Creative Problem Solving Creative vs Analytical n n

Creative Problem Solving

Creative vs. Analytical n n Analytical – one solution Creative n n Many possible solutions Divergent Phases n n n Search for ideas More = Better! Convergent Phases n n Narrow the possibilities Define “Best”

Engineering Problem Solving n n n Identify the need Define the problem Search for information Develop alternative solutions Analyze the alternatives Decide which solution is “best”

Identify the Need n n What is wrong? Look for the underlying need. Ask “Why” several times. Challenge “needs” that are really solutions.

What’s Wrong? The operators of a 40 -ton punch press have had several near misses and one serious accident where the press activated while the operator’s arm was inside. The owner wants you to design a guard to limit how far the operator can reach into the press. Owner thinks he needs a guard. Why? Note solution in definition Need?

Define the Problem n n Use a broad problem statement. Use “decision tree” to define the range of possibilities. Symptoms vs. Causes Avoid jumping to a solution.

Avoid Obstacles n Limit constraints n Dump old paradigms n n n Divide complex problems into parts Allow for incubation Consider nonengineering solutions

Constraints Affect Decisions Tom, Dick, Harry, and Al are married to May, June, Sue, and Bea, though not necessarily in that order. Given the following information, who is married to whom? n n June, who is Dick’s sister, has five children. Tom has never introduced his wife to Sue, who is carrying on an extramarital affair with Dick. (May is considering telling Dick’s wife about it. ) Tom’s wife want to wait a few more years before starting a family. Dick and Harry are twin brothers.

Problem Definition The client needs a means to prevent the 40 -ton press from activating with the operator’s arm inside. § Constraint: existing 40 -ton press must be used § Paradigm: operator places parts in press – or – The client needs a means to prevent employee accidents while producing cab frames.

Search for Information n Existing Solutions Internet Library n n n n Indexes Thomas Register or Sweets Catalog Journals Government Documents Professional Organizations Vendor Catalogs Individuals

Alternative Solutions More ideas = Better chance for success n Brainstorming n Affinity Diagram n Morphological Diagram

Brainstorming n n n Small to medium-sized groups List all possible ideas May be written or oral Comments on ideas are not allowed! Write down everything! One idea may lead to others - build!

How to kill an idea. . . n n That’ll never work! We tried that once, but it didn’t pan out. When you’ve been here a bit longer you’ll understand the problem better. Get Marketing and Finance to agree and we’ll talk.

Affinity Diagrams n n Write ideas on Post-it notes Group them on a board to broadly identify concepts Allow time to review ideas and build related ones Good for larger groups n n Identifies related thoughts Recorder not overloaded

Morphological Diagram Blade Gas Electric Reel String

Analyzing Alternatives n n n Function - Does it solve the problem? Physical Specifications Human Engineering Marketing Production Economics

Human Engineering Human/machine Interfaces n Ergonomics n Safety n

Decision n n Criteria - What’s Best? Decision matrix

Decision Matrix

Decision n Criteria - What’s Best? Decision matrix Weighted matrix

Weighted Matrix

Decision n n Criteria - What’s Best? Decision matrix Weighted matrix Intangibles? n n Rank order “Show Me the Money!”

Rank Ordering

“Show Me the Money!” Works well for Affinity Diagrams - Give each person $20 to distribute