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Approaches toApproaches to

Problem SolvingProblem SolvingTechniques for ProblemTechniques for Problem

Identification & AnalysisIdentification & Analysis



Root Cause AnalysisRoot Cause Analysis

Root Cause Analysis is an effective method of probingRoot Cause Analysis is an effective method of probing

Root cause analysis helps identify what, how and whyRoot cause analysis helps identify what, how and why

something happened thus preventing recurrence.something happened thus preventing recurrence.

Key Considerations:Key Considerations:

Specific underlying causesSpecific underlying causes

Cost beneficialCost beneficial

Within management controlWithin management control

Effective recommendationsEffective recommendations



Root Cause Analysis Technique – Five WhyRoot Cause Analysis Technique – Five Why

By repeatedly asking the question "Why"By repeatedly asking the question "Why" (five is a good rule of (five is a good rule of

thumb),thumb), you can peel away the layers of symptoms which can lead toyou can peel away the layers of symptoms which can lead tothe root cause of a problemthe root cause of a problem

Why?Why? Why?Why? Why?Why? Why?Why? Why?Why?ProblemProblem



Root Cause Analysis Technique – FishRoot Cause Analysis Technique – Fish

BoneBone

Systematic way of looking at effects and theSystematic way of looking at effects and the

causes that create or contribute to those effects.causes that create or contribute to those effects.

Helps determine root causesHelps determine root causes

Encourages group participationEncourages group participation

Uses an orderly, easy-to-read formatUses an orderly, easy-to-read format

Indicates possible causes of variationIndicates possible causes of variation

Increases process knowledgeIncreases process knowledge Identifies areas for collecting dataIdentifies areas for collecting data



5 Whys And The Fishbone Diagram5 Whys And The Fishbone Diagram

The 5 Whys can be used individuallyThe 5 Whys can be used individuallyor as a part of the fishbone diagram.or as a part of the fishbone diagram.

The fishbone diagram helps youThe fishbone diagram helps you

explore all potential or real causesexplore all potential or real causesthat result in a single defect orthat result in a single defect or

failure. Once all inputs arefailure. Once all inputs are

established on the fishbone, you canestablished on the fishbone, you can

use the 5 Whys technique to drilluse the 5 Whys technique to drilldown to the root causesdown to the root causes



Formulating the HypothesesFormulating the Hypotheses

Hypothesis is a tentative explanation for an observationHypothesis is a tentative explanation for an observationthat can be tested (i.e. proved or disproved) by furtherthat can be tested (i.e. proved or disproved) by further

investigationinvestigation

Issue Diagram is an effective method for breaking downIssue Diagram is an effective method for breaking down

problems and formulating hypothesesproblems and formulating hypotheses

ProblemProblem

Issue #1Issue #1

Issue #2Issue #2

Issue #3Issue #3

Hypothesis #1AHypothesis #1A

Hypothesis #1BHypothesis #1B

Hypothesis #1CHypothesis #1C

HypothesisHypothesis ##1D1D

Key Questions #1C-aKey Questions #1C-a

Key Questions #1C-bKey Questions #1C-b

Key Questions #1C-cKey Questions #1C-c

Key Questions #1C-dKey Questions #1C-d



Brainstorming & Its TechniquesBrainstorming & Its Techniques

Method for developing creative solutions toMethod for developing creative solutions toproblems.problems.

It works by focusing on a problem, and thenIt works by focusing on a problem, and then

deliberately coming up with as manydeliberately coming up with as many

deliberately unusual solutions as possible and bydeliberately unusual solutions as possible and by

pushing the ideas as far as possiblepushing the ideas as far as possible

Brainstorming is not appropriate for testing anBrainstorming is not appropriate for testing an

idea; it is used to generate ideasidea; it is used to generate ideas

Individual brainstormingIndividual brainstorming

Group brainstormingGroup brainstorming

StoryboardingStoryboarding



Conducting the AnalysisConducting the Analysis

Analysis of the facts is required to proveAnalysis of the facts is required to proveor disprove the hypothesesor disprove the hypotheses

Analysis provides an understanding of Analysis provides an understanding of

issues and drivers behind the problemissues and drivers behind the problem

Various Analysis TechniquesVarious Analysis Techniques

SWOT AnalysisSWOT Analysis Force Field AnalysisForce Field Analysis Cost Benefit AnalysisCost Benefit Analysis Impact AnalysisImpact Analysis

Pareto AnalysisPareto Analysis



SWOT – Strengths WeaknessesSWOT – Strengths Weaknesses

Opportunities ThreatsOpportunities Threats

Probably the most commonProbably the most commonanalytical tool for strategic planninganalytical tool for strategic planning

Somewhat subjectiveSomewhat subjective Easy to understand and followEasy to understand and follow Very useful for identifying the coreVery useful for identifying the core

competencies of any organizationcompetencies of any organization



Force FieldForce Field

Visually shows significant forces thatVisually shows significant forces thatimpact the problemimpact the problem

Forces tend to be those factors thatForces tend to be those factors thatpromote or hinder a solution to a problempromote or hinder a solution to a problem

Prioritize forces between direct (morePrioritize forces between direct (moreimportant) and indirect (less important)important) and indirect (less important)

May need to brainstorm to generate ideasMay need to brainstorm to generate ideasto list all forcesto list all forces



CostCost BenefitBenefit

Identify all expected costs and benefits toIdentify all expected costs and benefits tomake sure the decision has economic merit.make sure the decision has economic merit.

Costs includes all tangible outlays (time,Costs includes all tangible outlays (time,money, etc.) and intangible /qualitativemoney, etc.) and intangible /qualitativefactors where you can assign some valuefactors where you can assign some value

Look at the net changes between makingLook at the net changes between makingthe decision vs. not making the decisionthe decision vs. not making the decision



Cost Benefit ExampleCost Benefit Example

• The Costs(minuses)

The Benefits(pluses)

•

Choice B: Do Nothing – Status QuoChoice B: Do Nothing – Status Quo

•

Change in Costs Choice A – B= $ 700,000

Change in Costs Choice A – B= $ 700,000

Change in Benefits Choice A – B= $ 950,000

Change in Benefits Choice A – B= $ 950,000

NetBenefit =

$250,000



Impact Analysis ToolsImpact Analysis Tools

Scenario Playing – Storyboarding out how the future will unfoldScenario Playing – Storyboarding out how the future will unfold

between alternatives: Do Nothing vs. Solutionbetween alternatives: Do Nothing vs. Solution

Cost Benefit Analysis - Used to quantify impactsCost Benefit Analysis - Used to quantify impacts

Decision Tree Analysis – Build a tree and assign probabilities toDecision Tree Analysis – Build a tree and assign probabilities to

each alternative to arrive at the most likely solutioneach alternative to arrive at the most likely solution

Simulation – Modeling a process and seeing how it changes whenSimulation – Modeling a process and seeing how it changes when

one or more variables changeone or more variables change

Prototype Model – Build and test the solution on a small scalePrototype Model – Build and test the solution on a small scale

before implementation to flush out lessons learnedbefore implementation to flush out lessons learned



ParetoPareto AnalysisAnalysis



ParetoPareto ChartChart

Measu

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CategoriesCauses, Products, Mfg. Lines, OperatorsMachines, Defect Types, etc.Do

wntime,E

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