was the most important skill students need to learn.
Creative solutions to problems encountered with work processes can be attained using Haller & Company's Analytical Trouble Shooting methodology. The Analytical Trouble Shooting Guide© provides a quick, easy to follow approach that integrates the best aspects of several problem solving models from the United States and Japan. This is a structured approach to problem solving that accelerates efforts to reduce scrap and rework, and eliminate customer complaints. Haller & Company's problem solving model is noted for its simplicity and effectiveness in both manufacturing and office environments. The handy, step-by-step check list and worksheets ensure that any employee can achieve rapid solutions to nagging problems and prevent them from recurring! Here are two examples:
1. QUNO Corporation had been struggling with mechanical failures on one of their paper machines for what they called "10 days of hell!" The cost per day for replacement equipment alone was $10,000 plus eight hours of maintenance down time for installation of the equipment that cost about $150,000 due to the loss of production. Using Haller & Company's Analytical Trouble Shooting Guide, the problem was identified in one hour and the problem resolved by the end of the next shift. The tragedy of this story was that the problem had existed for over four months! It took the "10 days of hell" to cause enough dissatisfaction with the process that management was prepared to use the Haller & Company problem solving strategy.
2. Hospitals are always concerned about incidents of postoperative infections. In fact a hospital staff member is responsible for reviewing all cases of postoperative infections to determine the cause. In most hospitals this is like a "witch hunt," i.e., find someone to blame for the patient's infection. The Torrance Memorial Medical Center in Los Angeles, however, used Haller & Company's problem solving methodology to reveal the root cause of this problem by monitoring a new metric suggested by Dr. Haller, namely the "number of operations performed by a surgeon between incidences of postoperative infections." This metric indicated that one surgical team should be observed during operations to better understand why their infection rate was significantly high. Now the staff could work on continual improvement.