the last step of the structured problem solving approach is

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The Basics of Structured Problem-Solving Methodologies: DMAIC & 8D

Topics: Minitab Engage

When it comes to solving a problem, organizations want to get to the root cause of the problem, as quickly as possible. They also want to ensure that they find the most effective solution to that problem, make sure the solution is implemented fully, and is sustained into the future so that the problem no longer occurs. The best way to do this is by implementing structured problem-solving. In this blog post, we’ll briefly cover structured problem-solving and the best improvement methodologies to achieve operational excellence. Before we dive into ways Minitab can help, let’s first cover the basics of problem-solving.

WHAT IS STRUCTURED PROBLEM-SOLVING?

Structured problem-solving is a disciplined approach that breaks down the problem-solving process into discrete steps with clear objectives. This method enables you to tackle complex problems, while ensuring you’re resolving the right ones. It also ensures that you fully understand those problems, you've considered the reasonable solutions, and are effectively implementing and sustaining them.

WHAT IS A STRUCTURED PROBLEM-SOLVING METHODOLOGY?

A structured problem-solving methodology is a technique that consists of a series of phases that a project must pass through before it gets completed. The goal of a methodology is to highlight the intention behind solving a particular problem and offers a strategic way to resolve it. WHAT ARE THE BEST PROBLEM-SOLVING METHODOLOGIES?

That depends on the problem you’re trying to solve for your improvement initiative. The structure and discipline of completing all the steps in each methodology is more important than the specific methodology chosen. To help you easily visualize these methodologies, we’ve created the Periodic Table of Problem-Solving Methodologies. Now let’s cover two important methodologies for successful process improvement and problem prevention: DMAIC and 8D .

8D is known as the Eight Disciplines of problem-solving. It consists of eight steps to solve difficult, recurring, or critical problems. The methodology consists of problem-solving tools to help you identify, correct, and eliminate the source of problems within your organization. If the problem you’re trying to solve is complex and needs to be resolved quickly, 8D might be the right methodology to implement for your organization. Each methodology could be supported with a project template, where its roadmap corresponds to the set of phases in that methodology. It is a best practice to complete each step of a given methodology, before moving on to the next one.

MINITAB ENGAGE, YOUR SOLUTION TO EFFECTIVE PROBLEM-SOLVING

Minitab Engage TM was built to help organizations drive innovation and improvement initiatives. What makes our solution unique is that it combines structured problem-solving methodologies with tools and dashboards to help you plan, execute, and measure your innovation initiatives! There are many problem-solving methodologies and tools to help you get started. We have the ultimate end-to-end improvement solution to help you reach innovation success.

Ready to explore structured problem-solving?

Download our free eBook to discover the top methodologies and tools to help you accelerate your innovation programs.

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McKinsey Problem Solving: Six steps to solve any problem and tell a persuasive story

The McKinsey problem solving process is a series of mindset shifts and structured approaches to thinking about and solving challenging problems. It is a useful approach for anyone working in the knowledge and information economy and needs to communicate ideas to other people.

Over the past several years of creating StrategyU, advising an undergraduates consulting group and running workshops for clients, I have found over and over again that the principles taught on this site and in this guide are a powerful way to improve the type of work and communication you do in a business setting.

When I first set out to teach these skills to the undergraduate consulting group at my alma mater, I was still working at BCG. I was spending my day building compelling presentations, yet was at a loss for how to teach these principles to the students I would talk with at night.

Through many rounds of iteration, I was able to land on a structured process and way of framing some of these principles such that people could immediately apply them to their work.

While the “official” McKinsey problem solving process is seven steps, I have outline my own spin on things – from experience at McKinsey and Boston Consulting Group. Here are six steps that will help you solve problems like a McKinsey Consultant:

Step #1: School is over, stop worrying about “what” to make and worry about the process, or the “how”

When I reflect back on my first role at McKinsey, I realize that my biggest challenge was unlearning everything I had learned over the previous 23 years. Throughout school you are asked to do specific things. For example, you are asked to write a 5 page paper on Benjamin Franklin — double spaced, 12 font and answering two or three specific questions.

In school, to be successful you follow these rules as close as you can. However, in consulting there are no rules on the “what.” Typically the problem you are asked to solve is ambiguous and complex — exactly why they hire you. In consulting, you are taught the rules around the “how” and have to then fill in the what.

The “how” can be taught and this entire site is founded on that belief. Here are some principles to get started:

Step #2: Thinking like a consultant requires a mindset shift

There are two pre-requisites to thinking like a consultant. Without these two traits you will struggle:

A healthy obsession looking for a “better way” to do things
Being open minded to shifting ideas and other approaches

In business school, I was sitting in one class when I noticed that all my classmates were doing the same thing — everyone was coming up with reasons why something should should not be done.

As I’ve spent more time working, I’ve realized this is a common phenomenon. The more you learn, the easier it becomes to come up with reasons to support the current state of affairs — likely driven by the status quo bias — an emotional state that favors not changing things. Even the best consultants will experience this emotion, but they are good at identifying it and pushing forward.

Key point : Creating an effective and persuasive consulting like presentation requires a comfort with uncertainty combined with a slightly delusional belief that you can figure anything out.

Step #3: Define the problem and make sure you are not solving a symptom

Before doing the work, time should be spent on defining the actual problem. Too often, people are solutions focused when they think about fixing something. Let’s say a company is struggling with profitability. Someone might define the problem as “we do not have enough growth.” This is jumping ahead to solutions — the goal may be to drive more growth, but this is not the actual issue. It is a symptom of a deeper problem.

Consider the following information:

Costs have remained relatively constant and are actually below industry average so revenue must be the issue
Revenue has been increasing, but at a slowing rate
This company sells widgets and have had no slowdown on the number of units it has sold over the last five years
However, the price per widget is actually below where it was five years ago
There have been new entrants in the market in the last three years that have been backed by Venture Capital money and are aggressively pricing their products below costs

In a real-life project there will definitely be much more information and a team may take a full week coming up with a problem statement . Given the information above, we may come up with the following problem statement:

Problem Statement : The company is struggling to increase profitability due to decreasing prices driven by new entrants in the market. The company does not have a clear strategy to respond to the price pressure from competitors and lacks an overall product strategy to compete in this market.

Step 4: Dive in, make hypotheses and try to figure out how to “solve” the problem

Now the fun starts!

There are generally two approaches to thinking about information in a structured way and going back and forth between the two modes is what the consulting process is founded on.

First is top-down . This is what you should start with, especially for a newer “consultant.” This involves taking the problem statement and structuring an approach. This means developing multiple hypotheses — key questions you can either prove or disprove.

Given our problem statement, you may develop the following three hypotheses:

Company X has room to improve its pricing strategy to increase profitability
Company X can explore new market opportunities unlocked by new entrants
Company X can explore new business models or operating models due to advances in technology

As you can see, these three statements identify different areas you can research and either prove or disprove. In a consulting team, you may have a “workstream leader” for each statement.

Once you establish the structure you you may shift to the second type of analysis: a bottom-up approach . This involves doing deep research around your problem statement, testing your hypotheses, running different analysis and continuing to ask more questions. As you do the analysis, you will begin to see different patterns that may unlock new questions, change your thinking or even confirm your existing hypotheses. You may need to tweak your hypotheses and structure as you learn new information.

A project vacillates many times between these two approaches. Here is a hypothetical timeline of a project:

Step 5: Make a slides like a consultant

The next step is taking the structure and research and turning it into a slide. When people see slides from McKinsey and BCG, they see something that is compelling and unique, but don’t really understand all the work that goes into those slides. Both companies have a healthy obsession (maybe not to some people!) with how things look, how things are structured and how they are presented.

They also don’t understand how much work is spent on telling a compelling “story.” The biggest mistake people make in the business world is mistaking showing a lot of information versus telling a compelling story. This is an easy mistake to make — especially if you are the one that did hours of analysis. It may seem important, but when it comes down to making a slide and a presentation, you end up deleting more information rather than adding. You really need to remember the following:

Data matters, but stories change hearts and minds

Here are four quick ways to improve your presentations:

Tip #1 — Format, format, format

Both McKinsey and BCG had style templates that were obsessively followed. Some key rules I like to follow:

Make sure all text within your slide body is the same font size (harder than you would think)
Do not go outside of the margins into the white space on the side
All titles throughout the presentation should be 2 lines or less and stay the same font size
Each slide should typically only make one strong point

Tip #2 — Titles are the takeaway

The title of the slide should be the key insight or takeaway and the slide area should prove the point. The below slide is an oversimplification of this:

Even in consulting, I found that people struggled with simplifying a message to one key theme per slide. If something is going to be presented live, the simpler the better. In reality, you are often giving someone presentations that they will read in depth and more information may make sense.

To go deeper, check out these 20 presentation and powerpoint tips .

Tip #3 — Have “MECE” Ideas for max persuasion

“MECE” means mutually exclusive, collectively exhaustive — meaning all points listed cover the entire range of ideas while also being unique and differentiated from each other.

An extreme example would be this:

Slide title: There are seven continents
Slide content: The seven continents are North America, South America, Europe, Africa Asia, Antarctica, Australia

The list of continents provides seven distinct points that when taken together are mutually exclusive and collectively exhaustive . The MECE principle is not perfect — it is more of an ideal to push your logic in the right direction. Use it to continually improve and refine your story.

Applying this to a profitability problem at the highest level would look like this:

Goal: Increase profitability

2nd level: We can increase revenue or decrease costs

3rd level: We can increase revenue by selling more or increasing prices

Each level is MECE. It is almost impossible to argue against any of this (unless you are willing to commit accounting fraud!).

Tip #4 — Leveraging the Pyramid Principle

The pyramid principle is an approach popularized by Barbara Minto and essential to the structured problem solving approach I learned at McKinsey. Learning this approach has changed the way I look at any presentation since.

Here is a rough outline of how you can think about the pyramid principle as a way to structure a presentation:

As you build a presentation, you may have three sections for each hypothesis. As you think about the overall story, the three hypothesis (and the supporting evidence) will build on each other as a “story” to answer the defined problem. There are two ways to think about doing this — using inductive or deductive reasoning:

deductive versus inductive reasoning in powerpoint arguments

If we go back to our profitability example from above, you would say that increasing profitability was the core issue we developed. Lets assume that through research we found that our three hypotheses were true. Given this, you may start to build a high level presentation around the following three points:

example of hypotheses confirmed as part of consulting problem solving

These three ideas not only are distinct but they also build on each other. Combined, they tell a story of what the company should do and how they should react. Each of these three “points” may be a separate section in the presentation followed by several pages of detailed analysis. There may also be a shorter executive summary version of 5–10 pages that gives the high level story without as much data and analysis.

Step 6: The only way to improve is to get feedback and continue to practice

Ultimately, this process is not something you will master overnight. I’ve been consulting, either working for a firm or on my own for more than 10 years and am still looking for ways to make better presentations, become more persuasive and get feedback on individual slides.

The process never ends.

The best way to improve fast is to be working on a great team . Look for people around you that do this well and ask them for feedback. The more feedback, the more iterations and more presentations you make, the better you will become. Good luck!

If you enjoyed this post, you’ll get a kick out of all the free lessons I’ve shared that go a bit deeper. Check them out here .

Do you have a toolkit for business problem solving? I created Think Like a Strategy Consultant as an online course to make the tools of strategy consultants accessible to driven professionals, executives, and consultants. This course teaches you how to synthesize information into compelling insights, structure your information in ways that help you solve problems, and develop presentations that resonate at the C-Level. Click here to learn more or if you are interested in getting started now, enroll in the self-paced version ($497) or hands-on coaching version ($997). Both versions include lifetime access and all future updates.

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Six Steps to Structured Problem Solving

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What happens when a big problem pops up? For most of us, our first reaction is, “Quick! Let’s fix it and make this problem go away.” However, if we rush to fix the problem too quickly, we may end up implementing a “solution” or “quick fix” that doesn’t solve anything because we didn’t take the time to truly identify and understand the root cause of the problem itself.

One way we can keep ourselves from falling into this trap is by having a formal structured problem-solving (SPS) process in place. Then, when problems do occur, we know exactly what steps to take to help ensure that our solution really will “make it go away.” While there are different variations to an SPS ( 8D , 5Why , DMAIC , etc.), they all follow the same basic steps.

1. Define the Problem

It is important to write a problem statement that is easily understood and is stated purely in terms of measurable or observable symptoms. At this point, there should be no mention of suspected causes or possible solutions. We just need to know what the problem is. A good problem statement might look something like this: “High (greater than 8 ppb) trace metals in one of our hardmask products are causing unacceptably high defect counts with our most important customer. We will lose this business if we cannot correct the problem by the end of the year.”

2. Describe the Current Situation

We do this by examining data that is readily available. In our hardmask example, we would collect batch data to identify the specific batches with the elevated defects and then study this data to see what they have in common. Were they all made in a particular manufacturing location or on the same equipment set? Did they all use the same lots of the raw materials? By identifying where the problem is occurring, and where it is not occurring, we begin to zero in on what is causing our problem.

3. Identify Possible Causes

To identify possible causes, we should gather the team and brainstorm all potential causes that come to mind. Once we’ve exhausted all possibilities, we can then start systematically ruling items out. This is the most time-consuming, but one of the most vital steps in the process as we take each potential cause and work to rule it out. We must keep working until we have eliminated everything but the root cause.

4. Verify Root Cause

When we think that we have identified the true root cause, we need verify that it is the root cause by testing out our theory. For our hardmask example, let’s say that we believe that the root cause is due to a bad batch of one of the raw materials. We can test our theory by making a new batch with everything the same except for a new batch of the suspect ingredient. If the defect levels are back to normal, that’s a good indication that we have confirmed our root cause.

5. Implement Solution

After we’ve identified the root cause, we implement a solution to remedy the issue, standardizing our solution and making the change permanent. This could mean updating specifications, writing new training materials, updating training packages or updating the FMEA. In the case of our hardmask example, we would need to create specifications and appropriate testing methods that will alert us that a batch of raw material is bad before we use it.

6. Monitor for Success

After the solution has been implemented, test data can then be created to find which solutions offer the best improvements. In the case of our hardmask example, we would run test batches to make sure that we have the correct solution in place. Measurements should also be taken on a scheduled basis to continue to confirm that the solution is still valid, making updates if and when needed.

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About Author

Karen Brown, Director of Organizational Development & Relationships, has been employed with Brewer Science for over a decade. Her background in employee development and training has made her an expert for the Brewer Science team in crafting successful, problem-solving employees

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The Complete Guide to Structured Problem Solving

When you are looking to thoroughly solve a pesky problem, structured problem solving is the way to go. Structured problem solving allows you to explore the problem, get to the heart of the issue, and develop a creative solution that finally solves the issue.

the last step of the structured problem solving approach is

To illustrate this example, Takashi Amano was a nature photographer and avid aquarist. He started developing art in the form of fish tanks – which he called nature aquariums. The problem was algae would grow in his tanks and ruin his art. Not deterred, Mr. Amano found a shrimp distributor who bred, small, and clear micro-shrimp which were various algae eaters. Mr. Amano ordered thousands of them and promoted them in the hobby – to the point where the shrimp are now called Amano Shrimp.

He got creative. Knowing he needed a lasting solution to his algae problem, a clear shrimp that would eat the algae and not detract from his art was perfect.

The Basic idea of Structured Problem Solving

Professionals who solve complex problems for a living all start from the same place. They need to understand the actual problem they are solving. They ask themselves questions to get to the heart of the problem.

Usually promoting thinking with questions like what is the real problem, how can we gather data about the root problem, brainstorm solutions, test a solution and monitor it?

Why Structured Problem-Solving Works

Often, we are eager to jump into solving the first apparent problem with a variety of solutions. Why structured problem-solving works is because it forces us to slow down. By slowing down, we understand the problem first, without leaping into “fix-it” mode with preconceived notions of how the problem should be solved.

Studies have also found that having explicit techniques (methods for problem-solving) in the structured problem-solving workflow not only improves the problem-solving process but also increases the knowledge base all individuals can pull from. Basically, using structured problem solving allows better solutions to be developed while ensuring everyone participates in sharing their own unique knowledge.

The two ideas translate into the problem-solving principles of:

Seek to understand before we seek to solve
Search early, search often

By understanding the problem inside and out, the individual, or team can make more informed decisions and generate appropriate solutions.

There are a variety of techniques to work through the process. Below are some sample ways to do structured problem solving before getting into the walk-through further down in the article.

Multiple Ways of Structured Problem Solving

There are many techniques to perform structured problem solving, or at least get more in-depth in certain aspects of the process. Some of my favorite ones include

Pre-mortem analysis: Instead of working through a project and assessing what went wrong at the end, run through a simulation of the project to see where the project could fail before you even start. Where and why did it fail? Then brainstorm solutions to avoid those issues without creating new ones.

The Hat Technique: There are 6 colored hats, all with different roles. Whether alone or in a group, assign some time or a specific person to that role. Having a person designated to each role means that all ideas are validated through six different lenses. Plus, everyone has a designated role which helps keep people engaged, and limits feelings getting hurt since everyone is simply doing their assigned role.

PDCA Cycle: An easy way to remember the process is the PDCA cycle. Which stands for Plan-Do-Check-Act. PDCA is a high-level way to remember how the structured problem-solving process works.

You can also use the PDCA Model to manage your personal development too !

Get the Creative Juices Flowing

I like to start all my structured problem-solving sessions with some fun at the beginning of the session to get everyone’s creative juices flowing. By taking the 5 minutes to have a little fun, it is surprising how much more creative and engaged people are with the structured problem-solving process!

Problem-solving can be a stressful process, and it can even be high-stakes with the future of the group’s work hanging in the balance. However, laughing together helps relieve stress, makes people more creative, and improves social bonding.

The New Idea: One creative thinking exercise to start your session in a fun way, the goal is to split into two groups. Each group generates two dissimilar words. Then they swap words. For instance, “bug” & “sky-diving” and “winter” and “bikinis” for the other. Then the groups must devise the best ideas for those two words. For the bugs, you could make parachute designs that are themed after a different butterfly, and for the other, you could make a winter work-out with the goal have bikini-ready bodies by the summer. Silly ideas but shows there is a solution to even the weirdest problems.

Horrible idea challenge: Think of your problem. Then have everyone compete to come up with the worst idea. The practical part is that it helps to see what not to do – plus, part of the fun is seeing how creative people can be!

Beyond the two creative ideas, there are also 13 mental models which make work easier overall as well.

The Structured Problem Solving Process

1. define the problem statement.

The first step is defining what the real problem is. Below are some prompts to get the right decision-makers and problem-solvers sent in the right direction to tackle the challenge.

Is the problem many problems?
What requirements must a solution meet?
Which problem solvers should we engage?
What information and language should the problem statement include?
Tip: To engage the largest number of solvers from the widest variety of fields, a problem statement must meet the twin goals of being extremely specific but not necessarily technical.
What do solvers need to submit?
What incentive do solvers need?
How will solutions be evaluated, and success measured?

Problem statements are a statement of a current issue or problem. For example , Problem: Voter turnout in the southwest region of Florida has been significantly decreasing over the past decade, while other areas of the state continue to see increasing numbers of voters at the polls.

Writing one or two sentences takes the whole issue and makes it very clear what the issue is.

2. Root Cause Analysis

After getting the foundation set, an understanding of the root problem is critical. If you want to go through all the effort of structured problem solving, you might as well get to the real problem in the end.

Think of weeds in a garden. A potential solution is to mow over the weeds and they are gone. However, every few days the weeds keep coming back. That is because the root is the root issue in this scenario. You need to get the whole root system of the weed out to stop those pesky weeds in your garden.

Below are three techniques to help with Root-Cause Analysis

5 whys: When a problem occurs, drill down to its root cause by asking “Why?” five or more times. Then, when a counter-measure becomes apparent, you follow it through to prevent the issues from recurring.

Fishbone diagram: (Also called Ishikawa diagram named after Kaoru Ishikawa) is a cause-and-effect diagram that helps managers track down the reasons for imperfections, variations, defects, or failures.

Cause mapping: a cause map provides a visual explanation of why an incident occurred. It connects individual cause-and-effect relationships to reveal the system of cause within an issue.

3. Gather Data

After analyzing the problem and getting to the root cause – you need to gather information to understand why the problem and situation are happening. Doing the research and understanding how the different forces are interacting lets you understand why the problem is happening and how the overall solution is occurring.

Below are three different methods for gathering data to understand the context and interplaying forces in the current problem.

Gemba walk: The purpose is to allow managers and leaders to observe actual work process, engage with employees, gain knowledge about the work process, and explore opportunities for continuous improvement

Process mapping: A process map is a planning and management tool that visually describes the flow of work. Allowing you to see hiccups, bottlenecks, or high-failure points in the process.

Focus groups : Asking open-ended questions to a group of individuals ranging from 6-10 people. Letting you get different perspectives on the same issue.

4. Develop Potential Solutions

The next part is the fun part. You take all the research you’ve gathered in the first three aspects and put them together to come up with a solution to solve the problem. The common way is do Brainstorming.

Harvard Business Review sites that traditional brainstorming, in groups trying to answer the question, isn’t as effective as individuals coming up with ideas on their own first. Working in a big group doesn’t work for many reasons. Working in groups encourages social loafing (coasting on other’s ideas), some members experience social anxiety (introverted members feeling self-conscious of throwing in ideas), and it focuses too much on the solutions over the problem.

The better way to brainstorm is to have everyone work on the main problems and their solutions alone, and then reconvene after twenty minutes. Then everyone shares their top one or two ideas and what features of the problem it tackles.

This method gives everyone time to think about their solutions, present their ideas, and lets all the voices be heard. Plus, all the ideas can then smashed together to come up with a solution based on everyone’s input.

Remember, the solution has to solve the core of the issue and get to the root cause. Plus, it must be feasible in terms of the money, time, and manpower allocated to the project. Use the constraints as a guide to direct the project!

5. Implement a Solution

After running through the potential solutions – pick one and trial run it. Think of the minimum viable product to get to the root cause. You won’t know if you are alleviating the problem until a potential solution is out in the field.

For example , Airbnb founders, Brian Chesky and Joe Gebbia could not afford the rent for their apartment (the problem). They decided to put an air mattress in their living room and turn it into a bed and breakfast (MVP solution). The goal was to make a few bucks, but instead, they discovered the idea the connect Bed and Breakfasts to people looking for renters. They started advertising on Craiglist, then their website, and the story continues.

The point of the story is to illustrate that small tests can be done to see if you are solving the main issue! Their issue was not that someone needed to stay in their apartment for them to make rent – the issue was there was no service that easily let Bed and Breakfasts work with potential clients.

6. Monitor for Success

Once a solution is implemented, that is not the end. You must make sure the solution works. Keeping in mind the below questions

Who is responsible for the solution?
What are the risks of implementing the solution?

Some ways to monitor for success are:

Failure mode and effect analysis: A step-by-step approach for identifying all possible failures in a design, a manufacturing process, product, or service.

Impact analysis: A detailed study of business activities, dependencies, and infrastructure. It reveals how critical products and services are delivered and examines the potential impact of a disruptive (or additive solution) event over time

Kaizen : The Japanese term for “continuous improvement”. It is a business philosophy regarding the process that continuously improves operations and involves all employees.

Illustrated Example

A often find it helpful to see someone do the process as well. Here is a great video of IDEO re-working the shopping cart.

Key Take-Aways

What sets apart okay problem solvers from great problem solvers is the ability to think in repeatable, useful frameworks.

Structured Problem Solving is a general concept used to solve challenging problems, and there are hundreds of different methods that fall underneath it.

Action Item

Think of a tough challenge you are facing at work or in your personal life. Test run your problem through the structured problem-solving process with a few of the above techniques, and see what solution you can generate to get to the root of the issue!

Adopting the right problem-solving approach

May 4, 2023 You’ve defined your problem, ensured stakeholders are aligned, and are ready to bring the right problem-solving approach and focus to the situation to find an optimal solution. But what is the right problem-solving approach? And what if there is no single ideal course of action? In our 2013 classic from the Quarterly , senior partner Olivier Leclerc highlights the value of taking a number of different approaches simultaneously to solve difficult problems. Read on to discover the five flexons, or problem-solving languages, that can be applied to the same problem to generate richer insights and more innovative solutions. Then check out more insights on problem-solving approaches, and dive into examples of pressing challenges organizations are contending with now.

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Continuous Improvement blog Problem Solving: A Structured Approach

"The problems of the world cannot be solved by thinking the same way we thought when we created them." - Albert Einstein

Problem solving is a skill that is essential for success in both personal and professional life. It is the ability to identify and articulate problems, gather information, generate solutions, and implement those solutions effectively.

There are many different approaches to problem solving, but one of the most effective is the 8-step problem-solving process. This process is structured and systematic, which helps to ensure that problems are solved efficiently and effectively.

The 8 steps of the problem-solving process are:

Define the problem

This is the first and most important step in the problem-solving process. If you do not clearly define the problem, you'll have a hard time solving it.

So how do you define a problem? Here are a few tips:

be specific - do not just say, "the application process lead time is too long."; instead, say something like "the current lead time for the application process is 40 working days”
use data - if you have data, use it to support your definition of the problem. For example, you could say "the average process lead time has increased by 20% in the past 6 month."
be objective - do not let your emotions get in the way of defining the problem. For example, don't say "Our lead time is terrible." Instead, say something like "the process lead time is not meeting our customers’ expectations."

Once you've defined the problem, you'll have a much better understanding of what you need to solve. You'll also be able to narrow down the scope of the problem and identify the root cause.

Here is an example of a well-defined problem statement:

The application process lead time has increased by 20% on average to 40 days, in the past 6 months.

This problem statement is specific, uses data, and is objective. It also includes a measure, which is the 20% average increase in lead time. This measure will help to gauge the effectiveness of the final solution. Your problem statement should always include some sort of measure but no suggested solution!

Break down the problem

Once the problem has been defined, you can break it down into smaller, more manageable problems. This will make it easier to identify the root cause of the problem. For example, if the problem is that a process is not producing the desired output, you could break the problem down into the following smaller problems:

the person in the process is not properly trained.
the person doing the process is not processing the input correctly.

Set a target

What is the desired outcome of the problem-solving process? What are the specific goals that need to be achieved? It is important to set a clear target so that you know when the problem has been solved. For example, the target for the process problem could be to have the process producing the desired output within 24 hours.

Analyse the root cause

The root cause of the problem is the underlying issue that is causing the problem to occur. It is important to identify the root cause so that it can be addressed effectively. Several techniques can be used to analyse the root cause of a problem, such as the 5 Whys, Fishbone diagrams, and Pareto charts.

A fishbone diagram with six sections branching off that say 'Key Topic' and a head section that says 'Problem Statement'

Develop Countermeasures

Once the root cause of the problem has been identified, countermeasures can be developed to address it. Countermeasures are specific actions that can be taken to prevent the problem from occurring again. For example, the countermeasures for a process problem could include:

create Standard Operating Procedures and the “best-known way” of doing the process”
retraining everyone in the new way of working
create a control plan to ensure that the input information is being processed correctly 100% of the time

Implement countermeasures

The countermeasures that have been developed need to be implemented. This may involve making changes to processes, procedures, or training. It is important to monitor the implementation of the countermeasures to ensure that they are effective.

Evaluate the results

Once the countermeasures have been implemented, it is important to evaluate the results. Did the countermeasures solve the problem? If not, further action may be needed. For example, if the process problem has not been solved, you may need to identify a new root cause and develop new countermeasures.

Standardise and share lessons learned

Once the problem has been solved, it is important to standardise the solution so that it can be used to prevent the problem from occurring again. The lessons learned from the problem-solving process should also be shared so that others can benefit from them. For example, you could create a standard operating procedure for the new way of working or develop a training program for the staff involved.

By following these steps, you can solve problems more effectively and efficiently.

Here are some additional tips for problem-solving:

be curious - be willing to investigate problems with an open mind and a desire to learn
be collaborative - involve others in the problem-solving process to get different perspectives and ideas
use data and evidence - make decisions about solutions based on data and evidence
be persistent - do not give up on a problem until you have found a solution that works
be optimistic - believe that you can solve the problem and do not be afraid to take risks

By following these tips, you can improve your problem-solving skills and become more effective in your personal and professional life.

So, what are you waiting for? Start solving some problems today.

28 July 2023

Graham Ross, Continuous Improvement Manager

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What is Problem Solving? (Steps, Techniques, Examples)

What is problem solving, definition and importance.

Problem solving is the process of finding solutions to obstacles or challenges you encounter in your life or work. It is a crucial skill that allows you to tackle complex situations, adapt to changes, and overcome difficulties with ease. Mastering this ability will contribute to both your personal and professional growth, leading to more successful outcomes and better decision-making.

Problem-Solving Steps

The problem-solving process typically includes the following steps:

Identify the issue : Recognize the problem that needs to be solved.
Analyze the situation : Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present.
Generate potential solutions : Brainstorm a list of possible solutions to the issue, without immediately judging or evaluating them.
Evaluate options : Weigh the pros and cons of each potential solution, considering factors such as feasibility, effectiveness, and potential risks.
Select the best solution : Choose the option that best addresses the problem and aligns with your objectives.
Implement the solution : Put the selected solution into action and monitor the results to ensure it resolves the issue.
Review and learn : Reflect on the problem-solving process, identify any improvements or adjustments that can be made, and apply these learnings to future situations.

Defining the Problem

To start tackling a problem, first, identify and understand it. Analyzing the issue thoroughly helps to clarify its scope and nature. Ask questions to gather information and consider the problem from various angles. Some strategies to define the problem include:

Brainstorming with others
Asking the 5 Ws and 1 H (Who, What, When, Where, Why, and How)
Analyzing cause and effect
Creating a problem statement

Generating Solutions

Once the problem is clearly understood, brainstorm possible solutions. Think creatively and keep an open mind, as well as considering lessons from past experiences. Consider:

Creating a list of potential ideas to solve the problem
Grouping and categorizing similar solutions
Prioritizing potential solutions based on feasibility, cost, and resources required
Involving others to share diverse opinions and inputs

Evaluating and Selecting Solutions

Evaluate each potential solution, weighing its pros and cons. To facilitate decision-making, use techniques such as:

SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
Decision-making matrices
Pros and cons lists
Risk assessments

After evaluating, choose the most suitable solution based on effectiveness, cost, and time constraints.

Implementing and Monitoring the Solution

Implement the chosen solution and monitor its progress. Key actions include:

Communicating the solution to relevant parties
Setting timelines and milestones
Assigning tasks and responsibilities
Monitoring the solution and making adjustments as necessary
Evaluating the effectiveness of the solution after implementation

Utilize feedback from stakeholders and consider potential improvements. Remember that problem-solving is an ongoing process that can always be refined and enhanced.

Problem-Solving Techniques

During each step, you may find it helpful to utilize various problem-solving techniques, such as:

Brainstorming : A free-flowing, open-minded session where ideas are generated and listed without judgment, to encourage creativity and innovative thinking.
Root cause analysis : A method that explores the underlying causes of a problem to find the most effective solution rather than addressing superficial symptoms.
SWOT analysis : A tool used to evaluate the strengths, weaknesses, opportunities, and threats related to a problem or decision, providing a comprehensive view of the situation.
Mind mapping : A visual technique that uses diagrams to organize and connect ideas, helping to identify patterns, relationships, and possible solutions.

Brainstorming

When facing a problem, start by conducting a brainstorming session. Gather your team and encourage an open discussion where everyone contributes ideas, no matter how outlandish they may seem. This helps you:

Generate a diverse range of solutions
Encourage all team members to participate
Foster creative thinking

When brainstorming, remember to:

Reserve judgment until the session is over
Encourage wild ideas
Combine and improve upon ideas

Root Cause Analysis

For effective problem-solving, identifying the root cause of the issue at hand is crucial. Try these methods:

5 Whys : Ask “why” five times to get to the underlying cause.
Fishbone Diagram : Create a diagram representing the problem and break it down into categories of potential causes.
Pareto Analysis : Determine the few most significant causes underlying the majority of problems.

SWOT Analysis

SWOT analysis helps you examine the Strengths, Weaknesses, Opportunities, and Threats related to your problem. To perform a SWOT analysis:

List your problem’s strengths, such as relevant resources or strong partnerships.
Identify its weaknesses, such as knowledge gaps or limited resources.
Explore opportunities, like trends or new technologies, that could help solve the problem.
Recognize potential threats, like competition or regulatory barriers.

SWOT analysis aids in understanding the internal and external factors affecting the problem, which can help guide your solution.

Mind Mapping

A mind map is a visual representation of your problem and potential solutions. It enables you to organize information in a structured and intuitive manner. To create a mind map:

Write the problem in the center of a blank page.
Draw branches from the central problem to related sub-problems or contributing factors.
Add more branches to represent potential solutions or further ideas.

Mind mapping allows you to visually see connections between ideas and promotes creativity in problem-solving.

Examples of Problem Solving in Various Contexts

In the business world, you might encounter problems related to finances, operations, or communication. Applying problem-solving skills in these situations could look like:

Identifying areas of improvement in your company’s financial performance and implementing cost-saving measures
Resolving internal conflicts among team members by listening and understanding different perspectives, then proposing and negotiating solutions
Streamlining a process for better productivity by removing redundancies, automating tasks, or re-allocating resources

In educational contexts, problem-solving can be seen in various aspects, such as:

Addressing a gap in students’ understanding by employing diverse teaching methods to cater to different learning styles
Developing a strategy for successful time management to balance academic responsibilities and extracurricular activities
Seeking resources and support to provide equal opportunities for learners with special needs or disabilities

Everyday life is full of challenges that require problem-solving skills. Some examples include:

Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
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Master the 7-Step Problem-Solving Process for Better Decision-Making

Discover the powerful 7-Step Problem-Solving Process to make better decisions and achieve better outcomes. Master the art of problem-solving in this comprehensive guide. Download the Free PowerPoint and PDF Template.

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Introduction.

The 7-Step Problem-Solving Process involves steps that guide you through the problem-solving process. The first step is to define the problem, followed by disaggregating the problem into smaller, more manageable parts. Next, you prioritize the features and create a work plan to address each. Then, you analyze each piece, synthesize the information, and communicate your findings to others.

In this article, we'll explore each step of the 7-Step Problem-Solving Process in detail so you can start mastering this valuable skill. At the end of the blog post, you can download the process's free PowerPoint and PDF templates .

Step 1: Define the Problem

One way to define the problem is to ask the right questions. Questions like "What is the problem?" and "What are the causes of the problem?" can help. Gathering data and information about the issue to assist in the definition process is also essential.

Step 2: Disaggregate

After defining the problem, the next step in the 7-step problem-solving process is to disaggregate the problem into smaller, more manageable parts. Disaggregation helps break down the problem into smaller pieces that can be analyzed individually. This step is crucial in understanding the root cause of the problem and identifying the most effective solutions.

Disaggregation helps in breaking down complex problems into smaller, more manageable parts. It helps understand the relationships between different factors contributing to the problem and identify the most critical factors that must be addressed. By disaggregating the problem, decision-makers can focus on the most vital areas, leading to more effective solutions.

Step 3: Prioritize

Once the issues have been prioritized, developing a plan of action to address them is essential. This involves identifying the resources required, setting timelines, and assigning responsibilities.

Step 4: Workplan

The work plan should include a list of tasks, deadlines, and responsibilities for each team member involved in the problem-solving process. Assigning tasks based on each team member's strengths and expertise ensures the work is completed efficiently and effectively.

Developing a work plan is a critical step in the problem-solving process. It provides a clear roadmap for solving the problem and ensures everyone involved is aligned and working towards the same goal.

Step 5: Analysis

Pareto analysis is another method that can be used during the analysis phase. This method involves identifying the 20% of causes responsible for 80% of the problems. By focusing on these critical causes, organizations can make significant improvements.

Step 6: Synthesize

Once the analysis phase is complete, it is time to synthesize the information gathered to arrive at a solution. During this step, the focus is on identifying the most viable solution that addresses the problem. This involves examining and combining the analysis results for a clear and concise conclusion.

During the synthesis phase, it is vital to remain open-minded and consider all potential solutions. Involving all stakeholders in the decision-making process is essential to ensure everyone's perspectives are considered.

Step 7: Communicate

In addition to the report, a presentation explaining the findings is essential. The presentation should be tailored to the audience and highlight the report's key points. Visual aids such as tables, graphs, and charts can make the presentation more engaging.

The 7-step problem-solving process is a powerful tool for helping individuals and organizations make better decisions. By following these steps, individuals can identify the root cause of a problem, prioritize potential solutions, and develop a clear plan of action. This process can be applied to various scenarios, from personal challenges to complex business problems.

By mastering the 7-step problem-solving process, individuals can become more effective decision-makers and problem-solvers. This process can help individuals and organizations save time and resources while improving outcomes. With practice, individuals can develop the skills to apply this process to a wide range of scenarios and make better decisions in all areas of life.

7-Step Problem-Solving Process PPT Template

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Mastering this process can improve decision-making and problem-solving capabilities, save time and resources, and improve outcomes in personal and professional contexts.

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A Step-by-Step Guide to A3 Problem Solving Methodology

Author: Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

Problem-solving is an important component of any business or organization. It entails identifying, analyzing, and resolving problems in order to improve processes, drive results, and foster a culture of continuous improvement. A3 Problem solving is one of the most effective problem-solving methodologies.

A3 Problem solving is a structured and systematic approach to problem-solving that originated with the lean manufacturing methodology. It visualizes the problem-solving process using a one-page document known as an A3 report. The A3 report provides an overview of the problem, data analysis, root causes, solutions, and results in a clear and concise manner.

A3 Problem Solving has numerous advantages, including improved communication, better decision-making, increased efficiency, and reduced waste. It is a powerful tool for businesses of all sizes and industries, and it is especially useful for solving complex and multi-faceted problems.

In this blog post, we will walk you through the A3 Problem Solving methodology step by step. Whether you are new to A3 Problem Solving or simply want to improve your skills, this guide will help you understand and apply the process in your workplace.

What is A3 Problem Solving?

A3 Problem Solving is a structured and systematic approach to problem-solving that makes use of a one-page document called an A3 report to visually represent the process. The A3 report provides an overview of the problem, data analysis, root causes, solutions, and results in a clear and concise manner. The method was created within the framework of the Lean manufacturing methodology and is based on the principles of continuous improvement and visual management.

Looking for a A3 Problem solving template? Click here

Origin and History of A3 Problem Solving

A3 Problem Solving was developed by Toyota Motor Corporation and was first used in the manufacture of automobiles. The term “A3” refers to the size of the paper used to create the report, which is an ISO standard known as “A3”. The goal of the A3 report is to provide a visual representation of the problem-solving process that all members of the organisation can easily understand and share. A3 Problem Solving has been adopted by organisations in a variety of industries over the years, and it has become a widely used and recognised method for problem-solving.

Key Principles of A3 Problem Solving

The following are the key principles of A3 Problem Solving:

Define the problem clearly and concisely
Gather and analyze data to gain a deep understanding of the problem
Identify the root causes of the problem
Develop and implement effective solutions
Evaluate results and continuously improve

These principles serve as the foundation of the A3 Problem Solving methodology and are intended to assist organisations in continuously improving and achieving their objectives. Organizations can effectively solve problems, identify areas for improvement, and drive results by adhering to these principles.

Step 1: Define the Problem

Importance of clearly defining the problem.

The first step in the A3 Problem Solving process is critical because it lays the groundwork for the remaining steps. To define the problem clearly and accurately, you must first understand the problem and identify the underlying root cause. This step is critical because if the problem is not correctly defined, the rest of the process will be based on incorrect information, and the solution developed may not address the issue effectively.

The significance of defining the problem clearly cannot be overstated. It aids in the collection and analysis of relevant data, which is critical for developing effective solutions. When the problem is clearly defined, the data gathered is more relevant and targeted, resulting in a more comprehensive understanding of the issue. This will enable the development of solutions that are more likely to be effective because they are founded on a thorough and accurate understanding of the problem.

However, if the problem is not clearly defined, the data gathered may be irrelevant or incorrect, resulting in incorrect conclusions and ineffective solutions. Furthermore, the process of collecting and analysing data can become time-consuming and inefficient, resulting in resource waste. Furthermore, if the problem is not accurately defined, the solutions developed may fail to address the root cause of the problem, resulting in ongoing issues and a lack of improvement.

Techniques for Defining the Problem

The first step in the A3 Problem Solving process is to clearly and accurately define the problem. This is an important step because a clearly defined problem will help to ensure that the appropriate data is collected and solutions are developed. If the problem is not clearly defined, incorrect data may be collected, solutions that do not address the root cause of the problem, and time and resources may be wasted.

A problem can be defined using a variety of techniques, including brainstorming , root cause analysis , process mapping , and Ishikawa diagrams . Each of these techniques has its own advantages and disadvantages and can be used in a variety of situations depending on the nature of the problem.

Best Practice for Defining the Problem

In addition to brainstorming, root cause analysis, process mapping, and Ishikawa diagram s, best practices should be followed when defining a problem in A3 Problem Solving. Among these best practices are:

Define the issue in a specific and quantifiable way: It is critical to be specific and concise when defining the problem, as well as to quantify the problem in terms of its impact. This will help to ensure that all stakeholders understand the problem and that data collection is focused on the right areas.
Focus on the problem’s root cause: The A3 Problem Solving methodology is intended to assist organisations in identifying and addressing the root cause of a problem, rather than just the symptoms. Organizations can ensure that their solutions are effective and long-lasting by focusing on the root cause of the problem.
Ascertain that all stakeholders agree on the problem’s definition: All stakeholders must agree on the definition of the problem for the A3 Problem Solving process to be effective. This ensures that everyone is working towards the same goal and that the solutions developed are relevant and appropriate.
Consider the problem’s impact on the organisation and its stakeholders: It is critical to consider the impact of the problem on the organisation and its stakeholders when defining it. This will assist in ensuring that the appropriate data is gathered and that the solutions developed are relevant and appropriate.

Organizations can ensure that their problem is defined in a way that allows for effective data collection, analysis, and solution development by following these best practices. This will aid in the development of appropriate solutions and the effective resolution of the problem, resulting in improvements in the organization’s processes and outcomes.

Step 2: Gather Data

Gathering data in a3 problem solving.

Data collection is an important step in the A3 Problem Solving process because it allows organisations to gain a thorough understanding of the problem they are attempting to solve. This step entails gathering pertinent information about the problem, such as data on its origin, impact, and any related factors. This information is then used to help identify root causes and develop effective solutions.

One of the most important advantages of data collection in A3 Problem Solving is that it allows organisations to identify patterns and trends in data, which can be useful in determining the root cause of the problem. This information can then be used to create effective solutions that address the problem’s root cause rather than just its symptoms.

In A3 Problem Solving, data collection is a collaborative effort involving all stakeholders, including those directly impacted by the problem and those with relevant expertise or experience. Stakeholders can ensure that all relevant information is collected and that the data is accurate and complete by working together.

Overall, data collection is an important step in the A3 Problem Solving process because it serves as the foundation for effective problem-solving. Organizations can gain a deep understanding of the problem they are attempting to solve and develop effective solutions that address its root cause by collecting and analysing relevant data.

Data Collection Methods

In A3 Problem Solving, several data collection methods are available, including:

Observations
Process diagrams

The best data collection method will be determined by the problem being solved and the type of data required. To gain a complete understanding of the problem, it is critical to use multiple data collection methods.

Tools for Data Analysis and Visualization

Once the data has been collected, it must be analysed and visualised in order to gain insights into the problem. This process can be aided by the following tools:

Excel Spreadsheets
Flow diagrams
Pareto diagrams
Scatter Plots
Control diagrams

These tools can assist in organising data and making it easier to understand. They can also be used to generate visual representations of data, such as graphs and charts, to communicate the findings to others.

Finally, the data collection and analysis step is an important part of the A3 Problem Solving process. Organizations can gain a better understanding of the problem and develop effective solutions by collecting and analysing relevant data.

Step 3: Identify Root Causes

Identifying the root causes of the problem is the third step in the A3 Problem Solving process. This step is critical because it assists organisations in understanding the root causes of a problem rather than just its symptoms. Once the underlying cause of the problem is identified, it can be addressed more effectively, leading to more long-term solutions.

Overview of the Root Cause Analysis Process

The process of determining the underlying causes of a problem is known as root cause analysis. This process can assist organisations in determining why a problem is occurring and what can be done to prevent it from recurring in the future. The goal of root cause analysis is to identify the underlying cause of a problem rather than just its symptoms, allowing it to be addressed more effectively.

To understand Root cause analysis in more detail check out RCA in our Lean Six Sigma Yellow Belt Course Root Cause Analysis section

Techniques for Identifying Root Causes

There are several techniques for determining the root causes of a problem, including:

Brainstorming
Ishikawa diagrams (also known as fishbone diagrams)
Root Cause Tree Analysis

These methods can be used to investigate the issue in-depth and identify potential root causes. Organizations can gain a deeper understanding of the problem and identify the underlying causes that must be addressed by using these techniques.

Best Practices for Conducting Root Cause Analysis

It is critical to follow these best practices when conducting root cause analysis in A3 Problem Solving:

Make certain that all stakeholders participate in the root cause analysis process.
Concentrate on determining the root cause of the problem rather than just its symptoms.
Take into account all potential root causes, not just the most obvious ones.
To identify root causes, use a systematic approach, such as the 5 Whys or root cause tree analysis.

Organizations can ensure that root cause analysis is carried out effectively and that the root cause of the problem is identified by adhering to these best practises. This will aid in the development of appropriate solutions and the effective resolution of the problem.

Step 4: Develop Solutions

Developing solutions is the fourth step in the A3 Problem Solving process. This entails generating ideas and options for dealing with the problem, followed by selecting the best solution. The goal is to develop a solution that addresses the root cause of the problem and prevents it from recurring.

Solution Development in A3 Problem Solving

A3 solution development Problem solving is an iterative process in which options are generated and evaluated. The data gathered in the previous steps, as well as the insights and understanding gained from the root cause analysis, guide this process. The solution should be based on a thorough understanding of the problem and address the underlying cause.

Techniques for Developing Solutions

There are several techniques that can be used to develop solutions in A3 Problem Solving, including:

Brainwriting
Solution matrix
Multi voting
Force field analysis

These techniques can help to generate a range of options and to select the best solution.

Best Practice for Developing Solutions

It is critical to follow the following best practices when developing solutions in A3 Problem Solving:

Participate in the solution development process with all stakeholders.
Make certain that the solution addresses the underlying cause of the problem.
Make certain that the solution is feasible and achievable.
Consider the solution’s impact on the organisation and its stakeholders.

Organizations can ensure that the solutions they develop are effective and sustainable by adhering to these best practises. This will help to ensure that the problem is addressed effectively and that it does not reoccur.

Step 5: Implement Solutions

The final and most important step in the A3 Problem Solving methodology is solution implementation. This is the stage at which the identified and developed solutions are put into action to address the problem. This step’s goal is to ensure that the solutions are effective, efficient, and long-lasting.

The implementation Process

The implementation process entails putting the solutions developed in the previous step into action. This could include changes to processes, procedures, and systems, as well as employee training and education. To ensure that the solutions are effective, the implementation process should be well-planned and meticulously executed.

Techniques for Implementing Solutions

A3 Problem Solving solutions can be implemented using a variety of techniques, including:

Piloting the solution on a small scale before broadening its application
Participating in the implementation process with all relevant stakeholders
ensuring that the solution is in line with the goals and objectives of the organisation
Monitoring the solution to determine its effectiveness and make any necessary changes

Best Practice for Implementing Solutions

It is critical to follow these best practices when implementing solutions in A3 Problem Solving:

Make certain that all relevant stakeholders are involved and supportive of the solution. Have a clear implementation plan that outlines the steps, timeline, and resources required. Continuously monitor and evaluate the solution to determine its efficacy and make any necessary changes. Encourage all stakeholders to communicate and collaborate openly. Organizations can ensure that solutions are effectively implemented and problems are effectively addressed by adhering to these best practices. The ultimate goal is to find a long-term solution to the problem and improve the organization’s overall performance.

In conclusion, A3 Problem Solving is a comprehensive and structured methodology for problem-solving that can be applied in various industries and organisations. The A3 Problem Solving process’s five steps – Define the Problem, Gather Data, Identify Root Causes, Develop Solutions, and Implement Solutions – provide a road map for effectively addressing problems and making long-term improvements.

Organizations can improve their problem-solving skills and achieve better results by following the key principles, techniques, and best practices outlined in this guide. As a result, both the organisation and its stakeholders will benefit from increased efficiency, effectiveness, and satisfaction. So, whether you’re an experienced problem solver or just getting started, consider incorporating the A3 Problem Solving methodology into your work and start reaping the benefits right away.

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Hi im Daniel continuous improvement manager with a Black Belt in Lean Six Sigma and over 10 years of real-world experience across a range sectors, I have a passion for optimizing processes and creating a culture of efficiency. I wanted to create Learn Lean Siigma to be a platform dedicated to Lean Six Sigma and process improvement insights and provide all the guides, tools, techniques and templates I looked for in one place as someone new to the world of Lean Six Sigma and Continuous improvement.

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Problem-solving is one technique used on the behavioral side of cognitive-behavioral therapy.
The problem-solving technique is an iterative, five-step process that requires one to identify the problem and test different solutions.
The technique differs from ad-hoc problem-solving in its suspension of judgment and evaluation of each solution.

As I have mentioned in previous posts, cognitive behavioral therapy is more than challenging negative, automatic thoughts. There is a whole behavioral piece of this therapy that focuses on what people do and how to change their actions to support their mental health. In this post, I’ll talk about the problem-solving technique from cognitive behavioral therapy and what makes it unique.

The problem-solving technique

While there are many different variations of this technique, I am going to describe the version I typically use, and which includes the main components of the technique:

The first step is to clearly define the problem. Sometimes, this includes answering a series of questions to make sure the problem is described in detail. Sometimes, the client is able to define the problem pretty clearly on their own. Sometimes, a discussion is needed to clearly outline the problem.

The next step is generating solutions without judgment. The "without judgment" part is crucial: Often when people are solving problems on their own, they will reject each potential solution as soon as they or someone else suggests it. This can lead to feeling helpless and also discarding solutions that would work.

The third step is evaluating the advantages and disadvantages of each solution. This is the step where judgment comes back.

Fourth, the client picks the most feasible solution that is most likely to work and they try it out.

The fifth step is evaluating whether the chosen solution worked, and if not, going back to step two or three to find another option. For step five, enough time has to pass for the solution to have made a difference.

This process is iterative, meaning the client and therapist always go back to the beginning to make sure the problem is resolved and if not, identify what needs to change.

Advantages of the problem-solving technique

The problem-solving technique might differ from ad hoc problem-solving in several ways. The most obvious is the suspension of judgment when coming up with solutions. We sometimes need to withhold judgment and see the solution (or problem) from a different perspective. Deliberately deciding not to judge solutions until later can help trigger that mindset change.

Another difference is the explicit evaluation of whether the solution worked. When people usually try to solve problems, they don’t go back and check whether the solution worked. It’s only if something goes very wrong that they try again. The problem-solving technique specifically includes evaluating the solution.

Lastly, the problem-solving technique starts with a specific definition of the problem instead of just jumping to solutions. To figure out where you are going, you have to know where you are.

One benefit of the cognitive behavioral therapy approach is the behavioral side. The behavioral part of therapy is a wide umbrella that includes problem-solving techniques among other techniques. Accessing multiple techniques means one is more likely to address the client’s main concern.

Salene M. W. Jones, Ph.D., is a clinical psychologist in Washington State.

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A Deep Dive into the A3 Problem-Solving Approach

11 mins to read
June 20, 2023
By Reagan Pannell

In today’s fast-paced and fiercely competitive business world, organisations must find ways to continuously adapt, evolve, and excel. Amidst the myriad methods and techniques for achieving improvements and driving continuous improvement , few have proven as profound and transformative as Toyota’s A3 problem-solving approach.

A significant driving force behind the company’s rise to global prominence, the A3 process fosters a culture where problems are embraced as opportunities for growth and learning. In this article, we’ll explore the origins and underlying principles of the A3 approach and uncover the secrets to its success in unlocking the power of improvements.

Understanding the A3 Approach

The A3 methodology is an integral part of the Toyota Production System (TPS), a set of principles and practices that have shaped the company’s approach to manufacturing, management, and continuous improvement over the years. Named after the A3 sheet of paper that was historically used to capture the plan, analysis, and follow-up on a single sheet of paper, typically an A3-sized sheet, the A3 process represents a simple, yet powerful, tool for addressing complex challenges and discovering lasting solutions.

At its core, the A3 approach is rooted in three key elements:

Thorough problem analysis : The foundation of the A3 process lies in digging deep to diagnose the true nature and root cause of an issue, rather than jumping to hastily devised fixes that merely address symptoms.

Structured documentation: The A3 report serves as both a communication tool and an iterative planning device, with each section building on the previous ones to guide problem solvers through a comprehensive analysis, solution development, and execution process. It’s the foundation of good continuous improvement.

Cyclical learning and improvement: Leadership and employees alike are encouraged to commit to hypothesis-driven inquiry, observation, experimentation, and reflection, leading to a culture that actively seeks and leverages opportunities for growth by solving problems.

How to Implement the A3 Process in Your Organisation

The Lean Thinking A3 approach can be distilled into seven essential steps:

1. Identify the problem:

Clearly articulate and define the issue at hand, avoiding the temptation to jump to solutions or assume important facts to be self-evident..

When identifying the problem, it is important to ensure that all relevant stakeholders in the organisation are consulted. This helps to ensure that the issue is accurately described and understood from multiple perspectives. A thorough problem analysis should also include conducting research into possible causes or root issues, and clearly documenting any observed symptoms of the problem. Additionally, it is essential to identify any major risks associated with not finding a solution and recognise any constraints (both external and internal) that may exist which could limit potential solutions. Lastly, it is important to consider any potential opportunities which may arise from addressing the issue that may have been overlooked at first glance. This is the problem statement part which is a critical component that identifies the difference between the current condition and the target condition.

At this stage, we are not looking at how to solve problems being faced or at the potential solution to solving problems. It’s about developing a good understanding of how the actual results differ from the expected results and providing an in-depth systematic approach to process improvement and developing problem-solving skills.

2. Establish the context and background:

Provide a high-level overview of the problem, describing the stakeholders involved, relevant data, and the broader organisational context in which the challenge has arisen..

It is important to ensure that all stakeholders are properly considered when identifying any potential solutions as their perspectives can play a vital role in determining an effective solution. All related data should be thoroughly analysed to understand the full scope of potential solutions. This includes resources, costs, timelines, and any legal or regulatory issues that may need to be considered. Additionally, it is important to consider how well-proposed solutions fit within existing organisational policies and procedures as this could impact implementation success. Finally, understanding how proposed solutions would interact with other initiatives or processes currently taking place in the organisation can help inform decisions about whether or not they are viable options. It may include conducting some value stream mapping to dig deeper into the current state.

It is important to fully explore any underlying factors that may be contributing to the issue at hand and ensure in-depth problem analysis. This includes looking deeper into existing systems, structures, and processes related to the problem in order to identify potential areas of improvement or optimisation. Additionally, it is essential to consider any relevant industry trends or external influences that could impact how the problem manifests within the organisation.

When analysing a problem, collecting data from various sources is important to get a more comprehensive understanding of how a particular issue can be addressed. This includes mapping the current process using the VSM, SIPOC , Process Mapping or Flowcharting techniques. Additionally, interviews and surveys can be conducted with stakeholders to gain insights into how they perceive the issue and their perspectives on potential solutions. Lastly, it is important to observe any real-world activities related to the problem to uncover key areas where time, effort, resources, money etc is being wasted. This is the time improvement that may not have been identified otherwise.

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Get 3-days free access to our green belt course, accelerate your career, 3. set a goal:, now that you have identified the problem and outlined the relevant context, it is time to set a project goal or outcome..

This involves clearly articulating the desired state of affairs and any key deliverables of the proposed solution. Whether it is reducing operational costs, increasing efficiency, improving customer experience, or something else entirely – defining specific objectives with measurable metrics can help ensure that project teams stay focused and remain aligned on their ultimate destination.

At this stage, it is also important to consider how long it will take to reach the desired outcome. Establishing an implementation timeline will help safeguard progress and provide a framework for tracking results along the way. Setting milestones for achieving particular goals at certain points in time can be especially helpful in keeping teams accountable throughout the process. Additionally, having a plan for evaluating success after reaching the end target will allow stakeholders to gain further insights into how effective their approach has been in addressing underlying problems, as well as how well-proposed solutions have fared once implemented.

4. Investigate root causes:

Use a variety of techniques (e.g., the 5 whys, fishbone diagrams, pareto charts) to probe the problem’s underlying causes and avoid settling on proximate reasons..

The process of identifying root causes is essential when using data-driven tools. We always want to find the simplest root cause approach.

One of the most widely used methods for root cause analysis is the ‘5 Whys’ technique. This method involves asking a series of ‘why’ questions to determine the underlying cause of a particular symptom or issue. The goal is to keep asking “Why?” until you reach an answer that can provide insight into how to address the problem and prevent it from occurring in the future.

Another commonly used tool for root cause analysis is the fishbone diagram (also known as Ishikawa diagrams). This approach involves visualising all potential causes which could be causing a symptom or issue in a logical format, allowing users to identify patterns and uncover links between root causes and their respective effects. This technique can be helpful in identifying and focusing on key areas for improvement, as well as helping to identify interdependencies between components within an organisation’s systems.

Finally, Pareto Charts are useful for analysing data collected from surveys, interviews, observations, etc., concerning the severity or frequency of occurrence. This type of chart helps users quickly identify which factors are contributing most significantly towards an issue, allowing them to focus resources towards addressing those areas first and foremost. Additionally, Pareto charts can also be used to prioritise different solutions based on their estimated effectiveness in addressing an issue.

In conclusion, understanding the root cause of an issue through rigorous techniques such as 5 Whys, fishbone diagrams, and Pareto charts provides invaluable insight into how best to address it effectively while preventing it from reoccurring in the future. By leveraging these tools along with other data-led approaches such as process mapping and flowcharting, organisations can ensure that any proposed solutions are well-informed by both qualitative and quantitative data sources as well as ensure they are building consensus across the entire organisation.

5. Countermeasures:

Identify the right countermeasures (corrective actions) to implement that will directly impact the root causes identified..

Brainstorming is a useful tool for identifying potential improvements. It involves coming up with ideas and solutions in an open and collaborative manner, without judgement or criticism. By allowing team members to share their thoughts freely, brainstorming can help uncover innovative solutions that may have otherwise gone unnoticed. Additionally, looking at how waste reduction, flow and pull can be used to improve processes can also provide valuable insights into where improvement opportunities lie.

Brainstorm potential solutions that directly target the root causes and create detailed action plans for implementation, complete with assigned roles, responsibilities, and timelines.

Once the countermeasures are identified, it is important to design an implementation plan and assign roles & responsibilities. This will help ensure that all stakeholders understand their part in the implementation and can work together to achieve the desired outcome. Additionally, it is important to track progress along the way – setting measurable milestones that can be tracked against goals established during the initial problem-solving phase will help keep teams accountable and allow for course corrections if needed.

By utilising A3 Problem Solving Tools such as a template, organisations can easily document and share their analyses with relevant stakeholders throughout each stage of the project. Having detailed record-keeping like this also helps teams stay on target over time while providing insights into how proposed solutions may need to be re-evaluated down the line. This implementation plan provides the entire organisation with a clear project status on a one-page report.

6. Evaluate the results:

Measure the impact of your countermeasures against the problem, using well-defined success criteria, key performance indicators, or other relevant metrics..

Once the countermeasures have been implemented, it is essential to measure and evaluate their success. This can be done by tracking performance against the initial objectives established during the goal phase, as well as establishing key performance indicators to gauge how well the proposed solutions have fared.

Additionally, stakeholders should also consider conducting a post-implementation evaluation in order to assess how successful their approach has been in addressing underlying issues and determining what lessons can be learned from the experience. This will enable teams to identify strengths and weaknesses within their existing processes and make any necessary adjustments going forward. By understanding the outcomes of their improvements, organisations are able to gain valuable insights into how well they’ve succeeded in achieving their goals and ensure continued success moving forward.

Once the countermeasures have been implemented and their success measured, it is important to compare the results against the initial objective. This can be done in a variety of ways, including graphical analysis such as charts, process maps or flow diagrams. Graphical analysis helps to visualise the differences between results achieved before and after the implementation of new measures in a meaningful way. It also provides an increased level of clarity when assessing whether the desired outcomes have been achieved or not.

Process maps can be useful in understanding how changes made during the improvement phase have impacted processes within an organisation. By mapping out existing processes and then comparing them against those following implementation of countermeasures, teams can easily pinpoint where improvements were made and analyse how they led to improved performance overall.

Charts, on the other hand, enable users to quickly identify trends that may have emerged from data collected during the project. For example, if performance metrics are tracked before and after countermeasures are implemented, users can use charts and graphs to more clearly observe any patterns that may indicate an improvement or regression in performance over time – providing further insights into which areas need further attention or adjustment moving forward.

Finally, dashboard views provide an effective means of displaying results at a glance while highlighting any anomalies that might warrant further investigation. Dashboards allow stakeholders to gain access to important information quickly and easily while also helping them keep track of progress towards goals set out during initial problem-solving phases. Additionally, because dashboards support data visualisation capabilities they offer a highly interactive user experience which can help teams understand underlying trends with greater clarity and precision.

7. Standardise and share:

If a countermeasure proves successful, integrate it into the organisation’s standard operating procedures and share it with other teams as a best practice..

Once the countermeasures have been successfully implemented and measured against the initial objectives, these changes need to be integrated into the organisation’s standard operating procedures (SOPs) and shared with other teams as best practices. This will ensure that any improvements made during the problem-solving phase are consistently applied across all teams within the organisation.

In order to ensure that these improvements become part of the organisation’s long-term strategy, process maps should be updated to reflect the new improved way of working. Process maps provide a visual representation of how workflows are structured within an organisation, and by updating them in line with newly-implemented countermeasures, organisations can ensure that their processes continue to remain up-to-date and efficient moving forward. It may also be necessary to build a follow-up plan if not all tasks are fully completed as well as develop a Lean-focused PDCA cycle to ensure long-term effective collaboration on the solutions that were implemented.

Process documentation should also be updated in order to keep track of changes made during problem-solving. By documenting not just the solutions that were proposed but also why they were proposed, teams can gain valuable insights into their decision-making process which they can leverage for similar future problems.

Furthermore, it is important to update key performance indicators (KPIs) to accurately reflect any progress made during problem-solving. By tracking performance against objectives established before and after countermeasures were implemented, organisations will be able to identify any areas that may still need improvement or require further adjustment going forward. Additionally, tracking KPIs over time will help teams understand whether or not their current strategies are leading them towards meeting their goals in a timely manner or if additional measures may need to be taken in order to achieve desired results more quickly.

Finally, organisations should share successful solutions with other teams in order to promote collaboration and knowledge sharing amongst stakeholders throughout different parts of the business. This will allow for ideas generated through one team’s problem-solving efforts to benefit multiple departments – helping foster creativity and innovation while ensuring that everyone is on board with necessary changes being made throughout the organisation. The last step is key to Toyota’s PDCA management system designed for the entire organisation.

By breaking down the problem-solving process into these seven discrete stages, the A3 method offers practitioners a comprehensive, end-to-end framework for tackling complex challenges and driving improvements in any organisation.

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Training the team on A3

To get A3 started, everyone in the entire organisation needs to learn how to use this single-sheet or single-page document. This means training people across all parts of the company so that everyone knows how to use the A3 Problem Solving Tool and A3 template. Training will help make sure that everyone follows a structured approach when using an A3 problem solving method, which is derived from Lean management and Six Sigma methodologies.

Getting the organisation fully onboard with A3 Problem Solving is not an easy task and will require a dedicated effort to ensure its successful implementation. To this end, it is important to start with specific areas of the business – whether it be operations, finance or marketing – by setting up targeted training sessions for both operational teams and senior managers. This will help everyone understand how and why A3 is used, as well as the potential benefits it can bring to their business.

Once everyone has mastered the basics of working with an A3 template, companies should look to regularly review and evaluate its effectiveness. This could include setting up quarterly reviews or running workshops where teams discuss successes and areas for improvement when using the A3 tool. Doing this will ensure that any issues are identified early on, allowing the team to quickly adjust accordingly.

At Leanscape, we understand that transitioning to A3 Problem Solving can be a daunting task. With our team of specialists, we can provide your teams with the necessary training and coaching to ensure that they are able to adapt quickly and efficiently. Our comprehensive approach to A3 will equip your team with the knowledge and skills needed to successfully use this powerful tool for improving performance in all areas of your business.

We are committed to helping you develop a culture of continuous improvement within your organisation by teaching best practices and providing guidance through every step of the problem-solving process. Through our specialised training programs, we will help your teams learn how to use the A3 template more effectively, as well as how to interpret data visualisations quickly and accurately – enabling them to take action swiftly when required. Our experienced coaches will also share insights from industry experts on how best to integrate countermeasures into standard operating procedures (SOPs) and process maps, keeping up-to-date with industry trends in order to stay ahead of the competition.

By leveraging Leanscape’s expertise in A3 Problem Solving, you can rest assured knowing that your team is in good hands. Our team is dedicated to providing you with the support needed for successful implementation so that you can achieve sustained performance improvements over time.

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The implementation of A3 Problem Solving provides a comprehensive framework for organisations looking to successfully address complex problems in an efficient and cost-effective manner. By breaking down the problem-solving process into seven distinct stages, users can structure their approach and track the progress of their countermeasures over time.

In order to ensure successful implementation, organisations should dedicate time towards training their teams on how to use the A3 Problem Solving Tool and A3 template. This will give everyone a solid foundation for carrying out future problem-solving activities more effectively, as well as provide insights into the effectiveness of certain countermeasures over time.

Through Leanscape’s specialised training programs, you can ensure that your team is fully equipped with the necessary skills to successfully adopt and incorporate A3 problem-solving into all areas of your business. Our experienced coaches are committed to helping you develop a culture of continuous improvement within your organisation – providing guidance through every step of the process.

Final Thoughts

The A3 approach is an invaluable tool for unlocking the power of improvements within any organisation. By leveraging its structured framework and cyclical learning approach, businesses can remain agile and responsive to ever-changing conditions, allowing them to navigate change more successfully and emerge stronger than ever before. Ultimately, this makes Toyota’s A3 problem-solving process one of the most effective ways to ensure long-term success in today’s fast-paced and competitive market.

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COMMENTS

How to master the seven-step problem-solving process
We have just walked through a particular structured methodology for problem solving. But, of course, this is not the only structured methodology for problem solving. One that is also very well-known is design thinking, which comes at things very differently. So, Hugo, I know you have worked with a lot of designers. Just give us a very quick ...
The Basics of Structured Problem-Solving Methodologies: DMAIC ...
DMAIC is best suited for a complex problem, or if the risk is high. 8D is known as the Eight Disciplines of problem-solving. It consists of eight steps to solve difficult, recurring, or critical problems. The methodology consists of problem-solving tools to help you identify, correct, and eliminate the source of problems within your organization.
A Structured Approach to Problem Solving
Nelson Repenning, a Faculty Director in the Business Process Design for Strategic Management online short course from the MIT Sloan School of Management, dis...
McKinsey Problem Solving: Six Steps To Think Like A ...
Step 4: Dive in, make hypotheses and try to figure out how to "solve" the problem. Now the fun starts! There are generally two approaches to thinking about information in a structured way and going back and forth between the two modes is what the consulting process is founded on. First is top-down.
Six Steps to Structured Problem Solving
While there are different variations to an SPS ( 8D, 5Why, DMAIC, etc.), they all follow the same basic steps. 1. Define the Problem. It is important to write a problem statement that is easily understood and is stated purely in terms of measurable or observable symptoms. At this point, there should be no mention of suspected causes or possible ...
The McKinsey guide to problem solving
The McKinsey guide to problem solving. Become a better problem solver with insights and advice from leaders around the world on topics including developing a problem-solving mindset, solving problems in uncertain times, problem solving with AI, and much more.
Structured Approach to Problem Solving
By the end of this course, you will be able to: 1. Explain the different stages of a data science project 2. Discuss some of the tools and techniques used in data science. 3. Apply structured thinking to solving problems and avoid the common traps while doing so 4. Apply human-centric design in problem-solving.
The Complete Guide to Structured Problem Solving
The Structured Problem Solving Process. 1. Define the Problem Statement. The first step is defining what the real problem is. Below are some prompts to get the right decision-makers and problem-solvers sent in the right direction to tackle the challenge.
A Structured Approach to Problem Solving
A disciplined approach ensures that essential guidelines and rules are followed. The steps offer a way to replicate success for similar problems in other areas. There are five components to the framework for structured problem solving. Understand the problem. This is the most important step in assessing the extent of the problem.
Adopting the right problem-solving approach
In our 2013 classic from the Quarterly, senior partner Olivier Leclerc highlights the value of taking a number of different approaches simultaneously to solve difficult problems. Read on to discover the five flexons, or problem-solving languages, that can be applied to the same problem to generate richer insights and more innovative solutions.
Problem Solving: A Structured Approach
Problem solving is a skill that is essential for success in both personal and professional life. It is the ability to identify and articulate problems, gather information, generate solutions, and implement those solutions effectively. There are many different approaches to problem solving, but one of the most effective is the 8-step problem ...
The Problem-Solving Process
Problem-solving is an important part of planning and decision-making. The process has much in common with the decision-making process, and in the case of complex decisions, can form part of the process itself. We face and solve problems every day, in a variety of guises and of differing complexity. Some, such as the resolution of a serious ...
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Step 1 - Define the Problem. The definition of the problem is the first step in effective problem solving. This may appear to be a simple task, but it is actually quite difficult. This is because problems are frequently complex and multi-layered, making it easy to confuse symptoms with the underlying cause.
What is Problem Solving? (Steps, Techniques, Examples)
The problem-solving process typically includes the following steps: Identify the issue: Recognize the problem that needs to be solved. Analyze the situation: Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present. Generate potential solutions: Brainstorm a list of possible ...
Technique 6.1: Structured Problem Solving
The structured problem solving process involves application of the four practices in the Solve Loop. It helps the responders collect, organize, and analyze the information used in solving the issue. Note that there are different skills used in different steps in the problem solving process, and, as a result, different responders or ...
Master the 7-Step Problem-Solving Process for Better ...
Step 1: Define the Problem. The first step in the problem-solving process is to define the problem. This step is crucial because finding a solution is only accessible if the problem is clearly defined. The problem must be specific, measurable, and achievable. One way to define the problem is to ask the right questions.
A Step-by-Step Guide to A3 Problem Solving Methodology
Problem-solving is an important component of any business or organization. It entails identifying, analyzing, and resolving problems in order to improve processes, drive results, and foster a culture of continuous improvement. A3 Problem solving is one of the most effective problem-solving methodologies. A3 Problem solving is a structured and systematic approach to problem-solving that ...
What is Problem Solving? Steps, Process & Techniques
Finding a suitable solution for issues can be accomplished by following the basic four-step problem-solving process and methodology outlined below. Step. Characteristics. 1. Define the problem. Differentiate fact from opinion. Specify underlying causes. Consult each faction involved for information. State the problem specifically.
The Six-Step Problem-Solving Model: A Collaborative Approach to
The Six Step Problem Solving Model isn't just a method; it's a mindset. A mindset that ensures problems are tackled systematically and collaboratively, driving teams towards effective ...
Solving Problems the Cognitive-Behavioral Way
Problem-solving is one technique used on the behavioral side of cognitive-behavioral therapy. The problem-solving technique is an iterative, five-step process that requires one to identify the ...
1.7: Problem Solving Process
Basically: Use a 6-step structured problem solving process: 1. Problem, 2. Draw, 3. Known & Unknown, 4. Approach, 5. Analysis (Solve), 6. Review. Application: In your future job there is likely a structure for analysis reports that will be used. Each company has a different approach, but most have a standard that should be followed. This is ...
DMAIC
DMAIC is the problem-solving approach that drives Lean Six Sigma. It's a five-phase method—Define, Measure, Analyze, Improve and Control—for improving existing process problems with unknown causes. DMAIC is based on the Scientific Method and it's pronounced "duh-may-ik.". Originally published on August 24th, 2017, this article was ...
A Deep Dive into the A3 Problem-Solving Approach
The A3 problem-solving approach is a powerful tool used to identify, analyse and solve issues. This comprehensive guide dives deep into the methodology, outlining the A3 problem-solving template and how to use it to unlock improvements and gain deeper insights into various situations. ... Structured documentation: ... The last step is key to ...

The Basics of Structured Problem-Solving Methodologies: DMAIC & 8D

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McKinsey Problem Solving: Six steps to solve any problem and tell a persuasive story

Step #1: School is over, stop worrying about “what” to make and worry about the process, or the “how”

Step #2: Thinking like a consultant requires a mindset shift

Step #3: Define the problem and make sure you are not solving a symptom

Step 4: Dive in, make hypotheses and try to figure out how to “solve” the problem

Step 5: Make a slides like a consultant

Tip #1 — Format, format, format

Tip #2 — Titles are the takeaway

Tip #3 — Have “MECE” Ideas for max persuasion

Tip #4 — Leveraging the Pyramid Principle

Step 6: The only way to improve is to get feedback and continue to practice

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The Complete Guide to Structured Problem Solving

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2. Root Cause Analysis

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Adopting the right problem-solving approach

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Continuous Improvement blog Problem Solving: A Structured Approach

Define the problem

Break down the problem

Set a target

Analyse the root cause

Develop Countermeasures

Implement countermeasures

Evaluate the results

Standardise and share lessons learned

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What is Problem Solving? (Steps, Techniques, Examples)

Problem-Solving Steps

Defining the Problem

Generating Solutions

Evaluating and Selecting Solutions

Implementing and Monitoring the Solution

Problem-Solving Techniques

Brainstorming

Root Cause Analysis

SWOT Analysis

Mind Mapping

Examples of Problem Solving in Various Contexts

Master the 7-Step Problem-Solving Process for Better Decision-Making

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Step 1: Define the Problem

Step 2: Disaggregate

Step 3: Prioritize

Step 4: Workplan

Step 5: Analysis

Step 6: Synthesize

Step 7: Communicate

7-Step Problem-Solving Process PPT Template