Basic Problem Solving Tools

Mark Pitman

Contents

Topics/issues to be covered include:

1. Brainstorming2. Cause and Effect diagrams3. Pareto Charts

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Objective of the training

to ensure a full understanding of the problem solving tools:

1. what they do

2. where to use them

3. how to use them

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The “Bigger Picture” – the problem solving process

problemidentification

problemprevention

solutionimplementation

solutionevaluation

problemselection

problemanalysis

Problem/Issue

cause & effect

Pareto diagrams

Pareto diagrams

cause & effect

brainstorming

brainstorming

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Brainstorming – why use it?

CREATING BIGGER

&BETTER IDEAS

to establish a common method for a team to creatively and efficiently generate a high volume of ideas on any topic

by creating a process that is free of criticism and judgement.

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Brainstorming - what does it do?

1. encourages open thinking

2. gets all team members involved and enthusiastic

3. allows members to build on each others creativity

4. focused on one mission

5. high volume of creative ideas

6. encourages team work

7. encourages actions and commitment

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Brainstorming - the steps involved

structured brainstorming

1. question stated and agreed upon

2. go around the room, each member in turn gives an idea

3. write ideas on flipchart / writing surface

4. pass as ideas are exhausted

5. review ideas list for clarity and discard any duplicates

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Brainstorming rules

1. everybody understands the question, issue or problem

2. let the mind freewheel

3. state that there are no right and wrong answers

4. challenge all practices

5. there may be many solutions

6. any member can pass at any time (structured)

7. encourage participation of all members

8. ideas are recorded with the same words of the speaker

9. keep the process moving and relatively short (5 - 20 mins)

10.preserve subtle differences of ideas

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brain storming - obstacles to creative thinking

thinking there is only one correct answer

fear of being wrong

fear of looking foolish

strong personalities dominating the session

failing to challenge the obvious

defining the problem correctly

not getting everybody involved - spark of ideas missing

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Cause & Effect - find and cure causes NOT symptoms

Why use a “fishbone diagram”?

To allow a team to identify, explore and display, in increasing detail, all of the possible causes related to a problem or condition to discover its root cause(s)

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Cause & Effect - what does it do ?

1. shows the relationship between the effect and all possible causes

2. categorises the cause of every problem / effect

3. encourages a team to focus on the content of the problem

4. creates a snapshot of collective knowledge and consensus of a team around a problem

5. focuses the team on causes, not symptoms

6. encourages team work

7. encourages actions and commitment

8. team members involved and enthusiastic

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Cause & Effect – the major cause categories

OR

“4M”

ManpowerMachineryMaterialsMethods

OR

“4P”

PersonnelPlantPoliciesProcedures

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Cause & Effect – using the cause categories

be flexible

production process machines (equipment)methods (how work is done)materials (components or raw materials)manpower (the human element)

service process policies (higher - level decision rules)procedures (steps in a task)plant (equipment and space)people (the human element)

both types environment (buildings, logistics and space)

measurement (calibration and data collection)

are frequently used

there is no perfect set or number of categories. make them fit the problem13

Cause & Effect - the steps involved

1. agree on one simple statement that describes the selected problem

2. place the problem statement in the head on the right hand side of the writing surface

3. draw major cause category bones to the backbone of the fishbone diagram

4. add cause riblets to the major cause category bones

5. add further riblets to show relationships between causes

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Cause & Effect exercise

EffectEffect

take 15 mins to construct a detailed fishbone / cause and effect diagram using the categories you have just agreed.

Cat. 1Cat. 1 Cat. 2Cat. 2

Cat. 3Cat. 3 Cat. 4Cat. 4

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poor petrol

mileage

methods

manpower materials

use wrong gears

poor hearing

radio too loud

can’t hear engine

drive too fast

impatience

alwayslate under-inflated tyres

poor design

difficult air valve stems

fuel mix too rich

mech. doesn’thave specs

carburettoradjustment

no record tyre pressure

poormaintenance

no awareness

poor training

“when in rome”

poor drivinghabits

wrong petrol type

no owner’smanual

don’t knowrecommendedpetrol type

no oil change

improper lubrication

don’t know right oilwrong oil

no owner’s manual

£

£

machinery

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Cause & Effect exercise

Pareto chart – focus on the key problems

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Why use a Pareto?

to focus efforts on the problems that offer the greatest potential for improvement by showing their relative frequency or size in a descending bar graph

Pareto chart - what does it do?

1. focuses team on causes that will have greatest impact if solved

2. based on proven Pareto principle: 20% of the sources cause 80% of any problem

3. displays relative importance of problems in simple, quickly interpreted, visual format

4. progress is highly visible, provides incentive to push for further improvement

5. helps prevent “shifting the problem” where the “solution” removes some causes but worsens others

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P

AR

ET

O

#

£

time

cause / category

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Pareto chart - what does it do?

Pareto chart - how to construct

decide on the problem you want to know more about choose the causes of the problem

brainstorming existing data

choose the most meaningful unit of measure frequency cost hours

choose the time period of the study design the check sheet gather the necessary data using the check sheet

real time historical

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Pareto chart - rules

be prepared to use different units of measurement

data is collected over a sufficient period to be sure the data represent “typical” results during a “typical” cycle of the business

agree all definitions used - causes check sheets are easiest method for collecting

data include source, location and time period covered

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Summary – the problem solving process

problemidentification

problemprevention

solutionimplementation

solutionevaluation

problemselection

problemanalysis

Problem/Issue

cause & effect

pareto diagrams

pareto diagrams

cause & effect

brainstorming

brainstorming

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Finally!

Thank you for your time. Do you have any questions?

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