Problem Solving

Before you try to solve a problem, you want to think through the problem carefully. Write down what you believe you are solving. Follow the steps below:

1.           Write down a careful description of the problem.

2.           Talk to the people closest to the work itself.

3.           Write down possible solutions. Rank them.

4.           Write down what you can measure to test solutions.

5.           Test out your solution with a small test batch before rolling it out on a larger scale.

The ability to understand the larger picture, identify the problem, work through different solutions, and find the best path is what separates the good from the great. Problem-solving and decision-making are closely connected and should be considered together.

Problem-solving is the practice of defining, determining the root cause, identifying solutions, prioritizing the steps, selecting alternatives, and implementing a solution. It is okay to feel stress and pressure. Nevertheless, never let pressure make the decision for you – when you feel stressed out, step away from your work.

Everyone has the capacity to be a problem solver. If you have strong problem-solving skills, you have an edge over other leaders, and being able to solve problems is necessary for advancement.

Problem-Solving

So how should you properly resolve a problem? You will develop your own style and methodology over time. Nevertheless, in the beginning, there are steps that you can take in order to get you started on the right track. Here are those steps:

1.           Define victory. What is the outcome you are trying to achieve? Do not focus on the first problem you see. The first problem you see might just be a by-product of a deeper issue. Your first step needs to be defining the outcome you are seeking. Only after you determine where you want to reach, can you ask, “How can I get to there?” At this step, you should be able to write down your definition of victory in a single sentence. If you cannot articulate what you want to achieve in a single sentence, you do not understand the situation well enough.

2.           Measure it. Is there a metric that can accurately define what the “victory” looks like? This can help track the progress towards the goal and clearly define exactly how we will know we are getting “better”. It is much easier to have a goal of “I want to be more attractive by losing some weight”. The metric you use would be your weight in pounds.

3.           Map it out. Can you draw out a simple flow chart or model that explains the process in clear-cut terms? This is a vital first step. Drawing out how the system works often helps drive everyone to agree on the process that may never have been clearly defined or not fully understood across the peer group.

4.           Gather information. In order to reach your goals, you must be well informed about the system and all the background information in order to reach the goal. Seek out the information from those nearest the work. It is always better to talk to the people on the shop floor than reading the design books. Both will provide you useful information – but the solution lies nearest the work.

5.           Understand Variation. Is there a backlog of data to consider? Does the parameter we are seeking to control or adjust have any obvious periodicity? Determine the natural variation and compare the normal distribution to the targets you are after. Will you be able to graphically see the change you are hoping to reach?

6.           List possible solutions or options. Build a table with the pros and cons for each solution, cost, and complexity. Brainstorm each solution with 2-3 people and capture all the advantages and disadvantages for each solution on one table.

7.           Decide on a path. The best solutions are the easiest to implement and should have the least risk.

8.           Vet the solution with a small group that is nearest the work. They will have some ideas to be sure about what might work and what might not. Make sure they understand it is a pilot and a test. Moreover, that you are listening and working with them so that the solution can be their own.

9.           Test the solution on a smaller set. If you want to change the way something is done, figure out a way to test it out on a small scale. Try it at one work station, or for just one day,

10.         Messaging and training before making any change is crucial. Plan on having to communicate this four or five times more than you think is needed. Taking the time to communicate repeatedly is worth the result. Be patient and explain it again.

11.         Track Results. After a predetermined amount of time, revisit the solution and the results. Should the plan be adjusted? Make a point to check-in every week, month, at whatever interval is most appropriate.

12.         Study and learn all the steps to the PDCA cycle. You have completed them already in an informal way so it is time for you to learn the detailed methodology. Learn the basic one first; then you should learn the more advanced methods.

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Tim

Tim Crocker is a Production Manager Sasol working on the West Lake Ethylene Project. During his career, Tim has worked on facility infrastructure and Utilities at BASF, Biofuels Development with British Petroleum, and Power & Recovery Management with both Georgia Pacific and Domtar. His areas of expertise are Lean Management, Steam and Power systems, Water Treatment, and Energy Management. Tim received his Bachelors in Chemistry from the University of Portland along with a Major in Philosophy. Later he earned his Masters from the Institute of Paper Science in Atlanta, GA. Tim is an active blogger, speaker, and board member of the SWLA Law Center in Lake Charles, Louisiana. Tim lives in the Moss Bluff community with his wife, Cathy, and daughter, Yuri. They enjoy gardening, amateur astronomy, cooking, and model rocketry.