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Six Problem-Solving Fundamentals
Create an effective tool for continual improvement with these
practical steps.
By Craig Cochran
The essence of continual improvement is the ability to solve
problems effectively. When an actual-or potential-problem crops up, its
root cause is first identified, and action is taken to eliminate it. If
an organization progressively seeks out and eliminates problems in this
way, continual improvement results. It's that simple.
Theorizing about problem solving as a cornerstone of continual improvement
may be easy, but making it happen in a systematic and effective manner
is much more difficult.
Problem-solving skills rarely come naturally; they must be refined and
practiced daily. But these skills can be developed by most organizations.
After years of problem-solving experience in a variety of organizations,
I’ve learned to recognize six consistent fundamentals that are almost
always present when problems are solved in lasting and effective ways.
If these six fundamentals are incorporated into your problem-solving strategy,
continual improvement will inevitably result. Let’s look closer
at each of them.
Although most people consider problem-solving methods a given,
many organizations still use ad hoc methods for addressing problems. In
other words, they latch on to the most obvious explanation for a problem
and pray that they’ve addressed its root cause. An effective problem-solving
method is simply a step-by-step road map for developing solutions. The
numerous reasons for using a formal method are very convincing. Here are
just a few:
• Prevents problem solvers from jumping to conclusions. It’s
always tempting to propose solutions before a problem is properly defined
and its root cause identified. A structured problem-solving method prevents
the process from short-circuiting and ensures the critical, preliminary
step of truly understanding the problem and its variables.
• Ensures root cause analysis. An inability—or unwillingness—to
identify the root cause is probably the single biggest obstacle to problem
solving. However, when one of the explicit steps of a structured problem-solving
method is identifying the root cause, it’s much harder to ignore.
• Demystifies the problem-solving process. When each step of the
problem-solving method is understood and agreed upon by all participants,
the process gives everyone an opportunity to contribute and drives a team-oriented
style of problem solving.
• Prescribes which analytical tools to use and when. The sheer number
of analytical tools available to problem solvers is mind-boggling, and
it’s not always clear when the use of a certain one is appropriate.
A structured problem-solving method offers guidance on when and how to
use the proper tools.
Along with the numerous analytical tools available, there are many structured
problem-solving methods. Some are copyrighted, some are public domain,
some are very intricate and others are quite simple. Typically, they range
in complexity from four to eight steps, but all the methods share the
same basic themes. Therefore, it’s less important which problem-solving
method you choose than actually picking one and using it. You can even
make up your own method. But for those who aren’t feeling particularly
creative, you’re welcome to adopt the strategy outlined below. This
is a basic problem-solving method that accommodates my own sensibilities
and provides for all the necessary activities.
1. Decide on which problem to pursue. For some reason, this step is left
out of many problem-solving methods. Maybe it’s assumed that participants
will automatically know which problems are worth tackling. This is hardly
ever the case. In most organizations there are countless opportunities
for improvement but finite resources available to apply to them. Most
organizations must prioritize the issues and dedicate resources accordingly.
(Appropriate tools for this step include brainstorming,
Pareto charts, run
charts,
pie charts, flowcharts
and voting.)
2. Define the problem. In the clearest and most succinct terms possible,
what exactly is the problem? Provide the details of who, what, where and
when. "The customer states that the parts won’t run right,"
is an almost-worthless problem definition. Get specific. Keep in mind
that carefully defining the problem will provide the raw material for
successfully identifying its root cause. (Appropriate tools include brainstorming,
Pareto charts, check sheets and histograms.)
3. Determine the root cause. Identifying a root cause proceeds directly
from defining the problem itself. The typical obstacle at this step is
mistaking a symptom for the root cause. Often the so-called "root
cause" is nothing more than a restatement of the problem definition.
Before team members are asked to participate in problem solving, they
should receive training in how to distinguish symptoms from root causes.
(Appropriate tools include interviewing, brainstorming, cause-and-effect
diagrams, and voting.)
4. Generate possible solutions and choose the most likely one. This step
works very well in a team setting, where it’s possible to generate
a large number of alternative solutions. The trick is to cast a wide net,
then narrow the possibilities to those solutions that satisfy the following
criteria: They have a strong chance of being successfully implemented,
they will be accepted by all relevant stakeholders and they truly address
the root cause identified in the previous step. Then agree upon a solution,
either by group consensus or through executive decree. (Appropriate tools
include brainstorming, Pareto charts and voting.)
5. Plan and execute the solution. Even the best solution is doomed to
fail if its implementation isn’t carefully planned and executed.
This process typically consists of two distinct phases: selling the solution
to key stakeholders in order to get buy-in and methodical project planning
to ensure the solution is executed correctly. It’s also helpful
to notify the organization’s customers who will be affected by the
solution. This reinforces the idea that the organization is dedicated
to customer satisfaction and problem resolution. (Appropriate tools include
project planning,
effective
presentation skills, selling skills and pilot runs.)
6. Verify effectiveness. After you’ve implemented your solution,
someone must verify that it’s effective. The more objective this
determination is, the better. It isn’t absolutely necessary that
people outside the problem-solving team verify effectiveness, but it might
be helpful in order to avoid bias. Whether they’re internal or external,
customers are particularly good at shedding light in this regard. If a
customer doesn’t perceive an improvement, then there is no improvement.
Perception is everything. (Appropriate tools include auditing, interviewing,
documentation, control
charts and process
capability.)
7. Communicate and congratulate. This step is routinely forgotten in many
organizations. Most problem-solving methods I’ve seen don’t
address this issue, even though communication drives an effort’s
success at every stage. People crave information about how problems are
being addressed and solved. This information creates a feeling of security
and confidence and builds a culture of continual improvement. Recognition
is also critical. People who successfully contribute to problem-solving
efforts should be recognized for their work. Congratulations should be
dignified, public and carried out by top management. (Appropriate tools
include empathy, integrity, and effective speaking and writing skills.)
Although the timeless quandaries of society might elude a structured problem-solving
method, the majority of predicaments facing business organizations won’t.
Select a problem-solving method and commit to using it at all levels of
your organization. Then train everyone in the method and make it an institution.
A tool of this sort gets stronger with regular use, so exploit every opportunity
for applying it.
Each of the following fundamentals could be considered components of the
problem-solving method we just explored, but they’re still important
enough to look at individually.
Even if your organization uses a team approach to problem solving,
every problem should be assigned to a specific individual. Confirm that
this person accepts the ownership. The owner is simply the project manager
for solving the problem. Make sure he or she understands that being selected
as "problem owner" in no way indicates accusation or blame.
In fact, it’s a vote of confidence in the person’s ability
as a leader and manager.
In a perfect world, problems assigned to committees would always get solved.
This might even happen in our world occasionally. However, individuals
who are accountable for projects lead the vast majority of successful
problem-solving projects. Ownership can make remarkable things happen;
don’t neglect it.
Those most familiar with the variables surrounding a problem should
be involved in the problem-solving process. Often, these aren’t
managers and supervisors but people taking orders, writing software, operating
machines, driving forklifts and performing repairs. An organization’s
culture must allow all personnel to contribute actively to the process,
regardless of their level within the organization.
One of the project manager’s most important tasks will be to select
the right people for the problem-solving team. Participants should be
told why they’ve been included (e.g., their technical expertise,
familiarity with processes in question or experience in the department).
It’s important that individuals are motivated and enthusiastic about
being involved.
Project management is a very basic concept. It simply means assigning
responsibilities, timeframes, milestones and reviews—and then tracking
them to completion. Following through on a complex initiative without
project management becomes strictly a matter of luck; something that wise
people won’t count on in a pinch.
A well-designed corrective and preventive action system embodies the basics
of project management. If your system is user-friendly and streamlined,
then it’s perfectly suited as a project-management tool for problem
solving. If it’s not, then it should be redesigned—and fast.
Complexity isn’t a positive attribute for corrective and preventive
action systems. Benchmark systems from other organizations and don’t
be afraid to borrow best practices where you find them.
An explicit step of nearly all problem-solving models is identifying
the root cause. But just because it’s explicit doesn’t mean
it will happen. Identifying a problem’s true root cause must be
encouraged, and it’s the project manager’s responsibility
to see that this is done.
Identifying a root cause isn’t easy; it usually takes some serious
investigation and intellectual tenacity. Keep in mind that a root cause
is rarely the first thing that comes to mind.
Consider these supposed root causes:
• Employee error. It’s possible that employee error may have
been a cause of a problem at hand, but is it the root cause? Why exactly
did the employee make the error? Why is the task prone to error? Most
likely, employee error isn’t the true root cause, and any corrective
action directed at this mistaken assumption won’t make the problem
go away.
• Failure to follow procedure. Why didn’t the employee follow
procedure? Did he or she know that a procedure existed? Are there other
forces at play, such as an incentive that discourages adhering to the
procedure? The corrective action for "failure to follow procedure"
is usually the old standby, "reprimand employee." Does anyone
really believe that reprimands drive continual improvement? Not in any
organization I’d want to be a part of.
• Employee not properly trained. If a training program exists, why
was the employee not properly trained? The only reasonable corrective
action for "employee not properly trained" is "conduct
training." If the system is inherently flawed, however, no amount
of training will remedy it. In fact, training in a flawed work method
only reinforces the flawed method, guaranteeing more problems in the future.
The examples above illustrate the elusive nature of root causes. Once
you think you’ve identified the root cause, ask "why"
one more time. You might be surprised to discover one more layer to the
problematic onion.
Make problem-solving success stories a frequent subject within
your organization. If a customer complaint gets addressed effectively,
tell the tale in the company newsletter. If a group of employees succeeds
in reducing the error rate, send everyone an e-mail trumpeting the achievement.
If the quality assurance department assists a supplier in improving the
consistency of its output, ask the local newspaper to cover the story.
Get the word out any time your organization succeeds in solving or preventing
problems. The more often employees hear about successes, the more they’ll
want to be involved. And the more they become involved, the more successful
your company will become.
Dignified public recognition is, of course, a form of communication, one
that delivers an astronomical return on investment. The message underlying
public recognition is "The company appreciates your team’s
fine efforts, and we sincerely hope others will follow your example."
Who wouldn’t want to follow their example and be recognized, too?
Craig Cochran |
About the Author:
Craig Cochran is a project manager with the Center for International
Standards & Quality, part of Georgia Tech's Economic Development
Institute. He's an RAB-certified QMS lead auditor and the author of
Customer Satisfaction: Tools, Techniques and Formulas for Success
and The Continual Improvement Process: From Strategy to the Bottom
Line, both available from Paton
Press. CISQ can be reached at (800) 859-0968 or on the Web at
www.cisq.gatech.edu. |
|
The Continual Improvement Process: From Strategy to the
Bottom Line
Continual improvement is not optional. It is a condition of survival.
Every organization must have systematic methods for making smart decisions,
attacking problems, improving its products and services, and repelling
competitors. Anything less than a systematic, disciplined approach
is leaving your future in the hands of chance. This book presents
a range of practical methods for driving continual improvement throughout
the organization. The starting point is leadership, with a clear definition
of mission, strategy, and key measures. These themes are then carried
throughout the enterprise, informing everyone on the issues that matter
most to survival and success. Strategic approaches for the deployment
of metrics, review of organizational performance, effective problem
solving, internal auditing, process orientation, and cultural development
are also described in detail. Practical tools and examples are provided
at every step of the way, enabling immediate implementation of the
concepts. This book is more than a guide to continual improvement;
it is a guide to leading and managing any organization. |
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Buy
Amazon
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Customer Satisfaction: Tools, Techniques and Formulas
for Success
Customer satisfaction is the single most important issue affecting
organizational survival. Despite this fact, most companies have
no clue what their customers really think. They operate in a state
of ignorant bliss, believing that if their customers were anything
less than 100-percent satisfied they'd hear about it. Then they
are shocked when their customer base erodes and their existence
is threatened. The key to competitive advantage is proactively gauging
customer perceptions and aggressively acting on the findings. The
techniques for doing this don't have to be difficult, they just
have to be timely and effective. This book explores a range of practical
techniques for probing your customers' true level of satisfaction.
Tools and specific instructions for use are described in detail,
enabling the organization to get started immediately. The tools
range from very basic to highly sophisticated, providing a path
for organizations to follow as they progressively become more familiar
with the unique drivers of customer satisfaction. This is the perfect
reference for organizations that want to continually improve and
outpace their competition.
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