TRAINING AND DEVELOPMENT PROGRAM

LEARNING ANALYSIS

Name: Esobel D. Jaen Emp #: MKI - 002

Dept/Process: Mayamang Karagatan Inc. Position: OIC – Hatchery Head

Trainer/Coach: Ronnie Alcantara

TRAINING PROGRAM: Problem Solving and Decision Making

DATES COVERED: May 15-16, 2018

Use this form to reflect on your major learnings during your training.
What I learned What I re-learned What I am beginning to learn What I still need to learn
1. All problems may also be 1. The use of situation and problem (What we are beginning to apply) Other elements of Technical
considered as opportunities. analysis tools such as: (Aquaculture) Problem Solving
Therefore, when we encounter 1. The use of templates in problem and Decision Making are not
problems in the hatchery, we should 1.1. Fishbone Analysis or solving analysis. This will save included in the course. It is
think—“What positive thing can we Ishikawa Diagram in time, therefore meetings will recommended that the manager
get from this?” identifying the possible have a process as well. and the supervisor/s have a
causes of a problem training on the Diseases of
2. Managers are judged according to considering the following 1.1. In problem solving, staff High Value Fish.
their decisiveness and the quality of aspects—man, machine, may use or answer the
their decisions. money, methods, materials templates prior to the
and environment (an example discussion.
3. Decisions of managers are based is shown in the appendix)
on the following: 1.2. During the discussion, all
1.2. Pareto Principle – templates will be
3.1. Input (data) considering the vital few than consolidated.
It is therefore vital for the manager the trivial many or 20-
to be knowledgeable on the 80principle 1.3. Decisions may be weighed
accuracy and timeliness of using the Decision Analysis
information being reported by the 1.3. Brainstorming Analysis – Worksheet.
team. overflow of inputs, wherein no
input is considered wrong. 1.4. After defining the decision,
3.2. Knowledge and skills This is better done as a team. potential problems may still
Managers must not only rely on the occur, hence the use of
reports of the staff but also on 1.4. Five Why’s – a likely cause to Potential
personal knowledge and skills. a problem may have deeper Problem/Opportunity
Therefore, the manager must know roots that may be answered Analysis Worksheet.
how to do the process on his/her by asking why after every
own in the line or field. answer. This may answered 2. The use of GROW model in
creatively or logically. approaching a problem:
 3.3. Intelligence 2.1. What is the GOAL?
In order for the manager to make a 2. Use of creativity in analysis: 2.2. What is the Reality?
quality decision, he/she must be 2.3. What are the Options?
able to think and assess logically 2.1. Diffused thinking – this way 2.4. What Will I do? How
the problems that are being faced. of thinking is the opposite of strong is my Will to do it?
focused thinking which we
3.4. Experience usually use when analyzing
When a manager has experienced problems logically. Instead of
the same or related problems in his focusing on one aspect,
work/field, it will be easier for diffused thinking would allow
him/her to solve similar concerns a person to have a
when it occurs in the future. It might continuous flow of thoughts.
already be a “reflex” action for the (This was initially taken up in
manager already. an online crash course.)

4. The core learning I had from the 2.2. Make the problems visual
training is the so-called SA-PA-DA- [Link] use of scale models
PA or: and drawings might help
4.1. Situation Analysis [Link] at the whole model
[Link] use of Force Field of the system, not only
Analysis Tool (Please the concerned area
refer to appendix) because some
4.2. Problem Analysis subsystems may be
4.3. Decision Analysis linked (e.g., no water in
4.4. Potential Problem/Opportunity the reservoir – might be
Analysis because of pump but
Note: All analyses logic may also be caused by a
paths are shown in the clogged cage filter)
appendix

5. Another learning I had during the

training is the use of the Creative
Pathway of analyzing a problem.
Tools such as the following were
introduced:

5.1. Use of a random word/s as

stimulators that may be
correlated to the problem. This
will be further discussed in the
applications part of this report.

5.2. Changing the perspective or

vantage point – when
analyzing situations or
problems, the involved person
 may ask the following
questions:

[Link] will my boss think or

do?
[Link] will an expert
colleague think or do?
[Link] might our consultant
suggest?
[Link] about the technicians
or the staff who are
conducting hands-on
work?
[Link] about a professor of
the same field?
[Link] will the problem look
like if I consider all the
areas of the operation
system?

5.3. Look at each problem freshly

[Link], it’s better not
to think of old solutions to
a persisting problem; a
new solution might be the
answer. The input of a
visitor or outsider might be
of value.

5.4. Other reminders:

[Link] answer is just the
beginning so thinking
process shouldn’t stop.
[Link] is better in
groups.
[Link] similarities in each
problem.
 APPENDIX

1. FRAMEWORK OF THE PROGRAM ATTENDED:

Figure 1. Key points learned in the Problem Solving and Decision Making Program.

Before a problem can be solved, the situation and problem must first be analyzed. Decisions must be based on
calculated factors and not just intuition, however, intuition maybe applied by experts on the particular industry.
After decisions have been made, potential problem/opportunity analysis may be conducted for further planning.

2. SITUATION, PROBLEM, DECISION AND POTENTIAL PROBLEM/OPPORTUNITY ANALYSES TOOLS:

Table 1. Situation Analysis Table

Logic Path Process Steps Process Questions
SITUATION Involved personnel must be able to The team must be able to
identify the following: answer the question:
1. Concerns
2. Threats What are the issues that need
3. Opportunities to be addressed or resolved?

SEPARATION The situation must be divided into

parts, wherein each part is a discrete Does this issue need to be
manageable unit. resolved into more discrete
units?
SET PRIORITY Set the priority of each unit or part:
1. Seriousness What is its priority in terms of
2. Urgency seriousness, urgency or
3. Growth growth?

Points or levels may be assigned

such as High, Medium, Low or 1, 2,
3, 4, 5, etc.

ALLOCATION What is the cause?

Use Problem Analysis Tool/s Which process of the analysis
is required to obtain resolution?
What are the choices?
Use Decision Analysis Tool/s

What is the chance of success?

Use Potential Problem/Opportunity
Tool/s
Other than the Situation Analysis Table, the following diagrams may also be used to identify the situation
and/or problems step by step.

Figure 2. Ishikawa or Fishbone Diagram, a tool used in Cause and Effect Analysis.

Figure 3. Force Field Analysis. The use of ratings makes this tool a clear representation of the situation and
the key points that need to be addressed in order for the “desired situation”
to be attained.
Table 2. Problem Analysis Table
Logic Path Process Steps Process Questions
DEVIATION IDENTIFICATION

What is the deviation?

Example shown below.

DESCRIPTION The involved personnel must be

able to answer the questions: What and where is the problem?
1. What When did the problem occur?
2. Where How much of a problem do we
3. When have?
4. How much

ANALYSIS Identify the following:

1. Sharp contrasts What differences or changes fall
2. Differences out of the description?
3. Changes

HYPOTHESIS Determine the possible causes

based on:
1. Data What are the possible causes?
2. Expertise
3. Experience

TESTING The following steps must be

conducted: How well does each cause explain
1. Keep track of assumptions the description?
2. Verify assumptions in reality Which is the most probable cause?
How can we verify our
assumptions?

ACTION Interim – buy time

Adaptive – live with problem What action do we take?
Corrective – fix for good

Figure 4. Deviation Identification Diagram

Table 3. Questions that need to be answered when describing a problem.
Parameter Questions that need to answered / sharp contrasts:
IDENTITY Object
What is the specific problem unit / object?

Defect
What is wrong with it?
What is the defect or fault?
What is the deviation?

LOCATION Object
Where can the problem be found? (Geography)

Defect
Where is the defect on the unit?

TIMING Object
When did the problem start? (Date/Time)

Defect
When is the defect / default / deviation seen? (Cycle/Pattern)

EXTENT Object/Defect
How many?
How much?
How big?
How often?
How fast?
How frequent?
Table 4. Problem Analysis Worksheet
Differences Changes Date Possible Causes
Identity What

Defect

Location Where

Defect

Timing When

Defect

Extent How much

Defect

Most probable
cause
Verification

Action
Table 5. Decision analysis table
LOGIC PATH PROCESS STEPS PROCESS QUESTIONS
DECISION OBJECTIVE Identify the following:
1. Purpose What is the decision objective?
2. Modifiers
3. Level

SELECTION CRITERIA Identify the following:

1. Target results What are the musts? What are the
2. Things to avoid wants and their relative weight?
3. What are the resources that
may be spent or preserved

COMPARE ALTERNATIVES Conduct the following:

1. List alternatives What are all the alternatives?
2. Assemble information Are we satisfied with the quality of
3. Screen through “musts” the options?
4. Score against “wants” Do we need to create new of better
5. Determine best performance options?
Do the alternatives meet the
musts?
How well do they perform against
wants?
Which alternative/s give us the
best overall performance?

RISK EVALUATION 1. List risks

2. Determine the degree of risk What are the risks?
2.1. Probability What is the degree of risk?
2.2. Seriousness What can be done to minimize
these risks?

BEST BALANCED CHOICE Balance between best

performance and acceptable risk What is the best balanced choice?

Table 6. Checklist to be evaluated when asking the questions on the Decision Analysis Table,
whenever applicable.
Status Status Status Status
( ∕ or x) ( ∕ or x) ( ∕ or x) ( ∕ or x)
Volume Cashflow Machinery Output
Turnover Savings Assets Productivity
Revenue Working capital Liabilities Rate of return
Timing Life expectancy Compensation Earnings
Sales Quality Margin Terms
Market goals People Costs Money
Taxes Systems Maintenance Skills
Table 7. Decision Analysis Worksheet
Objective:

Musts minimum requirements

Absolute constraints
Non-negotiable
Limits
Measurable
Alternative 1 Alternative 2 Alternative 3 Alternative 4
Info GO/NO GO Info GO/NO GO Info GO/NO GO Info GO/NO GO

How well does each alternative perform against each want? Which one gets best score?
Wants Relative weight
Alternative 1 Alternative 2
Info Score WT/SC Info Score WT/SC

TOTAL: INDEX OF PERFORMANCE

Table 8. Potential Problem Analysis Table
LOGIC PATH PROCESS STEPS PROCESS QUESTIONS
SUCCESS STATEMENT Write down a success statement
(target final / end result) What will be considered “success”
in this situation?

PLAN Define the plan to attain the target:

1. What are the steps What are the activities, in
2. Define the timeframe chronological order that will lead to
3. What are the critical areas success?

HIGH RISK AREAS Define the high risk areas that

possibly need to be addressed: What are the high risk areas?
1. Potential problems What is the probability and
2. Probability seriousness of each risk?
3. Seriousness

PREVENTION What are the plans to prevent the

possible problems: What could cause the risk to
1. Define likely causes and occur?
probabilities What actions can we take to
2. Preventive actions prevent these potential obstacles?
3. Monitor: who, what, where,
when, what, extent

PROTECTION Define:
1. Contingent actions What actions can we think of to
2. Triggers: who, what, where, minimize the possible effects,
when, what, extent should these problems occur?

MODIFIED PLAN Original plan plus best selection of

preventive and contingent actions How should we modify our original
to reduce risk to your “comfort plan?
level”; should make use of a Gantt
Chart or roadmap of activities to
monitor progress
Table 9. Potential Problem Analysis Worksheet
Steps P S Potential Problems P S Likely Causes Preventive Actions Contingency Action Modified Plan
1

Table 10. Potential Opportunity Analysis

LOGIC PATH PROCESS STEPS PROCESS QUESTIONS
SITUATION What are the:
1. Threats What is the situation?
2. Obstacles
3. Barriers
4. Changes

OPPORTUNITY How can (1-4) these be turn What opportunities can we derive
around into opportunities? from this situation?

HIGH YIELD AREAS Determine the cost-benefit ratio What is the cost / benefit ratio of
each?

CAPITALIZE Define the: How can we ignite these to occur?

1. Ignitors How can we optimize the effects?
2. Accelerators
 TRAINING AND DEVELOPMENT PROGRAM
LEARNING ANALYSIS

Application of my learning:

Please see roadmap of activities below for the application of learnings in the training.

My commitment in applying my learning:

As the OIC-Hatchery Head of Mayamang Karagatan Inc., I will do all my best, God-willing, to implement the
action items in the attached roadmap pertaining to the applications on this tranining.

Signature : Esobel D. Jaen

Date : May 28, 2018