Problem Solving

How to Transform Problems into Solutions

www.leansixsigmainstitute.org Problem Solving

Learning objectives

1. Apply a practical and simple method for defining problems.

2. Use a structured approach to understand a problem’s causes.

3. Solve problems using a simple and practical methodology.

Problem Solving

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 Content

I. BACKGROUND

II. METHODOLOGY

III. EXERCISE

IV. PROBLEM ESCALATION

Problem Solving

I. Background

§ Everyone faces different types of problems at

work and personally.

§ When trying to solve problems, most of the

time we attack symptoms and not causes.

§ How many of us know and apply a problem

solving methodology?

Problem Solving

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 Why do we need an agile problem solution?

SOLUTIONS ORGANIZATION PROBLEMS PROCESS

To develop solutions To develop a standardized To avoid attacking Identify the problem
based on facts and data model throughout the symptoms and adequately, its causes,
organization to solve continually return to and generate permanent
problems effectively solve the same problem and effective solutions

Problem Solving

How do we normally solve problems?

The general tendency is:

Assumptions

Perception Gray Zone

of the
problems Possible
Solutions

Impressions Symptoms Theory

Problem Solving

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 How are we going to solve the problems now?

Clarity
Perception
of the Possible
problems Solution
Fact Analysis

Effective
Root Cause Desired Effect
Problem
Analysis
Definition

Problem Solving

Most common errors when solving problems

§ Assume that one knows what the problem is without noticing what is happening at that
time.

§ Assume that we know how to solve a problem without finding the root causes.

§ Assume that the actions that have been taken to solve the problem are working
without verifying their effectiveness.

§ Attack symptoms and not causes.

Problem Solving

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 When do we apply simple problem solving?
Complexity of the Problem / Scope

Improvement
projects (months)

Kaizen events
(days-weeks)

Troubleshooting
(hours)

Troubleshooting
in real time
(minutes) SPS

Time for Resolution Problem Solving

Go, See and Listen

"The data, of course, are important, but I put more emphasis on the facts"
Taiichi Ohno

Where can we find the Facts of a situation?

In the Gemba - the place where the problem is currently occurring ...
And not in a conference room or on a desk ...

Problem Solving

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 What is a problem?

PROBLEM PROBLEM
Situation that hinders Difference between the
the achievement of current situation and the
purpose desired situation

Problem Solving

Difference between actions

Goal
Improvement Action
Yield Sustained
(%) Performance

Corrective Action
Time

A Preventive action prevents OCCURRENCE

A Corrective action prevents RECURRENCE
An improvement action EXCEEDS a previously maintained level of performance
A management action SUSTAINS a reached level of performance
Problem Solving

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 How does simple problem solving work?

STEP 1. DO WE HAVE A PROBLEM?

Define the Problem

1 Make a clear statement of the problem

2
STEP 2. DO WE KNOW THE CAUSE?
Identify the direct cause
Identify the root cause

STEP 3. DO WE CONFIRM THE CAUSE & EFFECT?

3 Identify tasks and countermeasures

Formulate work hypothesis

4 STEP 4. DO WE CONFIRM THE MEASURES?

Implement countermeasures
PDCA - Share learnings
Problem Solving

Simple problem solution methodology

1 2 3 4
Problem Cause Solution Confirm

Problem Solving

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 1 Problem

Define the Problem § Define the problem as accurately as possible

Find the Cause § The problem is defined in the present tense

Solution

Confirm

Problem Solving

Tell me, what is the problem?

Define the Problem It should be written as a simple and concise

statement that identifies the problem’s object
and defect, that has an unknown root cause.

§ What is wrong (defect) with what (object )?

Problem Solving

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 What is the problem? / Example
Muchos
A lot of pedidos
orders
Loss
Pérdida
of clients
de
We have 80 late
clientes We must deliver
deliveries
to our clients in
between Friday
30 minutes
and Sunday
We are never
late between We have a lot of
Monday and Lack of Training
work
Thursday "Stress"

If we are late, we
There is little control
give the We are
and we have customer a free
deficient processes delivering in
pizza 45 minutes
Problem Solving
17

Tell me, what is the problem?

Define the problem

Problem: Orders are being delivered late to customers

Problem Solving

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 Tell me, what is the problem?
To understand the problem well, we must be able
Define the problem to describe it correctly

Answer:
Gap = Problem
§ What should be happening?
§ What is currently happening?
• Go and look / Collect data and evidence
• Who, What, When, Where, and How?
• Identify the Point of Cause (based on observation)
§ What is the impact?
Security, Quality, Cost and Resources
Problem Solving

Tell me, what is the problem?

Example:

What is currently happening? 45 minutes / delivery

Gap = 15 minutes / delivery

What should be happening? 30 minutes / delivery

Impact: A free pizza is awarded for every delay in delivery!

Problem Solving

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 Tell me, what is the problem?

Describe the Problem Template

During the __________________ , _________________

(Period of time studied for baseline performance), (Measure Used)
for _______________ was___________________ vs.
(Key business process) (Base Performance Measure)
___________, resulting in _______________,
(Objective / goal of the Business) (Impact of the business gap / value)
and ____________________________.
(Another strategic impact of the gap, if applicable)
Problem Solving

Tell me, what is the problem?

Describe the Problem Template

During the month of January, on Friday and Saturday nights, delivery

time for our pizza delivery process was around 45 minutes vs. the
goal of less than 30 minutes, resulting in 80 free pizzas delivered to
customers and costing the business a total of $1,600.

Problem Solving

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 2 Cause
§ Observe and Answer "Why does this happen?"

Define the problem § If you can not observe or answer the previous
question: Use any of the 7 quality tools (Fishbone
Find the Cause Diagram, Pareto Chart, Process Map, Histogram, etc.)

Solution § Prioritize if there is more than one cause (Use verified

data)
Confirm

Problem Solving

What is the cause?

In this course we will only review the
The 7 Basic Tools Fishbone Diagram

Check Sheet A
1
IIII
2
III
Total
7 Process Map
B II IIIIII 8
C I II 3

12

Scatter Plot
10
8
6
Y

4
2

Histogram
0
-1 4 9 14
X
X
X
X
X
X X
25 X X

Pareto Chart
X X
20 X X X
X X X X X
15 X X X X X
X X X X X X
10 A B C D E F

0
A B C D E
Control Chart
12

Method Machine Man / Woman

10

Fishbone
8

6
Y

Diagram(Ishikawa)
4

0
0 2 4 6 8 10 12
X

Measurements Environment Raw Material

Problem Solving

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 What is the cause?
The 7 Basic Tools

Why use some of the 7 basic tools?

§ It makes the problems visible

§ To prioritize problems

§ To identify / confirm causes

§ To evaluate results - confirm countermeasures

Problem Solving

Fishbone Diagram

Machines Manpower

Problem
Statement

Methods Materials

Problem Solving

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 Categories for the Fishbone Diagram

6Ms (for manufacturing): manpower, materials, methods, machines,

measurements, and mother nature (environment).

8Ps (for Administration and Services): Price, Promotion, People,

Processes, Plant (place), Policies, Procedures and Product.

4Ss (Services): Surroundings, Suppliers, Skills, and Systems.

Problem Solving

Do we know the cause?

Use five "Whys”?

(Be simple and concrete - one "Why?" at a
time) Then

Why?

Then
Root causes are:
Why?
Lack of / inadequate standard
Lack of adherence to the standard
Lack of / inadequate system or process

Problem Solving

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 Fishbone Diagram

Machines Manpower

Drivers get lost

Very small ovens
Workers do not show up
Unreliable delivery
vehicles
Late delivery
of pizzas on
Fridays and
Mishandling of large orders Insufficient supply of Saturdays
ingredients
Insufficient delivery
directions

Methods Materials

Problem Solving

Pareto Chart: Example

Reasons whyporque
Razones therehay
areentregas
late deliveries
tarde
7

0
The drivers get lost Lack of Unreliable vehicles
Los cond uctores se Se agotaron los Vehículos no con fiables
ingredients
pierd en ingred ientes
Problem Solving

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 Fishbone Diagram

Machines Manpower

Drivers get lost

Very small ovens
People do not show up
Unreliable vehicles Late delivery
of pizzas
during
Mishandling of large orders Insufficient supply of
Fridays and
ingredients Saturdays
Insufficient delivery
directions

Methods Materials

Problem Solving

5 Whys: Example

Problem Statement: 80 late deliveries

1. Why are 80 deliveries late?

The drivers get lost

2. Why do drivers get lost?

Drivers have incorrect information

3. Why do drivers have incorrect information?

Drivers do not know the apartment number Drivers can not read the address in the order

4. Why don’t drivers know the apartment

number?
The apartment number is not identified when
the order is taken
5. Why is the apartment number not identified when
the order is taken?
Lack of standard to capture the apartment
number on the order Problem Solving

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 5 Whys: Example
§ To verify the logic of the 5 Whys, read the Whys in reverse, start with “IF”, then the
Why, and insert "THEN" between them
IF….
- there is a lack of standard to capture the apartment number in the order, THEN ...
- The apartment number is not identified when the order is taken, THEN ...
- The drivers do not know what the apartment number is, THEN ...
- The drivers have incorrect information, THEN ...
- Drivers are lost, THEN ...
- The pizzas are delivered late to customers
§ Another way to validate the root cause is to ask:
Does the elimination of this cause prevent the problem from reoccurring?
Problem Solving

3 Solution
How to confirm the cause and the effect?

When removing or blocking the cause, what happens to the Problem?

Conduct data-based experiments

More than one cause? Do one experiment at a time

Identify Countermeasures

§ Formulate the hypothesis

§ Actions directed at the root cause to avoid reoccurrence

§ Is it temporary or permanent? Problem Solving

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 Experiment example

§ Root Cause: Lack of a standard to capture the apartment number in the order form

§ Possible Experiments:
• Make a space in the current form to place the apartment number. Request the person
taking the order to ask for it. Confirm - See if the pizza is delivered within 30 minutes

§ Or even add ...

• Confirm - check if all the order forms have the complete apartment field or an X (if it
not applicable)

Problem Solving

Experiment example

§ Root Cause: Lack of standard to capture the apartment number in the order form

§ If we address the root cause, then we are going to close the gap of our problem

§ Hypothesis: "If we create a standard to capture the apartment number in the order
form, then we will deliver pizzas to all customers within 30 minutes."

Problem Solving

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 Example to identify the solution

Hypothesis: If we create a standard to capture the apartment number on the order

form, then we will deliver pizzas to all customers within 30 minutes.

Improvement 1: Develop a Improvement 2: Develop an

standard form to document
the customer's address
including the apartment
number
Benefit: Reduce delivery
time from 45 minutes to 30
minutes
electronic system to enter
the customer's address
including the apartment
number
Benefit: Reduce delivery
time from 45 minutes to 28
minutes

Problem Solving

Prioritize solutions

§ Impact – how much % of the gap is closed?

Impact

§ Cost reduction
§ Less working capital
High

§ Sales increase…
Medium

§ Effort - how much is required for

implementation?
§ Resources
§ Time
Low

Low Medium High § Investment

Effort

Problem Solving

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 Prioritize solutions: Example

(Delivery
Impact

time)
20 min

1
Develop a standard form

2 Develop an electronic system

30 min

2 to capture customer data

1
40 min

1 week Up to 4 More than Effort

weeks 4 weeks Problem Solving

4 Confirm

Implement solutions and confirm results

§ Good results? Adopt the change and update / create standards
§ Poor results? Try a new hypothesis
§ How is it going to be reviewed? How often?
§ Who will verify the progress?

Share Knowledge
§ Develop / update the standard and conduct training
Problem Solving

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 4 Confirming Results
§ Has the standard or process been followed?
§ What is the measure of success and will it be visible?
§ Did you close the gap completely?
§ Is it necessary to solve an additional problem?
§ How will the new process be monitored in the future?
§ Who is the owner of the new process?

Problem Solving

4 Confirming Results: Example

After developing and implementing the new standard form to capture the
customer’s address, the following results were obtained:

Objective:
30 minutes / delivery

Drivers mark each

delivery time

The manager reviews

the time each day

All deliveries reached

the goal!

Problem Solving

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 Opportunity cards

§ Each problem (Opportunity) is

recorded on a card to make it
visible and share it with the
team.

§ Problem / opportunity cards are

placed on the Kata boards.
Classification
A = 3 – 5 hrs.
B = 3 – 5 days
C = 1 – 2 months
Problem Solving

Kata boards (We will see it in Yellow Belt)

Hypothesis and
Experiments

Confirm
Problems Solutions
Obstacles
Opportunities

Problem Solving

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 Process for addressing problems card
Score
Kata
The unresolved problems MANAGEMENT TEAM
from each level are passed to the next
level, moving the opportunity cards
between Kata boards core
Box s
Kata
VALUE STREAM

ur
by Ho
Hour
Kata

PRODUCTION / SERVICE

Leaders explain how

they solved the
problems that moved
between levels
Problem Solving

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