Problem Solving

Problem’s are the Golden Eggs

We can’t solve problems by using the same thinking we used when we

created them….

“In any moment of decision the best thing you can do is the right thing, the next best

thing is the wrong thing, and the worst thing you can do is nothing”

Do not put a Band Aid – Solve the root of the problem

Barriers to Problem Solving

• Failure to recognize the problem – no sure what the problem is

• Conceiving the problem too narrowly, not sure what is happening

• Making a hasty choice, not sure what you want

• Failure to consider the feasibility of the solution

• Failure to consider all consequences, not enough resources

• Failure to know to communicate what is possible

• Failure to define what YOU did that was responsible for your success

• Team attitudes like complacency, ridiculing others ideas, lack of accountability, dysfunctions, fear of change, lack of trust and doubts

Attitudes That Kill Creative Ideas

Don’t be ridiculous

That beyond our responsibility

It’s too radical a change

Top management will never go for it

It costs too much

That’s not our problem

Are our competitors doing it

It isn’t in the budget

We don’t have time

We’ve never done it before

That’s not our problem

Assumptions Vs Observations

Don’t Jump over the Problem

Be with theProblem

Don’t Jump over the Problem

• Jumping to a solution orients the team to deploy only one thing, which could be insufficient or just wrong.

• It stops the team’s search to find the true reason for the problem.

• It reduces your effort to find a real solution.

Be with the Problem• Explore the current

work situation

• Go to the place of work where problems happen, to gain Insights into the work where work is Done

• You learn, what is really happening…

• It avoid False Starts!!!

Problem….

Problem is the discrepancy between the current situation and the standard for that situation

A standard is a specific established “KNOWN” expectation of what should be for a given situation

The current situation is the way things are now

A discrepancy is a measurable or quantifiable difference between a standard and the current situation

FOUR-PHASE PROBLEM

SOLVING PROCESS

About PDCA Authors

Walter ShewhartDiscussed the concept of the continuous improvement cycle (Plan Do Check Act) in his 1939 book, "Statistical Method From the Viewpoint of Quality Control

W. Edwards Deming Modified and popularized the Shewart cycle (PDCA) to what is now referred to as the Deming Cycle (Plan, Do, Study, Act).

When do we use the PDCA

• Significant or repetitive complaints• Repetitive human errors occurring

during a specific process• Repetitive equipment failures

associated with a specific process• Performance is generally below

desired standard

Problem solving Guide

Problem solving Guide

Clarify the problem

Break down the problem

Target the setting

Determine root causes

Develop countermeasures

See countermeasures through

Confirm results & process

Standardize process

PDCA

PDCA

PDCA

PDCA

PDCA

PDCA

PDCA

PDCA

Step 1: Clarify the Problem

• We need to understand the current situation (Measured), Ideal situation (Standard).

• Why is it a problem? What is the KPI affected? What is the cost? Relation to objective? Why is it a priority?

Step 1: Clarify the ProblemWhat is a problem?

• Anything that deviates from the standard or target

• A gag between actual and desired condition

• An unfulfilled customer’s need

Step 1: Clarify the Problem

Problem type - 1 Problem type - 2 Problem type - 3

Standard not AchievedStandard achieved, but a higher standard is now

required

The new higher standard is target

Actual (100% on time @ 2 weeks lead time

Performance to standard varies (not

consistently achieved

Step 1:Evaluate The Problem

The criteria you use to guide this evaluation include: Importance - How serious is the problem in light of cost, safety,

or quality, etc?

Urgency - How soon should it be solved to avoid more serious problems.

Tendency - Is the problem getting worse, staying the same, or getting better?

Problems Important Urgency Tendency

1.

2.

3.

4.

Step 2 : Break down the problem

Step 2 : Break down the problem

• Requires to study the process to detail

• Dedicate sufficient time for the breakdown

• Study the steps of the process, interact with people, get data, documents, understand tools: Learn

• All problems can be divided into Smaller defined problems: by region, location, department, product, channel, customers etc.

• Specify the point of cause: the problem is present in a specific part of the process

Step 2 : Break down the problem

Step 2 : Break down the problem

• Specify the point of cause by studying the process

• Specify the point of cause is necessary for effective Root cause Analysis

Step 3 : Target Setting

Target

Characteristics:

Must be quantifiable

Measurable

Achievable

Time Bound

Step 3 : Target Setting

Do what: Increase

To what: Percent of usable parts produced on presses

4, 5 and 6

How much: From 90% to 95%

By when: June 1, 2008

0

10

20

30

40

50

60

70

80

1-May 8-May 15-May 22-May 29-May 1-Jun 5-Jun

Avg. percent of weekly

usable parts on presses

4,5,& 6

5%

std 95%

Std

Avg. percent of weekly

usable parts on presses

4,5,& 6

Step 4: Determine the Root Cause

Why Root Cause Analysis?

• To solve problems on structural basis

• To ensure problems do not return

• To ensure sustainable improvements are made.

• Identifying potential causes

• Challenging those potential causes

• Making reasonable assumptions about the most likely cause of the problem

• Investigating to get the needed facts while continually asking “Why?”

Step 4: Determine the Root Cause

Step 4: Determine the Root Cause

• Cause and Effect Diagram

• 5 Why’s

Cause and Effect Diagram

• it ask yourself, "What Happened?" and "Why?“

• "What happened?" tells you the Effect."Why?" tells you the Cause.

Cause and Effect Diagram

• Try to make your “Effect” measurable – can you graph it?

• Sometimes, the ‘5M’s’ are replaced with ‘P’s’ for Office processes:

• Do not waste time discussing the branches

Just Do it !!!!• You can use what fits your needs

PoliciesPeopleProceduresPlant (Facility)Programs (Software)

PricePromotionProcessesPlanet

5 Why’s

5 Why’s

5 why’s

• Don’t need to do exactly 5 Why’s ?

You may find yourself using 3 to 7 “Why’s” or more on a problem

“Strive for 5” Why’s (don’t quit too early!)

Use as many as you NEED to get to ACTIONABLE Root Cause

Base “Why’s” on Facts and Observations, not Opinions

• Test your “Why” logic by using “Therefore” in reverse.

Make the tools work for you, don’t be a slave to the tools

Step 5 : Develop Countermeasures

Step 5 : Develop Countermeasures

Evaluation of ideas

1. Cost-benefit Analysis: The method is usually run in three steps:

Definition of all elements causing costs of idea implementation

Definition of all elements causing benefits of idea implementation

Comparison sum of all costs with the sum of all benefits

Step 5 : Develop Countermeasures

2. Evaluation matrix

The main goal of evaluation matrix is to evaluate an

idea in accordance to several factors or criteria.

Score = Rating x Weight

Step 5 : Develop Countermeasures

• Good problem solving and countermeasure preparation will drive an organization to:

Productive self-criticism

More robust systems and processes

A higher-level understanding

The countermeasure cycle is a team effort!

Effective Problem Solving with robust countermeasures leadto better processes!

Step 6 : See Countermeasures through

• Share information with others by informing, reporting and consulting

• Review the progress of the action plan and the results in regular review meeting

• Ensure that your countermeasures do not create adverse effect to other upstream or downstream processes.

• If there’s a gap between implementation and people engaging with the new process, you must retrain.

Do Not Merely Communicate By Email

Step 7 : Confirm Results & Processes

Evaluate if target was achieved or not

Evaluate the process and ensure that it is sustainable

Confirm negative and positive effects

Share evaluation with people involved

Step 8 : Standardize process

• Set successful processes as new standard

• Share the new standard.