Training on
Problem Solving in the workplace
Learning objectives
▪ Explain the importance of systematic and strategic
problem solving.
▪ Demonstrate the simple tools and techniques
around problem-solving.
▪ Demonstrate the eight- step problem-solving
process and its practical application of it.
Opening and introduction
Introduction to problem solving
Introduction to the PDCA framework and eight- step problem-
solving process
Eight- step problem-solving process in details
Action planning
Evaluation
3
Problem-Solving Approach
4
5
6
7
8
Let us try out…
RULES
1. Touch 9 points with a
maximum of 4 lines.
2. You cannot lift the
pen…
3. Cannot draw again on
the same line….
9
Defining Problem
10
Need new equipment
Need new equipment This is a SOLUTION
This is likely to be a
Poor morale Poor morale SYMPTOM of more specific
problems
This is leaping to solutions,
How to speed upHow up the orderingwithout
to speedprocess
the ordering process having defined the
PROBLEM
This requires a DECISION,
Which supplier toWhich supplier to choose
choose
not a problem to be solved
11
What is a Problem ?
How Problems come to us
Problems Solving Approach
18
Problem solving through cross
functional teams
19
Cross Functional Teams
Within
organization
Different sections/
department Set objectives
Made up of
individuals Roles and responsibilities
How
What? Resources and Logistics
to
Prioritization participation set up Ways of working
CFTs Right leadership style
Negotiate & communicate
Skill-sets Authority
CFTs
Forming
1
2 Storming
Challenges How? 3 Norming
4 Performing
20
Problem-Solving Framework
21
22
8-Step Problem-solving process
23
24
8-Step Problem-solving process
Toyota Way: Book by Jeffery Liker
25
Steps by steps Problem-Solving
26
1. Clarify/Define the problem
A problem is the difference
What is between the Current Situation and
currently the Standard (or Standard Way).
happening?
What exactly
ASK What is the
is the standard /
problem/ norm /
gap? requirement?
27
Brainstorming
28
Pareto analysis
29
30
Clarify/Define the problem
Ultimate Goal: Provide Quality Products
to the customers
14 0 14
defects defects gap
Current Situation Goal/Standard/ Gap/Problem
Requirements
Example;
End-line QC of module # 10 has found 14 defects during the first hour of production.
31
2. Breakdown the problem
Breakdown Select the Find the
the gap into prioritized Observe
manageable point of
problem the process
pieces occurrence
4 W ,IH
Ask what, who, when, where and how.
Not why at this stage……
32
3. Set the targets
SMART
Achievable
33
Set the targets
Order more Computer
Increase efficiency of Workers
Reduce uneven Hem defect at hem folding operation by 100% January
Reduce uneven Hem defect at hem folding operation by 100% January 2024
2024
All
AllOperators
Operatorswill
will learn
learn 44 jobs
jobsby
byJanuary
January15
15 2024
2024
thth
Eliminate “unevenHem
Eliminate “uneven Hem Width”
Width” defects
defects occurring
occurring at hem
at hem folding
folding by 1stby 1st
April
April
20242024
34
4. Root cause analysis
35
Root cause analysis
Be a 3
years
child
36
Root cause analysis
Effect
issues
Cause
37
Root cause analysis
38
Fishbone analysis
39
Why analysis
Problem Monthly report was late
WHY ? Could not print on time
WHY? Printer did not work
WHY? Papers got jammed
WHY? One person used the wrong type of
paper
WHY? No one from the team knows what the
right paper is
WHY? No written procedure or
training/awareness
40
41
The room is
messed-up The room is
Monkey
messed-up
entered
Window
was open Monkey
entered
Room is hot
Hotel is hot Window
was open
Mumbai is
hot
India is hot
Room is
hot
No fan or
42
A/C
5. Develop counter measures
Developing many Brainstorming Narrowing down the
counter measures as countermeasures as measures as per criteria
possible a team matrix/ practical and
effective basis
Directly addressing Building consensus with
all root causes the team
43
Develop counter measures
Technical
Criteria Effort required Cost/Man hour Safety problem Quality problem Total Score
difficulty
Counter Measure
1
Counter Measure
2
Counter Measure
3
✓Chose the countermeasure which score less
46
6. Implement counter measures
Consider implementing
Communication is See them in a timely one countermeasure at
vital is this step manner. a time to monitor the
effectiveness of each.
Always seek the ideas You will certainly make mistakes in your
from the team problem solving processes, but your
47 persistence is key
The 3-Cs for success
• There are 3-Cs necessary to successfully implement the
countermeasures:
• Create the plan
• Communicate the plan
• Carry out the plan
48
Implement counter measures
What Who When
When
What Who
Jan Feb Mar Apr
Phase 1 A
Phase 2 B
Phase 3 C
49
Implement counter measures
What Who Where How Target Actual
completion completion
date
Review work
Action #1 A Dept. A 02/07/2024
orders
Face-to-Face
Action #2 A Meeting Room Video 05/07/2024
conference
Action #3 B Training Dept. Classroom 12/07/2024
Action #4 A, B Sewing N/A 14/07/2024
Action #5 C Laundry N/A 25/07/2024
Review work
Action #6 A Cutting 03/08/2024
orders
Action #7 A, C Packing N/A 15/08/2024
50
7. Monitor results and process
How much of the gap Determine if the intended
was eliminated with outcome was the result of
Was the target met? the action of the
the prioritized
problem? countermeasure, or just a
coincidence?
Countermeasures can and often will fail, a
system is needed to review and modify them to
get the intended result
51
Monitor results and process
What Who Where How Target Actual
completion completion
date
Review work
Action #1 A Dept. A 02/07/2024 04/07/2024
orders
Face-to-Face
Action #2 A Meeting Room Video 05/07/2024 05/07/2024
conference
Action #3 B Training Dept. Classroom 12/07/2024 10/07/2024
Action #4 A, B Sewing N/A 14/07/2024 22/07/2024
Action #5 C Laundry N/A 25/07/2024 25/07/2024
Review work
Action #6 A Cutting 03/08/2024 03/08/2024
orders
Action #7 A, C Packing N/A 15/08/2024 13/08/2024
52
8. Standardize and share success
Identify the
successful method
Standardize and
document
Share
53
Action planning
56
Evaluation
57
Thank You
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