PROBLEM
SOLVING
– TOOLS AND
TECHNIQUES
Copyright TQMI 2003
Problem Solving
– Tools And Techniques
AIMS
This handy guide is for anyone involved in problem solving and
improvement activities. It contains guidelines on the use of many of
the tools and techniques which can be used as part of a
Continuous Improvement process.
CONTENTS
1: Introduction 2 - 3
2: The Problem Solving Process 4 - 10
3: Brainstorming 11 - 12
4: Cause and Effect Analysis 13 - 15
5: Checksheets 16 - 18
6: Concentration Diagrams 19
7: Process Flowcharts 20 - 23
8: Data Handling and Display 24 - 29
9: Pareto Analysis 30 - 32
10: Force Field Analysis 33 - 34
11: Ranking and Rating 35 - 36
12: Solution Effect Analysis 37 - 38 1
13: Failure Prevention Analysis 39 - 40
CONTENTS
14: Problem Solving Summary 41 - 42
15: What is Continuous Improvement? 43 - 46
16: Checklist 47
Copyright TQMI 2003
WHAT IS A PROBLEM ?
Put simply, a problem is “a deviation from normal expectations.”
So, if what you’ve got is
not what you expected, DESIRED SITUATION
or what you want, it’s
a problem.
PROBLEM
CURRENT SITUATION
People often get muddled between problems, symptoms and
solutions so it helps to understand the difference:
• A PROBLEM is a deviation from normal expectations
• A SYMPTOM is an effect of a problem
• A SOLUTION is a way to correct a deviation from normal
expectations
“Our problem is we need This is a SOLUTION
new equipment”
“Our problem is poor This is likely to be a SYMPTOM
morale” of more specific problems
“Our problem is how to This too is leaping to solutions,
speed up the ordering without having defined the 3
process” PROBLEM
“Our problem is which This requires a DECISION, not
supplier to choose” a problem to be solved
INTRODUCTION
The differences may seem subtle, but they
affect the way you go about defining
and solving problems. If you are
not careful, you may be starting
in the wrong place!
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THE PROBLEM SOLVING PROCESS
What is it?
The Problem Solving Process is a methodical and effective
approach for analysing problems and generating workable
solutions to them.
When to use it
It can be used whenever you recognise that a problem exists and
that a work process needs to be improved. It will enable you to
define a problem fully, conduct an analysis of the causes of the
problem and work through to the point of identifying and
implementing improvement solutions. It can be used by individuals,
but most powerfully, by teams.
Why use it?
4 To dive headlong into implementing solutions often generates
short-term improvements. However, this can fail to eradicate the
problem entirely because only the symptoms, not the ROOT
THE PROBLEM SOLVING PROCESS
CAUSES of the problem have been dealt with. The problem solving
process ensures you can identify quick fixes as well as permanent
solutions to the ROOT CAUSES.
The problem solving process
Implementation stages Define the
if viable: problem
Review/re-start
51
if not viable
Identify
Select & Test
Possible
Solutions
Causes
432
Identify
Possible Investigate
Solutions & Fix
Analyse
Data & Identify
Root Causes
Copyright TQMI 2003
CAUSE AND EFFECT ANALYSIS
What is it?
A Cause and Effect Analysis is a way of identifying the possible
causes affecting a problem and of recording these visually. Cause
and Effect Diagrams show the relationship between a problem
(effect) and the factors which potentially affect it (causes). They are
also known as Fishbone Diagrams and Ishikawa Diagrams.
They assist the search for the root cause of a problem by
organising, in a systematic way, your knowledge and
understanding of the factors which may contribute to a problem.
Cause and Effect Example
METHODS MANPOWER
Lack of supervision
No pre-entry checks
Measured
Boredom
Untrained staff
13
on volume Batches too big
entered New staff
Not enough rest-breaks
Temp. staff Lack of regular breaks
No automated checking
CAUSE AND EFFECT ANALYSIS
Pressure of work
No time COMPUTER
DATA-ENTRY
Inadequate software ERRORS
'Bugs' in the Illegible copy
system Old technology
Faxes of faxes
Keyboard 'bounce'
Illegible handwriting
'Sticky' keyboard
Incorrect data
Poor environment/ergonomics
seating, lighting, heating
MACHINES MATERIALS
Copyright TQMI 2003
CONCENTRATION DIAGRAMS
What are they?
Concentration Diagrams are pictorial Checksheets and are among
the simplest of tools to set up for data collection.
They are visual displays of how often and where faults, defects or
problems occur, on a product, on a form, or in a process. By
recording the occurrence of defects, they tend to show a
concentration of problems in specific areas.
How to use them
1. Define the fault under investigation.
2. Provide a large drawing or picture of the product, form or
process where the fault is occurring.
3. Leave on display for an appropriate period and ask people to
mark on the diagram each time a fault occurs and where it has
occurred.
4. After a sufficient period analyse the diagram to identify points of
fault ‘concentration’. 19
Concentration Diagram Example
CONCENTRATION DIAGRAMS
REQUISITION FORM Ground rules for
Ref. No. Auth Code xxxx
success are the
same as for
Item Stock Price Qty
Checksheets.
x xxxxx x
xxxx
Showing e.g. which
fields have missing
information, incorrect
details, invalid data
Variations
The diagram could be based on:
• A map or site plan • A diagram of a product or machine
• A Process Flowchart • A form or data entry screen
Copyright TQMI 2003
FAILURE PREVENTION ANALYSIS
What is it?
Failure Prevention Analysis is a tool which will help you to anticipate
problems before they happen.
When to use it
• On any new activity
• Whenever a significant change is planned
• Where consequences of failure are potentially major
How to use it
1. Identify the potential problems by brainstorming “what could go
wrong?”
2. Rank each possible failure by designating a probability and
consequence factor, using a scale of 0-10 for each. Calculate
an overall risk rating by multiplying the two factors together.
39
FPA Example: Launch a New Product
The highest risk
Overall
Possible Failure Probability Consequence Rating Ranking of failure here
FAILURE PREVENTION ANALYSIS
Late delivery of is that the
raw materials 8 1 8 6
machine won't
Unable to obtain 1 10 10 5
raw materials be available
Machine not suitable 3 10 30 2
when needed.
Machine not 5 10 50 1
available
Paperwork not 6 3 18 4
available
Operator training 3 2 6 7
not carried out
Methods of
measurement not 3 7 21 3
determined
3. Examine the root causes of the key potential failures.
4. Identify actions that prevent failure (or re-think the decision to
implement if failure cannot be avoided or minimised).
Copyright TQMI 2003
Matrix of Tools and Techniques
Implementation
Analyse data
and identify
root causes
Investigate
solutions
solutions
problem
Define a
possible
possible
Develop
and test
Identify
and fix
causes
stages
Select
Brainstorming
Cause and Effect
Analysis
Checksheets
Concentration
Diagrams
Process
Flowcharts
Data Handling
and Display
42
Pareto Analysis
Force Field
PROBLEM SOLVING SUMMARY
Analysis
Ranking and
Rating
Solution Effect
Analysis
Failure
Prevention
Analysis
= Possible tools to use
Copyright TQMI 2003
Problem Solving – Tools And Techniques
ISBN 1 899566 24 4
© 2001 TQM International Ltd. www.tqmi.co.uk
Published by TQM International Ltd., The Stables, Tarvin Road,
Frodsham, Cheshire, WA6 6XN. United Kingdom. T: 01928 739191
Typeset and printed by Jantec Printing, Southampton.
All rights reserved. No part of this publication may be
reproduced or transmitted in any form or by any means,
electronic or mechanical, including photocopy, recording, or
any information storage and retrieval system, without the
permission in writing from the publisher.
British Library Cataloguing in Publication Data. A catalogue
record for this book is available from the British Library.
Copyright TQMI 2003
