Roadmap for selecting the right problem-solving tools.
A rational for problem-solving. Most appropriate tools for every situation. A sequence of tools application for optimum effectiveness, to comply with the international standards and, mainly, to satisfy the customers.
While solving problems can be intuitive and everyone somehow does it daily, only through commonly understood problem-solving methodology is possible to implement effective solutions for problems. Better explaining myself here, everyone performs daily corrections, not corrective actions, which take you beyond the resolution, towards the root cause identification and treatment to prevent recurrence.
There are several common problem-solving tools, and complex issues demand the usage of more than one tool, in fact, require a solving tool methodology for effective resolution. If you have never seen those tools individually, stop here for not getting bored with this reading. By the other side, if you have ever experienced the learning and application of some of them, you will enjoy recognizing a rational for selecting and using them.
What is the connection of this subject to the overall business management? Management systems require a continual improvement strategy in which problem-solving is a key part of it. Application of structured problem-solving techniques can be considered a systematic approach for improvement and standardization. They are some form of PDCA (Plan, Do, Check, Act).
Our first attempt to make it simple is to consider two categories; primary and secondary problem-solving tools. Selecting the primary is typically easy task; it depends on the nature and complexity of the problem, or it is a customer requirement, or it is the organization procedure. The Figure 1 suggests picking the suitable weapon depending on the enemy to deal it. Simple tools for simple problems, comprehensive tools for complex issues, and a methodology (set of tools) for chronic ones. The large majority of the problems typically falls into the category solution unknown and complex issue which should be treated via A3, FTA (Fault Tree Analysis), 8D (Disciplines) or a variation of one of those primary tools.
Figure 1
Assume here that we are dealing with a solution unknown/complex issue, therefore, we selected to use the 8D. Had we selected to use any other variation of this primary tool like A3, for instance, we would have to follow more or less number of steps but should cover some same fundamental requirements regardless the selected primary tool. Our second attempt here to simplify this theory is to set the problem-solving resolution in three lanes/steps: problem definition, root cause(s) identification, and corrective action implementation. No, this is not an oversimplification. All fundamental requirements like containment action, alternatives validation, and effectiveness check are baked into the roadmap. Those requirements are described in Figure 2.
Likewise, the effectiveness of the results is highly dependable of the set of secondary problem-solving tools to select. Some of them are more effective on certain steps of the problem-solving flow. Figure 2 also suggests the secondary tools and their sequence of usage empower the effectiveness of the results. And last but not least, do ensure MSA (Measurement System Analysis) on any data to be gathered and treated. Good outputs / effective solutions do require reliable input / trustful data.
Figure 2
Do you fell this roadmap can guide you on most of the formal problem common solving resolution? Want to learn any specific tool described here? Contact us.
