Efective Problem Solving

Effective Problem Solving
ASQ Atlanta Dinner Meeting March 24, 2011 Craig Cochran

2010 Craig Cochran. All Rights Reserved
Georgia Tech Enterprise Innovation Institute

Contact Craig in the North Metro Atlanta area: 678-699-1690

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Products & Services

Manufacturing Services
Quality & International Standards Lean Enterprise Solutions Energy Management Environmental Management New Product Development

3
Products & Services

Manufacturing Services
Strategic planning Minority Business Development Trade Adjustment Assistance Government Procurement Assistance

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The Fundamentals of Effective Problem Solving

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What is problem solving?

1.
2.
Identification of problem causes Actions to remove the causes

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An example: The Tripping Incident

An employee was passing through a dark hallway. He tripped over some tools and bumped his head.

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The Tripping Incident

Our problem causes:
1.
2.
3. 4.
Tools were left on the floor Light switch on opposite end of hall No assigned space for tool storage No awareness that tools on the floor posed a hazard

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Ask Why to drill below the surface of a problem

Problem: Employee tripped over tools in a dark hallway and bumped his head
Why? Because tools were left on the floor
Why? Because the light switch was on the opposite end of the hall
Why? Because there was no assigned place for tools
Why? Because there was no awareness of the hazard

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Causes matched with actions

Cause 1. Tools were left on the floor Action 1. Remove tools from the floor
2. Light switch on opposite 2. Install motion detector end of hall light switches 3. No assigned space for tool storage 3. Establish an assigned space for storing tools.
4. No awareness that tools 4. Carry out safety training on the floor posed a with all personnel, to hazard include typical hazards

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Some problems dont get solved so easily

1. 2.
3.
4.

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Symptoms versus Causes

Symptoms: The indicators that we have a problem
Causes: The actions or inactions that result in our problem

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The Tripping Incident

Our symptoms:
1.
2.
Bump on the head Anger
Actions on our symptoms:

1. 2.
Ice pack on bumped head Scream at responsible parties

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Symptoms versus Causes: The Tripping Incident

Symptoms
Bump on the head Anger
Causes
Tools left on the floor Light switch on opposite end of hall No assigned space for tool storage No awareness that tools on floor posed a hazard
1. 2.
1. 2.
3.
4.

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The Bottom Line

If you havent changed the process You havent really taken corrective action

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On a deeper level, what is problem solving?

Looking at things differently Abandoning your mental baggage Digging into the process to understand what is really happening Taking action to remove the immediate and potential causes Sustaining the improvements so we dont slide backwards
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Corrective action (?)

In the United States, approximately 25% of all corrective actions are one of these:
Written warning Verbal reprimand Counseled employee Publicly humiliated Employee dismissed
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Use a structured problem solving method
It will provide a consistent, disciplined approach for attacking problems.

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Our problem solving method:

1. 2. 3. 4. 5. 6.
Evaluate opportunities Write the problem statement Define the current process Identify the causes Plan and implement actions Verify effectiveness

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Ownership for the problem
Ownership and accountability drives the success of most projects

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Involve a diverse range of personnel
The more diverse the team of problem solvers, the richer the solution tends to be

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Keys to getting people involved in problem solving:

Ensure that all participants are trained Use facilitators Make participation a core job duty Once somethings fixed, recognize participants and move on to a new opportunity
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Lets get started:

1. 2. 3. 4. 5. 6.
Evaluate opportunities Write the problem statement Define the current process Identify the causes Plan and implement actions Verify effectiveness

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Step #1: Evaluate opportunities

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Why evaluate opportunities?

There are more problems than you can ever solve Time and resources are limited You must focus on the issues that pose the biggest risk

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The Story of the Package Meeting

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Problem selection traps to avoid

Loudest complainant Most recent problem Most comfortable problem

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Rational criteria for selecting a problem

Cost Frequency Scale Customer concern Safety Environmental impact Connection to strategy Solvability

28
Pipeline of opportunities
Proactive customer feedback Employee suggestions / ideas Employee surveys Chronic administrative problems Internal failures

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Step #2: State the Problem

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The scratching sound in the attic

Terrifying because its unknown All symptoms No facts Apparently unsolvable

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Sharpen your focus:

BIG HAIRY PROBLEM
Symptoms, but few specifics
Investigation and analysis to sharpen our focus
A SPECIFIC PROBLEM STATED CONCISELY: What the problem is Where it occurs When it happens How often it happens Who experiences it Why the problem matters
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Different problem statements lead to different actions

Problem Statement
Scratching sounds in attic
Solutions
Install insulation to dampen noise Use white noise machines to create distraction from scratching Remove squirrels from attic Seal all cracks and crevices to prevent re-entry
Squirrels in attic

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Evolution of a Problem Statement

From the SUBJECTIVE To the OBJECTIVE
Symptoms that get reported:

Broken Didnt work Noisy Tasted bad Ugly Horrible quality
Facts that get collected:

What? When? Where? Who? How much? Why does it matter?
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Just the facts maam

What exactly IS the problem? (Move one step beyond the symptoms) Who experiences the problem? Where does it occur? When does problem happen? How often does it occur? Why does it matter? (i.e., what standards or requirements are violated by the problem?)
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Sometimes its helpful to turn the problem on its head

What IS the problem What IS NOT the problem

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Sanity check your problem statement for bias

Could anyone perceive something as a personal attack? Are any personalities specifically mentioned? Does anything sound biased or prejudicial?
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Dont write suspected causes into your problem statement:

Words to avoid Examples
Due to Scuffed containers due to rough handling by subcontract shipper
Because of
The product is defective because of old specification found on server. The service was late as a result of communication error by customer
As a result of

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Methods for defining the problem

1. Observing the problem yourself 2. Interviewing 3. Analyzing data 4. Photographing the problem

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Observing the problem yourself

Possibly the best method Unfiltered information Sometimes impossible or cost prohibitive You can introduce your own biases unless youre careful

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Interviewing
Avoid generalities
Always Everywhere Everybody Completely
Look for hidden witness Discourage people from speculating about causes Get the FACTS
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Typical interview steps

1.
2.
3.
4.
5.
6.
Decide in advance who you need to interview. Introduce yourself to the interviewee and explain your purpose. Relieve any anxiety the interviewee may have. Let the interviewee complete their own thoughts. If youre told generalities or absolutes, drill down to specific details. Confirm your understanding of details.

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Typical interview steps

7.
8. 9.
10.
Ask the interviewee if they know of any records that capture details related to our problem. Write down exactly what you are told by the interviewee If the interviewee tries to offer causes, explain that youre just looking for facts about the problem right now. Ask the interviewee if they know of anybody else who might have insight on the problem. Thank the interviewee for their time.
11.

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Analyzing data
Plenty of data in most organizations Just a matter of finding it & organizing Collect fresh data in cases where holes exist In God we trustall others bring data

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Photographing the problem

Get permission Photograph from different angles and perspectives Indicate the scale Use a tripod for closeups Provide instructions to the photographer (if someone is shooting on your behalf)

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Step #3:
Define the current process

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What is a process?
A set of interrelated activities that receive inputs, perform work on them, and produce outputs

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A simple process: Taking an order

1. 2.
3.
4. 5. 6.
Type order details into system If order is standard, check inventory If order is special, check schedule and lead times Review order details with customer Email confirmation to customer Release to scheduling queue
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Accurately document the Process

Procedures Drawings Videos Flowcharts Photographs Signs Cartoons Whatever!
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Flowchart Symbols
An oval shows inputs and outputs. The box or rectangle shows task or activity. Diamond indicates decision is necessary. A circle indicates a break; the idea is continued elsewhere.
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Steps to Construct a Flowchart

Determine boundaries Define the steps of the process Sequence the steps in order Draw the flowchart using symbols Connect with arrows Check for completeness
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Step #4: Identify the Causes

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The Root Cause Paradox
Rarely is there a single root cause to a complicated problem

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Aggressively pursue the true causes that exist below the surface
Avoid root cause paradigms

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Rarely are these root causes:

Superficial, people-centered causes
Failure to follow procedures Sloppy work Not paying attention Poor work ethic Bad habits Cutting corners Human error Careless mistake

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Youve got to dig deeper:

Superficial cause
Failure to follow procedures Sloppy work
Not paying attention
Deeper cause
Procedures were out for revision No workmanship standards established
Inadequate tool caused distraction
Poor work ethic Bad habits Cutting corners Human error Careless mistake
Told to skip training because of workload No clear specification for product Instructed to reduce costs Customer requirements were incomplete Doing 2 jobs at once, per supervisor

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At each step of the process, consider the following:

Mistakes that can be made Confusing tasks Equipment failures Incorrect machine settings Tool malfunctions Supplier shortcomings Incomplete instructions Missing requirements Conflicting goals Nonconforming supplies or materials Communication barriers Tasks that require a special knack Distractions Environmental problems And anything else that can go wrong

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Do anything you can to spur creativity:

Tour the site of the problem Interview anybody with an opinion Invite new participants to the problem solving team Collect new data / Examine old data Encourage speculation on unusual causes
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Rules for Brainstorming

Complete agreement on problem statement Members with equal chance to participate Each member offers one idea in turn No criticism or evaluation of ideas (Contd)
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Rules for Brainstorming (Contd)

No idea should be treated as insignificant One conversation at a time Informal environment Think creatively Record all ideas

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Step #5: Plan & Implement Solution

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Dont Fumble
Taking action all the way through to completion is where the ball usually gets dropped

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Develop Solution(s)
Specific actions Clear responsibilities Assignment of resources Timeframes Measures of effectiveness Progress update(s)
With team With top management
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Selling your solution

Even the most brilliant ideas must get approval Sell your ideas in terms that appeal to decision makers Prepare a document to assist (report, PowerPoint) Be specific about actions

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Keys to Selling
Avoid jargon and buzzwords Keep presentation concise Anticipate questions Be enthusiastic!

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Implementation and project management

Monitor progress and communicate frequently Have people who are taking action report their progress Look for and remove roadblock Ensure follow-throughDont drop the ball!

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Step #6: Verify Effectiveness

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Verifying Effectiveness
Be objective Audit the process over time Examine output or product Talk to employees Talk to customers perceptions are everything!

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Verification steps
Was the stated action taken? Did the action address the cause(s)? Is there evidence that the action worked? What processes have been put into place to ensure the improvement stays?
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Dont be afraid to send it back
If an action is not effective, be honest about it, provide specific feedback, & return it for rework

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Step #7: Document the Improvement

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Document Improvements
Determine the best kind of documentation from users Make documentation as simple and graphic as possible Put documentation at points of use Use electronic media when possible Remove bureaucracy from document control process
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For more information:

Presenter: Craig Cochran 678-699-1690
craig.cochran@innovate.gatech.edu

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Problem Solving in Plain English
Available at: www.PatonProfessional.com

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Smart and practical books from Craig:
Available here www.patonprofessional.com

Discussion & questions

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Effective Problem Solving

ASQ Atlanta Dinner Meeting March 24, 2011 Craig Cochran

Georgia Tech Enterprise Innovation Institute

2010 Craig Cochran. All Rights Reserved

Products & Services

2010 Craig Cochran. All Rights Reserved

Products & Services

2010 Craig Cochran. All Rights Reserved

The Fundamentals of Effective Problem Solving

2010 Craig Cochran. All Rights Reserved

What is problem solving?

Identification of problem causes Actions to remove the causes

2010 Craig Cochran. All Rights Reserved

An example: The Tripping Incident

2010 Craig Cochran. All Rights Reserved

The Tripping Incident

2010 Craig Cochran. All Rights Reserved

Ask Why to drill below the surface of a problem

Why? Because tools were left on the floor

Why? Because there was no assigned place for tools

Why? Because there was no awareness of the hazard

2010 Craig Cochran. All Rights Reserved

Causes matched with actions

2010 Craig Cochran. All Rights Reserved

Some problems dont get solved so easily

2010 Craig Cochran. All Rights Reserved

Symptoms versus Causes

2010 Craig Cochran. All Rights Reserved

The Tripping Incident

Bump on the head Anger

Actions on our symptoms:

Ice pack on bumped head Scream at responsible parties

Symptoms versus Causes: The Tripping Incident

2010 Craig Cochran. All Rights Reserved

The Bottom Line

2010 Craig Cochran. All Rights Reserved

On a deeper level, what is problem solving?

Corrective action (?)

Use a structured problem solving method

It will provide a consistent, disciplined approach for attacking problems.

2010 Craig Cochran. All Rights Reserved

Our problem solving method:

2010 Craig Cochran. All Rights Reserved

Ownership for the problem

Ownership and accountability drives the success of most projects

2010 Craig Cochran. All Rights Reserved

Involve a diverse range of personnel

2010 Craig Cochran. All Rights Reserved

Keys to getting people involved in problem solving:

Lets get started:

2010 Craig Cochran. All Rights Reserved

Step #1: Evaluate opportunities

2010 Craig Cochran. All Rights Reserved

Why evaluate opportunities?

2010 Craig Cochran. All Rights Reserved

The Story of the Package Meeting

2010 Craig Cochran. All Rights Reserved

Problem selection traps to avoid

2010 Craig Cochran. All Rights Reserved

Rational criteria for selecting a problem

2010 Craig Cochran. All Rights Reserved

2010 Craig Cochran. All Rights Reserved