1
Creative
Problem
Solving
Learning Objectives 2
When you have completed this module you will be able to define
the key concepts associated with Creative problem solving and
you will be able to:
Identify the main obstacles that prevent problems from being
solved in the organization
Understand the components required for successful problem
solving
Understand the importance of proper problem solving activity
Learning Objectives 3
Use problem solving techniques to improve
productivity and profitability
Explain the benefits of having an effective and
proactive approach to solving problems
4
Introduction
What is a Problem? 5
“A Problem is a Deviation from
Acceptable Performance”
There is a gap between what is actually happening
and what is supposed to be happening
Solving the problem will close the performance gap
Why Solve Problems? 6
In an organization where problems exist but remain
unsolved the following can occur:
De-motivation of staff
Loss of customers
Waste of resources
Reduction of profit
Compromised growth / survival potential
Why Solve Problems? 7
Solving a problem usually removes an impediment
from work leading to:
Increased Productivity
Increased Enjoyment
Less Stress
Improved Quality
Improved Efficiency
The Problem Solving Process 8
To succeed, the problem solving process must be
Suitable for the organization
Robust enough to survive
Simple enough to be understood
Implementable
Seen to be effective and transparent
Problem Solving Journey 9
There are 4 main phases in the problem solving
journey:
Problem Identification
Cause Identification
Remedy identification
Remedy implementation
These can be further classified as:
Diagnostic activities
Remedial activities
Types of Problem 10
Problems can be broadly grouped into 3 categories:
System problems
People problems
Process problems
Note: Each problem category has its own peculiarities which
must be taken into consideration when tackling them
People Problems 11
May be difficult to resolve because
People are not totally logical
Emotions can play a part
Psychological Influences
Implicit personality theory
Judging others by traits we find attractive in ourselves
The Halo effect
Initial judgment will affect all further interaction
Stereotypes
Judging individuals due to the group they belong to
Process Problems 12
These cover
Mechanical
Electrical
Electronic
Chemical
Information
Note: These problems are usually logical but complex thereby
requiring a high level of technical knowledge
System Problems 13
Systems are in place to ensure that in the organization
Everything Happens As It Should
Every Time
By Everybody
Note: Usually people are a key element of systems in the design
and implementation of the systems This adds another level of
complexity to system problems
14
Requirements
Basic Requirements 15
People
Process
Resources
Basic Requirements 16
People who are
Capable
Trained
Motivated
Open
Honest
Imaginative
Disciplined
Basic Requirements 17
Process that is
Suitable
Flexible
Robust
Accepted
Transparent
Fast
Constantly Evolving
Basic Requirements 18
Resources that include
People
Information
Finance
Support
Space to experiment
Trust
Attitude 19
An effective problem solving attitude has the
following components:
Optimism
Persistence
Basic Knowledge
The correct approach
Responsibility 20
Responsibility for solving problems may lie
With the individual who has ownership of a process or
product
With a work team who operate a process
With defined project teams who are assigned to work on a
particular issue
With the organization that needs to meet its strategic
objectives
Responsibility 21
Problems will not be solved unless someone:
Takes ownership of the problem
Designs, accepts and works with a defined problem solving
process
Designs and implements a quality solution
Monitors the effect of the solution in terms of the overall
business process
Continuous Improvement 22
The Japanese concept of Kaizen has 5 basic rules for
solving problems to generate continuous improvement:
When a problem occurs go to the site of the problem
Check the site of the problems
Take temporary countermeasures on the spot
Find the root cause
Standardize the process to prevent the problem from
happening again
23
Problem
Solving
Techniques
Problem Solving Techniques 24
To solve a problem there are two main issues that
need to be clarified:
Where exactly you are at the present moment
Where exactly you want the problem solving
journey to bring you
Problem Solving Techniques 25
Brainstorming Team Purpose Analysis
TPN Analysis Ishikawa Chart
Matrix Analysis SWOT Analysis
Paired Comparisons The 5Ws
Cause & Effect
Problem Solving Techniques 26
Technique 1: Brainstorming
Why use brainstorming:
To create lists of problems
Theories
Ideas
Solutions
Causes
Main value of brainstorming is that it involves everyone and can
spark creativity
Problem Solving Techniques 27
Rules for brainstorming
Have a strict rotation to involve everyone
Allow people to pass their turn
No discussion
No criticism
No evaluation
Capture everything in a visible format
Number the ideas as they emerge
Go into a free flow mode towards the end
Problem Solving Techniques 28
Technique 2: TPN analysis
This technique allows one to look at problems form
the perspective of which ones you can actually do
something about
The focus is therefore on the span of control
There is a need for realism to be applied
Problem Solving Techniques 29
TPN Analysis - the method
Take the numbered list from the brainstorming
session
For each item on the list, decide whether your span
of control over it is
T - Total
P- Partial
N - None
Note: This forces the group to look only at the problems where
they can have an impact
Problem Solving Techniques 30
Technique 3 - Matrix Analysis
Take the issues that have emerged from the TPN analysis
where you have decided that you have Total control
Analyze them against two criteria such as
Impact on Productivity
Ease of implementation
Place them on a matrix constructed with the criteria as
the axes
Identify the key priority issues according to the criteria
chosen
Matrix Analysis 31
Easy
First problems to
be addressed
Hard
Low High
Impact
Problem Solving Techniques 32
Problem Solving Technique 4: Paired Comparisons
Take the high priority issues and list them on a table
Select a criterion to judge all issues against
Compare each issue with every other issue in a
sequence of pairs and select the most important one
in terms of the criterion chosen
Count the number of times that each issue was
dominant
Identify the issue that has the highest count
Problem Solving Techniques 33
Paired comparisons - comments
The structure of the table has to be correct to make sure
that the pairs are correct
Selection of the right criterion is vital as it will decide
which issue is dominant and must be tackled first
Counting the dominants correctly is central to the
success of the technique
When in a team situation ensure that everyone has the
issues presented on the table in identical order
otherwise the comparisons are not identical
Problem Solving Techniques 34
Team Purpose Analysis
Establish or clarify the team mission
Perform detailed activity analysis on the problem to be
tackled
Identify the key skills required
Perform an workload management analysis
Set up an effective communication process
Set up performance metrics for the problem solving
activity
Schedule effectively
Problem Solving Techniques 35
Outcomes from the Team Analysis
Focus
Prioritization
Resourcing
Organization
36
Facts & Figures
Dealing With Information 37
Gathering Facts
Clearly identify facts from opinions
Use effective measurement systems that are understood by
the operators
Treat estimates with suspicion
Record facts accurately and maintain them in a secure place
for reference
Dealing With Information 38
Basic parts of a measuring system
The operator
The measurement instrument
The procedure for taking the measurement
A means of recording the measurement accurately
and securely
Dealing With Information 39
Presenting facts is part of the problem solving activity, so
they must be presented:
Accurately
On time
Visibly
Logically
Understandably
Data Capture 40
The Measles Chart
Construct a diagram of the process , system or
product where the problem arises
Mark on the diagram the location of each problem
as it arises
Analyze the diagram to see where marks are
clustered as these clearly identify the problem areas
Use the analysis to guide the problem solving
activities
The Measles Chart 41
The location of problems
reported on workstations
are marked with a star
The measles chart clearly
shows that the majority are
with the floppy drive
42
Causes &
Symptoms
Symptoms and causes 43
Symptoms are usually the visible manifestation of
the problem
Because they are visible they can attract attention
Effort is often spent eradicating symptoms of a
problem
However the unseen parts of the problem - the root
cause, is the part that needs attention
Problem Solving Techniques 44
Problem Solving Technique 5: The Ishikawa chart
This is also known as the Fishbone chart
The problem is looked at from the point of
identifying possible causes of the problem in 5
areas:
Man
Machine
Method
Material
Environment
Ishikawa Chart 45
Man Method
Problem
Materials Machine
Environment
Problem Solving Techniques 46
Problem Solving Technique 6: SWOT analysis
After establishing the root cause of the problem, an analysis is
made of the
Strengths
That can be brought to bear on the problem
Weaknesses
That will exist if the problem is not fixed
Opportunities
That will arise when the problem is fixed
Threats
That will appear or increase if the problem is not fixed
SWOT Analysis 47
Strengths Weaknesses
Opportunities Threats
Problem Solving Techniques 48
Problem Solving Technique 7: The 5 Ws
This is a simple technique that allows one to dig
into the problem by asking
What
Where
When
Who
Why
One can also ask how?
Problem Solving Techniques 49
Problem Solving Technique 8: The 5 Whys
This is another simple technique which allows the team to
strip away layers from the problem and tackle root cause
Ask why the problem occurred
Get an answer and ask why it is so
Do this 5 times
This method begins to give robust information beyond the
third Why
Problem Solving Techniques 50
Problem Solving Technique 9: Cause & Effect Analysis
Identify all possible causes of the problem
Write them on Post-it stickers
Begin to analyze and cluster the potential causes
Analyze for root cause
Test the reality of each cause
Benefits are:
Focus is on the cause
Different perspectives emerge from the team
Allows linkages to be established
51
Solutions
Getting to the Solution 52
The Logical Approach
This uses the Principle of Cause & Effect
Stage 1 - Gather all relevant information
Stage 2 - Review the information and develop a
hypothesis regarding the problem and the solution
Stage 3 - Test the Hypothesis
Stage 4 - Eliminate the cause
Getting to the Solution 53
Developing A Solution
Sufficiency
Acceptance of something which is not the best
available solution for the problem
Normally focuses on removal of symptoms and
not root cause
Short term response
Getting to the Solution 54
Developing The Solution
Problem solving loop
Usually associated with a lack of knowledge of the
situation
Facts are distorted to fit in with old / known solutions to
similar problems
Same solutions are used continuously
Problems will multiply
Getting to the Solution 55
Defining a Quality Solution
The problem must not recur
The solution cannot have an negative knock-on
effects
The solution must be appropriately implemented
The resources required to implement the solution
must be kept to a minimum
Solution Effect 56
You want to design and implement a solution that
will be a quality solution This technique assists
you in achieving that goal
List the proposed solutions
Analyze them in relation to the circumstances
Take criteria that have an impact on the acceptability of
the solution such as cost, speed, effect on the market
Select the best solution from the analysis
Solution Effect 57
When looking at the solution it is important to identify the
issues which are:
The big drivers
The main reasons for implementing the solution
The small drivers
The minor reasons for implementing the solution
The big resistors
The main reasons that will block the implementation
The small resistors
The minor reasons that will block the implementation
Devise counter measures to overcome the resistors
58
Benchmarking
&
PDCA
Benchmarking 59
Reason for using benchmarking is to measure the
Organization
Team
Department
Process
Against a ‘best in class’ practitioner
Benchmarking 60
Bench-marking will allow you to solve problems
through learning from others
7 step process for effective bench-marking
Plan - decide what you are going to benchmark
Research - identify a bench-mark source
Observe - visit the bench-mark provider
Analyze - look at the information gathered to generate the best
solution to your problem
Adapt - modify the approach to suit your own needs
Improve - try to get a result that is better than the bench-mark
level
Integrate - build the solution into your process or system
PDCA in Problem Solving 61
Once the solution has been identified then the implementation
must be planned
Metrics to determine the extent of the success or failure of the
solution need to be set
A suitable measurement system needs to be set up
Analysis of the metrics needs to be established
If the metric show a failure then action needs to be taken to
realign the effort
PDCA in Problem Solving 62
This process can be managed through the Plan, Do,
Check, Act cycle
Plan
Plan the implementation and define the metrics
Do
Start the implementation process
Check
Check the implementation results against target
Act
If the implementation results are off target then act so as to realign the
effort
PDCA in Problem Solving 63
Plan
Act Do
Check
64
Why Problem
Solving Fails!
Why Problem Solving Fails 65
Problem solving activities can fail because of
Poor Problem
Solving Skills
Lack of
Focus
Lack of
Resources
Non-Implementable
Solutions
Why Problem Solving Fails 66
Poor Problem Solving skills
Due to lack of training
Capability of the personnel involved even afer
training
No emphasis put on problem solving as a critical
business skill in the organization
Why Problem Solving Fails 67
Lack of Focus
Insufficient focus on the problem at hand leading
to non-completion
Too many problems being tackled at once
Activity centered on problems that affect non-
critical business areas, thereby devaluing the
problem solving activity
Why Problem Solving Fails 68
Lack of Resources
Information not available or accessible
No personnel released to work on problem solving
teams
Little or no co-operation
No support from senior levels
Why Problem Solving Fails 69
Non-implementable solutions
Solutions are not implementable due to
Resistance to change
Cost
Political issues
Capability of personnel
Time requirements
Wrong solutions generated
Summary 70
Solving problems is part of normal work
Solving problems delivers benefits to the individual,
team and organization
There are simple techniques for problem solving
The effectiveness of the techniques is dependent upon
the quality of the information available
Summary 71
Causes not symptoms should be removed
Quality solutions need to be designed
Implementation of solutions needs to be planned
and their success checked
Continuous improvement is dependent in many
cases on robust problem solving methodologies
