sure what the bit hit, but it looked like it might have hit the dowel pin. You wonder if you grabbed the correct dowel pins from the bins earlier. 90006 90005 You can think of two possible next steps. You can recheck the dowel pin length to make sure you are using they are correct, or do a dry run using the CNC single step or single block function with the spindle empty to determine what actually happened. 90006 90035 90005 Which one do you try? 90006 90020 90002 [Decision Tree Step2 Option1] You can think of two possible solutions.Which one do you try? 90020 90002 90030 90005 You notice that your trainer, Bill, is still on the floor and decide to ask him for help. You describe the problem to him. Bill asks if you know what the bit ran into. You explain that you are not sure but you think it was the dowel pin. Bill reminds you that it is important to understand what happened so you can fix the correct problem. He suggests that you start all over again and begin with a dry run using the single step / single block function, with the spindle empty, to determine what the bit hit.Or, since it happened at the end, he mentions that you can also check the G-code to make sure the Z-axis is raised before returning to the home position. 90006 90045 90005 What do you do next? 90006 90020 90002 [Decision Tree Step2 Option2] Your coworker Bill explains how he fixed it. You: 90020 90002 90030 90005 After you have finished cleaning up and checking the CNC for any damage. Luckily, everything looks good. You check your paperwork again to gather the components and materials to try again.You look at the dowel pins you used earlier, and discover that they are not the right length. As you go to grab the correct dowel pins, you have to search though several bins. For the first time, you are aware of the mess — the bins are all mixed up. You spend 30 minutes straightening up the bins and looking for the correct dowel pins. 90006 90005 Finally finding them, you finish setting up. You load tools into the tool carousel in the order listed on the tool list and set the fixture offsets.Just to make sure, you use the CNC single step / single block function, to do a dry run of the part. You are ready to create your first part. Everything looks good! The first component is done, and, as you admire your success, you notice that the part feels hotter than it should. 90006 90005 You wonder why? You go over the steps of the process to mentally figure out what could be causing the residual heat. You wonder if there is a problem with the CNC’s coolant system or if the problem is in the G-code.You are not sure how to refill this particular CNC machine’s coolant. 90006 90005 What do you do next? 90006 90020 90002 [Decision Tree Step3 Option1A] It seems that you have fixed the problem. What do you do next? 90020 90002 90030 90005 After thinking about the problem, you decide that maybe there’s something wrong with the setup. First, you clean up the damaged materials and remove the broken tool. You check the CNC machine carefully for any damage. Luckily, everything looks good. It is time to start over again from the beginning.90006 90005 You again check your paperwork and gather the tools and materials on the setup sheet. After securing the new materials, you use the CNC single step / single block function with the spindle empty, to do a dry run of the part. You watch carefully to see if you can figure out what happened. It looks to you like the spindle barely misses hitting the dowel pin. You determine that the bit was broken when it hit the dowel pin while returning to the start position. 90006 90070 90005 What do you do next? 90006 90020 90002 [Decision Tree Step3 Option 1B] You get it partially right.What do you do next? 90020 90002 90030 90005 After conducting a dry run using the single step / single block function, you determine that the bit was damaged when it hit the dowel pin on its return to the home position. You discuss your options with Bill. Together, you decide the best thing to do would be to edit the G-code and raise the Z-axis before returning to home. You open the CNC control program and edit the G-code. Just to make sure, you use the CNC single step / single block function, to do another dry run of the part.You are ready to create your first part. It works. You first part is completed. Only four more to go. 90006 90080 90005 As you are cleaning up, you notice that the components are hotter than you expect and the bit looks more worn than it should be. It dawns on you that while you were milling the component, the coolant did not turn on. You wonder if it is a software problem in the G-code or hardware problem with the CNC machine. 90006 90005 It’s the end of the day and you decide to finish the rest of the components in the morning.90006 90005 What do you do next? 90006 90020 90002 [Decision Tree Step3 Option2A] You repeat the solution, but you wonder why a similar problem is happening on multiple projects. 90020 90002 90030 90005 You decide that the best thing to do would be to edit the G-code and raise the Z-axis of the spindle before it returns to home. You open the CNC control program and edit the G-code. 90006 90094 90005 While editing the G-code to raise the Z-axis, you notice that the coolant is turned off at the beginning of the code and at the end of the code.The coolant command error caught your attention because your coworker, Mark, mentioned having a similar issue during lunch. You change the coolant command to turn the mist on. 90006 90005 What do you do next? 90006 90020 90002 [Decision Tree Step3 Option2B] You wonder why a similar problem is happening on multiple projects. 90020 90002 90103 90005 As you reflect on the residual heat problem, you think about the machining process and the factors that could have caused the issue. You try to think of anything and everything that could be causing the issue.Are you using the correct bit for the specified material? Are you using the specified material? Is it running at the correct speed? Is there enough coolant? Are there chips getting in the way? 90006 90005 Wait, was the coolant turned on? As you replay what happened in your mind, you wonder why the coolant was not turned on. You decide to look at the G-code to find out what is going on. 90006 90005 From the milling machine computer, you open the CNC G-code. You notice that there are no coolant [M07 or M09] commands.You add them in and on the next run, the coolant mist turns on and the residual heat issues is gone. 90006 90005 Have you ever used brainstorming to solve a problem? Chances are, you’ve probably have, even if you did not realize it. 90006 90020 90002 90103 90005 You notice that your trainer, Bill, is on the floor and decide to ask him for help. You describe the problem with the bit breaking, and how you discovered that items are not being returned to the correct bins. You think this caused you to grab the incorrect length dowel pins on your first run.You have sorted the bins and hope that the mess problem is fixed. You then go on to tell Bill about the residual heat issue with the completed part. 90006 90005 Together, you go to the milling machine. Bill shows you how to check the oil and coolant levels. Everything looks good at the machine level. Next, on the CNC computer, you open the CNC G-code. While looking at the code, Bill points out that there are no coolant commands. Bill adds them in and when you rerun the program, it works. 90006 90005 Bill is glad you mentioned the problem to him.You are the third worker to mention similar issues over the last month. Chances are, there is a bigger problem and he will need to investigate the 90120 90121 root cause 90122 90123. 90006 90020 90002 90103 90005 Talking with Bill, you discuss the best way to fix the problem. Bill suggests editing the G-code to raise the Z-axis of the spindle before it returns to home. You open the CNC control program and edit the G-code. Following the setup sheet, you again run the job. It works. Since you need four of each component, you move on to creating the rest of them before cleaning up and leaving for the day.90006 90005 It’s a new day and you have new components to create. As you are setting up, you go in search of some shorter dowel pins. You discover that the bins are a mess and components have been put away incorrectly. You wonder if this was the cause of yesterday’s problem. As you reorganize the bins and straighten up the mess, you decide to mention the mess issue to Bill in your afternoon meeting. 90006 90005 After describing the bin mess and using the incorrect length dowels, Bill is glad you mentioned the problem to him.You are not the first person to mention similar issues over the last month, chances are there is a bigger safety issue here that needs to be addressed in the next staff meeting. 90006 90005 In any workplace, following proper safety and cleanup procedures is always important. This is especially crucial in manufacturing where people are constantly working with heavy, costly and sometimes dangerous equipment. When issues and problems arise, it is important that they are addressed in an efficient and timely manner.Effective communication is an important tool because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost, and save money. 90006 90020 90002 90103 90005 You now know that the bit was damaged when it hit the dowel pin. It seems to you that the easiest thing to do would be to edit the G-code and raise the Z-axis position of the spindle. You open the CNC control program and edit the G-code, raising the z-axis before it returns to the home position.Starting over, you follow the setup sheet and re-setup the job. This time, you use the CNC single step / single block function, to do another dry run of the part. Everything looks good, so you run the job again and create the first part. 90006 90005 At the end of the day, you are reviewing your progress with your trainer, Bill. After you describe the day’s events, he reminds you to always think about safety and the importance of following the standard work procedures. He decides to bring the issue up in the next morning meeting as a reminder to everyone.90006 90005 In any workplace, following proper procedures (especially those that involve safety) is always important. This is especially crucial in manufacturing where people are constantly working with heavy, costly, and sometimes dangerous equipment. When issues and problems arise, it is important that they are addressed in an efficient and timely manner. Effective communication is an important tool because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost, and save money.One tool to improve communication is the morning meeting or huddle. 90006 90020 90002 90103 90005 The next morning, you check the G-code to determine what is wrong with the coolant. You notice that the coolant is turned off at the beginning of the code and also at the end of the code. This is strange. You change the G-code to turn the coolant on at the beginning of the run and off at the end. This works and you create the rest of the parts. 90006 90005 Throughout the day, you keep wondering what caused the G-code error.At lunch, you mention the G-code error to your coworker, John. John is not surprised. He said that he encountered a similar problem a couple of weeks ago. You decide to talk with your supervisor the next time you see him. 90006 90005 You are in luck. You see your supervisor by the door getting ready to leave. You hurry over to talk with him. You start off by telling him about how you asked Bill for help. Then you tell him there was a problem and the bit was damaged. You describe the coolant problem in the G-code.Oh, and by the way, John has seen a similar problem before. 90006 90005 Your supervisor does not seem overly concerned, errors happen. He tells you «Good job, I am glad you were able to fix the issue.» You are not sure whether your supervisor understood your explanation of what happened or that it had happened before. 90006 90005 The challenge of communicating in the workplace is learning how to share your ideas and concerns. If you need to tell your supervisor that something is not going well, it is important to remember that timing, preparation, and attitude are extremely important.90006 90020 90002 90103 90005 It is the end of your shift, but you want to let the next shift know that the coolant did not turn on. You do not see your trainer or supervisor around. You decide to leave a note for the next shift so they are aware of the possible coolant problem. You write a sticky note and leave it on the monitor of the CNC control system. 90006 90121 ATTENTION: 90122 90005 CNC may have a coolant issues. 90103 Coolant did not turn on. 90006 90005 How effective do you think this solution was? Did it address the problem? 90006 90020 90002 90103 90005 You are able to fix the coolant problem in the G-code.While you are glad that the problem is fixed, you are worried about why it happened in the first place. It is important to remember that if a problem keeps reappearing, you may not be fixing the right problem. You may only be addressing the symptoms. 90006 90005 You decide to talk to your supervisor. Your supervisor is glad you mentioned the problem to him. You are the third worker to mention similar issues over the last month. Chances are, there is a bigger problem and he will need to investigate the 90120 90121 root cause 90122 90123.90006 90020 90002 90103 90005 Over lunch, you ask your coworkers about the G-code problem and what may be causing the error. Several people mention having similar problems but do not know the cause. 90006 90005 You have now talked to three coworkers who have all experienced similar coolant G-code problems. You make a list of who had the problem, when they had the problem, and what each person told you. 90006 90188 90189 90190 Person 90191 90190 When 90191 90190 Problem Description 90191 90196 90189 90198 Mark 90199 90198 last week 90199 90198 No coolant commands in G-code 90199 90196 90189 90198 John 90199 90198 Yesterday 90199 90198 Coolant was turned off 90199 90196 90189 90198 Me 90199 90198 today 90199 90198 Coolant was turned off at both beginning and end of program 90199 90196 90221 90005 When you see your supervisor later that afternoon, you are ready to talk with him.You describe the problem you had with your component and the damaged bit. You then go on to tell him about talking with Bill and discovering the G-code issue. You show him your notes on your coworkers ‘coolant issues, and explain that you think there might be a bigger problem. 90006 90005 You supervisor thanks you for your initiative in identifying this problem. It sounds like there is a bigger problem and he will need to investigate the root cause. He decides to call a team 90120 huddle 90123 to discuss the issue, gather more information, and talk with the team about the importance of communication.90006 90020 90002 90030 90012 90013 Root Cause Analysis 90014 90234 90005 90121 Root cause analysis 90122 (90121 RCA 90122) is a method of problem solving that identifies the underlying causes of an issue. Root cause analysis helps people answer the question of why the problem occurred in the first place. RCA uses clear cut steps in its associated tools, like the 90121 90120 «5 Whys Analysis» 90123 90122 and the 90121 90120 «Cause and Effect Diagram,» 90123 90122 to identify the origin of the problem, so that you can: 90006 90249 90002 Determine what happened.90020 90002 Determine why it happened. 90020 90002 Fix the problem so it will not happen again. 90020 90256 90005 RCA works under the idea that systems and events are connected. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the problem started and how it developed into the problem you’re now facing. Root cause analysis can prevent problems from recurring, reduce injury to personnel, reduce rework and scrap, and ultimately, reduce cost and save money.90006 90005 There are many different RCA techniques available to determine the root cause of a problem. These are just a few: 90006 90103 The 90120 90121 5 Whys Analysis 90122 90123 technique involves repeatedly asking the question «Why?» and peeling away the layers of symptoms, leading to the root cause. Often, the answer to one question will lead you to another question. Although this technique is called «5 Whys,» you may find that you will need to ask only 3 «Whys» or even 7 «Whys» before you find the core issue behind a problem.90266 90020 90002 90030 90012 90013 How Huddles Work 90014 90273 90005 Communication is a vital part of any setting where people work together. Effective communication helps employees and managers form efficient teams. It builds trusts between employees and management, and reduces unnecessary competition because each employee knows how their part fits in the larger goal. 90006 90005 One tool that management can use to promote communication in the workplace is the 90120 90121 huddle 90122 90123.Just like football players on the field, a huddle is a short meeting where everyone is standing in a circle. A daily team huddle ensures that team members are aware of changes to the schedule, reiterated problems and safety issues, and how their work impacts one another. When done right, huddles create collaboration, communication, and accountability to results. Impromptu huddles can be used to gather information on a specific issue and get each team member’s input. 90006 90005 The most important thing to remember about huddles is that they are short, lasting no more than 10 minutes, and their purpose is to communicate and identify.In essence, a huddle’s purpose is to identify priorities, communicate essential information, and discover roadblocks to productivity. 90006 90005 Who uses huddles? Many industries and companies use daily huddles. At first thought, most people probably think of hospitals and their daily patient update meetings, but lots of managers use daily meetings to engage their employees. Here are a few examples: 90006 90286 90002 Brian Scudamore, CEO of 90120 1-800-Got-Junk? 90123, uses the daily huddle as an operational tool to take the pulse of his employees and as a motivational tool.Watch a morning huddle meeting 90013. 90020 90002 Fusion OEM, an outsourced manufacturing and production company. What do employees take away from the daily huddle meeting 90013. 90020 90002 Biz-Group, a performance consulting group. Tips for a successful huddle 90013. 90020 90298 90020 90002 90030 90012 90013 90121 Brainstorming 90122 90014 90307 90005 One tool that can be useful in problem solving is 90121 90120 brainstorming 90123 90122. Brainstorming is a creativity technique designed to generate a large number of ideas for the solution to a problem.The method was first popularized in 1953 by Alex Faickney Osborn in the book 90120 Applied Imagination 90123. The goal is to come up with as many ideas as you can in a fixed amount of time. Although brainstorming is best done in a group, it can be done individually. Like most problem solving techniques, brainstorming is a process. 90006 90249 90002 Define a clear objective. 90020 90002 Have an agreed a time limit. 90020 90002 During the brainstorming session, write down everything that comes to mind, even if the idea sounds crazy.90020 90002 If one idea leads to another, write down that idea too. 90020 90002 Combine and refine ideas into categories of solutions. 90020 90002 Assess and analyze each idea as a potential solution. 90020 90256 90005 When used during problem solving, brainstorming can offer companies new ways of encouraging staff to think creatively and improve production. Brainstorming relies on team members ‘diverse experiences, adding to the richness of ideas explored. This means that you often find better solutions to the problems.Team members often welcome the opportunity to contribute ideas and can provide buy-in for the solution chosen-after all, they are more likely to be committed to an approach if they were involved in its development. What’s more, because brainstorming is fun, it helps team members bond. 90006 90012 90333 Learn More 90014 90030 90020 90002 90030 90012 90013 Importance of Good Communication and Problem Description 90014 90342 90005 Communication is one of the most frequent activities we engage in on a day-to-day basis.At some point, we have all felt that we did not effectively communicate an idea as we would have liked. The key to effective communication is preparation. Rather than attempting to haphazardly improvise something, take a few minutes and think about what you want say and how you will say it. If necessary, write yourself a note with the key points or ideas in the order you want to discuss them. The notes can act as a reminder or guide when you talk to your supervisor. 90006 90005 Tips for clear communication of an issue: 90006 90286 90002 Provide a clear summary of your problem.Start at the beginning, give relevant facts, timelines, and examples. 90020 90002 Avoid including your opinion or personal attacks in your explanation. 90020 90002 Avoid using words like «always» or «never,» which can give the impression that you are exaggerating the problem. 90020 90002 If this is an ongoing problem and you have collected documentation, give it to your supervisor once you have finished describing the problem. 90020 90002 Remember to listen to what’s said in return; communication is a two-way process.90020 90298 90005 Not all communication is spoken. Body language is nonverbal communication that includes your posture, your hands and whether you make eye contact. These gestures can be subtle or overt, but most importantly they communicate meaning beyond what is said. When having a conversation, pay attention to how you stand. A stiff position with arms crossed over your chest may imply that you are being defensive even if your words state otherwise. Shoving your hands in your pockets when speaking could imply that you have something to hide.Be wary of using too many hand gestures because this could distract listeners from your message. 90006 90005 The challenge of communicating in the workplace is learning how and when to share your ideas or concerns. If you need to tell your supervisor or co-worker about something that is not going well, keep in mind that good timing and good attitude will go a long way toward helping your case. 90006 90005 Like all skills, effective communication needs to be practiced. Toastmasters International is perhaps the best known public speaking organization in the world.Toastmasters is open to anyone who wish to improve their speaking skills and is willing to put in the time and effort to do so. To learn more, visit Toastmasters International 90013. 90006 90020 90002 90030 90012 90013 Methods of Communication 90014 90372 90005 Communication of problems and issues in any workplace is important, particularly when safety is involved. It is therefore crucial in manufacturing where people are constantly working with heavy, costly, and sometimes dangerous equipment.As issues and problems arise, they need to be addressed in an efficient and timely manner. Effective communication is an important skill because it can prevent problems from recurring, avoid injury to personnel, reduce rework and scrap, and ultimately, reduce cost and save money. 90006 90005 There are many different ways to communicate: in person, by phone, via email, or written. There is no single method that fits all communication needs, each one has its time and place. 90006 90005 90013 In person: In the workplace, face-to-face meetings should be utilized whenever possible.Being able to see the person you need to speak to face-to-face gives you instant feedback and helps you gauge their response through their body language. Be careful of getting sidetracked in conversation when you need to communicate a problem. 90006 90005 90013 Email: Email has become the communication standard for most businesses. It can be accessed from almost anywhere and is great for things that do not require an immediate response. Email is a great way to communicate non-urgent items to large amounts of people or just your team members.One thing to remember is that most people’s inboxes are flooded with emails every day and unless they are hyper vigilant about checking everything, important items could be missed. For issues that are urgent, especially those around safety, email is not always be the best solution. 90006 90005 90013 Phone: Phone calls are more personal and direct than email. They allow us to communicate in real time with another person, no matter where they are. Not only can talking prevent miscommunication, it promotes a two-way dialogue.You do not have to worry about your words being altered or the message arriving on time. However, mobile phone use and the workplace do not always mix. In particular, using mobile phones in a manufacturing setting can lead to a variety of problems, cause distractions, and lead to serious injury. 90006 90005 90013 Written: Written communication is appropriate when detailed instructions are required, when something needs to be documented, or when the person is too far away to easily speak with over the phone or in person.90006 90005 There is no «right» way to communicate, but you should be aware of how and when to use the appropriate form of communication for your situation. When deciding the best way to communicate with a co-worker or manager, put yourself in their shoes, and think about how you would want to learn about the issue. Also, consider what information you would need to know to better understand the issue. Use your good judgment of the situation and be considerate of your listener’s viewpoint. 90006 90020.90000 How to Write Test Cases: Sample Template with Examples 90001 90002 90003 90004 Home 90005 90004 90007 Testing 90008 90009 90004 90003 90004 Back 90005 90004 Agile Testing 90005 90004 BugZilla 90005 90004 Cucumber 90005 90004 Database Testing 90005 90004 ETL Testing 90005 90004 Jmeter 90005 90004 JIRA 90005 90028 90003 90004 Back 90005 90004 JUnit 90005 90004 LoadRunner 90005 90004 Manual Testing 90005 90004 Mobile Testing 90005 90004 Mantis 90005 90004 Postman 90005 90004 QTP 90005 90028 90003 90004 Back 90005 90004 Quality Center (ALM) 90005 90004 RPA 90005 90004 SAP Testing 90005 90004 Selenium 90005 90004 SoapUI 90005 90004 Test Management 90005 90004 TestLink 90005 90028 90005 90028 90005 90004 90007 SAP 90008 90071 90004 90003 90004 Back 90005 90004 ABAP 90005 90004 APO 90005 90004 Beginner 90005 90004 Basis 90005 90004 BODS 90005 90004 BI 90005 90004 BPC 90005 90004 CO 90005 90028 90003 90004 Back 90005 90004 CRM 90005 90004 Crystal Reports 90005 90004 FICO 90005 90004 HANA 90005 90004 HR 90005 90004 MM 90005 90004 QM 90005 90004 Payroll 90005 90028 90003 90004 Back 90005 90004 PI / PO 90005 90004 PP 90005 90004 SD 90005 90004 SAPUI5 90005 90004 Security 90005 90004 Solution Manager 90005 90004 Successfactors 90005 90004 SAP Tutorials 90005 90028 90005 90028 90005 90004 90007 Web 90008 90009 90004 90003 90004 Back 90005 90004 Apache 90005 90004 Android 90005 90004 AngularJS 90005 90004 ASP.Net 90005 90004 C 90005 90004 C # 90005 90004 C ++ 90005 90004 CodeIgniter 90005 90004 DBMS 90005 90028 90003 90004 Back 90005 90004 Java 90005 90004 JavaScript 90005 90004 JSP 90005 90004 Kotlin 90005 90004 Linux 90005 90004 MariaDB 90005 90004 MS Access 90005 90004 MYSQL 90005 90004 Node. js 90005 90028 90003 90004 Back 90005 90004 Perl 90005 90004 PHP 90005 90004 PL / SQL 90005 90004 PostgreSQL 90005 90004 Python 90005 90004 ReactJS 90005 90004 Ruby & Rails 90005 90004 Scala 90005 90004 SQL 90005 90028 90003 90004 Back 90005 90004 SQL Server 90005 90004 SQLite 90005 90004 UML 90005 90004 VB.Net 90005 90004 VBScript 90005 90004 Web Services 90005 90004 WPF 90005 90028 90005 90028 90005 90004 90007 Must Learn! 90008 90231 90004 90003 90004 Back 90005 90004 Accounting 90005 90004 Algorithms 90005 90004 Blockchain 90005 90004 Business Analyst 90005 90004 Build Website 90005 90004 CCNA 90005 90004 Cloud Computing 90005 90004 COBOL 90005 90004 Compiler Design 90005 90004 Embedded Systems 90005 90028 90003 90004 Back 90005 90004 Ethical Hacking 90005 90004 Excel Tutorials 90005 90004 Go Programming 90005 90004 IoT 90005 90004 ITIL 90005 90004 Jenkins 90005 90004 MIS 90005 90004 Networking 90005 90004 Operating System 90005 90004 Prep 90005 90028 90003 90004 Back 90005 90004 PMP 90005 90004 Photoshop 90005 90004 Project Management 90005 90004 Reviews 90005 90004 Salesforce 90005 90004 SEO 90005 90004 Software Engineering 90005 90004 VBA 90005 90028 90005 90028 90005 90004 90007 Big Data 90008 90307 90004 90003 90004 Back 90005 90004 AWS 90005 90004 BigData 90005 90004 Cassandra 90005 90004 Cognos 90005 90004 Data Warehousing 90005 90004 DevOps 90005 90004 HBase 90005 90028 90003 90004 Back 90005 90004 Hive 90005 90004 Informatica 90005 90004 MicroStrategy 90005 90004 MongoDB 90005 90004 NiFi 90005 90004 OBIEE 90005 90004 Pentaho 90005 90028 90003 90004 Back 90005 90004 Power BI 90005 90004 Qlikview 90005 90004 Tableau 90005 90004 Talend 90005 90004 ZooKeeper 90005 90028 90005 90028 90005 90004 90007 Live Projects 90008 90365 90004 90003 90004 Back 90005 90004 Live Agile Testing 90005 90004 Live HP ALM 90005 90004 Live Java Project 90005 90004 Live Mobile Testing 90005 90004 Live Pay ment Gateway 90005 90004 Live PHP Project 90005 90004 Live Projects Hub 90005 90004 Live Python Project 90005 90028 90003 90004 Back 90005 90004 Live Selenium Project 90005 90004 Live Selenium 2 90005 90004 90005 90028 90005 90028 90005 90028.

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