problem solving. "there is no such thing as a problem, merely a situation where the solution is...

Problem Solving

"There is no such thing as a problem, merely a situation where the solution is not apparent.“

3 Categories of problems

1. Diagnostic – e.g. working on what’s gone wrong with something and then producing a solution

2. Design – e.g. identifying what needs to be done to develop a product or system then planning how it will be done

3. Contingency – e.g. organising an event, who does what, when, how

Tackling a problem

• determine the problem and the outcome desired;

• generate as many ideas as possible; • select the best idea; and • set both an action plan and a contingency

plan.

6 Steps for a solution

1. Analyse the current situation - what is the problem and why is it a problem.

2. Define your objectives - what are you trying to achieve.3. Determine the reasons for the problem - How did the

problem occur and what actions will eradicate it.4. Develop a solution strategy and alternatives - What

courses of action are available which will get rid of the problem.

5. Compare your strategy to your objectives - will the courses of action available achieve your objectives.

6. Decide on the best option and implement.

• What does the "solved" problem look like? • What do you want to happen when the

problem is "solved"? • How will people feel when it's solved?

Generate Ideas • What seems like new ideas are the result of making

new combinations of old ideas. • Things change so fast that we can't solve today's

problems with yesterday's answers. • There's almost always more than one right answer. • Sometimes we must unlearn what we know. Instead

of assuming you know the answer, wait until you gather all the facts.

• Look at things the same as everyone else, but think differently.

Build an Action Plan

• Outline what the outcome is, • Who is responsible, • How the job will be monitored, • What the resources are, and • When the deadline is. • Document your plan

Contingency planning

• Always expect the unexpected.

Techniques

• Brainstorming• SWOT analyses• Risk Assessment• Flow Charts• What if …..?• Force-field analysis• Cost-benefit analysis• Taking different viewpoints• Mind maps• Time lines• Decision trees

Brainstorming

• Encourage wild ideas• All ideas are of equal value• Build on the ideas put forward by others

postpone judgement of ideas• Evaluate

SWOT analyses

• Strengths, • Weaknesses, • Opportunities, • Threats

Risk Assessment

• Resources – money, time• Health & Safety• Other activities – knock on effect

Technique

• Identify all possible risks• Who/what would it effect• Determine Likelihood and severity• Determine how to minimise risk

Flow Charts (Process Charts)

Highlights the key steps in a process by helping to:

• Showing how the different stages relate to each other

• Identify where the process could be improved – by removing unnecessary stage

• Identify the sequence of operation.

Technique

• List the processes• Classify each process• Arrange them in the sequence they take place• Draw flow chart

What if …..?

• A way of getting different angles on a problem• A good question to ask yourself or others• Determining possible problems before they

occur.

Technique

• Ask this of all the options you or others can think of

• Look at the possible consequences• Do some calculations on a spreadsheet

Force-field analysis

• Looks at the forces either driving or restraining situations

Technique

• Define the current situation• Define the desired situation• Identify forces driving change • Identify forces restraining change• Consider what can be done to:– Make the most positive forces– Limit the effect of negative forces

• Identify goals to take the process forward

Cost-benefit analysis

• A technique for comparing and evaluating opinion

• Used to determine whether the cost of an option outweighs the likely benefit.

Technique

• Identify all costs involved with the option• Identify all benefits - financial and non-

financial • Calculate the financial costs and benefits• Determine which brings the greater benefits

cost wise and overall.

Taking different viewpoints

• No two people look at a problem in the same way

• A problem for one person may not be for another

• Different people will look at things from a different viewpoint.

Technique

• Look at the situation from someone who has a different point of interest

• What would you do if you were in their position?

Mind Maps

• Utilises the fact that the brain works by linking key concepts together

• Shows visually different ways of tackling a problem

Technique

• Using a blank piece of paper or white board, put the problem in the centre

• Thinking of different parts of the problem put them around the problem linked by a line

• Draw lines to where there are other links• Parts of the problem can be approached in the

same way

Defective Components

Poor quality materials

Poor workmanship

Poor supervision

Workforce not trained sufficiently

Time lines

Show:• The sequence of activities• How long each one lasts• How activities relate to one another on a

timescale

Stage 1 Stage 2 Stage 3

Stage 1 Stage 2 Stage 3

Sub-stage

Technique

• List the tasks to be done• Place them in sequential order• Allocate time for each task• Draw time-line (or produce bar chart).

Decision trees

• Shows the options in visual form

Technique• Identify the different options available• Draw a small square at the left hand side of a piece

of paper• Working towards the right insert courses of action

with a line from the square• If the result is another decision needs to be made

another square is drawn and other lines from it• If the result is uncertain a circle is drawn and a

number of diagonal lines to show the possible outcomes

Can we afford a new piece of plant?

Have we the money?

Can we afford to pay it back?

Could we borrow it?

Yes

No

Yes

No

Yes

No