Problem Solving Techniques

7 Step Method

All Work is a Process!

Process: Interrelated work activities that are
characterized by a set of specific inputs and valueadded tasks that produce a set of specific outputs
requirements

requirements

PROCESS
Supplier

inputs

feedback

Participants
Value-added tasks

output

Customer

feedback
2

Overview - Process Management

Process Discovery
Process Management

Process Control
7-Steps
Problem-Solving Process

Customer
Focus
LQL
Activities
Continuous
Improvement

Total
Participation

Societal Networking

Process Management Overview

PROCESS DISCOVERY
Understand the customer
and the process

PROCESS CONTROL
Assessing process performance REACTIVE IMPROVEMENT
7 Steps / QIT
*

Who

are the customers?

What

are our products and

services
What

are the requirements?

What

is the process map?

How

is our process
performing?

Does

the standardized process

continuously perform as expected?
What

action is warranted by
careful checking of process data?
Continue

SDCA

Initiate

with the next

PDCA to find and

remove root cause of special
variability

1. Theme selection
2. Data collection & analysis
3. Causal analysis
4. Solution planning &
implementation
5. Evaluation of effects
6. Standardization
7. Reflection and next problem

What

actions are needed to

improve my process?
Identify

the largest source of

variation in standard process
Find

and eliminate a root

cause of variation
Define

new standard process

Model of Continuous
Improvement
Level of Thought

Level of Experience

Three Types of Problem

Solving
Level of
Thought
Level of
Experience

DATA

DATA

DATA

Process Control
Reactive Improvement
Proactive Improvement
6

Types of Problems
Level of
Thought

7. Reflect
on Process
Sense a
problem

1. Theme
Selection

Explore
essentials

Level of
Experience

2. Collect
Data

Formulate
Problem
DATA I
(Qualitative)

Problem Type: Proactive

Process/ Tools: 7 M anagement &
Planning Tools
Purpose: Improvement by Design

6. Standardize

4. Plan
Solution
and...

5. Evaluate
effects

Implement
3. Analyze
Cause

DATA II
(Numeric /
Quantitative)
Reactive
PDCA , 7 Steps, Q C
Tools
Continuous
Improvement

DATA III (Numeric

/ Measurement)
Process Control
SDCA , SPC
Control of Process

Options for Problem Solving

The ins
innovation
insight
invention
inspiration
intuition
instinct
gut feel

prayer
clairvoyance

inner
self

copy imitation
benchmarking
consultation

other
world

PROBLEM

real world
systematic
PDCA
7 Steps
Shiba WV

others

random
trial-and-error
guess
accident
chance
luck

delegation
negotiation
just waiting
deceiving
hiding
lying
passing-thebuck
confusing
finger pointing
transferring
30

PDCA and the 7 Steps

PDCA
PLA N

7 Steps
QC Tools
1. Select a theme
Checksheet, graph, histogram,
2. Collect data
scatter diagram, Pareto diagram,
3. A nalyze causes
cause-and-effect diagram, flowchart
DO
4. Plan and implement
Flowchart
solution
CHECK
5. Evaluate effects
Checksheet, graph, histogram,
scatter diagram, Pareto diagram,
cause-and-effect diagram, run
chart/ control chart
A CT
6. Standardize
Flowchart
7. Reflect on process
(provides
(provides process)
(provides tools)
repetition)

31

The Basic QC Tools

CHECKSHEET

PARETO DIAGRAM

A xxx

CAUSE & EFFECT DIAGRAM

ISHIKAWA

B xxxxxxxxxx
C xx
D xxxxx
E xxxxxxxx

CONTROL CHART
FLOWCHART

GRAPH
HISTOGRAM

SCATTER DIAGRAM

32

Step 1: Theme Selection

Level of
Thought

7. Reflect
on Process

Sense a
problem

Explore
essentials

Level of
Experience

1. Select
Theme

4. Plan solution
and...

2. Collect Data

Formulate
Problem
DATA I

6. Standardize

implement

5. Evaluate
effects

3. Analyze
causes
DATA II

DATA III

33

Step 1: Theme Selection

1. Focus on weakness
2. Thoroughly explore the problem
3. Clearly state the theme

34

1. Focus on Weakness

Weakness is difference between current

situation and target
Weakness orientation focuses on eliminating
weakness as basis of improvement (closing
the gap)
current

}weakness

target

customer need
weakness

actual performance

Focus on facts, processes and root causes

35

2. Thoroughly Explore the Problem

Understand the context for problem solving

Consider process discovery

Understand the customer

Understand the process

What am I providing my customer?

What will satisfy my customer?
What am I doing?
How am I doing it?

Jump-Up and ask Why am I doing this?

36

3. Clearly State the Theme

Have weakness orientation

Have market-in (customer-focused) orientation
State as a problem, and results desired, not a solution
State as one problem, not several
Choose words carefully
Theme should contain a goal and timeframe, or at least a
commitment to a date when they will be defined.
Follow the SMACT;

S - Specific
M - Measurable
A - Attainable
C - Challenging
T - Time-bound

37

Step 2: Data Collection and Analysis

Level of
Thought

7. Reflect
on Process

Sense a
problem

1. Select
Theme

Explore
essentials

Level of
Experience

6. Standardize

Formulate
Problem
DATA I

4. Plan
Solution
and...

2. Collect
Data

5. Evaluate
Effects

implement
3. Analyze
Cause

DATA II

DATA III

38

Step 2: Data Collection and Analysis

Define your data collection process

Analyze the data

Stratification (4Ws)
Graphics - Plot the data
Focus on deviation

Draw a logical conclusion

Data appropriate to process and the theme

Multi-variable data (4Ws)

Based on facts
Focus on vital few

Use standard tools

39

Checksheet
A check sheet is a tool for
systematically collecting data or
tabulating collected data
Types of information

Data collection process (e.g. Date, time,

collectors name)
Variables associated with the defects (e.g.,
product type, machine number, shift)
Type of defect

40

Graphs of Stratified Data

CHECKSHEET

Vendor Purch.
Agent

Order date vs.

Delivery required

# days
late

material
type

$
value

Week in qtr.
Ordered

Late delivery
1
2
3.

# late
items

# late
items

77 MOTO NEC XYZ

# late
items

1-5 5-15 15-30 >30

VENDOR

11-13 1-4 5-7 6-10

ORDER
RUNAWAY

# late
items

WEEK
ORDERED

# late
items

FRED ANN JOE BETH

PURCH. AGENT

ICS WIRE PCB MECH OTHERS

MATL. TYPE

41

Step 3: Causal Analysis

Level of
Thought

7. Reflect
on Process

Sense a
problem

1. Select
Theme

Explore
essentials

Level of
Experience

6. Standardize

Formulate
Problem
DATA I

4. Plan
Solution and...

2. Collect
Data

5. Evaluate
effects

implement
3. Analyze
Cause

DATA II

DATA III

42

Process Mapping Flow Chart

What can a flow chart do?
Bring a team to a common understanding of the activities
and decisions that make up a process

Highlight areas of excess complexity, unnecessary loops,

and delay points which should be simplified

It is very difficult to improve a work process unless you understand

how it currently operates!

The flowchart becomes the roadmap for identifying improvement

opportunities!

Compare the actual flow to ideal flow(s) to drive process

design or redesign
Set the stage for standardization (while providing valuable
documentation)
43

Process Mapping Steps

1. Determine the flow chart scope and level of detail

Where will the chart begin (inputs) and where will it end
(outputs)?
To what level of detail will activities and decisions be described?

2. Identify all the operations that make up the process

List each input, activity, decision, storage, transport, and output

(individual Post-it notes)
Identify non-value added work

Queues and storage points (wait times)

Places where work is checked
Rework

44

Process Mapping Steps

(continued)
3. Organize the steps
- arrange the steps in the pattern that best describes the way
things really happen (avoid the temptation to represent the
process the way it should be and carefully portray the process
that is)
4. Draw the flow chart using standard symbols:
task or
activity

storage
point

sub process
N

a checkpoint,
decision point
Y

queue or
wait point

a break
point
45

From Pareto to Cause-and-Effect Diagram

100%

150

Cause-and-effect diagram
4th Why

5th Why

Procedures C

Pareto
diagram

Policies
D

3rd Why

People

(Date)
(Step #)
(Contributors)

1st Why

2nd Why
Why
defects?

Plant
(Conclusion)

B C D E F G H

Ask why 5 times

4Ms and 4Ps
46

Steps in Constructing the

Cause-and-Effect Diagram
1. Enumerate possible causes
2. Evaluate for completeness and to
determine strength of root cause(s)
3. Verify existence of root cause(s)

47

Guidelines for Generating Possible

Causes (Factors)

State answers clearly

Answer why question with a Because, (avoid

categorization
Explore the meaning of answers deeply

Use modifiers
Past tense
Multi-valued statement where possible
One idea / cause per statement

Dont accept without understanding

Reword answers appropriately
Reformat branches if necessary

Add new data to diagram over time if possible

48

Guidelines for Group

Participation

Accept one idea at a time

Accept all ideas
No debate - ask questions for clarification
only-rewrite labels to incorporate the
clarification
Use a consistent methodical approach

49

Cause-and-Effect Example
(Date)

Cause-and-effect diagram

(Step #)
(Contributors)

4th Why

5th Why
B

Procedures

Policies
D

1st Why

3rd Why

2nd Why
Why
defects?

People

Plant

(Conclusion)

50

Evaluating the Cause-and-Effect Diagram

Ensure construction is complete
Determine which root causes to verify
STEP # 1
A. Starting at each root cause, work up the chain of cause and
effect. Check logic by verifying that because this happens,
then that happens.
B. Where the logic breaks down or is incomplete, amend by
restating and/or adding new answers.
STEP # 2
A. Starting at the root cause, evaluate the impact on the effect at
the head of the fishbone - evaluate and indicate the strength of
all the causes. Mark the causes (or use dots)
B. For all high impact causes, repeat A, if necessary, to identify
the vital few root causes
C. Choose measurable root causes to verify

51

Verifying Root Causes

Collect data on root causes
Use run charts, Pareto, graphs,
scattergrams, etc. To determine
strength of correlation between
selected root cause and problem
If verification fails to validate choices,
return to diagram and choose new root
causes to verify. (Sometimes knowing
that something is not the cause is very
valuable)

52

Step 4: Solution Planning & Implementation

Level of
Thought

7. Reflect
on Process

Sense a
problem

1. Select
Theme

Explore
essentials

Level of
Experience

2. Collect
data

Formulate
Problem
DATA I

6. Standardize

4. Plan
Solution and...

5. Evaluate
effects

implement

3. Analyze
Causes
DATA II

DATA III

53

Select Solution and Plan

Implementation
Focus on the primary root causes
Focus on solution which you can
implement
Dont try to fix everything at once
Involve those who will be affected
Run a controlled experiment (pilot)

54

Selecting a Solution to One Root Cause

Primary Root Cause:
________________

Selection Criteria
Feasibility Effectiveness

..

..

Total
Score

Alternative
Solutions

Solution 1
Solution 2
Solution 3
Solution 4
--------

Possible Scoring Scale

Possible
Scoring
V alues

= high

3 or 5

= low

= medium

2 or 3

1
55

Solution Implementation
WHAT? WHEN? WHERE? WHO? HOW?

56

Step 5: Evaluation of Effects

Level of
Thought

7. Reflect
on Process

Sense a
problem

1. Theme
Selection

Explore
essentials

Level of
Experience

6. Standardize

Formulate
Problem
DATA I

4. Plan
solution
and...

2. Collect
Data

5. Evaluate
effects

implement
3. Analyze
Causes

DATA II

DATA III

57

Step 5: Evaluation of Effects

Confirm improvement (before-and-after
comparison)
Evaluate all subsequent effects
Measure improvement gains over time

58

Before-and-After Pareto Diagrams

June 1 - July 31
160

100
150

150

Total Effect
X Fewer Defects

80

Sept. 1 - Oct. 31
60

100

100%

100

80
40

60

50
50
40

Effect on
Root Cause
Y Fewer Defects

20
20

E Others

E Others

59

Measure Improvement Gains

Over Time
Teams should continue to track
improvement even after they evaluate
the pilot
A run chart is an excellent way of
displaying incidents of defects over time

60

Step 6: Standardization

Level of
Thought

7. Reflect
on Process

Sense a
problem

6. Standardize
4. Plan
Solution
and...

1. Select
Theme

Explore
essentials

Level of
Experience

Formulate
Problem
DATA I

2. Collect
Data

5. Evaluate
Effects

implement
3. Analyze
Causes

DATA II

DATA III

61

Step 6: Standardization

Move from PDCA cycle to SDCA cycle

Revise the standard (4Ws, 1H, 1C)
Create a process to detect future problems

PLAN
ACT

DO
CHECK

IMPROVEMENT

NEW
STD.

STD

DO

ACT

CHECK

CONTROL

62

Revise the Standard

Involve workers affected
What

Documentation
Specifications
Policies
Flowcharts

When, Where, Who, How, Check

Implementation of new standard
Maintenance of gains

63

Step 7: Reflection on Process

Level of
Thought

F
Sense a
problem

6. Standardize

1. Theme
Selection

Explore
essentials

Level of
Experience

7. Reflect
on Process

2. Collect
Data

Formulate
Problem
DATA I

4. Plan
solution
and...

5. Evaluate
effects

implement
3. Analyze
Causes

DATA II

DATA III

64

Step 7: Reflection on Process

Analyze

strengths and weaknesses

Determine next problem
Document QI story

65

1. Analyze Strengths and Weaknesses;

2. Determine Next Problem to be Addressed

Identify the critical difficulties during the process - using the

tools, etc.
Identify the critical strengths
Identify the key things the team would do differently
Identify what key things the team (or team members) needs
to learn to improve the Seven Steps Process
Determine the next problem to be addressed

How will it be selected?

Is the team makeup still appropriate

66

3. Document the QI Story

Standard presentation format
Presented to management
Diagnosed by management
Guidelines for developing

About 15-25+ overheads

Narrative of 4+ pages with relevant backup
information
Logical flow from Step 1-7 (regardless of
teams actual progress)

67

7 Steps Summary
6. Standardize

7. Reflect on Process

_____________

4Ws 1H 1C
KJ

1. Selecting a Theme
yes

4. Plan Solution and

_____________

4Ws 1H

Level of
Thought

Strong?
Problem
Statement

No

2. Data
Collection

3. Causal
Analysis

_____________

_____________

Customer Questions

Checksheet,

Pareto,

Process Flow Chart

Run Chart,

Ishikawa

Explore Problems
_____________

Selection Matrix & Data

Implement
Solution

5. Evaluate
Effects
_____________

Pareto, Run
Chart

Pareto

Collection
Level of
Experience
DATA I

DATA II

DATA III

68

7 Steps Problem Solving Process: Review

STEP

PURPOSE

A CTIV ITIES

1. Theme
Selection

Define the
problem

7 Fundamental questions
Process flow diagram
Theme selection matrix

2. Data
Collection
and A nalysis

Explore the
problem
through
exploration
Identify root
cause of the
problem

Design checksheets
Collect the data
A nalyze data: Pareto
diagrams
Ishikawa creation and
evaluation
V erification of root
cause(s) using more data
collection

3. Causal
A nalysis

CRITICA L
OUTPUT
Statement of the
theme

Revised
Statement of the
theme
V erified root
cause(s)

69

7 Steps Problem Solving Process: Review

STEP

PURPOSE

A CTIV ITIES

CRITICA L
OUTPUT

4. Solution
Planning &
Implementation

Reverse root Solution selection matrix

Solution
cause
Solution implementation plan: implementation
4Ws, 1H
plan

5. Evaluation of
effects

Determine
impact of
solution on
problem

Collect data
A nalyze data
Pareto diagrams
Tangible & intangible effects

Quantification of
results

6.
Standardization

Make
permanent
solution

Standardization plan: 4Ws,

1H, 1C

Revised standards,
procedures, and
policies

7. Reflection

A llow team Reflect on use of tools, etc.

and others to Plan next problem
learn from
Prepare and present QI story
experience

One key strength

and one key
weakness
70