Problem Solving -Session 3

The Winston C. Trumpet Professional Training Association Presents Problem Solving Techniques To solve a problem there are two main issues that need to be clarified: Where exactly you are at the present moment. Where exactly you want the problem-solving journey to bring you. There are several techniques that can be used to address these two issues. Technique 1: Brainstorming Why use brainstorming: To create lists of problems Theories Ideas Solutions Causes The main value of brainstorming is that it involves everyone and can spark creativity. The rules for brainstorming are as follows: Have a strict rotation to involve everyone Allow people to pass their turn No discussion No criticism No evaluation / editing of ideas Capture everything in a visible format Number the ideas as they emerge Go into a free flow mode towards the end Look at your department and working with colleagues brainstorm a list of issues or problems that prevent you from working at maximum performance Technique 2: TPN analysis This technique allows one to look at problems form the perspective of which ones you can actually do something about. The focus is therefore on the span of control. There is a need for realism to be applied. The methodology for TPN analysis is quite straightforward: Take the numbered list from the brainstorming session. For each item on the list, decide whether your span of control over it is T - Total P- Partial N - None This forces the group to look only at the problems where they can have an impact. There is a requirement for a high degree of honesty in this technique otherwise the end result will be skewed. Take the outcome from your brainstorm session and apply the TPN technique. Be honest and try to assign the T, P and N categories accurately Technique Number 3 - Matrix analysis Take the issues that have emerged from the TPN analysis where you have decided that you have Total control and analyze them against two criteria from a set such as: Impact on Productivity Ease of implementation Cost Customer Satisfaction Level Capacity Impact on Profitability Place the issues from the TPN on a 4 x 4 matrix constructed with the criteria as the axes. From the matrix identify the key priority issues according to the criteria chosen – those that are going to have a high impact and are relatively easy to implement. The reason for choosing these is that the process will be able to show some positive results thereby building credibility in the system. From the TPN exercise- take the T category issues and use them in the matrix analysis. Construct a 4 x 4 matrix and select two criteria for the X and Y-axis that will run from low to high. Assign the T issues to positions in the matrix according to how they relate to the criteria. Technique 4: Paired Comparisons This technique is slightly more complicated than those examined so far. It is dependent upon the outcome of the techniques used to this point. This technique is designed to deliver a consensus result on what issues the team involved feel should be tackled first from the range of priority issues that emerge from the matrix analysis. The methodology is as follows: Take the high priority issues from matrix analysis and list them on a table. Select a criterion to judge all issues against. Compare each issue with every other issue in a sequence of pairs and select the most important one in terms of the criterion chosen. Count the number of times that each issue was dominant. Identify the issue that has the highest count. Paired comparisons – comments The structure of the table has to be correct to make sure that the pairs are correct. Selection of the right criterion is vital, as it will decide which issue is dominant and must be tackled first. Counting the dominants correctly is central to the success of the technique. When in a team situation ensure that everyone has the issues presented on the table in identical order otherwise the comparisons are not identical. The outcome from this technique is that a single issue will emerge as a dominant issue that the team has chosen by comparing every issue with every other issue. This is a very inclusive method that ensures everyone in the team has an equal say and that the outcome is based on consensus. The next task is to set up a team to effectively solve the issue that emerges from the paired comparisons technique. Using the issues whose resolution is going to deliver the most benefit according to the matrix analysis, prepare a Paired Comparisons worksheet. Select a criterion to judge each pair against and do the paired comparisons against the criterion. Calculate the scores and identify the issue that has the highest score for the team. Team Purpose Analysis The basis behind this is to generate a team to investigate and solve the problem. The steps involved are as follows: Establish or clarify the team mission Perform detailed activity analysis on the problem to be tackled Identify the key skills required. Perform an workload management analysis Set up an effective communication process Set up performance metrics for the problem solving activity. Schedule effectively Outcomes from the Team Analysis include: Focus Prioritization Resourcing Organization  Select the team you would like to have involved in solving the problem that has been highlighted as most important in the paired comparison work. State the reasons for your choice. Dealing With Information Gathering facts Clearly identify facts from opinions Use effective measurement systems that are understood by the operators Treat estimates with suspicion Record facts accurately and maintain them in a secure place for reference When gathering information the impact of an effective measuring system should not be under-estimated, as wrong information will generally lead to the wrong solution being designed and implemented. The basic parts of a measuring system include: The operator The measurement instrument The procedure for taking the measurement A means of recording the measurement accurately and securely Presenting facts is part of the problem solving activity, so they must be presented: Accurately On time Visibly Logically Understandably Data Capture The Measles Chart Construct a diagram of the process, system or product where the problem arises Mark on the diagram the location of each problem as it arises Analyze the diagram to see where marks are clustered as these clearly identify the problem areas Use the analysis to guide the problem solving activities Assess the information gathering process currently used. Identify strengths and weaknesses and propose ways that the process might be improved to give better quality information. Causes & Symptoms Symptoms are usually the visible manifestation of the problem and because they are visible they can attract attention. In many organizations effort is often spent eradicating symptoms of a problem, however the unseen parts of the problem - the root cause, is the part that needs attention. The next set of techniques looks at this. Technique 5: The Ishikawa chart This is also known as the Fishbone chart. The problem is looked at from the point of identifying possible causes of the problem in 5 areas: Man Machine Method Material Environment The potential causes are listed under the relevant headings for future analysis. Prepare an Ishikawa chart to establish possible causes for the problem that has been selected for solving. Technique 6: SWOT analysis After establishing the root cause of the problem, an analysis is made of the Strengths That can be brought to bear on the problem Weaknesses That will exist if the problem is not fixed Opportunities That will arise when the problem is fixed Threats That will appear or increase if the problem is not fixed Perform a SWOT analysis as outlined above on the problem Technique 7: The 5 Ws This is a simple technique that allows one to dig into the problem by asking: What Where When Who Why One can also ask how. This technique gets the investigators to dig into the problem in more detail so that all available information can be gathered and made available. Use the 5 W’s technique and get more detail on the problem that is being worked on. Technique 8: The 5 Whys This is another simple technique that allows the team to strip away layers from the problem and tackle root cause. Ask why the problem occurred Get an answer and ask why it is so Do this 5 times This method begins to give robust information beyond the third Why. Use the 5 Whys technique on the problem. Comment on the applicability of this technique. Technique 9: Cause & effect analysis. Identify all possible causes of the problem Write them on Post-it stickers Begin to analyze and cluster the potential causes Analyze for root cause Test the reality of each cause Benefits are: Focus is on the cause Different perspectives emerge from the team Allows linkages to be established Perform a cause and effect analysis on the problem. What are the pitfalls that might impact on this technique? 1 Learners Course Manual Powerful Problem Solving Techniques That Potentially Get Permanent Results