Systematic Problem Solving ( Eight Step Problem Solving )

A Systematic approach to problem Solving

Takin place the problems in any industry is a common and an expected thing and it always brings challenges and when the problems are solved, it always ends up with remaining more experiences so keeping up those experiences and improving will lead not to appear the same problem again and the avoid the root cause of the problem to be dormant in the system.

What the “problem” means:

According the Lean concept, Problem is defined as a deviation from the standard. So, if there is a difference or a kind of deviation of something which supposed to happen, that will be an obstacle to a particular flow to be streamed, so clearing up those bottle necks or the barricades in the flow using a systematic approach is the proper way to align the process according to standard.

The Lean Way to Systematic Problem Solving

why do we need systematic problem solving?

·         Solutions will not address the correct problem root cause.

·         Problem can be dormant in system by pretending that problem is solved.

·         Some solutions can escalate the problem.

  The art of problem solving is constantly trying to evolve and be re-branded by folks in various industries. While the new way might very well be an effective method in certain applications. A tried and true way of identifying and solving problems is the eight steps to practical problem solving developed by Toyota, years ago. The system is structured, but simple and practical enough to handle problems of the smallest nature, to the most complex issues. So, the lean way of systematic problem solving is defined according to this method.

The Eight Step Problem Solving Process
According to the first sight of this method, someone can think these 8 steps will work individually
to solve particular problem. But it is not the way this works.

This is based on another four factors, which are Plan, Do, Check, Action (PDCA). According to these four factors these eight steps have been divided.

The eight steps to practical problem solving also include the Plan, Do, Check and Act (PDCA) cycle. Steps one through five are the planning process. The doing is found in step six. Step seven is the checking. Step eight involves acting out the results of the new standard.

  1.      Clarify the Problem

2.      Breakdown the Problem

3.      Set the Target

4.      Analyze the Root Cause

5.      Develop Countermeasures

6.      Implement Countermeasures

7.      Monitor Results and Process

8.      Standardize and Share Success

So, it is better to go through each one of these to implement each one of these for proper problem solving.

1.      Clarify the Problem

A problem can be defined in one of three ways. The first being, anything that is a deviation from the standard. The second could be the gap between the actual condition and the desired condition. With the third being an unfilled customer need.

      ·         Ultimate Goal

·         Standard(Target)

·         Gap (Target – Actual)

2.      Breakdown the Problem

This is also a good time to study and analyze the different inputs and outputs of the process to effectively prioritize problem areas. It is much more effective to manage and solve a bunch of micro-problems one at a time, rather than try and tackle a big problem with no direction. In order to properly break down the problem it is needed to have relevant data, then it is needed to sketch the process with data and then it is needed to identify 3 important things of the problem which are,

  1.    Prioritize the problem (PP).

  2.    Point of detection (POD).

  3.    Point of occurrence (POO).

1.    Prioritize the problem (PP).

When the main problem is broken down as above there might be a place which gives the highest contribution to problem, so then that is the place which should be given the priority.

    

     2.     Point of detection (POD).

After prioritizing the problem area, PP should be broken down further, so then there should be a place where problem is highlighted as whole.

     3.    Point of occurrence.

After digging deep the POD, there might be a place which brings the reason to above as repetitively. So that is the POO.

This will be the portion which needs to be taken for analyzing the root cause in step 4.

      3.      Set the Target

When an unstructured or not systematic problem-solving method is used, there is no logic to define the target so it obvious that the target ends up with a “to do list” or bunch of methods to solve the problem, but that is not the requirement.

When the systematic problem-solving method is used there is a clearly defined logic to define the target. That is

      ·         What - POO

·         How much – Gap (defined in first step) 

·         When – Required date

4.        Analyze the Root Cause

This is a vital step when problem solving, because it will help to identify the actual factors that caused the issue in the first place. In here it is needed to do 3 things which are.

      ·         Examine the point of occurrence and think the possible causes using fish-born diagram.

·         Gather the facts.

·         Specify the root cause by doing 5 whys

After categorizing the possible causes of the POO Get the most contributed possible cause to this POO. And then escalate down that by doing 5-why and then 5- why will ended up with the proton of the POO.

5.      Develop Countermeasures

This step is involved with 4 things.

·         Develop as many potential countermeasures as possible without preconceived ideas. So getting involved everyone who are relevant to make countermeasures for identified above.

·         Narrow down the countermeasures that are the most practical and effective.

·         Build consensus with others.

·         Develop the matrix to identify most value-added counter measure/s

 

6.       Implement Countermeasures

This step is involved with 4 things.

·         Develop as many potential countermeasures as possible without preconceived ideas. So getting involved everyone who are relevant to make countermeasures for identified above.

·         Narrow down the countermeasures that are the most practical and effective.

·         Build consensus with others.

·         Develop the matrix to identify most value-added counter measure/s

    

7.      Monitor Results and Process

As mistakes happen and countermeasures fail, it is need a system in place to review and modify them to get the intended result this should be updated in the above action plan. it can also determine if the intended outcome was the result of the action of the countermeasure, or was it just a fluke? There is always room for improvement in the problem-solving process,

In here it is needed to implement graphs to identify the action plan hit rates, overall results, condition of the identified problems. So as simply it is needed to implement ways to measure the result against to actions (spread sheets, apps, graphs, etc).

      8.      Standardize and Share Success

this is the time to set the new processes as the new standard within the organization and share them throughout the organization. It is also a good time to reflect on learnings and addressing any possible unresolved issues or troubles. Ignoring unresolved issues will only lead to more problems down the road. In here it is suitable to use some of the tools like STWs (standard work sheets), JIS (job instruction sheets), SOP (standard operation process) and etc.

Finally, as a Lean organization who believes continuous improvement never stops, it is time to tackle the next problem. Start the problem-solving process over again and continue to work towards perfection.