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Useful, focused problem solving skills are a vital part all solid
organizations, and a must for your career success. However, many
organizations are content to continue to deal with the same issues over,
and over« and over. You get the picture. These companies are  





, the bottom line!

By definition, a problem (or issue) is ³a question raised for inquiry,

consideration, or solution.´ In a business setting, it¶s a failure to meet a
customer requirement or expectation. When you view your finished
product (the output of the process) and it doesn¶t comply with your
internal, customer, or regulatory requirements, your company has an
issue.

How your organization deals with this issue determines ultimately how
successful it will be. Use of the tips, methods and structure described here
will assist both you and your company to greater levels of success.

The first step (after, of course, identifying that an issue exists) is to

describe the effect of the concern. Detail the requirement or expectation
that your company didn¶t meet. Once you know the size of the issue, you
can now choose the appropriate methodology to make it go away. For
more detail on problem statements, visit the problem statement page.

 
 


The divide and conquer method can be viewed as an adaptation of 



 . Knowing your enemy (the issue you currently
face) and yourself (the limited resources available) allows you to win
several smaller battles to win the war. This approach is best used when
the issue consists of many components. |

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If your team has determined that the issue at hand is simple and requires
only a simple fix, the 5 step approach is the method for you. |




 !|

For issue resolution and continual improvement, a common method is the

PDSA cycle. The Plan-Do-Study-Act cycle provides a structure that can be
used for improving most processes. Read more about Plan- Do- Study- Act
(PDSA).

|
ÿ
 "
|

The most widely used of structured methodology is commonly called 8D.

This format was standardized by the United States Government during
World War 2 (imagine that, something good from the US government!) as
MS 1520 and popularized by Ford Motor Company as Global 8D. |

The 8 disciplines of Problem Solving for this methodology are as follows-|

D1: Assemble team

D2: Define the Problem fully
D3: Implement and verify Interim Containment Actions (ICAs) as needed.
The Temporary Fix.
D4: Identify and Verify Root Cause
D5: Choose and verify Permanent Corrective Actions (PCAs). Preventive
Actions are also chosen.
D6: Implement and validate PCAs
D7: Prevent recurrence
D8: Recognize the Team



 



Problem Solving always begins with a well written problem statement.

Always. You want to remove any confusion and ambiguity about the issue
you face by describing with detail exactly what occurred. This keeps your
team focused precisely on your issue. It will also help your teams
consistently resolve the concerns within your organization and keep the
dreaded ³scope creep´ at bay.

Your problem statement should 

 detail a cause for the issue at
hand. After all, if you knew the cause, you wouldn't need to create this
statement. You wouldn't have a need for this methodology. You'd take
action to eliminate the cause. One last tip... remember that it is unlikely
that an individual caused your issue. It is more likely that the issue is a
result of a poor process. Deming has determined that 85% of issues are a
result of a poorly defined or inadequate processes and only #£ 




 
 
 
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The widget is too long. |

There are too many errors in our reports. |

Our delivery time is horrible.

These examples do not adequately detail the

depth of the problem. All 3 are a decent beginning, but more
information is required before your team jumps in to find out
what happened. The addition of how your company failed to
meet requirements is a must in problem statements.

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'

The widget exceeds the customer requirement of 38cm (defines the

requirement and how the organization failed to meet it). |

The monthly quality reports (defines where the issue is located) contain
more than 2 errors on average, greater than the 0 errors expected
(defines the internal requirement) |

On-Time Delivery has averaged 92%, less than the target of 98.5%
(again, this defines the failure to meet the requirement).

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'

The last 10 production runs (defines when the issue occurs) show the
widget measured an average of 41cm (the issue), which exceeds
thecustomer requirement of 38cm +/- 2cm.|

The past 2 months (when) the quality reports contain more than 2 errors
on average, greater than the 0 errors expected. |

On-Time Delivery to Customer X (where the issue occurs) has been only
92% for the last 4 months, less than the required 98.5%.

These better examples give your teams the detail necessary to investigate
the issue, and define where your team should focus its resources. For
example, there¶s no need to search beyond the last 10 production runs in
the widget investigation. The team¶s preliminary findings indicate that the
issue does not exist prior to those runs.

 
 


Complex problems, those that consist of several components, require a

slightly different approach. Divide and Conquer is a variation of the
equation ³Y´ is a function of X.´ Or simply stated, there could be multiple
concepts that make up the topic ³Y.´ This methodology is also similar to a
fishbone (Ishikawa) diagram.

The Divide and Conquer concept is easily adapted to problems like on -

time delivery and customer satisfaction. These two measurable, yet multi -
faceted concepts can be divided into several categories as shown here.

|
|
On-time delivery is composed of several other measurable processes, all
of which contribute in varying degrees to your organization¶s ability to
deliver to the customer per their requirements. Engineering time, internal
rejects, material rejected at incoming inspection, and processing time are
just a few of the many categories that combine to make your company
able to deliver on time.

This is how divide and conquer works! You start with the overall problem,
and then see if you can break it down into smaller parts. After all, trying
to correct On-time Delivery as a problem would be very difficult.

|
|
The team conducts some research into the six factors they identified as
contributing to poor delivery. The second investigation showed that
Engineering Time and Shipping Errors were not important factors for poor
delivery. The team also realized that Supplier Quality was not an issue.
The team would concentrate their efforts on Supplier Delivery, Processing
Time, and Internally Rejected Material.

The team determined that their company may be playing a role in

unacceptable supplier delivery performance. They looked at the
purchasing process and determined that there are three internal factors
potentially able to influence Supplier Delivery. The team again used the
same divide and conquer methodology to break apart the factors of
Processing Time and Internally Rejected Material.

|
|
Using a decision matrix, the team determined the best allocation of
resources would be to improve the Process Speed, and reduce Process
Errors (as shown).A decision matrix is a tool for prioritizing efforts. In this
case, the team compared cost to benefit in the matrix and arrived at the
two factors that would most likely improve On-Time Delivery.
 |
|
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The 5 step approach is probably the simplest structured problem solving

approach available. While it is similar to the PDCA (plan -do-check-act)
cycle, it doesn¶t require as much effort from your team.


#





(For more information, read the Problem Statement
Page.

|

)|



  - devise multiple (at least 2, probably no more than 5)
strategies for determining what went wrong. In other words, where and
what do you need to investigate to help determine the cause. Do not focus
on remedies or solutions at this point. Focus upon where your team needs
to allocate its resources.
|


*|
 +,-./0- From your list of possible strategies in step 2,
determine what could happen if you proceed using the different strategies.
Choose the strategy that seems the best fit for the problem.
|


1|

2

 
 chosen in step 3 to determine if your team found the
cause. If you did, then you¶re nearly done.
|


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( If the data shows that your team
has accomplished its goal, then you¶re done! Otherwise, continue to
research the problem and go back to step 2 to try other strategies.

The Deming Cycle

(2( ( !

One of the most common tools for improvement is the Deming (or
Shewhart) Cycle. This method is also known as Plan-Do-Check-Act (PDCA)
or Plan-Do-Study-Act (PDSA) and it is well suited for many improvement
projects. Originally known as PDCA, it was revised to PDSA in the early
1990¶s to reflect misunderstandings of the intent of learning process.

Many quality practitioners believed that the 
 stage of the process

meant to simply measure the improvement and move forward to the Act
stage. Deming was stressing the importance of studying the data collected
prior to acting upon it by changing the name of the stage to. Use of
the Deming Cycle is so widespread that ISO 9001 includes the
methodology as a means of process improvement.
 |
 |

The above picture shows how the Deming Cycle operates. The Plan stage
is where it all begins. Prior to implementing a change you must
understand both the nature of your current problem  how your
process failed to meet a customer requirement. You and/or your problem
solving team determine:

‡ Which process needs improved

‡ How much improvement is required

‡ The change to be implemented

‡ When the change is to be implemented

‡ How you plan to measure the effect of the change

‡ What will be affected by this change (documents, procedures, etc.). |

Once you have this plan, it¶s time to move to the DO stage. |

 |

The Do stage is the implementation of the change. Identify the people

affected by the change and inform them that you¶re adapting their process
due to customer complaints, multiple failures, continual improvement
opportunity, whatever the reason, it is important to let them know about
the change. You¶ll need their buy-in to help ensure the effectiveness of the
change. |

Then implement the change, including the measurements you¶ll need in

the Study stage. Monitor the change after implementation to make sure
no backsliding occurs. You wouldn¶t want people to return to the old
methods of operation- those methods were causing your company pain to
begin with!|

|

]ust as it implies, the Study stage is where you¶ll perform analysis of the
data you collected during the Do stage. Considerations include: |

‡ Did the process improve? |

‡ By how much?

‡ Did we meet the objective for the improvement?

‡ Was the process more difficult to use with the new methods?

|
|

The answers from the Study stage define your tasks for the Act stage. For
example, if the process didn¶t improve, there¶s no point in asking
additional questions during the Study stage. But action can be tak en-
action 
 be taken! The problem hasn¶t been solved. The action you¶d
take is to eliminate the change you implemented in the Do stage and
return to the Plan stage to consider new options to implement. |

If the process did improve, you¶d want to know if there was enough
improvement. More simply, if the improvement was to speed up the
process, is the process now fast enough to meet requirements? If not,
consider additional methods to tweak the process so that you do meet
improvement objectives. Again, you¶re back at the Plan stage. |

Suppose you met the improvement objectives. Interview the process

owner and some process participants to determine their thoughts
regarding the change you implemented. They are your immediate
customer. You  


 2. If you didn¶t make the process

harder (read more costly or time consuming) your action in this case
would be to standardize your improvement by changing any required
documentation and conduct training regarding the change. Keep in mind
that sometimes you will make the process more time consuming. But if
the savings from the change more than offset the additional cost, you¶re
likely to have implemented an appropriate change.

|
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-

|

That¶s right« you¶re not done yet. You want to 
 
- . Know
that the change is still in place, and still effective. A review of the process
and measure should give you this information. Watch the process to view
for yourself that the process operators are performing the process using
the improvements you¶ve implemented. Analyze the metrics to ensure
effectiveness of your Deming Cycle improvements.

The 8 Disciplines of Problem Solving

The true value of the 8 disciplines of problem solving methodology is that

it contains all of the important facets of modern problem management.
Containment, Root Cause Analysis, Correction and Prevention are all
covered using 8D problem solving steps.

Not long ago, a preliminary step (D0) was added to the 8 disciplines of
problem solving structure. This step is primarily used to determine if your
organization needs to utilize this more robust 8D structure or will the 5
step approach suffice. Conditions such as type and depth of issue,
available metrics, commitment to determining the root cause, and
customers affected should be considered as part of D0.

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Determine the personnel required for the resolution

of the current issue. Generally, a cross-functional
team works best, but it¶s more important to ensure
the correct people are on your team than it is to
have a true cross-functional team. Determine your
team¶s leader.
|

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|

Provide as much detail regarding the current issue. Writing a good

problem statement is critical to your team's success.

|
*'-

 3
-
 

 -
!|
Determine the impact of the customer¶s issue within your organization.
Identify all possible suspect material and segregate that material for
further review. List the date codes, lot numbers, etc. that are considered
suspect. Determine a method that clearly shows the customer that all
product shipped from this date was inspected and known to be acceptable.
|

1'-
 3
è 

|

The team investigates the problem and begins to develop

theories regarding where and how this issue occurred.
Common methods for root cause analysis are:

Data Mining- investigating historical data for further information. |

Pareto Charts- this prioritization tool assists with decision making and
resource planning by showing exact counts of the types of issues
measured.

Brainstorming- a group technique useful for the creation of many possible

root causes.

Fishbone Diagram- (also known as an Ishikawa Diagram or Cause and

Effect Diagram) a tool that formats potential causes into distinct
categories.

Also in the D4 step, your team determines the ³escape point,´ that is,
where in your process did this issue fail to get identified. As you follow the
process backwards, you identify the location within your system that the
root cause should have been identified but wasn¶t.

The team must be able to verify that they have indeed identified b oth the
root cause and the escape point, and be able to take action upon the root
cause. Returning to the process, the team should be able to make the
issue come and go at will, indicating verification of root cause.

£'

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!

After verifying the root cause, the team assembles to generate potential
PCAs. The team will consider topics such as: customer satisfaction, cost,
elimination of the root cause, and others when attempting to choose the
best PCA from the list of potential PCAs.
|

4'-

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|

Use the selected PCA from D5. Implement this solution.

Like in D4, the team should be able to make the problem
 come and go at will by alternately applying and removing the PCA.
Continue to measure the process to ensure effectiveness.

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- 
$ Regularly follow up on the process measures, again
to ensure effectiveness and prevent backsliding.
Update all documentation in your QMS. Mistake-
proof the process if possible. Identify any potential
areas where the same issue could occur and
implement the same or similar PCA in those areas.
|

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D8 is the most underutilized of the steps in the 8

disciplines of problem solving. While most comp anies
will obtain formal sign-offs for the 8D structure, some fail to commend the
team participants for the excellent work they accomplished. It is through
this feedback that the team members feel appreciated, making them likely
participants for the next issue (when it develops).
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