PROBLEM SOLVING
DEFINITION
It is an active process to resolve a
problem. It is a type of purposive
thinking and one of the highest
cognitive processes.
Before we begin a discussion about the
steps of the problem-solving model, we
should talk a little about the philosophy
that good problem solvers have about
problems. Here are a number of ideas
that are part of the philosophy.
1.
2.
3.
4.
5.
Problem solving should occur at all levels of the
organization.
All problems should not be addressed with the
same approach.
Problems are normal.
Be hard on the problem and soft on the people
involved.
People should address the problems in their
own areas.
Problem solving should occur at all levels of the
organization:
At every level, from top to bottom, problems occur.
Everyone is an expert in the problems that occur in
his/her own area and should address these
problems. Problem solving is a part of everyone's
job.
All problems should not be addressed with the same
approach:
There are some problems that are easily and suitably
tackled alone. Not all decisions need to be made by
teams nor do all problems need to be solved by groups.
However, groups of people help to break mental sets
(i.e., figuring out new ways of doing things). In addition,
people are more committed to figuring out and
implementing a solution to a problem if they are
involved in the problem solving.
Problems are normal:
Problems occur in every organization. In excellent
companies people constantly work on solving
problems as they occur. Problems are opportunities
to make things better and should be viewed as
such.
Be hard on the problem and soft on the people
involved:
When working on a problem, we should focus on
solving the problem, not on whose fault the
problem is. We should avoid personalizing the
problem and blaming others.
People should address the problems in their own areas:
Everyone has problems associated with their work area, and
they should take ownership for trying to solve these problems
instead of waiting for their supervisors or another team to tell
them what to do.
The Problem Solving Model is used when a project team is
solving a basic problem. These ten steps are effective with
most of the problems the team will encounter. Each step is
discussed here, and end products for step completion are
specified as check points for team progress.
PROBLEM SOLVING STEPS
Step 1: Define the Problem.
Step 2: Measure the Problem.
Step 3: Set the Goal.
Step 4: Determine Root Causes.
Step 5: Select Best Strategy.
Step 6: Implement Strategy.
Step 7: Evaluate Results.
Step 8: Implement Appropriate Changes in the Process.
Step 9: Continuous Improvement.
Step 10: Celebrate.
STEP 1: DEFINE THE PROBLEM
Step 1 is a critical step; it determines the overall focus of the project. In
this step, the team defines the problem as concretely and specifically as
possible. Five SPC tools are helpful in defining the problem:
1.
2.
3.
4.
5.
Brainstorming the problem's characteristics.
Creating an affinity diagram.
Using a Pareto chart.
Creating an initial Process Flow Diagram of the present process.
Control Chart data.
The process flow diagram (PFD) will help the team identify "start to finish"
how the present process normally works; often the PFD can dramatically
help define the problem. After the problem is well defined, Step 2 helps
the team measure the extent of the problem.
End Product = A clear definition of the problem to be studied, including
measurable evidence that the problem exists.
STEP 2: MEASURE THE PROBLEM
Baseline data is collected on the present process if it does not already exist. This
permits measurement of the current level of performance so future gains can be
subsequently measured. The team needs to make a decision on how to collect the
present baseline data. In general, if data are collected daily, the time period should
be a month.
This way a standard control chart can be used. If data are collected weekly or once
a month, baseline data will have only three or four points. Data collected less than
once a month are of limited use; in such cases, historical data, if available, should
be used. At this stage, the team must have measurable evidence that the problem
exists. Opinions and anecdotes are a sound place to start, but eventually there
needs to be concrete proof that there really is a problem.
End Product = A graph or chart with present baseline or historical data on how the
process works; a collection of the present job instructions, job descriptions, and
SOPs/JWIs (standard operating procedures and job work instructions).
STEP 3: SET THE GOAL
Goals provide vision and direction and help the team
make choices and know which path to take. Be sure to
state your goal(s) in terms that are measurable. This
way, the team can evaluate its progress toward the
goal.
As the team imagines the goal, they will identify
benefits of achieving the solution to the problem. This
inspires a higher commitment and support from all.
End Product = A goal statement that includes the
what, when, where, why, who and how of the ideal
solved problem situation.
STEP 4: DETERMINE ROOT CAUSES
In Step 4 the team studies why the process is working the way it
is. If a control chart was developed in Step 2, determine whether
the process is "in control" or "out of control."
If the process is "out of control," the team should pinpoint the
special causes and move to Step 5. If the process is "in control,"
the team will need to use tools such as cause and effect analysis
(fish bones), scatter plots and experimental design formats to
identify root causes currently in the system producing common
cause variation.
End Product = A list of most probable root causes of the problem
(common and special cause variation); selection by team of the
primary root cause of the problem to be eliminated.
STEP 5: SELECT BEST STRATEGY
The purpose of Step 5 is to select the strategy that
best solves the problem. From the list of causes
generated in Step 4, the team should brainstorm and
strategically plan solution strategies.
Fishbone diagrams and benchmarking can be helpful
for this step. Then the team must reach consensus on
the best possible strategy to solve the problem. This
strategy should have the highest likelihood of success.
End Product = A well-defined strategy to solve the
problem is selected.
STEP 6: IMPLEMENT STRATEGY
An Action Plan is developed by team. This includes
who will do what, when& how to implement the
solution.
The team sees to it that the Action Plan developed
is carried out and documented.
End Product = The Action Plan is implemented.
STEP 7: EVALUATE RESULTS
In Step 7 the team evaluates how effective the solution has been. Data must be
collected to determine if the implemented strategy was done, in fact, improve the
process being studied. Performance must be clearly measured and evaluated. The
team needs to monitor control chart data where appropriate and assess
improvement; the process flow diagram should be checked for appropriate SOPs
and JWIs. Additional feedback strategies such as histograms, process FMEAs,
customer surveys and informal polls may also prove useful.
What are the "customer" reactions (internal customer feedback)? What has
produced measurable results? What hard data are available? Do people perceive
an improvement? How have results matched customer needs? If the process did
not improve, the team needs to discover if the wrong root cause(s) was identified
or if the wrong solution was utilized. In either case, return to the steps above,
beginning with Step 4. If the process improves, but the results are disappointing,
there may be other root causes affecting the process. Again, return to Step 4 to
further examine additional root causes. When the problem is solved (i.e. the "loop
closed"), the team proceeds to Step 8.
End Product = The problem is solved; results of the improvement are measured.
STEP 8: IMPLEMENT APPROPRIATE CHANGES IN
THE PROCESS
Step 8 develops an ongoing process to assure that the gains stay
in place for the long term. Sometimes a problem is solved and
then later resurfaces. This happens when a solution is
determined, but a system or process to keep the problem solved
has not been successfully adopted. Permanent changes need to
be implemented.
This means revising the existing procedures presently being used.
The new improved process will need to be tracked over time; the
process must be checked frequently to maintain improvement.
This also helps everyone to stay aware of opportunities to
continuously improve the process where the problem occurred.
End Product = A permanent change in the process, Quality
Improvement, and people "closest to the job" monitoring the
change.
STEP 9: CONTINUOUS IMPROVEMENT
This step is staying committed to continuous improvement in
terms of this model - to remain actively alert to the ways the
improved process can be made even better.
This step is a conscious decision to allow others to innovate
and to point out "red beads" in the process where the team
has worked hard to improve. All involved, particularly those
closest to the job, need to be encouraged to give
constructive feedback and adjustments. Internal audits will
monitor some processes to insure effectiveness.
End Product = Commitment to continuous improvement.
STEP 10: CELEBRATE
This last step includes a recognition celebration
and the disbanding of the QI team. Always take
time for this maintenance function; people have
achieved an important task.
They have earned this moment of recognition and
closure.
End Product = Closure for the team members;
disbanding of the team.
Problem Solving
Model
Step I
Define the problem
Step X
Celebrate
Step IX
Cont. improvement
Step VIII
Implement changes
Brainstorming, PFD,
Pareto, Control chart
Step II
Measure the problem
Feedback.
Internal Audit
Histogram,
Control chart
Step III
Set the goal
Training
Fishbone, FMEA,
Scatter diagram
Step VII
Evaluate the results
Step IV
Determine Root Causes
Step V
Select best strategy
Customer feedback
Step VI
Implement strategy
Action plan, Who,
What, When
Brainstorming,
Consensus