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PRACTICAL PROBLEM SOLVING



Introduction


In the organization, a common problem solving process is used to analyze and solve quality problems.

There are four major parts of the process:

• Grasp the Situation
• Cause Investigation
• Problem Correction
• Prevention through Errorproofing

♦ Grasp the Situation

During the first part of the process,you:
• Identify the Problem
• Clarify the Problem
• Locate the Point of Cause (PoC)

♦ Cause Investigation

In the second part of the process, you:
• Conduct a “5-Why” investigation to identify the root cause
§ for the specific problem
§ for why the problem was not detected
§ for why the “system” allowed the problem to occur♦ Problem Correction

In the third part of the process, you:
• Take specific action to correct the problem. At a minimum, short-term temporary measures are required to protect the customer.

♦ Prevention Thru Errorproofing

In the fourth part of the process, you:
• Take specific action to make sure the problem cannot recur, typically through errorproofing
•Capture Lessons Learned


PRACTICAL PROBLEM SOLVING MODEL


5 Why Funnel


[pic]

BASIC STEPS OF
PRACTICAL PROBLEM SOLVING


Part I – Grasp the Situation


♦ Step 1: Identify the Problem
In the first step of the process, you become aware of a problem that may be large, vague, or complicated. You have some information, but do not have detailed facts. Ask:


§ What doI know?

♦ Step 2: Clarify the Problem
The next step in the process is to clarify the problem. To gain a more clear understanding, ask:


§ What is actually happening?
§ What should be happening?

♦ Step 3: Break Down the Problem
At this point, break the problem down into smaller, individual elements, if necessary.


§ What else do I know about the problem?§ Are there other sub-problems?

♦ Step 4: Locate the Point of Cause (PoC)
Now, the focus is on locating the actual point of cause of the problem. You need to track back to see the point of cause first-hand. Ask:


§ Where do I need to go?
§ What do I need to see?
§ Who might have information about the problem?

♦ Step 5: Grasp the Tendency of the Problem
Tograsp the tendency of the problem, ask:


§ Who?
§ Which?
§ When?
§ How often?
§ How much?


It is important to ask these questions before asking “Why?”




Part II: Cause Investigation


♦ Step 6: Identify and confirm the direct cause of the abnormal occurrence.
If the cause is visible, verify it. If the cause is not visible, consider potentialcauses and check the most likely causes. Confirm the direct cause based on fact. Ask:


§ Why is the problem occurring?
§ Can I see the direct cause of the problem?
§ If not, what do I suspect as potential causes?
§ How can I check the most likely potential causes?
§ How can I confirm the direct cause?

♦ Step 7: Use 5-Why investigation to build a chain ofcause/effect relationships that lead to the root cause. Ask:


§ Will addressing the direct cause prevent recurrence?
§ If not, can I see the next level of cause?
§ If not, what do I suspect as the next level of cause?
§ How can I check and confirm the next level of cause?
§ Will addressing this level of cause prevent recurrence?

If not, continue asking “Why?” until youfind the root cause.


Stop at the cause that must be addressed to prevent recurrence. Ask:


§ Have I found the root cause of the problem?
§ Can I prevent recurrence by addressing this cause?
§ Is this cause linked to the problem by a chain of cause/effect relationships that are based on fact?
§ Does the chain pass the “therefore” test?
§ If I ask “Why?” again,...