Approaches to

Problem Solving
Techniques for Problem
Identification & Analysis
Root Cause Analysis

 Root Cause Analysis is an effective method of probing

 Root cause analysis helps identify what, how and why

something happened thus preventing recurrence.

 Key Considerations:

 Specific underlying causes

 Cost beneficial
 Within management control
 Effective recommendations
 Root Cause Analysis Technique – Five Why

By repeatedly asking the question "Why" (five is a good rule of

thumb), you can peel away the layers of symptoms which can lead to
the root cause of a problem

Problem Why? Why? Why? Why? Why?

Root Cause Analysis Technique – Fish
Bone

Systematic way of looking at effects and the

causes that create or contribute to those effects.

 Helps determine root causes

 Encourages group participation
 Uses an orderly, easy-to-read format
 Indicates possible causes of variation
 Increases process knowledge
 Identifies areas for collecting data
5 Whys And The Fishbone Diagram

The 5 Whys can be used individually

or as a part of the fishbone diagram.
The fishbone diagram helps you
explore all potential or real causes
that result in a single defect or
failure. Once all inputs are
established on the fishbone, you can
use the 5 Whys technique to drill
down to the root causes
 Formulating the Hypotheses

Hypothesis is a tentative explanation for an observation

that can be tested (i.e. proved or disproved) by further
investigation

Issue Diagram is an effective method for breaking down

problems and formulating hypotheses
Hypothesis #1A

Key Questions #1C-a

Hypothesis #1B

Issue #1
Key Questions #1C-b
Hypothesis #1C

Key Questions #1C-c

Hypothesis #1D
Key Questions #1C-d

Problem Issue #2

Issue #3
Brainstorming & Its Techniques

 Method for developing creative solutions to

problems.
 It works by focusing on a problem, and then
deliberately coming up with as many
deliberately unusual solutions as possible and by
pushing the ideas as far as possible
 Brainstorming is not appropriate for testing an
idea; it is used to generate ideas

 Individual brainstorming
 Group brainstorming
 Storyboarding
 Conducting the Analysis

 Analysis of the facts is required to prove

or disprove the hypotheses

 Analysis provides an understanding of

issues and drivers behind the problem

Various Analysis Techniques

 SWOT Analysis
 Force Field Analysis
 Cost Benefit Analysis
 Impact Analysis
 Pareto Analysis
SWOT – Strengths Weaknesses
Opportunities Threats
 Probably the most common
analytical tool for strategic planning
 Somewhat subjective
 Easy to understand and follow
 Very useful for identifying the core
competencies of any organization
Force Field

 Visually shows significant forces that

impact the problem

 Forces tend to be those factors that

promote or hinder a solution to a problem

 Prioritize forces between direct (more

important) and indirect (less important)

 May need to brainstorm to generate ideas

to list all forces
Cost Benefit

 Identify all expected costs and benefits to

make sure the decision has economic merit.

 Costs includes all tangible outlays (time,

money, etc.) and intangible /qualitative
factors where you can assign some value

 Look at the net changes between making

the decision vs. not making the decision
 Cost Benefit Example

The Costs The Benefits

(minuses) (pluses)
• •

Choice
Choice B:
B: Do
Do Nothing
Nothing –– Status
Status Quo
Quo

• Net
Benefit =
$
250,000
Change
Change in
in Costs
Costs Choice
Choice A
A –– B
B Change
Change in
in Benefits
Benefits Choice
Choice A
A –– B
B
== $$ 700,000
700,000 == $$ 950,000
950,000
 Impact Analysis Tools
 Scenario Playing – Storyboarding out how the future will unfold
between alternatives: Do Nothing vs. Solution

 Cost Benefit Analysis - Used to quantify impacts

 Decision Tree Analysis – Build a tree and assign probabilities to

each alternative to arrive at the most likely solution

 Simulation – Modeling a process and seeing how it changes when

one or more variables change

 Prototype Model – Build and test the solution on a small scale

before implementation to flush out lessons learned
Pareto Analysis
 Pareto Chart
Measure
# of Employees, etc.
Downtime, Errors,

Causes, Products, Mfg. Lines, Operators

Categories Machines, Defect Types, etc.