看到问题和解决问题 V1

SeeIt&SolveItInitialProblemSolvingforOperationsFacilitatorsandFacilityInstructorIntroductionsEmergencyexitsOtherlogisticsFacilityOverviewofSessionRestroomsWelcomeIntroductionsObjectivesWhydothis?OverviewofProblemSolvingInitialProblemSolvingwith5ToolsTallyChartsParetoChartsRunChartsFishboneDiagram5WhyTestingCountermeasures&StandardizationA3&8DSummaryParticipantIntroductionsShare:Whoyouare(name)Department&FunctionYearswithEatonIfyoucouldgoanywhereintheworld,wherewouldyougoandwhy?FoundationExercise(time)GroupDiscussionFlipChartExample(standalone)GroupPracticeReviewExample(continuing)ComputerTool(electronic)InformationJobAid(paper)DemonstrationIconLegendGroundRulesElectronicsofforsilentAllpointsofviewarewelcomeGiveandreceivefeedbackBepresent-betimelyWeareresponsibleforoursuccessSessionInvolvementThisismeanttobeaninteractive.Weaskthatyou:Speakup–otherwiseitwillbequitequietAskquestions–therearenodumbquestionsParticipate–especiallyintheexercisesLearn–takeatleastonenewthingawayanduseitinyourworkplaceObjectivesAttheendofthissession,youshould:KnowtheoverallflowofproblemsolvingBefamiliarwithandhavepracticed5problemsolvingtoolswhichyoucoulduseatyourworkstationUnderstandwhentoescalateissuesforresolutionExpectationsWhatdoyouwanttolearnfromthissession?SeeIt&SolveItSection1:OverviewWhatdoyousee?EveryoneseesproblemsdifferentlyWeneedtoLearntoSpeakwithData!!!OpticalIllusionscourtesyof:NationalInstituteofEnvironmentalHealthSciences-KidsPages(http://kids.niehs.nih.gov/games/illusions/)Whythistraining?Youareanexpertofyourprocessandworkstation–youknowwhensomethingisnotcorrect.Youcanstopissuesasandwhentheyoccur–withinyourworkstation,ifpossible.Youneedtounderstandandspeakwithdata—thistrainingwillprovidethetoolstodoso.Youneedtobeinvolvedinproblemsolvingandtheteamneedstofocusonwhattheteamcancontrol.CIF–aManagementSystemFrameworkProcessStandardizationVisualControlsProcessChecksLeaderStandardWorkFunctionalCompetencySafetyQualityMaterialsLeanDailyAccountabilityCIforEveryoneManningStrategyGembaWalksMFGEngineering….toCreateaFastLearning,AdaptiveCultureProcessStandardization&VisualControlsProcessStandardizationVisualControlsFunctionalCompetencySafetyQualityMaterialsLeanMFGEngineeringGoodDesign–DifficulttoMakeaMistake,EasytoCheckDocumentingandfollowingthebestknownmethod….toensureconsistencyandcaptureorganizationallearningDesigningworkandtoolstomakeabnormalconditionsvisible…..tostimulateactiontokeeptheprocessincontrolWasthestandardworkfollowed?Aretherevisualcontrolspresenttodetectthiscondition?ProblemSolvingLandscapeOurFocusProblemSolvingapproachvarieswiththecomplexitylevels.ComplexStraightforwardSeeIt&SolveItScenario:GettingtoWorkScenario:Yourshiftstartsat6:30AMandyousigninwhenyouarrive.Followingareyoursignintimesforthepastmonth.Questions:Whatdoyounotice?Whatcouldexplainthedifferences?Jun26:25AMJun96:19AMJun166:24AMJun236:19AMJun36:18AMJun106:22AMJun176:17AMJun246:21AMJun46:21AMJun116:17AMJun186:20AMJun256:22AMJun56:24AMJun126:25AMJun197:05AMJun266:24AMJun66:22AMJun136:23AMJun206:22AMJun276:18AMVariation HappeningallaroundusSpecialCause&CommonCauseCommonCauseVariationPresentineveryprocessResultofthewholesystemReducedbychangingthesystemSpecialCauseVariationResultofanassignablecauseCanbecountermeasuredindependentlyStop&FixScenario:GettingtoWorkWhatcouldbesomeofthecommoncausesandspecialcauses?CommonCausesTrafficLightCycles4waystoptrafficSpeed(withinspeedlimit)Slightfluctuationsindrivingconditions(rain)SpecialCausesWaitonawreckTakeadifferentrouteExtremedrivingcondition(Ice/Snow/heavyfog)OversleptFlatTireProblemSolvingforCommonCauseVariationTeamistryingtoimproveprocesscapability(i.e.scrap%)NeedtoimproveorchangetheprocesstoreducecommoncausevariationCouldusetoolssuchasSixSigmaProblemSolvingforSpecialCauseVariationSomethingchangedinastableprocessNeedtoSEEIT&SOLVEIT!FocusofthistrainingOurFocus发现问题&解决问题第2部分：用来解决问题的工具计数图计数图：它们能做些什么？计数图有以下用途：按类别收集和整理信息。使用简便—只需要一支笔和一张纸。快速知晓情况。提供数据，帮助专注于需要努力的地方。缺陷数量ScratchDingChipBadFinish这个计数图告诉了你什么？你接下来应该做什么？计数图告诉了你往哪去查看，没有告诉你怎么做。帕累托图表帕累托定律帕累托定律:它也被称为“二八定律”——极重要少数法则。它指出：在许多情况下，大概80%影响来自于20%的原因。意大利经济学家VilfredoPareto，观察到1906年在意大利，80%的土地为20%的人口所拥有。他观察到他花园中20%的豌豆荚包含80%的豌豆，从而发展出了这个定律。参考:Wikipedia2014Aug14背景帮助我们专注于影响多数的“极重要的少数”——找出造成大多数缺陷的1至2个因素。推动向产生最大的商务影响的“最大因素”行动，。从根本上说是一张将问题按照最大影响到最小影响排序的表格。目的将计数图转换为帕累托表DefectNumberScratchDingChipBadFinishEasytoseewhatIshouldworkon帕累托表样式–例1帕累托表样式–例2应该在这采取行动，以达到最大的效应。将数据转换为帕累托表TimeofRejectReasonfortheReject6:15Short6:31Short7:01Color7:29Warped7:47Color8:34Short8:36Warped9:10Short9:18Excess9:20Short10:10Warped10:17Short练习–计数图练习说明:分成4组。拿一个袋子，袋子里装了一些纸张。别往袋子里看。抽出一张纸，并记录缺陷。继续这样做，做20秒钟。不准看袋子里面。做一个预测：你袋子里有什么东西。练习–帕累托#1练习说明:待在同一个组里。将你们的计数图转换为帕累托表。练习–计数图&帕累托表#1结果DefectNumberMissingPartOrientationNotSecuredWrongPart练习–帕累托表#2练习说明:待在同一个组里。基于最后一个练习，我们将聚焦于“WrongPart”。别往袋子里看。PulloutapaperandrecordthepartthatwaswrongonaTallyChartsheet.抽出一张纸，并在一个计数图上记录错的部分。继续这样做，做20秒钟。不准往袋子里看。根据从第二个袋子中得到的数据，创建一张帕累托表。帕累托表练习总结对于给你们团队的装有许多事项的袋子，表格告诉了你们什么？基于那个缺陷密码，你们团队下一步怎么做？帕累托表格告诉你往哪去查找问题，没有告诉你怎么做。帕累托表#2练习总结运行图运行图随着时间推移的单线图可以让你看到：运行趋势异常点随着时间的表现一旦你发现一些不寻常或者异常，你可以调查和验证你解决了这个问题。运行图:你发现了什么?—例1运行图:你发现了什么?—例2运行图:你发现了什么?—例3运行图:你发现了什么?—例4运行图:你发现了什么?—例5更低更好吗？例如在在RaceTimes中–是；但是在足球比赛中–不是.数据应该不超过一个限度吗？或者应该有最大和最小数？例如速度不应该超过限制，但是也不应该低于最低速度限制。理解运行图知道好是什么样子，这是重要的。以上两者如果没有遵守都是很危险的。你必须知道你的极限在哪里运行图 分析 定性数据统计分析pdf销售业绩分析模板建筑结构震害分析销售进度分析表京东商城竞争战略分析 –例1看起来是有两边界限的，要保持在界限之内。一些需要关注的地方不明确所用的单位以及我们在测量什么。运行图分析–例2这张图表数据的分析能告诉我们什么？问题运行图分析–例3练习–运行图练习说明：分成4个组。获得一份错误O形圈问题的描述，同时你也知道了这个问题相应的发生时间。使用这个数据来创建一个运行图。练习–运行图结果你工作站的数据对于你在工作站监测到的数据，可以问你自己以下这些问题。你现在在工作站监测的是什么数据？它属于运行图模式吗？能够用得上吗？什么样的数据会/可能对你使用运行图监测有帮助。鱼刺图鱼刺图以下是关于鱼刺图的一些知识。它也被称为：由石川馨发明，用于显示某一特定事件的发生原因。它被称为鱼刺图，因为它的形状像鱼骨架的侧视图。石川图因果图人字图Fishikawa鱼刺图人机器材料环境方法测量ProblemStatement记住6个MMan人(相关的人员)Method方法(工艺 流程 快递问题件怎么处理流程河南自建厂房流程下载关于规范招聘需求审批流程制作流程表下载邮件下载流程设计 )Machine机器(设备&工具)Material材料(原材料,采购件,等.)Measurement测量(我们知道错误的方法)MotherNature环境(环境)鱼刺图例1鱼刺图的概念用于开始理解一个问题或者效果潜在的原因。它的目的:图形工具，以帮助你确定可能的变化的各类别原因。使用鱼刺图:从问题陈述开始(鱼头).列出主要的类别(骨头),并标注那些用于被分析的这类问题的大类别。对于每一个类别，列出可能的不与已知的问题定义和数据相冲突的原因。鱼刺图练习分为四个组。接下来，每个组要识别错误O形圈的根本原因。你们组将会分到一个主要类别或者鱼刺图的“鱼骨”针对是什么造成了错误O形圈，在那个鱼骨上列出可能的根本原因。在电机问题中的错误O形圈鱼刺图练习总结分享你们在鱼骨上识别出的可能原因。这对你解决问题时有什么样的帮助。对于原因你注意到什么—它们重复出现吗？—这是否可接受？在制作鱼刺图时，有一个跨职能团队有什么好处？为什么鱼刺图是描述性的有好处？你的下一步要做什么？鱼刺图练习总结5Why分析法5Why分析法让我们看一下5Why分析方法.它建议问“为什么”，直到问题/事情的 答案 八年级地理上册填图题岩土工程勘察试题省略号的作用及举例应急救援安全知识车间5s试题及答案 清楚了。它是一种简单，易懂的解决问题的方法。通过重复问五次为什么，问题的本质以及问题的答案变得清晰。*Reference:Wikipedia5Why2014Aug155Why分析法– 案例 全员育人导师制案例信息技术应用案例心得信息技术教学案例综合实践活动案例我余额宝案例 车子发动不了参考:Wikipedia5Why2014Aug155Why分析法别跳转到结论或者假设答案是明显的。（必须客观！）问“为什么”直到找到根本原因（+/-5个为什么）。如果你在任何一个方框中使用了如“因为”或者“由于”这样的词语，你可能需要进行到下一个“为什么”方框中。根本原因可以被“打开”和“关闭”解决/更正“原因”会防止再次发生吗？如果不能，下一级的原因是什么？如果你不问足够多的“为什么”，你最后可能会得到一个“现象”而不是“根本原因”（创可贴式的解决问题）当使用“因此”倒过来读，路径应该是合理的。指导原则:什么时候停止问为什么当答案涉及到以下情况时，停止问为什么：人系统程序 指南 验证指南下载验证指南下载验证指南下载星度指南下载审查指南PDF 5Why–例1饼干味道很差饼干没熟原料错了用了鸵鸟蛋而不是鸡蛋菜谱没有具体说明鸡蛋种类为什么?因此问题根本原因标识磨损环未清理拉刀未清理零件震动（加工不利落）冷却液浓度不正确水太多拉刀位置&冷却系统被水淹了在拉刀位置左边的软管开着无防错/自动关断浮板等。5Why—例2标识磨损环未清理设置问题没有用垫片固定新零件由于磨损环是瓶颈&有很多订单拖期，处理过于匆忙。。问题:标识磨损环未清理1st5WhyNext5Why在决定根本原因前，你可以通过多个5Whys。通常只显示最终的5Why.不是根本原因为什么?Why?5Why练习分成同样的4组。现在每个组都要专注于错误O形圈的问题。根据下面的图片，使用5Why分析法来提出一个可能是错误O形圈出现在组装的电机中的根本原因。在第1个班的组装线的零件放置在第2、3个班的组装线的零件放置5Why练习总结电机中错误的O形圈在装配时把O形圈弄错/混淆了第1班的O形圈相邻放置&没有贴标签没有标准的组装线设置5Why练习总结这一方法使用有多么简单？有人直接跳转到结论吗？你能够很快的得到根本原因吗？那么，怎么解决？例如:建立标准的装配线设置。确保所有的零件都有标签。将O形圈和其它类似的零件分开，避免弄错。注意:更正行动不是关联到人或者班次，而是电机中有错误O形圈的原因。TestingCountermeasuresRootCauseConfirmationTurnItOn…TurnItOffVerifythatyouhavefoundthetruerootcause(s).Seeifyoucangenerateandeliminatetheproblembyrespectivelyinstallingandremovingthecause.Thetruerootcauseshouldbeabletoexplainallofthedataandfactscollecteduptothistime.SeeIt&SolveItSection2:IntroductiontoLeanToolsProcessStandardizationStandardWork72Whatdoesthetermprocessstandardizationmeantoyou?DefinitionofProcessStandardizationProcessStandardization-documentingthebestknownmethodtomakeproductinasafe,defect-free,andcosteffectivemanner73ProcessStandardizationisrealwhenitis:UsedtotrainnewemployeesCheckedtobuildconformanceandfosterengagementUpdatedtocapturelearningtopasstothenextgenerationWithoutprocessstandardization,therecanbenomeasuredimprovement.Howcanyouimprovewhereyouaregoing,ifyoudon’tknowwhereyouarestartingfrom?DefiningtheBestPractice74Ifyouwereteachingapersonhowtochangeatire,wouldyouteachtheindividualtotightenthenutsbygoingaroundinacircleorwouldyouteachthe“star”method?Why?StarMethodCircleMethodThestarmethodistherecognizedbestpracticeandisstandardprocessforchangingatirebecauseitensuresthatallofthenutsaresnugandthatthereisevenpressureacrossthewheel.WorkstationProcessStandardizationListsomeexamplesofprocessstandardizationatyourworkstationorinyourworkprocessesaroundthefollowingareas:SafetyQualityStaffingProcessSafety:JSA,PPE,Guarding,5S+,ErgonomicStandardsQuality:ControlPlans,GaugingPlans,Poka-yokes,ScrapBinsStaffing:AttendanceBoards,CrossTrainingMatrices,OperatorBalanceChartsProcess:Routers&ProcessSheets,ToolingSheets,WIPQuantities,KanbanCards,SetupInstructionsandTimeStandardsLevel1OKGettingthebestknownmethodonpaperandgettingpeopletofollowitExample:KittingVerificationInstructionsorWorkInstructionsonhowtoassembleamotorLevel2BetterIdentifyingthehighestrisks(i.e.safety,quality,etc.)andimprovingprocessstandardizationandvisualcontrolstoreducetheriskExample:Kitcomponentssoexactnumberofpartsfortheorderareineachbin.Ifpartsremainafterallmotorsareassembled,thereisanissue.Level3BestFurtherreduce/eliminatetheriskviaerrorproofingExample:Implementbarcodingattheassemblyline.Allpartsarescannedandreceivea“GO”beforetheyareassembledintomotors.LevelsofStandardWorkLevel1StandardWork-Example1.3.Level2StandardWork-ExampleShadowtraysareusedtohelppre-kitpartsforassembly.Ifapartremainsonthecartafterassemblythenitisimmediatelyobviousthatapartwasleftoutoftheassembly.Level3StandardWork-ExampleStandardizedWorkistheFoundationofContinuousImprovement“Today’sstandardization….isthenecessaryfoundationonwhichtomorrow’simprovementwillbebased.Ifyouthinkof“standardization”asthebestyouknowtoday,butwhichistobeimprovedtomorrow—yougetsomewhere.Butifyouthinkofstandardsasconfining,thenprogressstops.”—HenryFord(1926)A3ProblemSolving&OtherProblemSolvingMethodologiesProblemSolvingLandscapeOurFocusProblemSolvingapproachvarieswiththecomplexitylevels.ComplexStraightforwardA3ProblemSolvingStepsThemeAlignedtobusinessgoalsCurrentconditionHighlightkeyfactorsinthecurrentstateTally,Pareto,&RunChartsTarget&PlanofAttackHowwillweknowiftheeventwassuccessful?Whatstandardorbasisforcomparisonwillbeused?RootCauseAnalysisParetoCharts,FlowDiagrams,5Why’s,FishboneDiagrams,etc…CountermeasuresNoisevariablesmadeconstantthroughStandardoperatingproceduresPoka-YokeResults-EffectConfirmationVerifyeffectiveness–Tally,Pareto,&RunCharts,etc…StandardizationImplementlearning&sustainthegainWhoneedstobeinformedofthechange?NextStepsCantheactionbeduplicatedelsewhereinthebusiness?PlanDo,Check,ActStandardA3FormatCompletedA3ExampleforBurrIssueBenefitsofA3ProblemSolvingApproachStructuredapproachthatpacestheproblemsolvingprocessUsedforrootcausedetermination,elimination,andsustainabilityPrevents“jumpingtoconclusions”UsesPlan-Do-Check-ActimprovementcyclePromotesdiversity&inclusionofparticipantswithvariousviewpointsTeamName&TeamMembersEstablishteamnameListteammembersRecordeachRev.DateAstheteamprogressesthroughtheproject,therewillbemanyrevisions.Pleaserecordrevisiondatesandnotewhensectionshavebeenrevised.ThemeEstablishtheprojectthemeandhowitlinkstoourgoals.Whatproblemareyoutryingtosolve?Examples:Reducescrap,improveOTD,reduceleadtime,etc.Showthelinkagefromtheplantgoalstoteamgoals.Display/describetheendresulttheteamisattemptingtoachieve.KeyPoint–Ifthethemeoftheprojectdoesnotlinktoplant-teamgoals,weneedtoevaluateifwearefocusingontheproperproblem.CurrentConditionDeterminetheCurrentConditionWhatisthecurrentcondition?Whatistheproblem?BaselineMetrics?Capture&analyzefactualdataandportrayinformationinavisualmannerParetoChartsVSM’sFlowChartCollectdatathroughdirectobservation,inadditiontousingconfirmedhistoricaldataThisisthemostimportantsectionofA3report!KeyPoint–Problemsolvingeffortsfailinimplementationmostoftenbecausetheteamdidnotsufficientlyunderstandthecurrentstate.Target&PlanofAttackPlanhowlongtheprojectshouldtakeandusetomonitorprogressLeverageatool,suchasaGanttchart,tothinkthroughthestepsoftheprojectandthetimeassociatedtocompleteeachstepAGanttchartisagraphicalrepresentationofthedurationoftasksagainsttheprogressionoftime.RootCauseAnalysisIdentifyallpossiblecausesoftheproblem.Ifnooneproposesthecorrectcauseoftheproblem,itwillbeverydifficulttosolvetheproblem.LeveragetoolstoidentifytherootcauseFollowkeypointstorootcausesuccessAvoidlistinganswerstotheproblemthatareeasyorpopularEstablishacause-and-effectrelationshiporperformastructuredsetofexperimentstotestforrootcause-and-effectRecognizethatfirstthoughts/insightsarerarelycorrectandalmostnevertheultimaterootcause.Theteammustdevelopthedisciplineofgoingbeyondthesuperficiallevel.ToolsforDeterminingRootCauseCountermeasuresProposecountermeasuresoractionitemstoaddresseachpossiblerootcauseCountermeasuresmaycontainitemsthatareattemptedbutintheendwindupnotaffectingtheproblemWhataretheresultsofthecountermeasures?Charttheresultsachievedafterimplementingtheactionitemsandaskthreequestions.Havecountermeasureshadaneffectrelatedtotheproblemstudied?Hasacause-and-effectrelationshipbeenidentified?Canwevisuallycorrelateperformanceimprovementwithwhencorrectiveactionwasputinplace?ResultsStandardizeHowshouldourstandardworkbeadjustedtoreflectwhatwelearned?Canweapplywhatwehavelearnedinotherareas?NextStepsWhatdoweneedtodonext?CompletedA3ExampleforBurrIssueA3-LeaderCoachingSheetA3ExerciseBreakintothesame4groups.EachgroupisnowgoingtocreateanA3forthewrongO-ringissue.UsetheinformationfromthepreviousexercisestocreatetheA3.TheRootCauseAnalysissectionhasbeenprepopulatedwithafishbonediagramand5Whys.ReferencetheParetochartsandrunchartonthenextslide.Paretos&RunChartforA3ExerciseA3ExerciseDebriefWhatdidyounoticeabouttheflowoftheA3?WhilefillingouttheA3,whatdidyouobserve?Whatlessonsdidyoulearn?Whatsectionsdidyoufeelmostcomfortablecompleting?Whatsectionsweremorechallengingtocomplete?LookingattheA3youjustcompeted,doyouthinkyouadequatelydeterminedtherootcause,identifiedpropercountermeasures,anddeterminedappropriatenextsteps?WhatquestionsdoyouhaveregardingA3s?ExampleofA3forWrongO-RingIssue8DMethodology8D=8Disciplines=8criticalstepsforsolvingproblems1.TeamFormation2.ProblemDescription3.ImplementingInterimContainmentActions4.RootCauseAnalysis5.DevelopingPermanentCorrective&PreventativeActions6.Implementing&ValidatingPermanentCorrectiveActions7.PreventingReoccurrences8.RecognizingandCongratulatingtheTeamFocusesonfastreactiontocustomercomplaintsOftenrequested/requiredbycustomerContainment(ImmediateRisk)ProblemSolvingSummaryPDCADMAICA38DPlanDefineTheme1.FormaTeam&CollectInformation2.DescribetheproblemMeasureCurrentConditionTarget&PlanofAttack3.ImplementContainmentActionsAnalyzeRootCauseAnalysis4.RootCauseAnalysisDoImproveCountermeasures5.PermanentCorrective&PreventativeActionsCheckControlResults—EffectConfirmation6.Implement&ValidatePermanentCorrectiveActionsActStandardization7.PreventativeActionsNextSteps8.CongratulatetheTeamSeeIt&SolveItSection3:SummaryWhatdoIdo…IdentifythatthereisanissueMakesureyounotifyFrontLineLeader(FLL)orSupervisorthatthereisanissueandyouaregoingtoworkonitGatherdataUsetheproblemsolvingtoolsandfollowtheEscalationProcessEscalationprocessFollowtheescalationprocessbelow:Useall5initialproblemsolvingtools.Ifyoucan’tidentifytherootcause(can’tturntheproblemonandoff),gotostep2.ExpandthescopeofproblemsolvingbygettingyourFrontLineLeader/Supervisorinvolved.Ifyoustillcan’tfindtherootcause,gotostep3.Getthemanufacturingengineerand/orthequalityengineerinvolved.ProblemSolvingLandscapeOurFocusComplexStraightforwardYouareanexpertinyourprocessbutyouarenotaloneinresolvingissueswithinyourprocessYoucanstopissueswhentheyoccur–withinyourworkstation,ifpossible.5ProblemSolvingToolsyoucanuseatyourworkstationare:Tallychartscollectandgroupinformationintocategoriestoprovideaquickunderstandingofthesituation.ParetoChartshelpsusfocuson“thevitalfew”whichwillimpactthemany.Findtheoneortwoissuescausingmostofthedefectsandaddress.Runchartstakenovertimeallowyoutoseetrends,unusualpoints,andthebehavioroveraperiod.5WhyMethodologyrecommendsasking“why”untiltherootcauseofaproblembecomesclear.Stopaskingwhywhentheanswerinvolvesthefollowingpeople,systems,proceduresandinstructions.FishboneDiagramhelpstounderstandthepotentialcauseandeffectrelationshipsbetweencausesandtheireffectontheproblem.SummaryInitialProblemSolving–5ToolsTallyChartParetoChart5WhyFishboneDiagramRunChartSummaryContinuedProcessStandardizationisthemanufacturingmethodthatisrequiredtomakeaproductinasafe,defect-free,inacosteffectivemanner.A3isavisualstructuredproblemsolvingapproachthatfollowsthePlan-Do-Check-Actcycle.Followthe3StepEscalationProcesstosolveproblems.Whenaproblemorissuearises,andyouSeeitandSolveit!ReviewofExpectationsDidthissessionaddressyourexpectations?YouhavethetoolsandtheknowledgeAskforhelpifyouneeditGoforthandresolveissuesSEEIT&SOLVEIT!Acknowledgement