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BED
Approach:
Brainstorming,
Entitlement,
Defect
Dr. Sharon L. Bender
April,
1995 - November, 2006
Brainstorming, Entitlement, and Defect
These
parameters
for
problem
solving
and
decision
making
in a
single
device
called
BED
Approach
aids in
performance
improvement
in the
private,
professional,
and
public
realms.
The
purpose
in
putting
this
trio
together
in a
single
device
is to
see very
easily
some of
the
elements
involved
in the
problem
solving
and
decision
making
process.
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Brainstorming is where it all begins, which is why it takes the lead position in this approach. Brainstorming is a creativity venture in generating ideas to solve problems, make decision, and thereby enlist performance improvement. In brainstorming we must not interrupt the thought process. This is free-thinking activity. As ideas come to mind, they are captured without bias on a flip chart or other recording implement. During brainstorming, it is necessary to avoid potential for distractions. Brainstorming was originated in 1957 in a book called Applied Imagination by Alex F. Osborn. Brainstorming is a process that can be used in problem solving, decision making, process management, project planning, team building, process mapping, and much more. Brainstorming can be done individually or in a group. For group brainstorming there can be a list of rules associated with the process, which must meet the concession of the entire group.
Entitlement is generally a guarantee of access to the benefits in having or exercising certain rights. In the BED Approach it is a performance improvement component used to identify the best possible process measures in a decision making venture, dependent upon the available resources. The connotation is one that is more directly linked to the culture of entitlement in which individuals, organizations, and communities might believe they are entitled to the benefits that arise in the outcome that results from the performance improvement undertaking.
Examples
of
"entitlement"
targets
are
mapping
the
process,
determining
baseline,
and
benchmarking.
Defect is might be a response
errors,
poor
quality,
and
untimely
delivery.
Causes
are poor
identification
of the
problem,
product,
or
process
and
variation
from
standards. We often think of Six Sigma when we hear the term "defect."
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Figure 1
provides
a
glimpse
into the
origination
of my
BED
Approach
as
developed
from my
extensive
Total
Quality
Leadership
(TQL)
training
that I
attended
in the
early
1990s,
sponsored
by
AlliedSignal.
It
depicts
three of
the
decision
making
cards
that
also
included
such
devices
as
Fishbone
Diagram, Process
Flow
Charting,
Pareto
Chart,
Histogram,
Control
Chart,
Benchmarking,
etc.
BED Approach (Brainstorming, Entitlement, Defect) is a problem solving model I developed to determine the process necessary to actualize an effective outcome in a performance issue.
Brainstorming: Consider all possible solution dimensions
Entitlement: Identify all possible process measures
Defect: Determine all possible objective failures
The
extrapolation
stems
from a
host of
problem
solving
cards we
were
issued
at the
TQM
(1992)and
TQL
(1995)
training
sessions
that I
attended
in which
I was
also
introduced
to the
matter
of
having
the
"right
people"
and the
"right
process,"
a
philosophy
I used
in my
team
development
ventures.
On one
card,
Cross-Functional
Team
(right
people),
is
defined
as a
multi-functional
team
approach
that I
explored
in my
weLEAD
article. The
training
was also
a
foundational
vehicle
for the
development
of my
Tri-Solution
approach.
It
covered
the
nine-step
approach
to
success
in which
one must
first
identify
the
problem
(identification),
analyze
the
issues
(interpretation),
and
implement
the solution
(implementation).
Process
Flow
Charting
was
contributory
to my
Triad
Assessment
model
and
other
problem
solving
and
decision
making
models.
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Figure 1. BED Approach Foundation Model |
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In the
development
process,
BED
Approach
was
begun
when we
were
asked to
sort the
cards
and
develop
our own
process
map in
the
problem
solving
venture.
I
devised
my
approach
using
just
three
cards
titled
Brainstorming,
Entitlement,
and
Defect.
On the
reverse
side of
the
cards
are
images
to
assist
in the
memorization
process.
In our
"Memory
Jogger"
pocket
guide it
states,
"A
structured
problem-solving
process
using
graphical
techniques
produces
better
solutions
than an
unstructured
process."
This
philosophy
brought
clear to
me the
purpose
in using
models
and
other
visual
devices
in the
problem
solving
process,
leading to
performance
improvement.
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Figure
2. BED Approach Foundation Model
(Reverse
Sides) |
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Figure 2
depicts
the
reverse
sides to
the
Brainstorming,
Entitlement,
and
Defect
cards.
The
graphic
representation
contributes
to
understanding
the use
of the
BED
Approach
in the
visual
sense.
In the
brainstorming
process,
the
light
bulb
goes on
when we
conceive
ideas.
In the
entitlement
process,
we are
targeting
value
added
activities.
In the
defect
process,
we are
striving
to meet
customer
requirements.
Exploring
the
issues
(brainstorming),
targeting
value
(entitlement),
and
identifying
the
customer's
expectations
(defect)
are
primary
steps in
problem
identification.
I have
particularly
found
the
"Entitlement"
graphic
interesting.
The 3X
target
can be
representative
of my
triangulation
thinking
approach.
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Tri-Solution
In
essence,
BED
Approach
is a
part of
the
"identification"
step in
my
Tri-Solution
approach.
Once
this
first
phase
ends,
the
"interpretation"
phase
begins
in which
we
analyze
the data
and
reach
certain
conclusions
and
objectives.
Finally,
we enter
the
"implementation"
phase.
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A flow
of
design I
learned
about in
my TQL
training
in
April,
1995 called
the DMEDI
method
has been
contributory
to my
development
of my
Tri-Solution
approach.
It
stands
for
"define,
measure,
explore,
develop,
and
implement"
for
which I
have
abstracted
the
elements
"identification,
interpretation,
and
implementation."
In this
instance
"define
and
measure"
is the
"identification"
stage;
"explore
and
develop"
are the
"interpretation"
stage,
and
"implement"
is the
"implementation"
stage. |
In the TQL
training
(1995) we were
presented
with a
two-circle Venn
diagram
to
visualize
the
problem
identification
and
problem
analysis
(interpretation)
phases.
Add a
third
circle
for the
implementation
phase
for a
new
Tri-Solution
model.
Q3
Inquiries
In the
problem
identification
phase we
would
consider
all
possible
solution
dimensions,
identify
all
possible
process
measures,
and
determine
all
possible
objective
failures.
However,
these
activities
in the
BED
Approach
can be
applied
in any
order.
For
instance,
we might
consider
how the
BED
Approach
aligns
with
Q3
Inquiries.
Entitlement
with its
measurable
feature
might be
considered
a
quantitative
approach.
Brainstorming
with its
cognitive
feature
might be
considered
a
qualitative
approach.
Defect
with its
outcomes
feature
might be
considered
a
quasitative
approach.
The
usefulness
of
"cards"
is that
they can
be moved
around
and used
in any
order.
Sources
The
Memory
Jogger:
A Pocket
Guide of
Tools
for
Continuous
Improvement
Total
Quality
Leadership:
A Path
to
Excellence.
AlliedSignal
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