PROBLEM SOLVING

PROBLEM SOLVING.

In any organization, problems do exist, especially the quality related ones. If we approach the problems in the right way, we can address them effectively and permanently. Let us learn more about it.

There are three elements in effective problem solving viz. data, tools and structure.

Data. We need hard facts and data associated with a problem for solving it.

Tools. Tools help us to organize and understand the data and facts. The following tools can be used.

Flow diagrams, brainstorming, cause-effect-diagrams, data collection, graphs and charts, stratification, Pareto analysis, histograms, scatter diagrams and box plots.

Structure. A logical and structured approach is needed for successful problem solving.

Problem solving involves four phases. The steps involved in each phase and the outcome are shown in the following table.

These phases should be continuous and cyclic.

The steps are briefly explained below.

1. List and prioritize problems. Use brainstorming to list out the problems. Data is to be collected and analysed for prioritizing. Use Pareto analysis for the same.
2. Define project and team. A project is simply a problem that has been scheduled for solution. Be specific, clear and complete in describing the project to the team.
3. Analyse symptoms. Collect and analyse data on symptoms of the problem. Symptoms are any observable phenomena arising from and accompanying the problem. All team members must share a common understanding of the process and facts of the case.
4. Formulate theories of causes. Having established a common understanding of the problems and its visible symptoms, the team must focus on the causes of the problem. Brainstorming helps members to express their theories. Cause-effect-diagrams organise those theories and identify relations among them. Flow diagrams and stratification may help stimulate further thought about the causes.
5. Test theories. A theory is merely an unproven assertion. Gather data to test these various theories. Flow diagrams can be used to identify appropriate points to collect data.
6. Identify root causes. Identify the few vital root causes accounting for the preponderance of occurrences of the problem.
7. Consider alternative solutions. Use brainstorming to generate a number of potential solutions. Since the solutions will involve changes in the current process, a flow diagram is also valuable at this step. Review stratification and grouping of causes on the cause-effect-diagram  to finalize a single or multiple solutions to address the causes.
8. Design solutions and controls. Final selection of the solution will be influenced by many factors like cost, time required to implement, potential resistance, impact on other processes, etc. Before implementing, test the proposed solution thoroughly. The detailed design of the final solutions and controls will involve the use of flow diagrams and data analysis tools.
9. Address resistance to change. The people associated with the process may resist attempts at change. Brainstorm a list of potential barriers to change and develop action plans to address them.
10. Implement solutions and controls. Implementation is a joint effort between project team and the operating department. It is advisable to implement the remedy on a small scale basis first. Use a variety of data analysis to communicate the breakthrough in knowledge that has occurred. Flow diagrams can be effectively used to describe the old and new processes.
11. Check performance. Implementation of a remedy does not guarantee breakthrough in results. Collect and analyse the data on the performance of the new process. The quality improvement project is not closed until the breakthrough in results has been confirmed with data.
12. Monitor control system,. Finally, the problem has been solved and a new zone of quality control has been established. In order to maintain the breakthrough in performance, the operating department must continually monitor the new control system. Simple data collection techniques, graphs and charts will do.

 Problem solving tools application map.

Refer the map given below often as you study each tool in depth. Also consult the map for ideas about which tools are potentially useful as you journey through the steps of problem solving.

You should strongly consider the use of primary tools (P) each time you perform a step of problem solving. Secondary tools (S) may be of use sometimes.