Needless to say, a commercial agent is obliged to maintain a reputation...
Accounting and taxes I was talking about general algorithm
- Identification of the problem (what is the essence; why is it a problem; choosing from several available ones).
- Definition of the problem (description; where, who, when and under what circumstances it was discovered; what it affects; how it manifests itself).
- Analysis/analysis of the problem (ABC analysis; 5 Why; 5W1H; Ishikawa/Fishbone diagram; Pareto method; search for root causes, A3/Lean approach; SWOT; ROI; whether it is necessary to solve at all).
- Solution development (SMART; Deming cycle/PDCA; SSCC; ROI).
- Implementation of the solution (sometimes preceded by a trial/pilot implementation; monitoring the results of the solution).
- Checking, evaluating the results of the solution (whether the problem was solved; whether it was successful).
The fun begins when we need to understand for ourselves whether what we call a problem is really a problem? That is, what is its essence? Knowledgeable people recommend formulating a description of the problem in writing. This helps to formalize and organize thoughts, to find more capacious and precise formulations, rather than hastily forming an “image of the problem” in your head, which, due to many of our mental characteristics, may not be reliable.
Having answered the question about the essence of the problem, we will move closer to the next step - is it necessary to solve this problem? possible problem. Will the game be worth the trouble, even if there really is a problem? Sometimes the most effective solution is “not to decide.”
ABC analysis is a method that allows you to classify objects, resources, and tasks according to their degree of importance relative to each other. In relation to ABC analysis, the Pareto rule may sound like this: reliable control of 20% of tasks allows you to control the project by 80%:
- A - high importance (20% of tasks)
- B - average importance (30% of tasks)
- C - low importance (50% of tasks)
Sometimes you may need to use something like A+B, or other combined options.
It is important not to mix the “urgency” parameter into this “importance determination” method. For such “important-urgent” goals, there is a corresponding Eisenhower Matrix, which I will discuss in a separate post, since it is very strongly related to goal setting and time management, and these topics are beyond the scope of the stated series of articles.
Friends, I left it on purpose English translation, since the word “Why” from English into Russian is translated in two in different words: This is “Why” and “Why”. These two questions in Russian are very different and it is very important not to confuse them with each other.
- Vitenka, why did you hit Petya?
– Why is he pushing!...
– Mary Ivanna, why did you puncture all the tires on your husband’s car?
- He, the dog, cheated on me!..
Please note the substitution in the question and answer. They ask “why”, and the person answers the question “why”. I strongly urge you not to confuse these things and answer only the question “why”. This is a much more managerial/entrepreneurial question that helps you understand your goals. The “why” question, in turn, is more analytical and helps to understand the root causes. The effects of these questions are multidirectional. Why - aimed at the future. Why - directed to the past. Accordingly, if we need an analysis of the root causes, you and I will ask the question “why”. If we need to clarify goals, we will ask the question “why.” But not mixed with one another.
So, the essence of the method is quite simple. We ask a person several “Why” questions in a row. Usually, in order to get to the point, 5 questions are enough. That is why there is a number 5 in the name of the method. However, this is not a dogma and if you managed to get to the essence in the 3rd question, great. Sometimes 6 or 7 questions may be required. Don't worry, this happens too.
In the process of asking questions, we move backwards(!) along the chain of cause-and-effect relationships, from the observed situation/problem to its root cause, source. Usually it is the answer to the last question that gives rise to the solution to the problem.
This method is the basis scientific approach Toyota company is in the process of solving problems in Toyota Production System.
Example: problem - my car won't start. Going into the past means asking the question “Why?”
- Why? — The battery is low.
- Why? — The car’s alternator does not charge the battery.
- Why? — The generator belt is broken.
- Why? — The generator belt has expired, but has not been replaced.
- Why? — I service the car without taking into account the manufacturer’s recommendations.
Solution: I will start servicing the car according to the manufacturer's recommendations.
You may object that already at the first question it may seem that you need to replace the battery with a new one. Don't relax, keep asking "Why" questions and you will get to the root cause. Sometimes you may need Technical Specialist to answer such questions if you yourself are not fully competent. Attract the right people. This is the only way you can really get to the bottom of the real reasons. Otherwise, replacing the battery after the first question “Why” will not solve your problem - after all, the new battery will also die after some time, since you have not eliminated the real cause of the problem.
Be careful, in reality there may be several root causes. Don't be scared or confused. Multiple root causes are normal. Prioritize solutions to each of the root causes - and solve them in turn to close your problem.
To be continued…
Most sources insist on the universality of the “5why?” method. and give the most elegant examples of its use. The connection between the shuttle and part of the horse's back is an example of this. The minority complains that the “5why?” method suitable only for the analysis of simple problems, the causes of which are known to us or Uncle Vasya the mechanic. Those. It’s enough to go to the gemba and ask “why?” 5 times. Forums and blogs are full of individual cases and opinions that are only a reflection of the experience of their authors.
So much time and attention is devoted to these opinions that no one remembers the main thing. But what about practical problems posed to the researcher who applies this technique? What about recommendations and know-how? So it turns out that we have access to two layers of knowledge: one from the “general” category (lower level), the second from the “philosophy” category (highest level). Looks like a hamburger without the patty.
Where's the cutlet? I can assure you that in this article we will roast her.
Why doesn’t it work “5why?”
1. When answering questions, you guess the answer rather than use data.
Despite the simplicity of the “5why?” method, it does not encourage guessing at all. After book examples the idea is created that “5why?” similar to a question-and-answer interview. But imagine your disappointment when neither the first, nor the second, nor any of the subsequent times you manage to find the root cause! If you don't give reasons when answering a question, then the method turns from searching for the root cause to searching for the best answer. It's like you're playing the lotto, without taking into account that your chances of winning are negligible.
Advice: use the data to support your answer. Use logical arguments, hypothesis tests, diagrams, rule out other possibilities... whatever you need to do to justify your answer. You probably thought that the method suddenly turned from a simple one into a mega-complex statistical test? No! The method remains just as simple. You just stopped hoping that you would guess right, and took into account that even for simple analysis need data.
2. You rely on the method as if it were a magic wand.
It's amazing how simple the 5why method is. So simple that any book devotes a maximum of half a page to explaining it. It doesn’t take much time or effort to read and understand such a small layer of information. And how many people, having understood everything briefly, seriously take the method as a magic wand, recklessly believing that this weapon is enough to overcome any problem. If it wasn’t explained to you in time that you need to know at least something about the object of analysis before applying the method, then you were probably one of them?
Advice: at least the “5why?” method and universal, this does not exclude obstacles in its application. It is best when a team of specialists knows the analysis technique and can apply it themselves. But if it so happens that you, being a non-specialist in any process or technology, are looking for opportunities to improve it - to find and eliminate the root cause - take the trouble to train the team or learn something about the object of analysis. Or better yet, both.
3. You throw stones into “someone else’s garden”
Very often, the answer to one of the “5why?” questions takes you into an area in which you have no expertise. For example, product design or specific customer requirements... For example, many manufacturing enterprises They believe that the root of all troubles is in the design of the product, equipment, or something else independent of them. In the end, “5why?” stops and starts to slip already around the 2-3rd question.
Any answer must be supported by data. This is written above - in paragraph 1. If you believe that the design is not suitable for production, then based on what data? Because production site personnel rarely have a thorough understanding of how a product is designed, it is extremely difficult to confirm that a design is not suitable for production. This does not completely exclude this possibility, but it does impose the limitation that you will first need to exclude the process from the list of suspects.
Advice: in search of the root cause, stay to the last within the framework of the processes you control. In addition to making it easier for you to confirm and eliminate a possible root cause, think about the following: what designer has the goal of creating a bad product? Or which manufacturer aims to create bad equipment?
4. You ask a question so that you can answer it, or give an answer to which you can implement a solution
Well, yes. Happens. With everyone, too. And this should not be denied. It’s better to admit that all people tend to “cut corners” and re-read point 1 again. Only by using data can you eliminate this problem.
Advice: In addition to using the data, double-check yourself on each question. If you think you have found the root cause, then answer the question: will eliminating this root cause actually eliminate the problem as a whole?
5. Do you use “5why?” for reporting, not analysis
Not the biggest problem, I tell you, but “5why?” - this is still a method of searching for the root cause. If you don't agree with the definition of “5why?” as a method, then accept it as a framework. Of course, this framework can also serve in reporting, but using the framework solely for reporting is harder than it seems. Believe me, I checked)))
Advice: train employees in the “5why?” method, force them to use it to find root causes, demand structural approach(analysis before making a decision), find fault with the shortcomings. Only through training and practical use you can ensure that analysis is performed before changes are implemented, and therefore “5why?” will be used specifically to find the root cause, and not after all the changes in order to decorate the report.
Is it worth using modified methods? Will they help deal with the above problems?
You often come across the fact that the “5why?” method trying to improve. Some seek to branch out the analysis, giving several answers to one question, others add various visualizations, subsections and directions, etc. Should we rely on “hybrid” techniques?
If this helps you find the root cause, then the answer is yes. If you, despite all the charms, do not use the data for answers, guess the answers, rely on your sixth sense... then no matter how well the technique is modified, you will not achieve the goal. The points described above are universal and concern the method, and not the method of its implementation or visualization.
Instead of conclusions
If you look at the 5 points above, they can all be combined into just 2: lack of knowledge and lack of application practice. So try to know the process you are delving into and practice the “5why?” method. This is the only way you can learn to apply it and only this way can you choose the visualization method that will help you find the root causes.
Purpose of the method
Applicable in various fields human activity in the process of analyzing problems and searching for the root causes of their occurrence.
Purpose of the method
Ensure the search for the true causes of the problem under consideration in order to effectively resolve them.
The essence of the method
Five "whys" - an effective tool that uses questions to explore the cause-and-effect relationships underlying a particular problem, identify causal factors, and identify the root cause. By examining logic in the direction of “Why?”, we gradually reveal the entire chain of sequentially interconnected causal factors that influence the problem.
Action plan
- Identify the specific problem that needs to be solved.
- Come to an agreement on the formulation of the problem under consideration.
- When looking for a solution to a problem, you should start with the end result (the problem) and work backwards (towards the root cause), asking why the problem occurs.
- Write the answer under the problem.
- If the answer does not reveal the root cause of the problem, ask the question "Why?" again. and write down the new answer below.
- The question "Why?" must be repeated until the root cause of the problem becomes apparent.
- If the answer solves the problem and the group agrees with it, a solution is made that uses the answer.
Features of the method
While paying tribute to the interest shown in the “Five Whys?” principle, it should be noted that this technique is not new. Starting from childhood, to find out something incomprehensible, we constantly ask the question “Why?”.
The origins of the use of the question "Why?" to analyze the problem and search for the root cause of its occurrence, they find it in the heritage of the philosophers of the 4th-3rd centuries. BC e. It is fair to note that Socrates is considered to be the author of the cause-and-effect concept used in logic for any proof.
However, the first to propose using the “Five Whys” principle to reduce or eliminate costs and increase productivity? (- go dosyte2), which gained popularity in the 70s of the twentieth century. thanks to the Toyota Production System (TPS), became Sakichi Toyoda. The number "five" is arbitrary. In fact, you may find that you have to ask the question less or more than five times, building a logical chain, before you can determine the root cause of the problem. Finding answers to questions included in the logical chain allows you to structure the research situation, i.e., develop a methodology effective analysis the problem under consideration.
Additional Information:
- The process of identifying, analyzing and understanding the causes is key in structuring the problem and moving to corrective actions.
- To get a complete and accurate information questions must be formulated correctly.
- The "Five Whys" principle can be used either independently or as a component various methods solutions wide range tasks and problems in various areas of everyday life and activity. For example, the question "Why?" used within the framework of functional cost analysis, the Six Sigma concept, cause-and-effect diagram, method test questions etc.
- The "Five Whys" principle most useful in solving problems related to the human factor and interpersonal relationships.
- This approach does not always guide researchers toward identifying the cause of problems because it does not have built-in expertise and typically only provides opinions about why a problem exists.
- Because asking the question "Why?" It's just that people love using the "Five Whys" technique. However, simply asking the question “Why?” will not get you beyond your knowledge. “Complex problems cannot be solved at the same level of thinking at which we created them.” (A. Einstein).
- To perform work and obtain effective solutions, it is advisable to use a computer with a built-in knowledge base.
- The "Five Whys" principle It is advisable to use it in conjunction with a cause-and-effect diagram (Ishikawa diagram).
Advantages of the method
- One of the simplest tools.
- Helps determine the root cause of the problem.
- Determines the relationships between the various causes of the problem.
Disadvantages of the method
Solving only simple problems. The logical verification of the chain of causes leading to the root cause is not considered, that is, this tool does not have rules for checking in the opposite direction from the root cause to the results.
Expected Result
Obtaining information necessary for decision making.
Lean is a whole way of thinking. A mindset that optimizes your workflow. He uses working principles and tools for this.
Lean manufacturing or Lean originated from production system Toyota factories. American researchers interpreted some of Taichi Ohno's ideas and found the system he created suitable not only for the automotive industry, but also for any other areas.
Basis of the concept lean manufacturing- reduction of losses. Anything that does not add value to the product is considered a loss. To reduce costs, the work process is optimized as much as possible and simplified where necessary. Another important part of Lean is the constant pursuit of excellence.
Waste and working to reduce it is a big part of this mindset. The creators of lean manufacturing identify seven types of waste. IN different sources they may be called differently.
- Partially completed work. When a product or component is not fully completed, it is of no use or value. This means that resources and time were wasted.
- Extra steps or processes. These are processes that take time and effort, but do not make the product more expensive. Such a process could be, for example, writing reports.
- Unnecessary functions or overproduction. A new option or functionality may be useful, but if the customer does not need it, then it will not affect the price of the product.
- Multitasking and moving around. Each employee, and the team as a whole, work as efficiently as possible on one task. The more tasks are performed simultaneously, the less labor efficiency.
- Expectation. Work time, wasted because the process may have stopped or slowed down at other stages.
- Transportation or movement. When workers are far away from each other, or the assembly/work process itself is extended, the time for communication or movement of product parts through production stages increases.
- Defects. Defective products have low value or force the team to waste time fixing defects.
Sources of losses
There are also three types or sources of losses.
- Muda- uselessness, redundancy, wastefulness. These are the losses that were described above.
- Moore- unevenness, lack of rhythm. Costs arising from intermittent schedules and uneven production.
- Muri- unreasonableness, overload. Excessive workload for employees, which makes them less effective in the long run.
Lean principles
Lean manufacturing contains several principles and a number of values. Values probably play a larger role here, since they reflect and explain the entire concept.
- Elimination of losses.
- Reinforcement learning.
- Making decisions at the last crucial moment.
- Reduce delay times.
- Respect for the team and work on its effectiveness.
- Product integrity and quality.
- Seeing the big picture.
The principles are achieving maximum quality and eliminating costs. There are five stages of their implementation.
- Determining the value of the product.<
- Defining the value stream.
- Ensuring the continuous flow of this stream.
- Allowing the consumer to pull the product.
- The pursuit of excellence.
Tools
Lean provides a wide range of tools. Some tools regulate the changeover of equipment, others organize the workplace, and others analyze the results of work. Interestingly, most of the tools are applicable in various areas of production. Here are some of them.
Value Stream Map
A value stream map is a diagram that depicts the movement of a product or its specific functionality through stages.
Each stage is highlighted in a rectangle and connected by an arrow to the next one. Below the chain of rectangles, the time that the product spent in each of them and spent moving between them is depicted. Based on the time flow map, it is easy to calculate which stages take longer, as well as how many total hours or days are spent waiting or transitioning.
5 "Why?"
Five “Why?” - a method for solving a problem. It allows you to get to the root cause of problems or losses. This is achieved through a series of five “Why?” questions. when a problem is detected. After this, the solution usually becomes much more obvious.
5S
5S is also one of the lean tools aimed at improving the organization of the workplace. It consists, as you might guess, of five components or steps (5 Steps).
- Sorting is the division of all items into necessary and unnecessary, getting rid of the latter.
- Keeping things in order is organizing the storage of necessary things in such a way that they can be easily accessed.
- Keeping it clean means regularly cleaning the workplace.
- Standardization - drawing up standards for the three steps above.
- Improvement - maintaining established standards and improving them.
Application of Lean
Lean manufacturing is most profitable to implement in manufacturing industries. This is where Lean allows you to seriously save and reduce costs. The way of thinking and tools are convenient to introduce both across the enterprise and in small teams. The software industry has even created lean software development, a methodology that uses the Lean concept and its principles.
The widespread use of lean manufacturing technologies was pioneered by Toyota. Following her example, many large companies, during various crises, began to look for ways to reduce costs and came to Lean. Now 2/3 of US companies adhere to its principles. Partly also because the state assisted in the dissemination of methods.
In Russia, not many companies want to organize their work process using philosophy. Nevertheless, large companies are gradually moving to new production methods. Russian Railways, KAMAZ, Irkut and Rosatom have successfully implemented Lean and achieved good results thanks to it.
Literature about Lean
A lot of different literature has been written about lean manufacturing, as well as about flexible methodologies. Three books that will help you start understanding Lean and applying it.
1. “Lean Manufacturing: How to Eliminate Waste and Make Your Company Prosper,” James P. Womack, Daniel Jones.
2. “Toyota Production System”, Taiichi Ohno.
“Production without loss for workers.”
4. “Business from scratch. Lean Startup, Eric Ries.
Purpose of the method
It is used in various areas of human activity in the process of analyzing problems and searching for the root causes of their occurrence.
Purpose of the method
Ensure the search for the true causes of the problem under consideration in order to effectively resolve them.
The essence of the method
Five "whys" is an effective tool that uses questions to explore the cause-and-effect relationships underlying a particular problem, identify causal factors, and identify the root cause. By considering logic in the direction of “Why?”, we gradually reveal the entire chain of sequentially interconnected causal factors that influence the problem.
Action plan
- Identify the specific problem that needs to be solved.
- Come to an agreement on the formulation of the problem under consideration.
- When looking for a solution to a problem, you should start with the end result (the problem) and work backwards (towards the root cause), asking why the problem occurs.
- Write the answer under the problem.
- If the answer does not reveal the root cause of the problem, ask the question “Why?” again. and write down the new answer below.
- The question "Why?" must be repeated until the root cause of the problem becomes apparent.
- If the answer solves the problem and the group agrees with it, a solution is made that uses the answer.
Features of the method
While paying tribute to the interest shown in the “Five Whys” principle, it should be noted that this technique is not new. Since childhood, to find out something incomprehensible, we constantly ask the question “Why?”
The origins of the use of the question "Why?" to analyze the problem and search for the root cause of its occurrence, they find it in the heritage of the philosophers of the 4th-3rd centuries. BC e. It is fair to note that Socrates is considered to be the author of the cause-and-effect concept used in logic for any proof.
However, the first to propose using the “Five Whys” principle to reduce or eliminate costs and increase productivity? (—go dosyte2), which gained popularity in the 70s of the twentieth century. thanks to the Toyota Production System (TPS), became Sakichi Toyoda. The number “five” is arbitrary. In fact, you may find that you have to ask the question less or more than five times, building a logical chain, before you can determine the root cause of the problem. Finding answers to questions included in the logical chain allows you to structure the research situation, i.e., develop a methodology for effective analysis of the problem under consideration.
Additional Information:
- The process of identifying, analyzing and understanding the causes is key in structuring the problem and moving to corrective actions.
- To obtain complete and accurate information, it is necessary to formulate questions correctly.
- The “Five Whys” Principle can be used both independently and as an integral part of various methods for solving a wide range of tasks and problems in various areas of everyday life and activity. For example, the question “Why?” used within the framework of functional cost analysis, the Six Sigma concept, cause-and-effect diagram, test question method, etc.
- The “Five Whys” Principle most useful in solving problems related to the human factor and interpersonal relationships.
- This approach does not always guide researchers toward identifying the cause of problems because it does not have built-in expertise and typically only provides opinions about why a problem exists.
- Because asking the question “Why?” It's just that people love using the "Five Whys" technique.
However, simply asking the question “Why?” will not get you beyond your knowledge. “Complex problems cannot be solved at the same level of thinking at which we created them.” (A. Einstein).
- To perform work and obtain effective solutions, it is advisable to use a computer with a built-in knowledge base.
- The “Five Whys” Principle It is advisable to use it in conjunction with a cause-and-effect diagram (Ishikawa diagram).
Advantages of the method
- One of the simplest tools.
- Helps determine the root cause of the problem.
- Determines the relationships between the various causes of the problem.
Disadvantages of the method
Solving only simple problems. The logical verification of the chain of causes leading to the root cause is not considered, that is, this tool does not have rules for checking in the opposite direction from the root cause to the results.
Expected Result
Obtaining information necessary for decision making.
A.M. Kuzmin
“The Five Whys Method” and other Methods for finding ideas and creating innovations
What will you do if your computer stops working (or works incorrectly, for example without sound, or programs freeze, or something else equally nasty happens)?
We bet that the first thing you will think about is whether to call a specialist, and your decision will depend on whether you currently have a couple of thousand extra thousand rubles. Another option: grab your car and drag it with your own hands to some company so that they can diagnose the faults and fix them as soon as possible.
Have you been in such a situation? Do you recognize her?
The typical scenario for its further development is usually as follows. Although you feel painfully sorry for the banknotes acquired through back-breaking labor, you decide to give them away. Let them take it, your nerves are much more valuable! Because what nerves of steel do you have to have to see how your own computer suffers, freezes, cannot say a word - and at the same time think about the despicable metal.
Metal – that’s why it’s metal, to ring and pay for... our peace of mind! We'll still make money! Everyone should get paid in their place! It’s a disaster if the cake maker starts sewing boots!
You probably shelled out money at the first suspicion of a PC malfunction? And did you feel joy when, having parted with the banknotes, you received in return a stably working unit?
I’m afraid that I’ll disappoint you, but I have to report: in 90% (!!!) of cases, your worry wasn’t worth a damn, and you didn’t need any professional services to bring your crashed PC back to life. You could not spend money, but literally in 10-15 minutes solve all computer problems yourself. And they would have done it if not for the mystical horror of the car.
You say: “I’m not a technician or a programmer to understand what happened there”? Then answer me this question: do you need to have a technical education in order to... increase the brightness or sound on the TV? Is this task up to you?
Are you able to “program” a microwave to cook grilled chicken? Do you spend an hour calling a technician to change the battery in your flashlight?
No? Are you sure you can do all this yourself? Have you already done this?
In this case, you can deal with the PC yourself. This is me telling you, an experienced computer psychotherapist and part-time computer chiropractor, who has been studying the behavior and whims of his clients for at least a decade, treating them and mentoring them (including their owners).
Any device fails sooner or later - this is understandable. At the same time, it gives special signals, focusing on which you can deal with any problems that have arisen. Every device user can learn to recognize these signals. But.
But an iron user and a PC user are two very different things. It would not occur to the first person to suspect his device of intrigues and cunning, hidden vindictive intelligence, rancor and harmfulness. An iron is only an iron in Africa.
But computer owners have a completely different attitude towards their “machines”: it is assumed that you need to be able to establish a special contact with the PC, have special skills for this, feel what only a specialist in the field of engineering and programming can feel, etc., etc. . P.
Most users are afraid of their computers: they are afraid to press something wrong - what if it leads to a total malfunction of the system, a fire, overwriting of all data, damage to the unit? This is why people prefer to turn to masters, as if they have seven spans in their foreheads.
So, the master “comes to visit”, or the user drags a computer to him across the whole city. What's next? And then everything depends on the master, or more precisely, on his honesty. Some immediately bring the computer to life with minimal investment of time (and therefore the user’s money).
And some look at the user: if the malfunction is very simple, and the user brought a computer to them, it means that he does not understand anything about computers. Consequently, instead of, for example, turning on the sound in the volume control (sndvol32 program), they begin to pretend to rummage through the registry and reinstall the sound drivers.
The user sits and waits while the technician tinkers with the computer for a couple of hours, struggling with the “malfunction.” Then the sound appears. The user is satisfied and, in a fit of good mood, without any second thought, parts with the amount indicated by the master. It doesn’t even occur to him that he paid not for repairs, but for staging repairs.
I don’t argue that there are quite complex malfunctions, but in 90% of cases, as I already said, they are trivial and not worth a damn. Anyone who is more or less ready to start figuring it out on their own can figure them out.
The main thing is not to be afraid of your computer, to be filled with faith in yourself, that everything will be fine, the system will work after not too tiring efforts for you, it will become like new.
And you also need to be clearly aware that you won’t be able to break anything. (There is, of course, an option: take a chisel, a hammer, and go ahead. Without this, nothing will work, because computers are extremely durable devices and resistant to all kinds of influences.)
I decided to write this book to help all PC users find a common language with their machines. It is not difficult. I will help you overcome self-doubt and mystical horror of “sophisticated” technology. I will teach you to understand what your computer means by sending you certain signals.
After all, he is designed in such a way that he does not remain silent about his problems, but tries with all his might to talk about them and beg his owner to eliminate them as soon as possible. The trouble with the owner and the PC is that they cannot agree with each other. The PC cries and groans, literally screaming: “Reboot me immediately! Change the driver! Change the setting! And the owner seems to be shouting: “I’m dying! Masters for me! I’ll die now!”
Do you understand what's going on? If you knew what was required of you, you would do everything yourself without any problems. And since you don’t know, you don’t undertake to solve most of the elementary issues.
Having mastered the material presented in this book, you will learn to skillfully and quickly resolve all issues related to the current malfunctions of your PC. You will understand the nature of the problems, distinguish between things that can be corrected and those that cannot be corrected. Are you ready to say: “That’s it!” But he himself promised that 90% of problems are nonsense!” This is true. And by irreparable things I mean the failure of computer consumables: keyboards, mice, etc.
Nobody repairs them today - this fuss will become more expensive. If consumables malfunction, you need to quickly change them and not worry; They are inexpensive and are made with a short service life in mind.
What is this book about...
So, the book will discuss the issues of “communication” between the user and the PC. I'm giving you a breakdown of the typical signals a computer uses to try to tell the user that something is wrong. Do not ignore these signals: if the PC is contacting you, then there is a reason for it.
Be attentive to him, and he himself will tell you about what worries him. Give him what he asks for; remove what bothers him, and everything will be fine.
In the first chapter we will talk about the messages that the computer displays when loading. In most cases, these messages can be used to understand the cause of hardware failures (these are the most serious failures).
In especially severe cases, when the malfunction is incompatible with the operation of the PC and it cannot even start, a sound signal sounds. This signal can also be used to determine the cause of the malfunction. We'll talk about computer beeps in the second chapter of this book.
In the third chapter we will look at the computer setup program - SETUP. Quite often, users even with knowledge of English (the interface of this program is only in English) experience difficulties when working with it, so they prefer not to enter it.
Fantasy fans have probably seen at least one film where a magician gives part of his power to another person. Something similar will happen in chapter four: I will share my experience in diagnosing computer problems.
Every user at least once in his life has contemplated such a Windows phenomenon as the Blue Screen of Death (BSOD). That's just how Windows works... Needless to say, if Windows 98 froze right at the presentation and showed everyone present a BSOD.
Then it was stated that this was a feature of the work (feature - in English). Since this is a feature, all users should know about it. We use Russian versions of Windows, but when the BSOD appears, for some reason we see abracadabra on the screen instead of Russian letters, but the error code is clearly visible. From this code you can understand what happened. The fifth chapter is entirely devoted to BSOD.
In Chapter 6, we will talk about common Windows error codes. There are so many of them that they were discussed in a separate chapter. I’ll say right away: we will not consider all errors, but will consider only the most popular ones. To consider all Windows errors, you need to write no less volumes than the Children's Encyclopedia.
Chapter seven will help you find out why your computer is freezing. And the eighth chapter will provide recommendations that you can follow to make your computer work faster.
In the ninth chapter we will talk about computer viruses, and also consider standard and non-standard means of combating them.
Is Windows buggy? There is no need to reinstall it at all. In most cases, using a system restore, you can quickly bring it back to life. We'll talk about how to use System Restore in Chapter Ten.
Attention! In the text you will come across a large number of terms that there is no point in replacing with “understandable” synonyms. Get used to talking about computer problems in computer language! In fact, it only seems that everything is complicated. Soon everything will fall into place, and you will immediately learn to understand what is at stake.
Well, until this happens yet, I will explain some of the terms directly in the text, and so that you can clarify some things that were completely out of your hands to comment on, I offer you at the end of the book a small glossary of the most popular terms (Appendix 2).
So that you do not get confused with identifying the parts of the computer, the book contains Appendix 1. This Computer User's Guide contains “pictures” that depict those “parts” that you have to figure out.
Don't you understand anything about computers?
To troubleshoot problems, you need to at least understand the names and purposes of components. If you don't call the system unit a "processor" or, worse, a "hardware box" and can tell the difference between a hard drive and a motherboard, then you don't have to worry too much about anything.
But if your monitor is a “computer,” then I highly recommend my other book about repairing and upgrading a computer at home, from which you will learn everything an ordinary user needs to know about computer components.
Method Five “Why?” perhaps the simplest among the variety of ideas born. But at the same time incredibly strong. And also very famous.
Currently, the technique of determining the root cause of a problem by asking “Why” five times is used in the concepts of lean manufacturing, kaizen, 6 sigma and others. Moreover, the scope of application of this amazingly effective tool has long expanded beyond production - in the manner characteristic of children, in the process of analyzing problems, they get to the bottom of their true causes in various areas of human activity. And this is not surprising. Firstly, the method is easy and universal, described a thousand times in the literature and on the Internet; secondly, like any other “common sense” idea, it comes to mind regardless of knowledge of the history of production management. And it saves amazing time - 10 minutes is enough for analysis.
Fivefold “Why?”
Fivefold “Why?”
Have you ever encountered a problem and stopped and asked yourself five times in a row, “Why did this happen?” I doubt. Let's try to do this together. Imagine, for example, that your car stopped working:
1. Why did the car stop?
Because there was an overload and the fuse blew.
2. Why was there an overload?
Because the bearing was poorly lubricated.
3. Why Was the bearing poorly lubricated?
Because the pump supplying lubricant was not working well.
4. Why did he do a bad job?
Because the piston is worn out and loose.
5. Why Is the piston worn out?
Because they didn’t install a filter, and metal shavings got into the piston.
Repeating the question five times "Why?" will help you understand the root cause of the problem and solve it. If you don't go through the entire series of questions, you may decide that simply replacing the fuse or pump piston is enough. Then literally in a few months the same problem with the car will arise again.
As a matter of fact, the Toyota production system is built on the use and development of precisely this scientific approach. Asking the same question five times "Why?" and each time we answer it, we can get to the core of the problem, which is often hidden behind more obvious, underlying causes.
“Why is it that at Toyota Motor Company one worker can operate only one loom, but at Toyoda weaving factory one young girl controls 40 or 50 automated looms at once?”
Starting with this question, we received the following answer: “Toyota machines are not designed to autonomously stop when a single machining cycle ends.” This is where the idea of automating machine tools was born - their automation with elements of human intelligence.
To the next question: “Why can’t we make sure that parts arrive exactly on time?” - the following answer was received: “Because the speed at which parts are manufactured does not allow us to know how many of them are produced per minute.” This is where the idea of production equalization arose.
The first answer to the question: “Why are we producing too many parts?” - was: “Because we cannot slow down or completely prevent overproduction.” This is how the idea of visual management came about, which in turn led to the idea of kanban.
The previous chapter noted that Toyota's production system is based on zero waste. Why do losses occur at all? By asking such a question, we actually approach the question of profit, which is the main condition for the normal functioning of a business. At the same time, we ask ourselves why people work.
When running a manufacturing plant, data plays a very important role, but I believe that real facts are more important. Whenever a problem arises, if we do not search hard enough for the root cause, the measures taken may be in vain. That's why we keep repeating the question "Why?". This is the scientific basis of the Toyota system.
When running a manufacturing plant, data plays a very important role, but I believe that real facts are more important. Whenever a problem arises, if we do not search hard enough for the root cause, the measures taken may be in vain. That's why we constantly repeat the question "Why?" This is the scientific basis of the Toyota system.
When faced with any problem, I always ask the question “Why?” five times. This rule was also learned from someone who was in the habit of observing. You can talk as much as you like about improving work, but specific proposals will arise only after a thorough study of production. Spend a whole day in the production department and observe what is happening. Eventually you will understand what needs to be done.
Interestingly, the description of the Five Whys method? also found in the book by Elisabeth Haas Edersheim:
Whether it's a problem, an opportunity, or both, spending the time and effort to do the homework necessary to see the big picture and look beyond the obvious to help you make a decision distinguish underlying causes and signals from symptoms. Therefore, Toyota emphasizes that you always need to go and see everything with your own eyes, and then ask yourself the question “why” 5 times.
Being able to see things firsthand helps managers understand how problems and/or opportunities manifest themselves. However, the homework will not be considered done until, as I said before, Toyota managers ask themselves the question “why” 5 times to understand the root causes of the problem or the main ways to realize the opportunity. As Taiichi Ohno, the creator of the Toyota Production System, explained: “To tell the truth, the Toyota Production System is built on the practice and development of this scientific approach. If we ask ourselves “why” 5 times and answer this question each time, we will be able to understand the real cause of the problem, which is often hidden behind more noticeable symptoms.”
There is a puddle of oil on the factory floor. Why? Oil is leaking from the car. Why? The gasket is damaged. Why? Because we bought gaskets made of cheap material. Why? Because we were given the best price for them. Why? Because purchasing agents' work is rewarded and evaluated based on short-term savings, not long-term results. So, what exactly is the problem and, accordingly, what conditions must the solution meet? In a puddle of oil on the floor that can be easily wiped up in less than two minutes and no one from management will notice? Or is it a system of rewarding purchasing agents that results in the purchase of inferior equipment and therefore needs to be changed? Wiping the oil off the floor will solve superficial issues but will not prevent the problem from recurring, whereas the new procurement rules will.
I really hope that in your practice you use this simple technique, and if not, that this material will encourage you to use it in your work and beyond.
