Équipe n° 3 O1_MEO_PBL N°3

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Problem solving Manon Damery

Problem Solving methods

 PDCA
 also named the deming wheel (for his creator william Deming) / continus improvment wheel

The PDCA cycle, also known as the Deming wheel or Deming cycle, is an iterative method for continuous improvement of
processes, products or services and is a key element of lean management.
As all these names suggest, the PDCA cycle is a loop rather than a linear process. The principle of the Deming Wheel is
to iteratively improve each improvement in a continuous process of learning and development.

1- Plan
2- Do
3- Check
4- Act

 DMAIC

DMAIC is a problem-solving method that is applied in 5 steps:

1- Define
2- Measure
3- Analyze
4- Improve
5- Control

It is a scientific method based on the analysis of data to find practical solutions to practical problems.

 8D
It is a comprehensive approach to solving all types of questions and helping with decision-making. The acronym 8D (Eight
Disciplines) represents the 8 steps to be carried out. This method was developed by Ford Motor Company in the 1980s. It is
widely used in quality management in general and continuous improvement (Kaizen) in particular.

Lean Toolbox

 Causal Tree Analysis :

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Causal Factor Tree Analysis (CFTA) is a structured analytical technique used to identify and analyse the causal factors that
contribute to a particular event, accident/incident, or outcome, focusing on safety, risk management, and accident
investigation.

 Fault Tree Analysis :

Fault Tree Analysis (FTA) is a graphical tool used to explore the causes of system-level failures. It uses Boolean logic to
combine a series of lower-level events. It is basically a top-down approach to identify the component-level failures (basic
events) that cause the system-level failures (top events). Fault tree analysis consists of “events” and “logic gates,” which
connect the events to identify the cause of the top undesired event

Fault Tree Analysis can be used to perform all types of system-level risk assessment processes. The purpose of FTA is to
effectively identify the cause(s) of system failure and mitigate the risks before it occurs.

 Gilbreth diagram = process flow chart :

A flowchart is a diagram that depicts a process, system, or computer algorithm. They are widely used in multiple fields to
document, study, plan, improve and communicate often complex processes in clear, easy-to-understand diagrams. Flowcharts,
sometimes spelled as flow charts, use rectangles, ovals, diamonds, and potentially numerous other shapes to define the type of
step, along with connecting arrows to define flow and sequence. They can range from simple, hand-drawn charts to
comprehensive computer-drawn diagrams depicting multiple steps and routes.

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 The 5 why’s :
You can use 5 Whys for troubleshooting, quality improvement, and problem solving, but it is most effective when
used to resolve simple or moderately difficult problems.
This simple 5 Whys technique, however, can often direct you quickly to the root cause of a problem.
1. Assemble a Team
2. Define the Problem
3. Ask the First "Why?"
4. Ask "Why?" Four More Times

 The 5 W2H questions :

The term “5 W questions” refers to the five basic questions commonly asked when gathering information. These interrogative
words are also known as the 5 W and 1 H.
Without further ado, here are the 5 W questions plus one H:
- Who
- What
- When
- Where
- Why
- How

 Ishikawa’s diagram (or Causes & effects or Fishbone diagram) :

A fishbone diagram is a visualization tool for categorizing the potential causes of a problem. This tool is used in order to
identify a problem’s root causes. Typically used for root cause analysis, a fishbone diagram combines the practice of
brainstorming with a type of mind map template.

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 Pareto analysis :

Pareto's law, also known as the 80/20 principle. It states that in many phenomena, about 80% of the effects come from 20% of
the causes. This rule of thumb applies to various fields, including economics, management, quality, productivity, and even the
social sciences.

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