Structured Problem Solving Defined! Problem solving is a common thing in organizations.

Problem solving teams try to solve all kinds of problems throughout the organization. Problems may be process related, chronic or sporadic. We are so used to problems and problem solving that we tend to forget the basics. When a group of problem solvers were asked to define what is a problem, they were at loss of words. The practical problem solving may not require definitions of problems, but it pays to understand the basics. So, what is a problem? It is a condition that impairs normal operation .What is problem solving? The act of - Defining a problem - Determining the cause of the problem - Identifying, Prioritizing - Selecting alternatives for a solution - Implementing a solution. Structured Problem Solving A systematic stepwise process of arriving at a solution is called structured problem solving. There are various Methodologies for structured problem solving. Corporations like General Motors, Chrysler, Xerox, Boeing have developed problem solving methods that are used internally. These methods are based on the PDCA(Plan-Do-Check-Act) approach and other terminology specific to the particular company. Other popular structured problem solving approaches are 1. DMAIC 2. Shainin 3. 8D DMAIC: Define-Measure-Analyze-Improve-Control or DMAIC of Six Sigma is used for problem solving. It describes in detail the steps for solving problems. The DMAIC approach uses SPC, DOE and the New Seven Tools in each phase of the problem-solving project.

Shainin: The Shainin Tools provide a roadmap to process improvement and problem solving. The Seven tools are: 1. Multi Vari Charts Narrows down to related causes 2. Components Search Finds sure fire clues 3. Paired Comparison Detects the red X by comparing Good and Bad parts 4. Variables Search Pinpoints the Red X, Pink X 5. Full Factorial Quantifies the effect of Red X, Pink X 6. B Vs C Validation tool 7. Scatter Plots Optimization tool

8D: A problem solving approach structured in 8 Principles that make use of Team Synergy. The 8 principles are: 1. Using a Team Approach 2. Describing the Problem 3. Implementing Interim Containment 4. Defining the Root Cause 5. Developing Solutions 6. Implementing the Solutions 7. Preventing Recurrence 8. Congratulating the Team Continuous improvement or Kaizen recognizes that problems exist in every organization and problem solving is a must. Processes and products have to continuously improve to compete in the global market. Forward thinking

organizations work on this philosophy and adopt a structured way to solve problems!

Kaizen by Total Quality Control

Implementing quality control effectively necessitates the cooperation of all people in the company, including top management, managers, supervisors, and workers in all areas of corporate activities. Quality control carried out in this manner is called company-wide quality control or total quality control (TQC). TQC signifies a statistical and systematic approach for Kaizen and problem solving. Its methodological foundation is the statistical application of QC concepts, including the use and analysis of statistical data. This methodology demands that situations and problems under study be quantified as much as possible. As a result, TQC practitioners have acquired the habit of working with hard data, not with hunches or gut feelings. In statistical problem solving, one repeatedly returns to the source of the problem to gather data. This approach has fostered a process-oriented way of thinking. TQC is a way of thinking that says, Lets improve the processes. If things go well, there must be something in the processes that worked well. Lets find it and build on it. Japanese axiom Quality control starts with training and ends in training. Training is conducted regularly for top management, middle management and workers. Kaoru Ishikawa has listed 6 features as characterizing the TQC movement in Japan: 1. Company-wide TQC, with all employees participating 2. Emphasis on education and training 3. QC-circle activities 4. TQC audits 5. Application of statistical methods 6. Nationwide TQC promotion Speak with data TQC emphasizes the use of data. Even if accurate data is available, they will be meaningless if they r not used correctly. The skill with which a company collects and uses data can make the difference between success and failure. A system of data collection and evaluation is a vital part of a TQC/KAIZEN program. Managing the previous process Improvement requires that we always be aware of what comes from the previous process. In the factory problem solvers are told to ask why not once but five times.

Often the first answer to the problem is not the root cause. By repeating why 5 times, it is possible to identify the real cause and hence the real solution. If the repetitive questioning is not used, problem solvers may have to settle with an intermediate countermeasure and the same problem reappears. Follow the PDCA Cycle Deming stressed the importance of constant interaction among research, design, production, and sales in the conduct of a companys business. To arrive at better quality that satisfies customers, the 4 stages should be rotated constantly, with quality as the top criterion. Japanese recast the Deming Wheel and called it PDCA wheel to be applies in all phases and situations.

Initial PDCA cycle Revised PDCA cycle

Action (management)

Action (management) Do (worker) A

Do P D C (worker)

Check (inspector)

Check (inspector)

Revised PDCA cycle Plan means to plan improvements in present practices by using statistical tools such as the seven tools of QC (SPC) Do means the application of that plan Check means seeing if it has brought about the desired improvement Action means preventing recurrence & institutionalizing the improvement as a new practice to improve upon. PDCA cycle goes round & round. No sooner is an improvement made than it becomes standard to be challenged with new plans for further improvement.

The avenues through which Kaizen may be pursued are almost endless. However, the high road to Kaizen has been the practice of total quality control (TQC). Ref - Kaizen: The Key To Japan's Competitive Success

VSM Misunderstandings Value Stream Mapping or VSM is process map that shows the flow of material and information. It is very important to identify waste. Once waste is identified, Lean Principles and Tools can be applied to eliminate it. However, there is quite a bit of misunderstanding about VSM. Lets try to understand VSM in further detail VSM and the various lean value-stream tools indeed exist within the tradition of industrial engineering as a discipline. They are mostly evolutions of tools that existed previously, but also involve major innovations over those previously existing tools. Previous process mapping tools focused on the processes whereas VSM focuses on the interdependence of the twin flows of material and information. Other mapping tools in common use among industrial engineers ignored information flow without which an integrated material & information flow system obviously can be neither visioned nor attained. This emphasis on understanding production as an integrated material & information flow system is a major innovation of the Toyota Production System and a valuestream (or process) Map that ignores information flow is like a piece of sheet music that just lists notes randomly you know what notes to play but not when to play them! VSM does not equal flow analysis or the process of designing and creating optimum product flows. VSM is a simple tool to help operation managers and engineers (and others) understand how their flows currently operate and to help guide them through the process of analysis to improve those existing flows and design better ones in the future. It helps people look at value streams rather than at discrete operations. It is been misunderstood in some circles that VSM, or takt time, or lean flow, is only useful in highly repetitive, high volume, low variety manufacturing. This is a highly unfortunate and total misunderstanding. The issue of designing or creating lean product flow, however, is a much, much broader issue. VSM relates to that broader issue in that it is a tool to assist in that design. But, VSM is only a beginning step in that regard.

VSM is recommended to be done by hand because of the value in creating the drawings by hand. It also forces the drawer to go look, observe, and to try to really see what is going on at the value stream level and not just the individual process. Many mathematicians have shown algorithms that they claim can attain better material velocity through the system than Toyotas pull system. But thats not the purpose of VSM. The point rather revolves around observation and learning. You draw a map, and, yes, you draw it from personal observation. Thats whats important, not the map itself. Whats important is to try to really see whats going on. The focus is on seeing whats currently happening. Then you can use the map to set a vision and manage to a plan.