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The Pareto Principle

http://en.wikipedia.org/wiki/Pareto_principle

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Successful Implementation

To assure the successful implementation of your solution and
plan of action, remember the following:

1. Prepare your staff well in advance;

2. Train your staff well in advance;

3. Order equipment, material, etc., well in advance;

4. If necessary, hire new staff and do so well in advance;

5. Use PR at every meeting and in memos as much as possible;

6. Evaluate the effects of each phase as it is implemented
and make the necessary adjustments;

7. Attempt to remain flexible and open-minded.

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the drill down technique

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Learn how to use more than 25 different problem solving techniques to solve simple and complex problems.

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Abstract and over-generalised thinking

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Concept Fans

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Creativity Tools: Develop Creative Solutions to Business Problems

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Learn techniques that can help you come up with creative ideas, including brainstorming and other idea-generation tools, and creativity processes.

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Consider a specific example

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Over Fifty Problem Solving Strategies Explained

The comprehensive nature of the list of problem solving strategies allows individuals to use a checklist approach to problem solving. It also could facilitate training others in problem solving. The classification of the strategies into types may facilitate the development of new strategies that fit into a specific category. The explanations and examples given could serve as a valuable supplement to other explanations and examples available in books and on the web.

The strategies on this list are in themselves not original. The original aspects of this list are (a) putting all these specific strategies together, (b) organizing them into the types described below, and (c) giving each type of strategy a fresh explanation with new examples.

Problem solving strategies explained, with examples

Strategies to help you understand the problem

Strategies to help you simplify the task

Strategies to help you determine the cause of the problem

Strategies involving the use of external aids to help you identify possible solutions

Strategies involving the use of logic to help you identify possible solutions

Strategies using a possible solution as a starting point to help you solve a problem

Strategies to help you determine which possible solution is best

Strategies using geometry for problem solving

Strategies to help you function optimally while problem solving

Strategies to help you solve multiple problems
Sources of the list
The strategies in this document come from a variety of sources, many of which have long since faded from my memory. Some of the ideas were previously described in the following references, which provide a wealth of examples:

D'Zurilla, T.J., & Goldfried, M.R. (1971). Problem solving and behaviour modification. Journal of Abnormal Psychology, 78, 104-126.

Fabian, J. (1990). Creative thinking & problem solving. Chelsea, MI:Lewis.
More information about Problem Solving
Harris, R. (2002). Problem solving techniques.

McNamara, C. (1999). Basic guidelines to problem solving and decision making.

Wikipedia (2006). Problem solving.
About the author
John Malouff, Ph.D., J.D., earned a law degree from the University of Colorado in 1979 and a Ph.D. in clinical psychology from Arizona State University in 1984. He currently works as an associate professor of psychology at the University of New England, in Armidale, Australia. He has co-authored five books and several dozen articles in scientific journals. He writes a blog on Using Psychology in day-to-day life.

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Over Fifty Problem Solving Strategies Explained

# data[].attributes.attachment_link.description
The comprehensive nature of the list of problem solving strategies allows individuals to use a checklist approach to problem solving. It also could facilitate training others in problem solving. The classification of the strategies into types may facilitate the development of new strategies that fit into a specific category.

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choose a solution, develop an
implementation plan with the sequence of events necessary for completion.

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The 5 whys

http://www.beyondlean.com/problem-solving.html

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You ask everyone on your team to come up with solutions, and they provide a number of ideas

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Generating Innovative Solutions to Complex Problems

Imagine that you need to solve a complex problem. You ask everyone on your team to come up with solutions, and they provide a number of ideas. The problem is that the solutions don't have the impact you'd hoped for - they're wild ideas or quick, obvious fixes, and they won't add much value to what you do.

To solve problems effectively, it's essential that you and your team think in a creative and innovative way. You also need to ensure that your solutions address defined business needs, otherwise your ideas won't add much value.

Weiss and Legrand's Four-Step Innovation Process helps you come up with innovative and creative solutions to complex problems, which are securely grounded in a thorough understanding of the business context.

In this article, we'll look at the benefits of using this process, and we'll discuss how you can apply it to find innovative solutions to the problems you face.

About the Model

David Weiss and Claude Legrand developed the Four-Step Innovation Process, and published it in their 2011 book, " Innovative Intelligence: The Art and Practice of Leading Sustainable Innovation in Your Organization."

The four steps are:

1. Framework development.

2. Define issue.

3. Generate ideas.

4. Implement best solution.

The model's main, unique advantage is that it encourages you to define your business needs early in the innovation process. This means that you generate solutions that add real value to what you do, so that you can deliver better and more sustainable results.

Note:

Even though it involves a number of steps, the Four-Step Innovation Process is a relatively simple model. Despite its simplicity, however, it's by no means a "quick fix." It's best to work through the process slowly, and to give yourself plenty of time to think about each step.

Applying the Model

Let's look at each step in greater detail, and discuss how you can apply the model.

Step 1: Framework Development

This initial step encourages you to think about how you'll solve the problem. It also helps you ensure that the solution you develop robustly meets business needs.

Work through the following sub-steps:

1. Identify the problem's history - What is the history of this problem? Has anyone tried to solve it before? What worked, and what didn't?

2. Understand context - What's the higher strategy, or project, that the problem fits into? What other projects, problems, rules, or regulations could affect how you solve this problem? How much support will the organization and key stakeholders give to this project?

3. Ask "How"- Phrase the problem as a question, starting with "How to..." or "How will we...?" For instance, "How will we cut customer complaints by five percent?" or "How will we speed up the process by one hour?" This helps to set the objective and define how you'll measure success.

Note:

Use very specific, quantified words, and avoid vague words like "faster," "improve," "better," "higher," "expensive," or "more," unless you can quantify them.

If you're working with a team, get each person to write a "How will...?" question - one that he or she feels best describes the problem that you're all trying to solve. Then, discuss everyone's ideas, and decide which one is most suitable.

4. Define boundaries - What is your budget and timeline, and what resources do you have? What must the solution do, or not do? And what boundaries are outside your control?

5. Define outcome - Loosely define the type of solution, or outcome, that you think will solve the problem. Will you need to improve a process or product? Or do you need to rethink the way that you do marketing or sales, for example? This step helps focus your thinking in the later steps.

6. Identify the decision maker - Who really "owns" this issue, and who can make the final decision? If you're solving the problem as part of a project, this may be the project sponsor.

Take time to work through these six areas. Although you might feel ready to start coming up with solutions, wait. The work you put in now will help you in later steps.

If you're working on a complex project, it may be useful to put this information into a more formal Project Charter.

Step 2: Define Issue

The goal of this second step is to find the root cause of the problem, and to identify any sub-problems or issues that you haven't yet uncovered. This will help you ensure that you're looking at the right issue.

First, clarify your assumptions about the problem using a tool such as the Ladder of Inference.

Then, explore the problem using tools such as the 5 Whys technique, Cause and Effect Analysis, Root Cause Analysis, and Interrelationship Diagrams, so that you can identify the main issue that you need to deal with.

It can also help to identify how the problem fits into a larger system or process. Flow Charts and Swim Lane Diagrams can help you do this.

Once you feel that you've understood the problem clearly, make sure that you validate this understanding with the problem owner, or decision maker.

Step 3: Generate Ideas

Now that you've identified a framework for solving your problem, and you have a good understanding of what your problem is, you can focus on the fun, creative part of problem solving: idea generation!

There are four substeps in the idea generation process. Following these substeps ensures that you and your team generate ideas that fit within the boundaries and limits that you've already identified.

1. Prepare- Arrive at the brainstorming session with the right problem in mind, with an agenda, with a facilitator, and with plenty of creative brainstorming techniques to use.

2. Define a framework- Let everyone know what the final "How will...?" question is, and go over the boundaries, rules, and goals that you identified in previous steps. This helps you ensure that everyone is on the same page.

3. Start generating ideas- Put your creative brainstorming techniques to use, and start generating ideas. Try not to judge the quality of ideas; just concentrate on speed and quantity during this stage!

4. Identify best solutions - Look at all of the solutions that you and your team have generated. You may be able to combine some to create other meaningful solutions. Pick the solution (or combination of solutions) that best answers your "How will...?" question, but don't disregard the other solutions yet.

Note:

One of the most damaging things that can happen in stage c is that ideas are censored or judged. Make it clear to your team members that you should not disregard any ideas until you get to step d. There is a time and place for weeding out the weaker ideas, and this should not take place until the end of this step!

Come to the idea generation process prepared with brainstorming techniques that work well with a group. Conventional Brainstorming can work very well, but, if it gets bogged down, be prepared to use tools like Round Robin Brainstorming and Crawford's Slip Writing Method.

If any of you get stuck in the brainstorming process, use lateral thinking techniques such as Provocation or Random Input to come up with fresh ideas.

Step 4: Implement Best Solution

Now, you need to choose the best solution from Step 3, and develop a plan to implement it successfully. This includes thinking through the solution in detail, assessing risks, and creating detailed plans.

If you have several possible solutions to consider, use decision-making tools like Decision Tree Analysis and Decision Matrix Analysis to evaluate your options. Use the criteria you identified in Step 1 to choose between them.

For small projects, an Action Plan will be useful for implementing your solution. However, if you're implementing a large-scale project, you'll need to use a more formal project management approach.

Where your implementation affects several people, or groups of people, it's also worth thinking about how you'll manage change effectively. Remember, if you create a positive vision and communicate a compelling reason for the change, it'll be easier to build excitement and get buy-in from your team or organization.

Note:

The Four-Step Innovation Process is one of several useful problem-solving processes, and its strength lies in the way that it anchors innovation in the right organizational context.

Other approaches include Hurson's Productive Thinking Model, which is great for encouraging creativity and critical thinking at each stage of the problem-solving process; the Simplex Process, which embeds innovation in a process of continual improvement; and Soft Systems Methodology, which adopts a fluid and iterative approach to problem definition and problem solving.

The best problem-solving approach for your situation may involve a combination of all of these approaches.

Key Points

David Weiss and Claude Legrand published their Four-Step Innovation Process in their 2011 book, "Innovative Intelligence: The Art and Practice of Leading Sustainable Innovation in Your Organization."

The four steps are:

1. Framework development.

2. Define issue.

3. Generate ideas.

4. Implement best solution.

The benefit of using the Four-Step Innovation Process is that it provides a framework that you, along with your team, can use to work through the innovation process in a thorough and methodical way.

This leads to better, more innovative ideas because you've prepared the ground thoroughly, defined issues clearly, generated ideas in the right context, and planned implementation and change carefully.

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The Four-Step Innovation Process: Generating Innovative Solutions to Complex Problems

# data[].attributes.attachment_link.description
Generating Innovative Solutions to Complex Problems Imagine that you need to solve a complex problem. You ask everyone on your team to come up with solutions, and they provide a number of ideas. The problem is that the solutions don't have the impact you'd hoped for - they're wild ideas or quick, obvious fixes, and they won't add much value to what you do.

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4 step innovation process

# data[].attributes.attachment_link.readable_text
Generating Innovative Solutions to Complex Problems

Imagine that you need to solve a complex problem. You ask everyone on your team to come up with solutions, and they provide a number of ideas. The problem is that the solutions don't have the impact you'd hoped for - they're wild ideas or quick, obvious fixes, and they won't add much value to what you do.

To solve problems effectively, it's essential that you and your team think in a creative and innovative way. You also need to ensure that your solutions address defined business needs, otherwise your ideas won't add much value.

Weiss and Legrand's Four-Step Innovation Process helps you come up with innovative and creative solutions to complex problems, which are securely grounded in a thorough understanding of the business context.

In this article, we'll look at the benefits of using this process, and we'll discuss how you can apply it to find innovative solutions to the problems you face.

About the Model

David Weiss and Claude Legrand developed the Four-Step Innovation Process, and published it in their 2011 book, " Innovative Intelligence: The Art and Practice of Leading Sustainable Innovation in Your Organization."

The four steps are:

1. Framework development.

2. Define issue.

3. Generate ideas.

4. Implement best solution.

The model's main, unique advantage is that it encourages you to define your business needs early in the innovation process. This means that you generate solutions that add real value to what you do, so that you can deliver better and more sustainable results.

Note:

Even though it involves a number of steps, the Four-Step Innovation Process is a relatively simple model. Despite its simplicity, however, it's by no means a "quick fix." It's best to work through the process slowly, and to give yourself plenty of time to think about each step.

Applying the Model

Let's look at each step in greater detail, and discuss how you can apply the model.

Step 1: Framework Development

This initial step encourages you to think about how you'll solve the problem. It also helps you ensure that the solution you develop robustly meets business needs.

Work through the following sub-steps:

1. Identify the problem's history - What is the history of this problem? Has anyone tried to solve it before? What worked, and what didn't?

2. Understand context - What's the higher strategy, or project, that the problem fits into? What other projects, problems, rules, or regulations could affect how you solve this problem? How much support will the organization and key stakeholders give to this project?

3. Ask "How"- Phrase the problem as a question, starting with "How to..." or "How will we...?" For instance, "How will we cut customer complaints by five percent?" or "How will we speed up the process by one hour?" This helps to set the objective and define how you'll measure success.

Note:

Use very specific, quantified words, and avoid vague words like "faster," "improve," "better," "higher," "expensive," or "more," unless you can quantify them.

If you're working with a team, get each person to write a "How will...?" question - one that he or she feels best describes the problem that you're all trying to solve. Then, discuss everyone's ideas, and decide which one is most suitable.

4. Define boundaries - What is your budget and timeline, and what resources do you have? What must the solution do, or not do? And what boundaries are outside your control?

5. Define outcome - Loosely define the type of solution, or outcome, that you think will solve the problem. Will you need to improve a process or product? Or do you need to rethink the way that you do marketing or sales, for example? This step helps focus your thinking in the later steps.

6. Identify the decision maker - Who really "owns" this issue, and who can make the final decision? If you're solving the problem as part of a project, this may be the project sponsor.

Take time to work through these six areas. Although you might feel ready to start coming up with solutions, wait. The work you put in now will help you in later steps.

If you're working on a complex project, it may be useful to put this information into a more formal Project Charter.

Step 2: Define Issue

The goal of this second step is to find the root cause of the problem, and to identify any sub-problems or issues that you haven't yet uncovered. This will help you ensure that you're looking at the right issue.

First, clarify your assumptions about the problem using a tool such as the Ladder of Inference.

Then, explore the problem using tools such as the 5 Whys technique, Cause and Effect Analysis, Root Cause Analysis, and Interrelationship Diagrams, so that you can identify the main issue that you need to deal with.

It can also help to identify how the problem fits into a larger system or process. Flow Charts and Swim Lane Diagrams can help you do this.

Once you feel that you've understood the problem clearly, make sure that you validate this understanding with the problem owner, or decision maker.

Step 3: Generate Ideas

Now that you've identified a framework for solving your problem, and you have a good understanding of what your problem is, you can focus on the fun, creative part of problem solving: idea generation!

There are four substeps in the idea generation process. Following these substeps ensures that you and your team generate ideas that fit within the boundaries and limits that you've already identified.

1. Prepare- Arrive at the brainstorming session with the right problem in mind, with an agenda, with a facilitator, and with plenty of creative brainstorming techniques to use.

2. Define a framework- Let everyone know what the final "How will...?" question is, and go over the boundaries, rules, and goals that you identified in previous steps. This helps you ensure that everyone is on the same page.

3. Start generating ideas- Put your creative brainstorming techniques to use, and start generating ideas. Try not to judge the quality of ideas; just concentrate on speed and quantity during this stage!

4. Identify best solutions - Look at all of the solutions that you and your team have generated. You may be able to combine some to create other meaningful solutions. Pick the solution (or combination of solutions) that best answers your "How will...?" question, but don't disregard the other solutions yet.

Note:

One of the most damaging things that can happen in stage c is that ideas are censored or judged. Make it clear to your team members that you should not disregard any ideas until you get to step d. There is a time and place for weeding out the weaker ideas, and this should not take place until the end of this step!

Come to the idea generation process prepared with brainstorming techniques that work well with a group. Conventional Brainstorming can work very well, but, if it gets bogged down, be prepared to use tools like Round Robin Brainstorming and Crawford's Slip Writing Method.

If any of you get stuck in the brainstorming process, use lateral thinking techniques such as Provocation or Random Input to come up with fresh ideas.

Step 4: Implement Best Solution

Now, you need to choose the best solution from Step 3, and develop a plan to implement it successfully. This includes thinking through the solution in detail, assessing risks, and creating detailed plans.

If you have several possible solutions to consider, use decision-making tools like Decision Tree Analysis and Decision Matrix Analysis to evaluate your options. Use the criteria you identified in Step 1 to choose between them.

For small projects, an Action Plan will be useful for implementing your solution. However, if you're implementing a large-scale project, you'll need to use a more formal project management approach.

Where your implementation affects several people, or groups of people, it's also worth thinking about how you'll manage change effectively. Remember, if you create a positive vision and communicate a compelling reason for the change, it'll be easier to build excitement and get buy-in from your team or organization.

Note:

The Four-Step Innovation Process is one of several useful problem-solving processes, and its strength lies in the way that it anchors innovation in the right organizational context.

Other approaches include Hurson's Productive Thinking Model, which is great for encouraging creativity and critical thinking at each stage of the problem-solving process; the Simplex Process, which embeds innovation in a process of continual improvement; and Soft Systems Methodology, which adopts a fluid and iterative approach to problem definition and problem solving.

The best problem-solving approach for your situation may involve a combination of all of these approaches.

Key Points

David Weiss and Claude Legrand published their Four-Step Innovation Process in their 2011 book, "Innovative Intelligence: The Art and Practice of Leading Sustainable Innovation in Your Organization."

The four steps are:

1. Framework development.

2. Define issue.

3. Generate ideas.

4. Implement best solution.

The benefit of using the Four-Step Innovation Process is that it provides a framework that you, along with your team, can use to work through the innovation process in a thorough and methodical way.

This leads to better, more innovative ideas because you've prepared the ground thoroughly, defined issues clearly, generated ideas in the right context, and planned implementation and change carefully.

# data[].attributes.attachment_link.title
The Four-Step Innovation Process: Generating Innovative Solutions to Complex Problems

# data[].attributes.attachment_link.description
Generating Innovative Solutions to Complex Problems Imagine that you need to solve a complex problem. You ask everyone on your team to come up with solutions, and they provide a number of ideas. The problem is that the solutions don't have the impact you'd hoped for - they're wild ideas or quick, obvious fixes, and they won't add much value to what you do.

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flow charts

# data[].attributes.attachment_link.description
Learn how to use more than 25 different problem solving techniques to solve simple and complex problems.

# data[].attributes.body
The Four Frame Approach - http://www.mindtools.com/pages/article/four-frame-approach.htm

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Constructive Controversy
Improving Solutions by Arguing For and Against Your Options

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Use lateral thinking

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6 thinking hats

# data[].attributes.attachment_link.description
Six Thinking Hats is a system designed by Edward de Bono which describes a tool for group discussion and individual thinking involving six colored hats. "Six Thinking Hats" and the associated idea parallel thinking provide a means for groups to plan thinking processes in a detailed and cohesive way, and in doing so to think together more effectively.

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CATWOE - http://www.mindtools.com/pages/article/newTMC_83.htm

# data[].attributes.body
Change perspective

# data[].attributes.attachment_link.readable_text
Over Fifty Problem Solving Strategies Explained

The comprehensive nature of the list of problem solving strategies allows individuals to use a checklist approach to problem solving. It also could facilitate training others in problem solving. The classification of the strategies into types may facilitate the development of new strategies that fit into a specific category. The explanations and examples given could serve as a valuable supplement to other explanations and examples available in books and on the web.

The strategies on this list are in themselves not original. The original aspects of this list are (a) putting all these specific strategies together, (b) organizing them into the types described below, and (c) giving each type of strategy a fresh explanation with new examples.

Problem solving strategies explained, with examples

Strategies to help you understand the problem

Strategies to help you simplify the task

Strategies to help you determine the cause of the problem

Strategies involving the use of external aids to help you identify possible solutions

Strategies involving the use of logic to help you identify possible solutions

Strategies using a possible solution as a starting point to help you solve a problem

Strategies to help you determine which possible solution is best

Strategies using geometry for problem solving

Strategies to help you function optimally while problem solving

Strategies to help you solve multiple problems
Sources of the list
The strategies in this document come from a variety of sources, many of which have long since faded from my memory. Some of the ideas were previously described in the following references, which provide a wealth of examples:

D'Zurilla, T.J., & Goldfried, M.R. (1971). Problem solving and behaviour modification. Journal of Abnormal Psychology, 78, 104-126.

Fabian, J. (1990). Creative thinking & problem solving. Chelsea, MI:Lewis.
More information about Problem Solving
Harris, R. (2002). Problem solving techniques.

McNamara, C. (1999). Basic guidelines to problem solving and decision making.

Wikipedia (2006). Problem solving.
About the author
John Malouff, Ph.D., J.D., earned a law degree from the University of Colorado in 1979 and a Ph.D. in clinical psychology from Arizona State University in 1984. He currently works as an associate professor of psychology at the University of New England, in Armidale, Australia. He has co-authored five books and several dozen articles in scientific journals. He writes a blog on Using Psychology in day-to-day life.

# data[].attributes.attachment_link.title
Over Fifty Problem Solving Strategies Explained

# data[].attributes.attachment_link.description
The comprehensive nature of the list of problem solving strategies allows individuals to use a checklist approach to problem solving. It also could facilitate training others in problem solving. The classification of the strategies into types may facilitate the development of new strategies that fit into a specific category.

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Action-Planning Chart to help carry out the solution.

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Consider various ways of approaching and  resolving them, then decide on the most appropriate of these ways

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storyboarding

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Learn how to use more than 25 different problem solving techniques to solve simple and complex problems.

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PDCA- Plan, Do,Check, Act

# data[].attributes.attachment_link.readable_text
Continually Improving, in a Methodical Way

Also known as the "Deming Wheel," "Shewhart Cycle" and PDSA

Imagine that your customer satisfaction score on a popular business ratings website has dipped. When you look at recent comments, you see that your customers are complaining about late delivery, and that products are being damaged in transit.

You decide to run a small pilot project for a month, using a new supplier to deliver your products to a small sample of your customers, and you're pleased to see that the feedback from these customers is positive. As a result, you decide to use the new supplier for all your orders.

What you have just done is to go once around a loop called the PDCA Cycle, which helps you to strive for continuous improvements to your business.

In this article, we explore the details of PDCA, and we look at how and when to apply it.

What Is PDCA?

PDCA, sometimes called the "Deming Wheel," "Deming Cycle," or PDSA was developed by renowned management consultant Dr William Edwards Deming in the 1950s. Deming himself called it the "Shewhart Cycle," as his model was based on an idea from his mentor, Walter Shewhart.

Deming wanted to create a way of identifying what caused products to fail to meet customers' expectations. His solution helps businesses to develop hypotheses about what needs to change, and then test these in a continuous feedback loop.

Note:

Deming used the concept of Plan-Do- Study-Act (PDSA). He found that the focus on Check is more about the implementation of a change.

Deming's focus was on predicting the results of an improvement effort, studying the actual results, and comparing them to possibly revise the theory. He stressed that the need to develop new knowledge, from learning, is always guided by a theory.

PDCA / PDSA is an iterative, four-stage approach for continually improving processes, products or services, and for resolving problems. It involves systematically testing possible solutions, assessing the results, and implementing the ones that are shown to work.

The four phases are:

Plan: identify and analyze the problem or opportunity, develop hypotheses about what the issues may be, and decide which one to test.

Do: test the potential solution, ideally on a small scale, and measure the results.

Check/Study: study the result, measure effectiveness, and decide whether the hypothesis is supported or not.

Act: if the solution was successful, implement it.

These stages are illustrated in Figure 1, below:

Note:

There can be any number of iterations of the Do and Check phases, as you continue to refine, retest and trial potential solutions.

We'll now look at the four stages in more detail, below.

The PDCA / PDSA Cycle

The PDCA cycle helps you to solve problems and implement solutions in a rigorous, methodical way. Follow these four steps to ensure that you get the highest quality results.

1. Plan

First, you need to identify and understand your problem, or the opportunity that you want to take advantage of. Using the first six steps of The Simplex Process can help you to do this, by guiding you through a process of exploring information, defining your problem, generating and screening ideas, and developing an implementation plan.

At the final part of this stage, state quantitatively what your expectations are, if the idea is successful and your problem is resolved. You'll return to this in the Check stage.

Tip:

Before you move on to the next stage, consider using Impact Analysis or ORAPAPA to sense-check your plan. You may spot significant problems with it, and it may be worth going back to the planning phase.

2. Do

Once you've identified a potential solution, test it with a small-scale pilot project. This will allow you to assess whether your proposed changes achieve the desired outcome, with minimal disruption to the rest of your operation if they don't. For example, you could organize a trial within a department, in a limited geographical area, or with a particular demographic.

As you run the pilot project, gather data to show whether the change has worked or not. You'll use this in the next stage.

Note:

Remember that, in this situation, Do means "try" or "test." It doesn't mean "implement fully," which happens at the Act stage.

3. Check

At this stage, you analyze your pilot project's results against the expectations that you defined in Step 1 to assess whether the idea has worked or not. If it hasn't worked, you return to Step 1. If it has worked, you go on to Step 4.

You may decide to try out more changes, and repeat the Do and Check phases - don't settle for a less-than-satisfactory solution. Move on to the final phase ( Act) only when you're genuinely happy with the trial's outcome.

Note:

Deming's model was adapted in the 1980s by quality management pioneer Kaoru Ishikawa. However, Deming distanced himself from these changes, and modified his original model in the 1990s. He emphasized the importance of study and learning in the third phase. As we highlighted earlier, this is why the model is sometimes referred to as Plan-Do-Study-Act (PDSA).

4. Act

This is where you implement your solution. But remember that PDCA / PDSA is a loop, not a process with a beginning and an end. This means that your improved process or product becomes the new baseline, and you continue to look for ways to make it even better for your organization or customers.

When to Use PDCA / PDSA

The PDCA / PDSA framework can improve any process or product by breaking it into smaller steps. It is particularly effective for:

Helping to implement Total Quality Management or Six Sigma initiatives, and generally helping to improve processes.

Exploring a range of solutions to problems, and piloting them in a controlled way before selecting one for implementation.

Avoiding wastage of resources by rolling out an ineffective solution on a wide scale.

You can use the model in all sorts of business environments, from new product development, project and change management, to product lifecycle and supply chain management.

Note:

PDCA is often used as a framework for executing Kaizen, another strategy for continuously fine tuning your products and processes that also emphasizes the importance of eliminating waste.

The Pros and Cons of PDCA / PDSA

The model is a simple, yet powerful way to resolve new and recurring issues in any industry, department or process. Its iterative approach allows you and your team to test solutions and assess results in a waste-reducing cycle.

It instills a commitment to continuous improvement, however small, and can improve efficiency and productivity in a controlled way, without the risks of making large scale, untested changes to your processes.

However, going through the PDCA / PDSA cycle can be much slower than a straightforward, "gung ho" implementation. So, it might not be the appropriate approach for dealing with an urgent problem or emergency.

It also requires significant "buy-in" from team members, and offers fewer opportunities for radical innovation, if that's what your organization needs.

Key Points

The PDCA / PDSA cycle is a continuous loop of planning, doing, checking (or studying), and acting. It provides a simple and effective approach for solving problems and managing change, and it's useful for testing improvement measures on a small scale before updating procedures and working methods.

You can use it in all sorts of business processes, from developing new products through to managing the supply chain.

The approach begins with a Planning phase in which problems are clearly identified and understood, and a quantified hypothesis is developed. Potential solutions are tested on a small scale in the Do phase, and the outcome is then evaluated and Checked.

You can go through the Do and Check stages as many times as necessary before the full, polished solution is implemented, in the Act phase.

Apply This to Your Life:

While PDCA / PDSA is an effective tool for businesses, you can also use it to improve your own performance. Identify what is holding you back in your career, and how you want to progress. Look at the root cause of any issue, and set goals to overcome these obstacles (Plan).

When you've decided on your course of action, test different approaches to getting the results that you want (Do). Review progress regularly, adjust your behavior accordingly, and consider the consequences of your actions (Check). Finally, implement what's working, and continually refine what isn't (Act).

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Plan-Do-Check-Act (PDCA): Continually Improving, in a Methodical Way

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Continually Improving, in a Methodical Way Imagine that your customer satisfaction score on a popular business ratings website has dipped. When you look at recent comments, you see that your customers are complaining about late delivery, and that products are being damaged in transit.

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try to address the political issues and other consequences of the change that is being proposed so that others will understand and support the solution

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the four frame approach

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Learn how to use more than 25 different problem solving techniques to solve simple and complex problems.

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Heuristic Methods
Using Rules of Thumb

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Analytical Thinking:Examine each cause of the problem.
Then for each cause, based on your direct knowledge and experience, list the
solutions that logically would seem to solve the problem.

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After a solution has been implemented, immediately look for ways to improve the idea and avoid future problems.

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Means-End Analysis

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Identifying the Steps Needed to Solve a Problem

Means-End Analysis is a simple tool that helps you to identify the practical steps needed to solve a problem or to reach a desired state.

In this article we'll explore Means-End Analysis, and we'll look at how you can apply it.

About the Tool

Means-End Analysis is essentially an early form of Gap Analysis. It was created by researchers Allen Newell and Herbert Simon in the late 1950s, and it was then published their 1972 book, "Human Problem Solving."

Newell and Simon were creating an effective problem-solving program for early computers, and Means-End Analysis was a direct result of this research. They named the tool "Means-End" because it helps you define the means needed to reach a desired end.

Means-End Analysis might seem quite simplistic at first glance. However, when you begin using it, you'll find that it's a practical and useful method for solving simple problems.

How to Use the Tool

Step 1: Define Your Initial State (Problem)

Start by defining the problem you're trying to solve. It might help to write the problem down on a piece of paper, or even draw out a diagram.

It's important to you make sure you're trying to solve the right problem, and not just a symptom of a deeper issue. If you're struggling to do this, you can use tools such as Root Cause Analysis, Cause and Effect Analysis, CATWOE, and the 5 Whys to help define your problem, and to make sure that you're addressing the real issue.

Step 2: Visualize Your Goal State

Next, picture the ideal state you'd like to be in. This is the outcome you'd like to see, once the problem is solved.

Again, it might be helpful to write this out on paper.

Step 3: List the Differences Between States

Now, look at the differences between your initial state and your goal state. And then explore the obstacles that are stopping you from reaching this state. Make a list of these differences and obstacles.

If the obstacles seem overwhelmingly large, consider using Drill Down to break them down into easy-to-understand chunks.

Step 4: Create Sub-Goals

Once you have a list of the differences and obstacles that you need to overcome, you need to create sub-goals that will help you address each of these.

Think of these sub-goals as steps that will ultimately lead you to your desired goal state - look at each obstacle you've listed, and then create the plans you need to overcome them.

Step 5: Take Action

The last step is to take action on your analysis.

If you're dealing with a simple problem, you'll be able to identify all of the actions that you need to take to solve your problem quickly. ( Action Plans are useful here.)

However, if you're solving a difficult problem, or planning a new project, you'll likely have to do further analysis and planning. The Simplex Process is useful for solving complex problems, while our project management section will help you plan more complex projects.

Key Points

Means-End Analysis is a simple problem-solving tool that you can use to solve well-defined problems, and to kick-start the planning stage of a new project.

To use the tool, first look at your initial state (the state you're in right now). Then, picture your desired goal state - this is the state you want to be in once you've solved the problem or completed the project.

Next, make a list of the obstacles that are standing in the way of your goal state, and create sub-goals that will guide you in overcoming all those obstacles.

Finally, take action on your analysis.

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Means-End Analysis: Identifying the Steps Needed to Solve a Problem

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Identifying the Steps Needed to Solve a Problem Means-End Analysis is a simple tool that helps you to identify the practical steps needed to solve a problem or to reach a desired state. In this article we'll explore Means-End Analysis, and we'll look at how you can apply it.

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Avoiding Logical Fallacies
What They Are, and How to Avoid Them

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choose a solution, develop an implementation plan with the sequence of events necessary for completion.

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Break them down into their key components

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Simplified Failure Modes and Effects Analysis (SFMEA)

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While most people associate lean with tools and principles such as value stream mapping, one-piece flow, kanban, 5-S, Total Productive Maintenance and kaizen events, few people think about the more mundane aspects of lean. Problem solving is one of the keys to a successful lean implementation because it empowers all of those involved.

Lean manufacturing has a unique way of solving problems. It does not just look at the effect of the problem and try to cover it with a Band-Aid. Rather, the root cause of the problem is identified and the root cause, as well as all contributing factors, is eliminated from the system, process or infrastructure in order to permanently solve the problems. What is the difference in these two approaches? Simple, when you find and rectify the root causes, the problem will be solved forever. Even other problems occurring due to these root causes will be eliminated in this effort.

It is very clear now that we must find out the root causes of the problems before we think about rectifying them in lean manufacturing environments. So, how should we do this? What are the tools available to perform these tasks? Let's look at what problem solving is about. We'll begin by asking the question: "What is a problem?" A good definition of a problem is a variation from a recognized standard. In other words, you need to know how things should be before you can recognize a possible cause for them not being that way. After a problem has been recognized, a formal problem-solving process should be applied.

High performance work teams typically use four problem-solving tools:
1. Plan, Do, Check, Act (PDCA)
2. 5-Why Analysis
3. Ishakawa (Fishbone) Diagram
4. Simplified Failure Modes and Effects Analysis (SFMEA)

Plan, Do, Check, Act (PDCA)
The Deming PDCA cycle provides effective guidelines for successful problem solving. The cycle
includes:

Collect Evidence of Problem (P2)
This activity focuses on obtaining information/data to clearly demonstrate that the problem does exist. In the case of team problem solving, this should be a quick exercise since the reliability engineering function must have been looking at data in order to create the team. The output of this activity will be a list of evidence statements (or graphs) to illustrate that the problem exists, its size and the chronic nature of it.

Identification of Impacts or Opportunities (P3)
This part of the Plan segment focuses on identifying the benefits if this problem solving is successful. This activity needs to be thought of in two different perspectives because Project Team work can take the form of control work, e.g. fixing a problem that stands in the way of expected results or pure improvement (attempting to take results to a new level of performance). In each case the output of this activity will be a list of statements. The impact statements and opportunity statements should be stated in terms of loss of dollars, time, "product", rework, processing time and/or morale.

Measurement of Problem (P4)
Before problem solving proceeds, it is important for the team to do a quick check on the issue of how valid or reliable the data is on which the team is making the decision to tackle the problem. For the parameter(s) that are being used as evidence of the problem, is there any information known by the team that would question the validity, accuracy or reliability of the data? This question should be examined whether we are relying on an instrument, a recorder or people to record information or data. If the team suspects that there are significant issues that "cloud" the data, then these measurement problems need to be addressed, fixed and new measures obtained before proceeding with the other segments of PDCA.

Measure(s) of Effectiveness (P5)
At this point, the team needs to identify how they intend to measure success of their problem-solving efforts. This is one of the most important steps in PDCA and one that certainly differentiates it from traditional problem solving. The strategy is to agree on what and how, to obtain the benchmark "before" reading, perform the PDCA activities and re-measure or obtain the "after" measure. At that point, the team will need to decide whether they need to recycle through PDCA in order to achieve their pre-stated objective.

Broke-Need-Fixing Causes Identified, Worked On (D2)
Before proceeding to carry out either an Action Plan (for Cause Remedies) or an Experimental Test Plan, there are often parts of the process that are "broke". This could take on many different forms.

Write Experimental Test or Action Plan (D3/4)
Depending upon the type of problem being worked on, the PDCA strategy will take one of two different directions at this point. The direction is based on whether it is a "data-based" problem or "data-limited" problem. Shown in the table below is the distinction between these two strategies and in particular, the difference between an Action Plan and Experimental Test Plan. Note that in some cases, it will be necessary to use a combination of Action Plans and Experimental Test Plans. That is, for some cause areas an Action Plan is appropriate and for other causes within the same problem, carrying out an Experimental Test Plan is the best route.

Write Action Plan for Cause Remedies (D3)
In order to get to the point of writing the Action Plan, the team needs to brainstorm possible solutions or remedies for each of the "cause areas" and reach consensus on the prioritized solutions. This work can be carried out as a team or split into sub-teams. Either way, the entire team will have to reach agreement on proposed remedies and agree to the Action Plan. The Action Plan will be implemented in the Check segment.

Write Experimental Test Plan (D4)
The Experimental Test Plan is a document which shows the experimental test(s) to be carried out. This will verify whether a root cause that has been identified really does impact the dependent variable of interest. Sometimes this can be one test that will test all causes at once or it could be a series of tests.

Note: If there is a suspicion that there is an interaction between causes, those causes should be included in the same test.

The Experimental Test Plan should reflect:

Time/length of test

How the cause factors will be altered during the trials

Dependent variable (variable interested in affecting) of interest

Any noise variables that must be tracked

Items to be kept constant

Everyone involved in the Experimental Test Plan(s) should be informed before the test is run. This should include:

Purpose of the test

Experimental Test Plan (details)

How they will be involved

Key factors to ensure good results

When solutions have been worked up, the team should coordinate trial implementation of the solutions and the "switch on/off" data analysis technique.

Resources Identified (D5)
Once the Experimental Test Plan or the Action Plan is written, it will be fairly obvious to the team what resources are needed to conduct the work. For resources not on the team, the team should construct a list of who is needed, for what reason, the time frame and the approximate amount of time that will be needed. This information will be given to the Management Team.

Revised PDCA Timetable (D6)
At this point, the team has a much better feel for what is to be involved in the remainder of its PDCA activities. They should adjust the rough timetables that had been projected in the Plan segment. This information should be updated on the team Plan, as well as taken to the Management Team.

Management Team Review/Approval (D7)
The team has reached a critical point in the PDCA cycle. The activities they are about to carry out will have obvious impact and consequences to the department. For this reason, it is crucial to make a presentation to the Management Team before proceeding. This can be done by the team leader or the entire team. The content/purpose of this presentation is:

− Measure of Effectiveness with "before" measure

− Priority causes

− Action Plan (for Cause Remedies) or Experimental Test Plan

− Revised PDCA timetable

Conduct Experimental Test Plan(s) to test and verify root causes or

Work through the details of the appropriate solutions for each cause area. Then, through data, verify to see if those solutions were effective.

Carry out Action Plan (C1)
In the case of Action Plans, where solutions have been worked up and agreed to by the team, the "switch on/switch off" techniques will need to be used to verify that the solutions are appropriate and effective. To follow this strategy, the team needs to identify the dependent variable - the variable that the team is trying to impact through changes in cause factors.

Carry out Experimental Test Plan (C2)
During the Check segment, the Experimental Tests to check all of the major prioritized causes are to be conducted, data analyzed and conclusions drawn and agreed to by the team.

Analyze Data from Experimental or Action Plan (C3)
Typically, one person from the team is assigned the responsibility to perform the analysis of the data from the Test Plan. When necessary, this person should use the department or plant resource available to give guidance on the proper data analysis tools and/or the interpretation of outputs. The specific tools that should be used will depend upon the nature of the Test Plan.

Decisions-Back to Do Stage or Proceed (C4)
After reviewing the data analysis conclusions about the suspected causes or solutions that were tested, the team needs to make a critical decision of what action to take based on this information.

Implementation Plan to Make Change Permanent (C5)
The data analysis step could have been performed in either of the following contexts:

After the Action Plan (solutions) was carried out, data analysis was performed to see if the dependent variable was impacted. If the conclusions were favorable, the team could then go on to develop the Implementation Plan.

The Experimental Test Plan was conducted; data was analyzed to verify causes. If the conclusions were favorable (significant causes identified), the team must then develop solutions to overcome those causes before proceeding to develop the Implementation Plan. (e.g., It was just discovered through the Test Plan that technician differences contribute to measurement error.)

Force Field on Implementation (C6)
Once the Implementation Plan is written, the team should do a Force Field Analysis on factors pulling for and factors pulling against a successful implementation - success in the sense that the results seen in the test situation will be realized on a permanent basis once the solutions are implemented.

Management Team Review/Approval (C7)
The team has reached a very critical point in the PDCA cycle and needs to meet with the Management Team before proceeding. This meeting is extremely important, because the team will be going forward with permanent changes to be made in operations. The Management Team not only needs to approve these changes but also the way in which they will be implemented.

Post-Measure of Effectiveness (A2)
After all changes have been made and sufficient time has passed for the results of these changes to have an effect, the team needs to go out and gather data on all of the Measures of Effectiveness. The data then needs to be analyzed to see if a significant shift has occurred.

Analyze Results vs. Team Objectives (A3)
In the previous step, the team looked at whether the Measure(s) of Effectiveness had been impacted in any significant way by the permanent implementation of the changes. The team cannot stop here. If the answer to that question is favorable, then the team needs to verify if the amount of improvement was large enough to meet the team objective.

Team Feedback Gathered (A4)
Once the team decision has been made that the PDCA cycle has been successfully completed (based on Measure of Effectiveness change), the team needs to present this information to the Management Team. Before this is done, the team leader needs to gather feedback from the team. This feedback will be in the form of a questionnaire that all team members (including the team leader) should fill out. The results will be tallied by the team leader and recorded on form A3.

Management Team Close-out Meeting (A5)
Before disbanding, the team needs to conduct a close-out meeting with the Management Team. The major areas to be covered in this meeting are:

Wrap up any implementation loose ends

Review Measure of Effectiveness results, compare to team objective

Ensure team documentation is complete and in order

Share team member feedback on team experiences (standardized forms and informal discussion)

5-Why Problem Solving
When you have a problem, go to the place where the problem occurred and ask the question "Why" five times. In this way, you will find the root causes of the problem and you can start treating them and rectifying the problem.

5-Why analysis is a technique that doesn't involve data segmentation, hypothesis testing, regression or other advanced statistical tools, and in many cases can be completed without a data collection plan. By repeatedly asking the question "Why" at least five times, you can peel away the layers of symptoms which can lead to the root cause of a problem.

Here is a simple example of applying the 5-Why analysis to determine the root cause of a problem. Let's suppose that you received a large number of customer returns for a particular product. Let's attack this problem using the five whys:

1. Question: Why are the customers returning the product?
Answer: 90 percent of the returns are for dents in the control panel.

2. Question: Why are there dents in the control panel?
Answer: The control panels are inspected as part of the shipping process. Thus, they must be damaged during shipping.

3. Question: Why are they damaged in shipment?
Answer: Because they are not packed to the packaging specification.

4. Question: Why are they not being packed per the packaging spec?
Answer: Because shipping does not have the packaging spec.

5. Question: Why doesn't shipping have the packaging spec?
Answer: Because it is not part of the normal product release process to furnish shipping with any specifications.

Using the five whys in this case revealed that a flaw in the product release process resulted in customers' returning of a product.

Ishikawa Diagram
In some cases, a problem can be due to more than one root cause or may have multiple forcing functions that either singularly, or in combination, will result in the problem. The 5-Why process may not provide the ability to address these more complex problems. The pictorial representation of this root cause analysis can be achieved using an Ishikawa or Cause and Effect Diagram. Because of its shape, this process is also called a Fishbone Diagram. This helps people communicate the root cause and the potential contributing factors and/or forcing function in a simple, straightforward graphic format. This method is very clear way of representing the relationship between the root cause of the problem and all of the possible factors that may be associated with the problem.

The Cause and Effect Diagram or Fishbone Diagram is a graphical tool for identifying the relationship between a problem and its potential causes. One of the most effective ways of constructing such a diagram is to brainstorm potential causes in a team environment. For example, a cause and effect diagram might be used to determine possible causes of a recurring defect in a manufacturing process.

The Fishbone Diagram is drawn to resemble the skeleton of a fish, with the issue (problem or process condition) on the right side. The major cause categories are written in the boxes on the left side of Cause and Effect Diagram. Summarize the major causes under the categories. These categories are usually Methods, Measurements, Machines, Materials and People.

Under each category, identify potential causes for the problem relating to the category. For example, if the fact that incorrect parts are being delivered to the assembly is a potential cause for the problem being addressed, that would be listed as a branch under "Materials."

Both Fishbone Diagrams and the Five Why analysis are simple, very useful methods for problem solving. One of the first steps to creating a Lean culture is to turn every employee into a problem solver. This should begin with teaching the use of "The Five Why's" on a regular basis.

Simplified Failure Modes and Effects Analysis
Simplified Failure Modes and Effects Analysis (SFMEA) is a top-down method of analyzing a design, and is widely used in industry. In the U.S., automotive companies such as Chrysler, Ford and General Motors require that this type of analysis be carried out. There are many different company and industry standards, but one of the most widely used is the Automotive Industry Action Group(AIAG). Using this standard you start by considering each component or functional block in the system and how it can fail, referred to as failure modes. You then determine the effect of each failure mode, and the severity on the function of the system. Then you determine the likelihood of occurrence and of detecting the failure. The procedure is to calculate the Risk Priority Number, or RPN, using the formula:
RPN = Severity × Occurrence × Detection

The second stage is to consider corrective actions which can reduce the severity or occurrence, or increase detection. Typically, you start with the higher RPN values, which indicate the most severe problems, and work downwards. The RPN is then recalculated after the corrective actions have been determined. The intention is to get the RPN to the lowest value.

Conclusion
These four tools can be effectively utilized by natural work teams to resolve most problems that could confront them as part of their day-to-day activities. None require special skills. Instead, they rely on native knowledge, common sense and logic. The combined knowledge, experience and skills of the team is more than adequate for success.

Daily problem-solving tips in a lean organization:

Keep what may seem like 'little problems' from adding up and becoming big problems in the future. The only way to work on tomorrow's problems is to work on the problems today while they are still small.

Use visual management and standard work tools to catch problems before they start adding up.

Build the skills, tools and systems needed to deal with those problems as soon as possible.

Start using 5-Why analysis. Continue asking "Why?" at different stages in order to dig deeper into the root cause of a problem.

Use Plan-Do-Check-Act, or PDCA. Without fully understanding the cause of what is happening in a situation, an organization will not have the control in its processes in order to sustain lean.

Understand that the small problems are a valuable contribution for future results.

About the author:
Keith Mobley is a consultant with Life Cycle Engineering. He has earned an international reputation as one of the premier consultants in the fields of plant performance optimization, reliability engineering, predictive maintenance and effective management. He has more than 35 years of direct experience in corporate management, process design and troubleshooting. For the past 16 years, he has helped hundreds of clients worldwide achieve and sustain world-class performance. Mobley is actively involved in numerous professional organizations. Currently, he is a member of the technical advisory boards of: American National Standards Institute (ANSI), International Standards Organization (ISO) as well as American Society of Mechanical Engineers (ASME) and others. He is also a Distinguished Lecturer for ASME International. To learn more, visit www.LCE.com.

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Problem-solving techniques for a high-performance team

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While most people associate lean with tools and principles such as value stream mapping, one-piece flow, kanban, 5-S, Total Productive Maintenance and kaizen events, few people think about the more mundane aspects of lean. Problem solving is one of the keys to a successful lean implementation because it empowers all of those involved.

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The Straw Man ConceptBuild it Up, Knock it Down, and Create a Solid Final Solution

http://www.mindtools.com/pages/article/newTMC_84.htm

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Create a model of the problem or a relevant process.

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Each student: Please add 3 posts, each with the name of one problem solving technique and a URL