Five Steps of Problem Solving by Operational Excellence Consulting

© Operational Excellence Consulting. All rights reserved.
5
Steps
of
Proble
m© Operational Excellence Consulting. All rights reserved.

© Operational Excellence Consulting. All rights reserved. 2
Learning Objectives
1. Understand the principles and key concepts of
problem solving
2. Learn how to apply the five simple steps of problem
solving and the common tools
3. Understand the pitfalls to avoid and the critical
success factors for successful problem solving
Copyrights of all the pictures used in this presentation are held by their respective owners.

Outline
1. Introduction to Problem Solving
2. Five Steps of Problem Solving
3. Common Problem Solving Tools
4. Pitfalls to Avoid
5. Critical Success Factors
NOTE: This is a PARTIAL PREVIEW. To
download the complete presentation, please visit:
http://www.oeconsulting.com.sg

Methods to Increase Productivity
How to Increase
Productivity?
Quantitative
Approach
More People
More Machines
Work Longer
Qualitative
Approach
Work Harder
Eliminate Waste
& Simplify
Focus of
Problem
Solving

The Blind Men and an Elephant
Problems are often perceived differently
by different people.
It is a
snake!
It is a
wall!
It is a
branch!

What Is a Problem?
Standard – what should
be happening
Current situation – what is
actually happening
Gap = Problem
A problem exists when the work assigned fails to
produce the expected results.

Kaizen versus Problem Solving
• Problem solving
 Centers on the fundamental notion of “gap” or “deviation” from
standard (e.g. cost, quality, delivery)
• Kaizen
 Focuses on achieving a new standard or level of performance

What Problem Solving IS NOT
• A kaizen event where people are taken away from their
“real jobs” for 3-5 days at a time
• An exercise to place blame on a person or department
• A project only for the Subject Matter Experts or “high-
fliers”
• Another one of those “extra curricula activities”

“Insanity is doing the
same thing, over and
over again, but
expecting different
results.”
Albert Einstein

Impact of Problem Solving
ProblemSolving
(ProcessImprovement)
Time
Original Zone of
Control
New Zone of
Control
Performance
Sporadic Departure
from Standard
Holding the Gain - Control

Benefits of Problem Solving
• Increased customer satisfaction
• Increased market share
• Lower costs
• Faster delivery time
• Increased profitability
• Increased efficiency
• Improved morale

The PDCA Approach to Problem Solving
• A systematic approach to
problem solving
• Provides the framework for
a team to carry out
improvement
• Used together with the
common problem solving
tools
Plan
DoCheck
Act

The Five Steps of Problem Solving
Five Steps of
Problem Solving
4. Implement
Solutions
2. Analyze
Root Cause
3. Develop
Countermeasures
1. Define the
Problem
5. Evaluate
& Follow
Up

Step 1: Define the Problem
Example 1:
• Customers in the Northern region are dissatisfied with the ordering
service.
• Errors have increased by 23% during the last 3 months.
Example 2:
• Since the rationalization of the patient registration services,
complaints of long waiting times have increased by 35%.
Examples of Problem Statement
ILLUSTRATIVE

Step 1: Define the Problem
Visual Representation of a Problem
ILLUSTRATIVE
3.2
2.62.73
2
1
2.3%
Goal
Not meeting
goal for 2016!
2014 2015 2016
(YTD)
Overall
Scrap %

“When we fail to grasp
the systemic source of
problems, we are left
to ‘push on’ symptoms
rather than eliminate
underlying causes.”
Peter Senge
The Fifth Discipline

Step 2: Analyze Root Cause
Symptoms
 Result or outcome of the
problem
 What you see as a problem
(Obvious)
Causes
 “The Roots” – system below
the surface, bringing about
the problem (Not Obvious)
Symptoms
Causes
The Problem
 Gap from goal or standard
Problem
Infection
Fever
Achy, weak, tired

Step 2: Analyze Root Cause
• The team should investigate the problem until the root
cause of the problem symptoms is uncovered.
• Failing to address the deeply rooted seed of the problem
means it will likely recur.
• There are two common methods for root cause analysis:
 Cause and effect diagram (a.k.a. fishbone diagram)
 5 Whys

Step 3: Develop Countermeasures
Suspected Cause Action Item Responsible Due Finding
1. Dirt and contamination Daily 5S & PM tasks Tony (T/L) 11/2 Conducting daily. No issues.
2. Grinding wheel setup check Grinding wheel setup check Tony (T/L) 11/4 Checked out okay.
3. Manual offset function Check offset function Tony (T/L) 11/4 Checked out okay.
4. Spindle bearing loose Spindle bearing check Ed (Maint) 11/5 Loose bearing cap. Tightened.
5. Clamp & locator damage Clamp & locator check Ed (Maint) 11/5 Nothing abnormal.
6. Grinding wheel balance Grinding wheel check Tony (T/L) 11/5 Nothing abnormal.
7. Incoming part dimensions Measure part dimensions Janet (QC) 11/9 Within spec.
8. Poor material hardness Measure hardness Janet (QC) 11/9 Within spec.
9. Abnormal surface finish check Surface finish check Janet (QC) 11/9 Within spec.
10. Abnormal grinding conditions Grinding conditions check Mary (Eng) 11/13 Nothing abnormal.
11. Coolant concentration Measure concentration John (Maint) 11/13 Contaminated tanks. Replaced.
12. Wheel dressing check Check conditions Mar (Eng) 11/13 Nothing abnormal.
ILLUSTRATIVE
Countermeasures

Step 4: Implement Solutions
• Implement the
countermeasures in the
determined order after getting
management approval.
Minimize disruptions whenever
possible.
• Train people on the changes
made.

Step 5: Evaluate & Follow Up
ILLUSTRATIVE
Evaluate the Results
0
1
2
3
4
5
6
7
8
9
10
2-Nov 3-Nov 4-Nov 5-Nov 6-Nov 7-Nov 8-Nov 9-Nov 10-Nov 11-Nov 12-Nov 13-Nov
Finish grinder
Rough grinder
Target
Coolant
replaced!
Target level
Spindle bearing
tightened!
Defect
%
Dates of action items and results confirmation

Problem Solving Tools
• For this training program, we will focus on the following
selected tools:
 Brainstorming
 Flowchart
 Check Sheet
 Run Chart
 Pareto Chart
 Cause & Effect Diagram
 Five Whys

Flowcharts
• Purpose
 To show the sequential steps in a process
• When to use
 Defining or analyzing a process
 Looking for potential problem points
 Investigating the performance of a process
 Communication or training aid

Check Sheet – Example 2
Defective
Item
Mon
9/3
Tue
10/3
Wed
11/3
Thu
12/3
Fri
13/3
Total
Mold
Cracked
5 3 6 3 4 21
Fibers 2 0 5 1 0 8
Grit 4 2 3 5 0 14
Pinholes 1 5 0 2 1 9
Cracks 0 1 1 0 0 2
Other 1 3 0 0 3 7
Total 13 14 15 11 8 61

Run Chart – Example 1
Run chart for good installations
98.60%
98.70%
98.80%
98.90%
99.00%
99.10%
1 2 3 4 5 6 7 8 9 10 11 12
Period
%goodinstallations

Example: Pareto Chart
Wrong
Toppings
Pizza
Cold
Pizza
Late
Wrong
Crust
Tastes
Bad
Forgot
Breadstic
ks
Driver
Had No
Change
Smashed
in Box
Wrong
Price
Driver
Rude
All other
Quantity 29 25 22 13 10 7 4 3 2 1 2
Cum % 25% 46% 64% 75% 84% 90% 93% 96% 97% 98% 100%
% of Total 25% 21% 19% 11% 8% 6% 3% 3% 2% 1% 2%
0%
20%
40%
60%
80%
100%
120%
-
5
10
15
20
25
30
35
CumulativePercent
Occurences
Pizza Defects
Pareto Chart
January-02Time Period:

Cause & Effect Diagram (Manufacturing)
EffectCauses
cause
Machines
Measurements Materials
Methods
Mother Nature
Manpower
(Environment)
Problem
Statement

Common Pitfalls in Problem Solving
• Problem statement is too vague
• Trying to “boil the ocean” – Scope is too large (for first
time efforts in particular)
• Not measuring the performance metric
• Problem analysis is not sufficiently drilled down
• Countermeasures do not address root causes

Critical Success Factors
1. Ensure buy-in by project champion and team members
2. Select a project that is not too difficult to execute and
can be completed in less than a year
3. Keep stakeholders informed of the project status
4. Manage stakeholders’ expectations
5. Use the Pareto chart to ensure that you get the most
bang for the buck

"Continuous effort -
not strength or
intelligence - is the
key to unlocking our
potential.”
Sir Winston Churchill

About
Operational Excellence
Consulting

About Operational Excellence
Consulting
• Operational Excellence Consulting is a management training and
consulting firm that assists organizations in improving business
performance and effectiveness.
• One of our unique strengths is going beyond a tools-focused
approach to seamlessly integrate people, processes, technology
and continuous improvement initiatives to suit the specific needs
and situations of our clients.
• We provide corporate learning programs and management advisory
services to assist our clients to achieve breakthrough in business
performance and effectiveness. Our aim is to support our clients in
designing, managing and executing lasting beneficial change.

END OF PREVIEW
To download this presentation,
please visit:
www.oeconsulting.com.sg

Five Steps of Problem Solving by Operational Excellence Consulting

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