A Problem-Solving Case Study – Coca-cola and plastic waste

a problem-solving case study

Group Presentation

Each group shall be randomly divided into groups of approximately five (05) students to work on a problem-solving case study to apply and practice the bulletproof problem-solving methodology steps as they are taught and receive regular feedback from workshop tutors. Suggested case studies are as follows,

· Coca-cola and plastic waste

Groups will present their projects in week 9 via PPT following the 7 step bulletproof problem-solving structure:

Slide 1: Title slide

· Provide a project title.

· List group members against the sections they led on.

Slides 2 & 3: Definition of the problem

· Client: A brief summary and history of your client, including decision-maker who has commissioned this project.

· Problem: A short description of the situation that prevails for your client at the outset of problem solving (i.e., the state of affairs that are problematic).

· Provide clear evidence of the business problem, ideally quantifying the problem and illustrating it graphically.

· Cause: A set of observations or complications around the situation that creates the tension or dynamic that captures the problem (i.e., what changed or what went wrong that created the problem).

· Problem definition statement: In the form of an objective (e.g., To reduce Coca-Cola’s plastic waste by 50% by 2026), define a specific, measurable and actionable problem.

Slide 4: Problem structure and components logic tree

· Produce an initial logic tree (i.e., factor/lever/component) that breaks the problem into component parts or issues (e.g., causes of the problem) to illustrate and define the basic structure of the problem.

· This log tree should have at least two branches and two layers, e.g. four problem components.

Slide 5: Solution drivers and hypothesised solutions logic tree

· Produce a more complete logic tree (i.e., deductive logic, hypothesis or hybrid of the two) of:

· solution drivers, which help us to see potential pathways to solve the problem,

· concluding with your hypothesised solutions as the leaves of your logic tree.

· This log tree should have at least two branches and three layers, e.g. four to eight potential solutions (i.e., one or two potential solutions per problem component.

Slide 6: Prioritisation matrix

· Draw a 2×2 prioritisation matrix with:

· Ability to influence (i.e., controllability) on your horizontal axis.

· Potential scale of impact (i.e., importance) on your vertical axis.

· Place ALL of your hypothesised solutions on to the prioritisation matrix.

· Make notes justifying the placement of each hypothesised solution, but do not put commentary on your slide.

Slide 7: Workplan

· Produce a workplan table.

· Each prioritised hypothesised solution should be represented by a single row in your workplan table.

· Your workplan should include the following columns:

· Prioritised leaf – the prioritised hypothesised solution you are taking forward.

· Research question – the question you are asking that either tests or informs the implementation of the prioritised lead (i.e., provides a detailed roadmap of how your client can execute the prioritised leaf).

· Hypothesis – your best guess answer to the research question ahead of the analysis.

· Analysis technique – how you will analyse your data to answer your research question, e.g. root-cause analysis.

· Data sources – where from and how you will access your data, e.g., database.

Slide 8: Analysis

· Select one of your prioritised leaves and research questions from your workplan that is most straightforward to answer.

· Access the proposed data and undertake the proposed analysis technique.

· Present your findings.

· Identify the insight.

Slide 9: One-day answer

Conclude with a one-day answer to convey what understandings are emerging, what unknowns still stand between you and the problem resolution and your best guess at a resolution, covering the following:

· Situation: A short description of the situation that prevails at the outset of problem solving. The state of affairs that sets up the problem.

· Observation or complication: A set of observations or complications around the situation that creates the tension or dynamic that captures the problem. What changed or what went wrong that created the problem.

· Implication or resolution: The best idea of the implication or resolution of the problem that you have right now. At the beginning this will be rough and speculative. Later it will be a more and more refined idea that answers the question “What should we do?”

 

Time limit: 20 minutes followed by questions and feedback.

All students are required to present and upload the group’s slides to Canvas.

Explanation & Answer

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