Introduction to the OODA Loop
and the
8-Step Problem-Solving Process
OVERVIEW
• Objective of the Problem-Solving
Process
• OODA Loop Decision Making
• 8-Step Problem-Solving Process
Problem-Solving Process
Objective:
- Help Airmen focus their problem-solving
skills on big issues that affect our mission,
our workcenters, and our people
- Team centered, systematic, commonsense approach aimed at increasing
combat capability and making Air Force
units more effective and efficient
Problem Solving Process
Core of Process Improvement!
• Remove Waste and Inefficiencies
• Increase:
• Productivity
• Asset Availability
• Improve:
• Response Time and Agility
• Energy Efficiency
• Sustain Safe and Reliable Operations
SO….How do we do all this?
OODA Loop
OODA Loop
• Originated by Col John Boyd (USAF)
•
Also known as Decision Cycle
•
He was dubbed "Forty-Second Boyd" for his standing
bet as an instructor pilot that beginning from a
position of disadvantage, he could defeat any
opposing pilot in air combat maneuvering in less than
forty seconds
OODA Loop
Four Overlapping and Interacting Processes
• Observe
• Current Situation
• Form Theories
• Orient
• Set improvement targets
• Determine root causes
• Decide
• Develop Solutions
• Act
• Implement and Evaluate
OODA Loop/Eight-Step Problem-Solving
1. Clarify The Problem
Observe
2. Break Down The Problem/
Identify Performance Gaps
3. Set Improvement Target
Orient
4. Determine Root Causes
Decide
5. Develop Countermeasures
6. See Countermeasures Through
Act
7. Confirm Results & Process
8.Standardize Successful Processes
The “Problem”
• There are different types of “PROBLEMS”
• Something IS broken, how do we fix it?
• IS there opportunity to make something better?
If so, how do we improve?
• Why did something happen? Find the answer.
• This new initiative WILL be implemented, make it
happen and deal with any problems that come up.
OODA
Step 1 – Clarify & Validate The Problem
• Critical Step!
• Recognize the correct problem and be sure it
is completely understood by all
• State the problem by developing a “Problem
Statement”
•
•
•
•
OODA
What
Where
When
Significance
Step 1 – Clarify & Validate The Problem
• Clarification/Verification Tools
• Go and See
• “Lay eyes” on situation
• First hand observation
• Value Stream Mapping
• Diagram of steps in process
• Flowchart
• Voice of the Customer
• Surveys
• Interviews
• It is the customer or end user who determines value
OODA
Step 2 – Break Down Problem & I.D.
Performance Gap
• Don’t just start taking action!
• Gather and Review Key Data
• Understanding what data is necessary and what it
means is critical to problem solving
• What is the Performance Gap?
• Gap Analysis
• Is there a Bottleneck (Constraints)?
• Bottleneck Analysis
OODA
Step 2 – Break Down Problem &
I.D. Relevant Data
• Value and Waste Analysis
-- Eight Types of Waste:
• Defects
• Over Production
• Waiting
• Non-standard Overprocessing
• Transportation
• Intellect
• Motion
• Excess Inventory
-- Always look for waste in your processes
OODA
Step 3 - Set Improvement Targets
Where You Want To Be--Desired Outcome
• Strategic Targets
• Visions of what the organization strives to
become
• Tactical Targets
• Define the performance level necessary to
make your strategic vision a reality
• Challenging but Achievable
OODA
Step 4 – Determine Root Causes
• Most vital step in the problem-solving
process
• Root Cause Characteristics
• All too often Air Force leaders find themselves
addressing problems that have been “solved”
many times before. This is usually due to
problem solving efforts being directed at the
symptoms of a problem rather than at the
root cause of the problem
OODA
Determining the Root Cause is easier with Data
Step 4 – Determine Root Causes
Brainstorming
- Quantity, Not Quality
- Hitchhike Ideas
- Withhold Judgment
- Encourage
Freewheeling
OODA
5 Whys?
When you think you
understand the cause
of the problem ask
what caused the cause.
i.e. Ask “why” five
times.
Step 4 – Determine Root Causes
– Control Chart
– Pareto Analysis
– Cause and Effect Diagram
OODA
Step 5 – Develop Countermeasures
• Selecting Solutions
• Consider quality and practicality and need to gain
acceptance by those that must implement it
• Two tools to use: Analysis of Alternatives and Action
Plans.
• Factors to consider when analyzing alternatives:
• Effectiveness
• Feasibility
• Impact
OODA
Must be Specific, Measurable, and Attainable
Step 5 – Develop Countermeasures
ACTION PLAN
 Make sure that you have created a clear and detailed plan that
everyone can understand.
 MOST importantly build consensus with others by involving all of
your team appropriately to develop a sense of ownership in the
solution and in its success.
REMEMBER
Communicate!
Communicate!
Communicate!
OODA
Step 6 – See Countermeasures Through
Take Action!
• Collect Data according to the action plan
• Implement contingency plan
• Changing conditions
• Provide required training
OODA
Step 7 – Confirm Results & Process
• Ensure the plan is producing the intended
results
• The project should be monitored for
performance relative to:
•
•
•
•
The baseline developed in steps 1 and 2
The improvement targets established in step 3
Where you thought you would be at this stage
Meeting targets by the established deadline
• Return to any step necessary
OODA
Step 8 – Standardize Successful Processes
• Most commonly skipped and under completed of the
entire Problem Solving Process
• Step 8 can be defined by the answers to Several
Questions:
– What is needed to standardize the improvements?
– Documentation? Tech order changes, Air Force Instruction
changes, Official Instruction changes
• Were other opportunities or problems identified by the
Problem Solving Process?
• Restart the OODA Loop
OODA
SUMMARY
• Objective of the Problem Solving
Process
• OODA Loop Decision Making
• 8-Step Problem-Solving Process
OODA Loop/Eight-Step Problem-Solving