effective problem solving - asq greater atlanta section 1502 · typical interview steps 7. ask the...

Effective Problem Solving

©2010 Craig Cochran. All Rights Reserved

ASQ Atlanta Dinner Meeting

March 24, 2011

Craig Cochran

Georgia Tech Enterprise Innovation Institute

Contact Craig in the North Metro Atlanta area:


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area:

678-699-1690

Products & ServicesManufacturing Services

�Quality & International Standards

�Lean Enterprise Solutions

�Energy Management


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�Energy Management

�Environmental Management

�New Product Development

Products & ServicesManufacturing Services

�Strategic planning

�Minority Business Development

�Trade Adjustment Assistance


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�Trade Adjustment Assistance

�Government Procurement Assistance

The Fundamentals of


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Fundamentals of Effective Problem

Solving

What is problem solving?

1. Identification of problem causes

2. Actions to remove the


remove the causes

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An example: The Tripping Incident

An employee was passing through a dark hallway. He tripped over some


tripped over some tools and bumped his head.

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The Tripping Incident

1. Tools were left on the floor

2. Light switch on opposite end of hall

Our problem causes:



3. No assigned space for tool storage

4. No awareness that tools on the floor posed a hazard

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Ask “Why” to drill below the surface

of a problem

Problem: Employee tripped over tools in a dark hallway and bumped his head

Why? – Because tools Why? – Because the light


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Why? – Because tools were left on the floor

Why? – Because the light switch was on the opposite end of the hall

Why? – Because there was no assigned place for tools

Why? – Because there was no awareness of the hazard

Causes matched with actions

Cause Action

1. Tools were left on the floor

1. Remove tools from thefloor


2. Install motion detector light switches


end of hall light switches


3. Establish an assigned space for storing tools.

4. No awareness that tools on the floor posed a hazard

4. Carry out safety training with all personnel, to include typical hazards

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Some problems don’t get solved

so easily

1.1.

2.2.

3.3.


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3.3.

4.4.

Symptoms versus Causes

� Symptoms: The indicators that we have a problem

Causes: The actions or inactions that


� Causes: The actions or inactions that result in our problem

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The Tripping Incident

1. Bump on the head

2. Anger

Our symptoms:


2. Anger

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Actions on our symptoms:

1. Ice pack on bumped head

2. Scream at responsible parties

Symptoms versus Causes: The Tripping Incident

Symptoms Causes


1. Bump on the head

2. Anger

1. Tools left on the floor



4. No awareness that tools on floor posed a hazard

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The Bottom Line

� If you haven’t changed the process…


� You haven’t really taken corrective action

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On a deeper level, what is problem solving?

� Looking at things differently

� Abandoning your mental baggage

� Digging into the process to understand what is really happening


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understand what is really happening

� Taking action to remove the immediate and potential causes

� Sustaining the improvements so we don’t slide backwards

Corrective action (?)

� In the United States, approximately 25% of all corrective actions are one of these:

� Written warning


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� Written warning

� Verbal reprimand

� Counseled employee

� Publicly humiliated

� Employee dismissed

It will provide a consistent,

Use a structured problem solving method


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disciplined approach for attacking problems.

1. Evaluate opportunities

2. Write the problem statement

3. Define the current process

Our problem solving method:


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4. Identify the causes

5. Plan and implement actions

6. Verify effectiveness

Ownership for the problem

Ownership and accountability drives the success


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drives the success of most projects

Involve a diverse range of personnel

The more diverse the team of problem


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team of problem solvers, the richer the solution tends to be

Keys to getting people involved in problem solving:

� Ensure that all participants are trained

Use facilitators


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� Use facilitators

� Make participation a core job duty

� Once something’s fixed, recognize participants and move on to a new opportunity

1. Evaluate opportunities

2. Write the problem statement

3. Define the current process

Let’s get started:


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4. Identify the causes

5. Plan and implement actions

6. Verify effectiveness

Step #1: Evaluate


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Evaluate opportunities

Why evaluate opportunities?

� There are more problems than you can ever solve

� Time and resources are limited


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are limited

� You must focus on the issues that pose the biggest risk

The Story of the Package Meeting


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Problem selection traps to avoid

� Loudest complainant

� Most recent problem


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� Most comfortable problem

Rational criteria for selecting a problem

� Cost

� Frequency

� Scale

� Customer concern

Safety


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� Safety

� Environmental impact

� Connection to strategy

� Solvability

Pipeline of opportunities

� Proactive customer feedback

� Employee suggestions / ideas

� Employee surveys


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� Employee surveys

� Chronic administrative problems

� Internal failures

Step #2:


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State the Problem

The scratching sound in the attic…

� Terrifying because it’s unknown

� All symptoms


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� No facts

� Apparently unsolvable

BIG HAIRY PROBLEM

Symptoms,

but few specifics

Investigation and analysis to sharpen our focus

Sharpen your focus:


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A SPECIFIC PROBLEM STATED CONCISELY:• What the problem is• Where it occurs• When it happens • How often it happens • Who experiences it• Why the problem matters

Different problem statements lead to different actions

Problem Statement Solutions

Scratching sounds in attic • Install insulation to dampen noise

• Use white noise machines to create distraction from scratching


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scratching

Squirrels in attic • Remove squirrels from attic

• Seal all cracks and crevices to prevent re-entry

Evolution of a Problem Statement

From the SUBJECTIVE

To the OBJECTIVE

Symptoms that get reported:

Facts that get collected:


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get reported:� “Broken”

� “Didn’t work”

� “Noisy”

� “Tasted bad”

� “Ugly”

� “Horrible quality”

collected:� What?

� When?

� Where?

� Who?

� How

much?

� Why does

it matter?

Just the facts ma’am…

� What exactly IS the problem? (Move one step beyond the symptoms)

� Who experiences the problem?

� Where does it occur?


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� Where does it occur?

� When does problem happen?

� How often does it occur?

� Why does it matter? (i.e., what standards or requirements are violated by the problem?)

Sometimes it’s helpful to turn the problem on its head…

� What IS the problem

� What IS NOTthe problem


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the problem

Sanity check your problem statement for bias

� Could anyone perceive something as a personal attack?Are any


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� Are any personalities specifically mentioned?

� Does anything sound biased or prejudicial?

Don’t write suspected causes into your problem statement:

Words to avoid Examples

Due to Scuffed containers due to rough handling by subcontract shipper


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Because of The product is defective because of old specification found on server.

As a result of The service was late as a result of communication error by customer

Methods for defining the problem

1. Observing the problem yourself

2. Interviewing

3. Analyzing data


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3. Analyzing data

4. Photographing the problem

Observing the problem yourself

� Possibly the best method

� Unfiltered information

� Sometimes impossible or cost


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impossible or cost prohibitive

� You can introduce your own biases unless you’re careful

Interviewing

� Avoid generalities� “Always”� “Everywhere”� “Everybody”� “Completely”


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� “Completely”

� Look for ‘hidden witness’

� Discourage people from speculating about causes

� Get the FACTS

Typical interview steps

1. Decide in advance who you need to interview.

2. Introduce yourself to the interviewee and explain your purpose.

3. Relieve any anxiety the interviewee may have.


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have.

4. Let the interviewee complete their own thoughts.

5. If you’re told generalities or absolutes, drill down to specific details.

6. Confirm your understanding of details.

Typical interview steps

7. Ask the interviewee if they know of any records that capture details related to our problem.

8. Write down exactly what you are told by the interviewee

9. If the interviewee tries to offer causes, explain that you’re just looking for facts


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explain that you’re just looking for facts about the problem right now.

10. Ask the interviewee if they know of anybody else who might have insight on the problem.

11. Thank the interviewee for their time.

Analyzing data

� Plenty of data in most organizations

� Just a matter of finding it & organizing

� Collect fresh data in


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� Collect fresh data in cases where holes exist

� “In God we trust…all others bring data”

Photographing the problem

� Get permission� Photograph from different angles and perspectives

� Indicate the scale� Use a tripod for close-


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� Use a tripod for close-ups

� Provide instructions to the photographer (if someone is shooting on your behalf)

Step #3:

Define the


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Define the current process

What is a process?

A set of interrelated activities that receive inputs,


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receive inputs, perform work on them, and produce outputs

A simple process: Taking an order

1. Type order details into system

2. If order is standard, check inventory

If order is special, check schedule


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3. If order is special, check schedule and lead times

4. Review order details with customer

5. Email confirmation to customer

6. Release to scheduling queue

Accurately document the Process

� Procedures

� Drawings

� Videos

� Flowcharts


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� Flowcharts

� Photographs

� Signs

� Cartoons

� Whatever!

Flowchart Symbols

� An oval shows inputs and outputs.

� The box or rectangle shows task or activity.


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or activity.

� Diamond indicates decision is necessary.

� A circle indicates a break; the idea is continued elsewhere.

Steps to Construct a Flowchart

� Determine boundaries� Define the steps of the

process� Sequence the steps in

order


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� Sequence the steps in order

� Draw the flowchart using symbols

� Connect with arrows� Check for completeness

Step #4: Identify


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Step #4: Identify the Causes

The Root Cause Paradox

Rarely is there a Rarely is there a Rarely is there a Rarely is there a

single root cause to a single root cause to a single root cause to a single root cause to a


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complicated problemcomplicated problemcomplicated problemcomplicated problem

Aggressively pursue the true causes that exist below the surface

Avoid “root


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cause paradigms”

Rarely are these root causes:

Superficial, people-centered causes

Failure to follow procedures

Bad habits


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Sloppy work Cutting corners

Not paying attention Human error

Poor work ethic Careless mistake

You’ve got to dig deeper:

Superficial cause Deeper cause

Failure to follow procedures Procedures were out for revision

Sloppy work No workmanship standards established

Not paying attention Inadequate tool caused distraction


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Not paying attention Inadequate tool caused distraction

Poor work ethic Told to skip training because of workload

Bad habits No clear specification for product

Cutting corners Instructed to reduce costs

Human error Customer requirements were incomplete

Careless mistake Doing 2 jobs at once, per supervisor

At each step of the process, consider the following:

� Mistakes that can be made

� Confusing tasks

� Equipment failures

� Incorrect machine

� Conflicting goals

� Nonconforming supplies or materials

� Communication barriers


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� Incorrect machine settings

� Tool malfunctions

� Supplier shortcomings

� Incomplete instructions

� Missing requirements

barriers

� Tasks that require a special “knack”

� Distractions

� Environmental problems

� And anything else that can go wrong

Do anything you can to spur creativity:

� Tour the site of the problem

� Interview anybody with an opinion

� Invite new participants to the problem solving team


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problem solving team

� Collect new data / Examine old data

� Encourage speculation on unusual causes

Rules for Brainstorming

� Complete agreement on problem statement

� Members with equal chance to participate


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participate

� Each member offers one idea in turn

� No criticism or evaluation of ideas

(Cont’d)

� No idea should be treated as insignificant

� One conversation at a time

Rules for Brainstorming (Cont’d)


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� Informal environment

� Think creatively

� Record all ideas

Step #5: Plan &


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Step #5: Plan & Implement Solution

Don’t Fumble

Taking action all the way Taking action all the way Taking action all the way Taking action all the way

through to completion is through to completion is through to completion is through to completion is


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through to completion is through to completion is through to completion is through to completion is

where the ball usually where the ball usually where the ball usually where the ball usually

gets droppedgets droppedgets droppedgets dropped

Develop Solution(s)

� Specific actions

� Clear responsibilities

� Assignment of resources

Timeframes


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� Timeframes

� Measures of effectiveness

� Progress update(s)� With team

� With top management

Selling your solution

� Even the most brilliant ideas must get approval

� Sell your ideas in terms that appeal to decision makers


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to decision makers

� Prepare a document to assist (report, PowerPoint)

� Be specific about actions

Keys to Selling

� Avoid jargon and buzzwords

� Keep presentation concise

� Anticipate questions


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� Be enthusiastic!

Implementation and project management

� Monitor progress and communicate frequently

� Have people who are taking action report their progress

� Look for and remove roadblock


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� Look for and remove roadblock

� Ensure follow-through…Don’t drop the ball!

Step #6: Verify


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Step #6: Verify Effectiveness

Verifying Effectiveness

� Be objective

� Audit the process over time

� Examine output or product


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� Examine output or product

� Talk to employees

� Talk to customers –perceptions are everything!

Verification steps

� Was the stated action taken?

� Did the action address the cause(s)?

Is there evidence that the action


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� Is there evidence that the action worked?

� What processes have been put into place to ensure the improvement stays?

Don’t be afraid to send it back

If an action is not If an action is not If an action is not If an action is not

effective, be honest about effective, be honest about effective, be honest about effective, be honest about


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effective, be honest about effective, be honest about effective, be honest about effective, be honest about

it, provide specific it, provide specific it, provide specific it, provide specific

feedback, & return it for feedback, & return it for feedback, & return it for feedback, & return it for

“rework”“rework”“rework”“rework”

Step #7: Document the


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Document the Improvement

Document Improvements

� Determine the best kind of documentation from users

� Make documentation as simple and graphic as possible


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graphic as possible

� Put documentation at points of use

� Use electronic media when possible

� Remove bureaucracy from document control process

For more information:

Presenter:

Craig Cochran

678-699-1690

[email protected]


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[email protected]

Problem Solving in Plain English

Available at:www.PatonProfessional.com


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www.PatonProfessional.com

Smart and practical books from Craig:


Available here –

www.patonprofessional.com

Discussion & questions


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effective problem solving - asq greater atlanta section 1502 · typical interview steps 7. ask the...

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