Writing A Problem Statement

 Who - Who does the problem affect?

 What - What is the issue? - What is the impact

of the issue?

 When - When does the issue occur? - When does

it need to be fixed?

 Where - Where is the issue occurring?

 Writing A Problem Statement

Example of Desired State

• Company profit to increase to at least 21% by
the end of Dec. 2010
• Cases of “Staff Absent Without Leave” among technical staff to
be reduced to at most 10% per month starting August 2010
• No accident cases at the construction site for the month of May
2010 onwards
 Writing A Problem Statement
Good Problem
Statement 1. Written
2. Objective
3. Simple
4. No implied causes
5. No implied
solutions
 Writing A Problem Statement
Example Of Problem Statement
• Company profit has dropped from 21% to 17% from last
year
• 10 % of the technical staff were absent without leave in
the month of August 2010
• 5 accident cases were recorded at the plant site for the
month of May 2010
 Example 1 – Problem Statement
 Poorly Written Examples
 “There are too many errors in our reports”
 Good Examples
 “The monthly quality reports contain more than 2 errors on
average, greater than the 0 errors expected”
 Better Examples
 “The past 2 months the quality reports contain more than 2
errors on average,
greater than the 0 errors expected”
 Example 1 – Problem Statement
 Poorly Written Examples
 “Our delivery time is horrible”
 Good Examples
 “On-Time Delivery has averaged 92%, less than the target
of 98.5%”
 Better Examples
 “On-Time Delivery to Customer X been only 92% for the last
4 months, less than the required 98.5%”
 Writing A Problem Statement
MAJOR MINOR TERMS
TERM
Problem Statement S Specific Significant, Stretching, Simple
must be SMART! M Measurable Meaningful, Motivational,
Manageable
A Achievable Agreed, Attainable, Assignable,
Appropriate, Actionable, Action oriented

R Relevant Realistic, Results/Results-focused/

Results-oriented, Resourced, Rewarding

T Time-bound Time framed, Timed, Time-based, Time-

boxed, Timely, Time-bound, Time-
Specific, Timetabled, Traceable

E Exciting, Evaluated
R Recorded, Rewarding, Reviewed
 ACTIVITY
a) Develop Problem Statement
b) Identify “Desired State” or
Goal
Critical Thinking & Creative
Problem-solving Skills

GENERATING
SOLUTIONS
 Brainstorming Basics
Brainstorming - produce as many ideasas
possible, onhold assessment, develop various
solution.
On hold
Basic rulesassessment

Facilitate to produce more ideas

Encourage “free wheeling”

 When To Use Brainstorming ?
1. Identify problem in your
workplace

2. Analyze a problem

3. Find the probable cause to the

problem

4. Find solution to the problem

 Brainwriting and Mind-mapping
Brainwriting is similar to free-association brainstorming (conducted
in silence) through the medium of graphics in particular, it is classified
under the intuitive and progressive methodologies as it involves
driving inspiration from other members in a cyclical way.

A mind mapping is another method of generating ideas on paper but

can be conducted alone. A mind map is often created around a single
concept, drawn as an image in the center of a blank landscape page, to
which associated representations of ideas such as images, words and
parts of words are added.
Major ideas are connected directly to the central concept, and other
ideas branch out from those.
 The Six Thinking Hats
(Edward De Bono)
The Big
picture

Blue Hat
Being Being positive
cautious & optimistic
Black Hat Yellow Hat

Facts &
information Feelings &
emotions
White Hat
Red Hat

Green Hat

New ideas
CRITICAL THINKING & CREATIVE
PROBLEM-SOLVING SKILLS

ANALYZNG AND
SELECTING
SOLUTIONS
 Developing Criteria
Consider the following:
 Ask question: What if…
 Think about what you want the solution to do or not do.
 Think about what values should be considered The criteria
for an effective solution, among others
 Timing – urgent ? If delay?
 Trend – What direction is the problem solving
 Impact – Is the problem serious?
 Analysing Wants And Needs
Wants and Needs seem like a fundamental aspect of defining the
problem.
Needs are items in the potential solution absolutely must
meet.
Wants are nice to have items. Provide a weight to each
item to indicate its importance.
 Using Cost/Benefit Analysis
Cost-Benefit Analysis is a method of assigning a
monetery value to the potential benefits of a solution and
weighing those against the costs of implementing that
solution.
Step 4 : Developing Alternative Solution
a. Generate a list of possible
solutions
b. Determine the best solutions
 Developing Alternative Solutions
 What are the possible methods for solving the problem?
 What is the impact to every alternative?
 What do you wish to achieve?
 What are the obstacles that prevent us from solving the
problem?
 Among the obstacles, which is the biggest?
 Tree Diagram In Developing Solutions
Good impact
desired
PROBLEM TARGET STRATEGIC
SOLUTION

BRAINSTORMING &
THINK OUTSIDE
THE BOX
 Example : Tree Diagram In Solution Finding
Good impact desired STRATEGIC
TARGET SOLUTION
PROBLEM

A Restaurant Owner Finding How To Satisfy

Example : Using tree diagram of proposed solutions to
reduce filter fan usage by 30% in 4Q ‘09
Bad impact
FACTORS CAUSES COUNTER RESP PERIOD
(WHERE) (WHAT) MEASURES (WHO) (WHEN)
(HOW)
CHEAP
QUALITY CHANGE TO
THICKER AND FRANCISCA AUG WK2
MATERIAL HARDER JASMINE TO
MATERIAL WK4
HIGH WEAR
PURPOSE AND TEAR
(WHY) NO PERSONAL ROKIAH
STORAGE JASMINE AUG WK2
TO REDUCE
FILTER FAN
FREQUENT CHECK STORAGE AUG WK3
USAGE BY MAN AZLINA
USAGE LEVEL TO WK4
30%
IN 4Q ‘09
REUSE
FRANCISCA AUG WK3
FILTER FAN
ROKIAH

STANDARD IMPLEMENT ROKIAH AUG WK3

METHOD USAGE NOT STANDARD FARIDAH WK4
ALLOWED USAGE
 Example : Solution Template
Impact of Expecte How to Estimate Resource Time
Major Causes Proposed
the d good implemen d cost s to
solution
causes impact t? required complet
e
 ACTIVITY
Develop at least 3 solutions from the root causes identified
 Doing A Final Analysis
Factors in selecting :-
 Quantity and quality of
information
 Implementation cost (time & RM)
 Easy implementation
 Probability of success if proceed
 Effectiveness of solution
 Doing A Final Analysis
ASSESSING THE CHOICE OF THE
SOLUTIONS
Three steps:-
 Develop and assign weights to criteria
 Apply the criteria
 Choose the best solution (s)
 SELECT THE Best SOLUTION
MATRIX DIAGRAM
Overall
Effectiveness Efficiency Cost Rating

Panadol 5 5 4 14

Take a break 4 3 2 9

Ginseng 4 3 3 10

Sleep 5 2 6 13
Objective: To reduce headache
Scale: Very Negative 1 2 3 4 5 6 Very
Positive
 Paired Comparison Analysis
Is a method of prioritizing a small number of workable
solutions.
 The first step is to list all the possible solutions.
 Label each solution with a letter or number.
Next compare the solution in pairs.
Decide only between those two which solution is
preferable.
Assign a number to indicate the strength of the preference
for each options.
 Analyzing Potential Problems

Think forward to the solution implementation.

Ask who, what, where, when and How in relation to
implementing the solution.
Brainstorm for potential problems related to the solution.
 ACTIVITY

SELECT THE BEST SOLUTIONS

 Decision can be based on MUST and WANTS
 MUST - criteria that have to be met without compromise (must-haves)
 WANTS - criteria desirable to be achieved, would have tilt the decision (nice-to-
haves)
CRITICAL THINKING & CREATIVE
PROBLEM-SOLVING SKILLS

PLANNING YOUR NEXT

STEPS
Planning Your Next Step
STEPS :
 What to do (the activity)?
 When to do (start and finish)?
 Who to do?
 What are the resources required?
 Planning Your Next Step
Identifying Tasks
 Brainstorm with people involved with the problem to determine the specific steps
necessary to make the solution becomes reality.
 Identify any task that are critical to the timing of the
solution implementation.
 Critical tasks are items that will delay the entire implementation schedule if
not completed on time.
 Non critical tasks are items that can be done as time and resources permit.
 Planning Your Next Step
Identifying Resources
Time to think about the resources for making the solution become
reality. The resources are as below:
- Time : How to schedule the project.
- Personnel : Who will complete the identified task.
- Equipment : Any special equipment needed?
- Money : How much will the solution cost
- Information : any additional information required?
 Planning Your Next Step
Implementing, Evaluating And Adapting
Now is the time to use the Project Management skills to keep the
implementation on track.
During implementation, continue to evaluate the solutions.
 Planning Your Next Step Identifying Tasks

ACTIVITY PLAN SEP- 06 OCT-06 NOV-06

W1 W W W W W W W W W W W4
2 3 4 1 2 3 4 1 2 3
Data grouping

P 1. 5S Awareness Motivation class

2. Use PA system for announcement
3. Announcement made during morning assembly

Management performance unit assembly

D 1. Make all members attend 5S practice motivation

class GROUP A,B,C, and D

C 1. Check with audit

2. Used check sheet every week

1. Monitoring – monthly checking from project leaders

A 2. Understand the marking

3. Audit by the management with standard

 PROBLEM RESOLUTION
IMPLEMENTATION
ACTIVITY PLANNING
APR-06 MAY-06 JUN-06 JUL-06 AUG-056 PROCEEDING
STEP ACTIVITIES
W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 W1 W2 W3 W4 ADALI K’RUL YATI S’MAN FIDA SCH ZUL LAILI MGT SHAM

Project area
Theme selection
P
Data Collection
Data Analysis
Solution Evaluation

D Implementation

Monitoring result

KEY : Standardization
Follow-up Result PLAN ACTUAL - INCHARGE - ASSIST
Future Plan
Implementing The Solution
a. Divide solution into sequential
tasks ACTION PLAN
Action Step Responsible Begin Date End Date Estimated Cost
Task/Activity Person /Group Hours
SOLUTION A

Activity 1

Activity 2

Activity 3

Activity 4

SOLUTION B

Activity 1

Activity 2

Activity 3
 Implementing The Solution
a. Divide solution into sequential
tasks ACTION PLAN
Action Step Responsible Begin Date End Date Estimated Cost
Task/Activity Person /Group Hours
SOLUTION A

Activity 1

Activity 2

Activity 3

Activity 4

SOLUTION B

Activity 1

Activity 2

Activity 3
 IMPLEMENTING THE SOLUTION

A - Divide solution into sequential

tasks To Complete the Job on Time
Action Step Responsible Begin Date End Date Estimated Budget
Task/Activity Person /Group Hours
1. Buy a new
PC
Set the Abu 12.8.01 RM0
specs 15.8.01 3 days
Get the Abu
quotation 16.8.01 20.8.01 4 days RM0
Select
vendor Abu 21.8.01 22.8.01 2 days RM0

Purchase Abu 22.8.01 25.8.01 4 days RM5,000

2. Train the
Staff
Training Ahmad 13.9.01 20..9.01 7 days RM100
Manual
Organise Ahmad 13.9.01 30.9.01 17 days RM2000
Conduct Ahmad 1.10.01 2.10.01 RM2000
Training 2 days
IMPLEMENTING THE SOLUTION
b. Develop Contigency Plans
Action Step
from Action Plan

Sub-Step Sub-Step Sub-Step

? ? ? ? ? ?
What could go
wrong

? ?
What will we do?
 Implementing The Solution
 Make sure everyone participate
 Build a commitment to action into decision
 Create extensive involvement of those
affected
 Build a feedback loop into the process
 Evaluate The Solutions
Considerations:-
 Has the desired state achieved?
 Is the process going on smoothly to make
sure no recurrence to problem?
 ACTIVITY
Develop action plan to
implement the chosen solution.
Plan before implementation
CRITICAL THINKING & CREATIVE
PROBLEM-SOLVING SKILLS

RECORDING LESSONS
LEARNED
 Planning The Follow-up Meeting
 Must have clear agenda. The Purpose is to conduct a Final Evaluation of
the problem, the selected solution and the implementation of the project.
 Invite team members involved in the process and the
solution implementation
 Consider the meeting arrangements
 Celebrating Success
 Take the time to celebrate the things that went well during the
problem solving process
 Try to recognize each person for their contribution and accomplishments.
 Also celebrate successes by recognizing the contributions of Team
members in the follow-up meeting.
 Identifying Improvements
 Take the time to lessons learned and ways to make
improvements so that the next problem solved will be even
better.
 Meeting with Team members and Stakeholders to identify
improvements. It can
- ensures everyone is aware of the challenges
encountered and what was done to resolve
- apply this lessons to future problems and be more
successful
 Common Pitfalls
 Working on problems that are too general, too large or not well-
defined
 Jumping to solution before really analyse
 Failing to involve critical decision makers
 Tackling problems beyond control
 Failing to develop good reasons of choosing
 Failing to plan how to implement & evaluate