efective problem solving[1]

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Effective Problem Solving

©2010 Craig Cochran. All Rights Reserved

ASQ Atlanta Dinner Meeting

March 24, 2011Craig Cochran



Georgia TechEnterprise Innovation Institute

Contact Craig in theNorth Metro Atlantaarea:

©2010 Craig Cochran. All Rights Reserved 2

678-699-1690



Products & ServicesManufacturing Services

Quality & International

StandardsLean Enterprise Solutions


Environmental Management

New Product Development



TheFundamentals of


Effective ProblemSolving



What is problem solving?

1. Identification of problem causes

2. Actions to


remove thecauses

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The Tripping Incident

1. Tools were left on the floor

2. Li ht switch on o osite end of hall

Our problem causes:


3. No assigned space for tool storage

4. No awareness that tools on thefloor posed a hazard

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Ask “Why” to drill below the surfaceof a problem

Problem: Employee tripped over tools in a dark

hallway and bumped his head


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–

were left on the floor

–

switch was on the opposite endof the hall

Why? – Because therewas no assigned placefor tools

Why? – Because therewas no awareness of the hazard



Causes matched with actions

Cause Action

1. Tools were left on thefloor

1. Remove tools from thefloor

2. Light switch on opposite 2. Install motion detector


3. No assigned space fortool storage

3. Establish an assignedspace for storing tools.

4. No awareness that toolson the floor posed ahazard

4. Carry out safety trainingwith all personnel, toinclude typical hazards

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Some problems don’t get solvedso easily

1.1.

2.2.


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..

4.4.



Symptoms versus Causes

Symptoms: The indicators that wehave a problem


Causes: The actions or inactions thatresult in our problem

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The Tripping Incident

1. Bump on the head

2. An er

Our symptoms:


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Actions on our symptoms:

1. Ice pack on bumped head

2. Scream at responsible parties



Symptoms versus Causes:The Tripping Incident

Symptoms Causes


1. Bump on the head2. Anger

1. Tools left on the floor2. Light switch on opposite

end of hall

3. No assigned space for tool

storage4. No awareness that tools on

floor posed a hazard

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The Bottom Line

If you haven’tchanged theprocess…


You haven’t reallytaken correctiveaction

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On a deeper level, what is problemsolving?

Looking at things differently

Abandoning your mental baggage

Digging into the process to


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un ers an w a s rea y appen ng Taking action to remove the

immediate and potential causes

Sustaining the improvements so wedon’t slide backwards



Corrective action (?)

In the United States, approximately25% of all corrective actions areone of these:


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Verbal reprimand

Counseled employee

Publicly humiliated

Employee dismissed



It will provide aconsistent,

Use a structured problem solvingmethod


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disciplined approachfor attackingproblems.



1. Evaluate opportunities

2. Write the problem statement

3. Define the current process

Our problem solving method:


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4. Identify the causes5. Plan and implement actions

6. Verify effectiveness



Ownership for the problem

Ownership andaccountability


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drives the successof most projects



Involve a diverse range of personnel

The more diverse theteam of roblem


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solvers, the richer thesolution tends to be



Keys to getting people involved inproblem solving:

Ensure that all participants aretrained


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se ac a ors Make participation a core job duty

Once something’s fixed, recognize

participants and move on to a newopportunity



1. Evaluate opportunities

2. Write the problem statement

3. Define the current process

Let’s get started:


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4. Identify the causes5. Plan and implement actions

6. Verify effectiveness



Step #1:


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Evaluateopportunities



Why evaluate opportunities?

There are more

problems than youcan ever solve

Time and resources


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are m e

You must focus onthe issues that posethe biggest risk



The Story of the Package Meeting


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Problem selection traps to avoid

Loudest

complainant Most recent

problem


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Mostcomfortableproblem



Rational criteria for selecting a problem

Cost

Frequency Scale

Customer concern


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a e y

Environmentalimpact

Connection tostrategy

Solvability



Pipeline of opportunities Proactive customer

feedback

Employee suggestions / ideas


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Chronicadministrativeproblems

Internal failures



Step #2:


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State theProblem



The scratching sound in the attic…

Terrifying

because it’sunknown

All symptoms


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No facts Apparently

unsolvable



BIG HAIRY PROBLEM

Symptoms,

but few specifics

Investigation andanalysis to sharpenour focus

Sharpen your focus:


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A SPECIFIC PROBLEM STATEDCONCISELY:• What the problem is• Where it occurs

• When it happens• How often it happens• Who experiences it• Why the problem matters



Evolution of a Problem Statement

From the

SUBJECTIVE

To the

OBJECTIVE

Symptoms that Facts that get


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ge repor e :

“Broken” “Didn’t work”

“Noisy”

“Tasted bad”

“Ugly” “Horrible quality”

co ec e :

What? When?

Where?

Who?

Howmuch?

Why doesit matter?



Just the facts ma’am…

What exactly IS the problem? (Move one

step beyond the symptoms) Who experiences the problem?

Where does it occur?


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When does problem happen? How often does it occur?

Why does it matter? (i.e., what standards

or requirements are violated by theproblem?)



Sometimes it’s helpful to turn the

problem on its head…

What IS theproblem

What IS NOT


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e pro em



Sanity check your problem statement

for bias

Could anyone

perceivesomething as apersonal attack?


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Are anypersonalitiesspecificallymentioned?

Does anythingsound biased orprejudicial?



Don’t write suspected causes into your

problem statement:

Words to avoid Examples

Due to Scuffed containers due to roughhandling by subcontract shipper


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Because of The product is defective becauseof old specification found onserver.

As a result of The service was late as a result

of communication error bycustomer



Methods for defining the problem

1. Observing theproblem yourself

2. Interviewing


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3. Analyzing data4. Photographing the

problem



Observing the problem yourself

Possibly the bestmethod

Unfilteredinformation

Sometimes


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impossi e or costprohibitive

You can introduceyour own biasesunless you’re careful



Interviewing

Avoid generalities “Always” “Everywhere” “Everybody”


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omp e e y

Look for ‘hiddenwitness’

Discourage people

from speculatingabout causes Get the FACTS



Typical interview steps1. Decide in advance who you need to

interview.

2. Introduce yourself to the interviewee andexplain your purpose.

3. Relieve any anxiety the interviewee may


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.

4. Let the interviewee complete their ownthoughts.

5. If you’re told generalities or absolutes,drill down to specific details.

6. Confirm your understanding of details.



Typical interview steps7. Ask the interviewee if they know of any

records that capture details related to our

problem.8. Write down exactly what you are told by

the interviewee

9. If the interviewee tries to offer causes,


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explain that you’re just looking for facts

about the problem right now.10. Ask the interviewee if they know of

anybody else who might have insight onthe problem.

11. Thank the interviewee for their time.



Analyzing data

Plenty of data inmost organizations

Just a matter of finding it & organizing


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cases where holesexist “In God we trust…all

others bring data”



Photographing the problem Get permission Photograph from

different angles andperspectives

Indicate the scale


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-

ups Provide instructions to

the photographer (if someone is shooting

on your behalf)



Step #3:


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Define thecurrent process



What is a process?

A set of interrelatedactivities that


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receive inputs,perform work onthem, and produceoutputs



A simple process: Taking an order

1. Type order details into system

2. If order is standard, checkinventory


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3.

If order is special, check scheduleand lead times

4. Review order details with customer

5. Email confirmation to customer6. Release to scheduling queue



Accurately document the Process

Procedures

Drawings

Videos


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owc ar s

Photographs

Signs

Cartoons Whatever!



Flowchart Symbols

An oval shows inputs and

outputs.

The box or rectangle shows task


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.

Diamond indicates decision isnecessary.

A circle indicates a break; theidea is continued elsewhere.



Steps to Construct a Flowchart

Determine boundaries

Define the steps of theprocess

Se uence the ste s in


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order Draw the flowchart usingsymbols

Connect with arrows Check for completeness




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the Causes



The Root Cause Paradox

Rarely is there aRarely is there aRarely is there aRarely is there a

single root cause to asingle root cause to asingle root cause to asingle root cause to a


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complicated problemcomplicated problemcomplicated problemcomplicated problem

A i l th t th t



Aggressively pursue the true causes that

exist below the surface

Avoid “root


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causeparadigms”



Rarely are these root causes:

Superficial, people-centered causes

Failure to followprocedures

Bad habits


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Sloppy work Cutting corners

Not paying attention Human error

Poor work ethic Careless mistake



You’ve got to dig deeper:

Superficial cause Deeper cause

Failure to follow procedures Procedures were out for revision

Sloppy work No workmanship standards established

Not a in attention Inade uate tool caused distraction


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Poor work ethic Told to skip training because of workload

Bad habits No clear specification for product

Cutting corners Instructed to reduce costs

Human error Customer requirements were incomplete

Careless mistake Doing 2 jobs at once, per supervisor

At each step of the process consider



At each step of the process, consider

the following:

Mistakes that can bemade

Confusing tasks

Equipment failures

Conflicting goals

Nonconformingsupplies or materials

Communicationbarriers


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settings

Tool malfunctions

Supplier shortcomings

Incompleteinstructions

Missing requirements

Tasks that require aspecial “knack”

Distractions

Environmentalproblems

And anything else thatcan go wrong



Do anything you can to spur creativity:

Tour the site of the problem

Interview anybody with an opinion

Invite new participants to the


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problem solving team

Collect new data / Examine old data

Encourage speculation on unusual

causes



Rules for Brainstorming

Complete agreement on problem

statement Members with equal chance to

rti i t


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Each member offers one idea in turn No criticism or evaluation of ideas

(Cont’d)



No idea should be treated as insignificant

One conversation at a time

Rules for Brainstorming (Cont’d)


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Informal environment

Think creatively

Record all ideas




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ImplementSolution



Don’t Fumble

Taking action all the wayTaking action all the wayTaking action all the wayTaking action all the way

throu h to com letion isthrou h to com letion isthrou h to com letion isthrou h to com letion is


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where the ball usuallywhere the ball usuallywhere the ball usuallywhere the ball usuallygets droppedgets droppedgets droppedgets dropped



Develop Solution(s)

Specific actions

Clear responsibilities

Assignment of resources


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Timeframes

Measures of effectiveness

Progress update(s) With team

With top management



Selling your solution

Even the most brilliant ideas must

get approval Sell your ideas in terms that appeal


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o ec s on ma ers

Prepare a document to assist(report, PowerPoint)

Be specific about actions



Keys to Selling

Avoid jargon and buzzwords

Keep presentation concise

Anticipate questions


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Be enthusiastic!

Implementation and project management



Implementation and project management

Monitor progress and communicatefrequently

Have people who are taking actionreport their progress


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Look for and remove roadblock

Ensure follow-through…Don’t drop the ball!




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Effectiveness

Verifying Effectiveness



Verifying Effectiveness

Be objective

Audit the process over time

Ex min t t r r t


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Talk to employees Talk to customers –

perceptions are everything!



Verification steps

Was the stated action taken?

Did the action address thecause(s)?


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Is there evidence that the actionworked?

What processes have been put intoplace to ensure the improvementstays?



Don’t be afraid to send it back

If an action is notIf an action is notIf an action is notIf an action is not

effective, be honest abouteffective, be honest abouteffective, be honest abouteffective, be honest about


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it, provide specificit, provide specificit, provide specificit, provide specificfeedback, & return it forfeedback, & return it forfeedback, & return it forfeedback, & return it for

“rework”“rework”“rework”“rework”



Document Improvements



Document Improvements

Determine the best kind ofdocumentation from users

Make documentation as simple and


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grap c as poss e

Put documentation at points of use

Use electronic media when possible

Remove bureaucracy from

document control process



For more information:Presenter:

Craig Cochran

678-699-1690


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[email protected]



Problem Solving in Plain English

Available at:


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Smart and practical books from



Craig:


Available here –www.patonprofessional.com



Discussion & questions


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