Problem Solving and

Decision Making
Leader Development Program
Learning Contracts
1. Be mindful

2. Open your mind

3. Be Active
 List of Contents

Problem Problem Solving Decision Making

Concept of Definition
Problem Solving
Concept
Process of Problem
Defining a Problem Solving
Process
Tools of Problem
Solving Tools
What is a problem?
A problem can defined as any
situations in which a gap is perceived
to exist between what is and what
should be
 Any situations

Ideal Condition GAP Actual Condition

Problem
Lets Play a Game
Cobalah untuk menghubungkan
sembilan (9) titik maksimal
dengan empat garis lurus tanpa
mengangkat pena
Iceberg Model
Sympthom (Visible Component)

Direct Cause (Submerged Component)

Root Cause (Unseen Component)

 Problem Solving

The act of defining a problem; determining the cause of the problem; identifying,
prioritizing, and selecting alternatives for a solution; and implementing the solution.
Step of
Problem Solving
and Decision Making Defining a problem is the process of clearly identifying and
understanding the specific issue or challenge that needs to be
addressed
By evaluating the problem-solving process,
organizations can enhance their problem-solving Defining
capabilities, learn from past experiences, and
continuously improve their problem-solving
effectiveness and efficiency
Evaluate Root Cause
The process of discovering the root cause of a
problem involves systematically investigating the
underlying factors that contribute to the occurrence
The process taken to put the selected solution into of the problem
action and achieve the desired outcomes

Alternative
Implement
Solutions
The process of developing alternative solutions in
problem-solving involves generating a range of
Decision possible options or approaches to address the
Making identified problem
The process of choosing between alternatives to
achieve a goal. It is a process by which an individual
chooses one alternative from several to achieve a
desired objective
Step of
Defining Problem
Recognize the Problem
Recognize that a problem exists or that there is a gap between the current situation and the
desired outcome

Gather Information
Collect relevant information about the problem

Clear State a Problem

Develop a clear and concise problem statement that articulates the issue at hand

Identify the Impact

Determine the impact or consequences of the problem. Assess how the problem affects
individuals, teams, processes, or organizational goals
Process of discovering
the root cause

Combine the
The Pareto Analysis
• To visually map out and • Each time you ask "why," it
technique
analyze the potential helps you uncover the
causes and their • The technique used to underlying causes or factors • We can combine the
relationships. These tools prioritize and focus efforts that led to the problem. By alternatives technique to
help identify the primary on the most significant repeatedly asking "why," get the root cause.
and contributing factors factors or causes that you can trace the problem
leading to the problem. contribute to a problem or back to its root cause.
outcome.
Fishbone /
5 Why's Technique
Ishikawa diagram
Fishbone
(Ishikawa Diagram)
Categories
Man/Mind Power (People)
Method (Process)
Machines (Program)
Materials (Product)
Measurements (Policy)
Milieu/Mother Nature (Place)

Effect

Causes
 The example of
Fishbone Diagram
People Orders Time

Availability of
staff Cook Time Time of Day

Schedule Some Menu Day of Week

Quantity or Volume Weekend vs.

Staff Knowledge
Weekday
Level

Pick -Up
Orders
Take Too
Long
Variability by location
Packaging

Volume by location
Prep time varies

Utensil Prep Staff variability

Process Location
The Pareto Analysis
Take
action
Creat a Pareto
chart

Calculate the frequency or

percentage

Categorize the data

Pareto Analysis is a continuous improvement tool, so it's

Collect data essential to monitor the progress and reassess the
analysis periodically to ensure the effectiveness of the
implemented actions.
Define the problem or issue
The Example of
Pareto Analysis

The 'dots' from the red cumulative

Frequency % line that fall UNDER the
green "80% cut off" line relate to the
'causes' that you should focus on as a
'priority'. However, you can act on any of
the 'causes' particularly if they maybe easy
to address or of high risk.
How to Create
Pareto Analysis

Scan me, please

Problem : Ran through the
a red light The five why’s
It's important to note that the Five Whys technique is not a rigid rule of
asking "why" exactly five times. The number of iterations may vary
Why 1 : Late for work depending on the complexity of the problem or the point at which the
underlying cause(s) are uncovered. The key is to continue asking "why"
until you reach a point where the answer reveals a meaningful and
actionable cause of the problem.
Why 2 : Woke up late

Why 3 : Alarm didn’t work

Why 4 : Exhausted battery

Why 5 : Forgot to check it Root Cause

 Start with the
Combining the tools
Analyze and address
the root causes
Ishikawa (Fishbone)
diagram for Alternative Solutions
By combining the Ishikawa diagram for visualizing potential causes, Pareto Analysis for
prioritizing the significant contributors, and the Five Whys technique for uncovering
Apply the Five Whys Prioritize using root causes, you can systematically identify and address the underlying issues that
technique Pareto Analysis contribute to the problem. This integrated approach helps ensure a more thorough
and effective problem-solving process.
Latihan
Dalam sebuah perusahaan manufaktur elektronik, terdapat peningkatan tingkat cacat pada produk
tertentu. Manajemen ingin mengidentifikasi penyebab utama cacat ini dan mengambil tindakan
perbaikan yang efektif

Data Pendukung :
Total produksi: 1000 unit
Jumlah unit cacat: 200 unit
Jenis cacat yang paling sering terjadi:
Cacat pada komponen A: 80 unit
Cacat pada komponen B: 60 unit
Cacat pada komponen C: 40 unit
Cacat pada komponen D: 20 unit

Silangkah urai masalah disamping menggunakan kombinasi dari tools problem solving :
1. Fishbone diagram
2. Pareto Analysis
3. The Five why’s
 Set objectives
Clearly define the objectives you want to achieve through your
decision-making process. Consider the desired outcomes,
goals, and any specific criteria that are important to you in
addressing the root cause.

Generate alternatives

Decision Making Brainstorm and generate a range of alternative solutions or

courses of action that directly address the identified root
cause. Encourage creativity and consider different approaches
The process of choosing between alternatives to to solving the problem.
achieve a goal. It is a process by which an
individual chooses one alternative from several
to achieve a desired objective. Evaluate alternatives
Assess each alternative based on its potential to effectively
address the root cause and achieve the defined objectives

Make a decision
Select the best alternative based on the evaluation. Consider
the trade-offs and implications associated with each option.
Use your judgment, expertise, and the information available to
make a decision.
Decision Making Tools

Matrix Decision
SWOT Analysis
The decision matrix is a versatile tool that allows for a
systematic evaluation and comparison of alternatives It provides a holistic view of the factors that may
based on predefined criteria. It provides a structured influence the decision and helps decision-makers
framework for decision-makers to assign weights, score identify advantages, drawbacks, and potential risks
options, and prioritize alternatives based on their associated with each alternative.
alignment with the desired objectives
Matric Decision Approach
Factor 1 Factor 2 Factor 3 Factor 4
Alternative 1
Alternative 2
Alternative 3

Contoh Kasus
Tim Anda meluncurkan campaign new brand di musim panas ini. Anda harus memutuskan vendor
untuk membuat visual dan video desain. Saat ini, Anda telah mengidentifikasi tiga agensi desain,
tetapi masing-masing memiliki pro dan kontra.
A. Score by Scale

B. Score by Scale and Weight

Cost Experience Communication Customer Review
Score
(Weight : 5) (Weight :3) (Weight : 2) (Weight : 4)
Agency 1 25 6 6 12 49
Agency 2 15 12 4 20 51
Agency 3 5 15 6 16 42

The conclusion is highlight the option that performs the best overall, considering the specified criteria and their respective weights. It
provides a clear recommendation for the decision at hand, based on the objective analysis conducted using the decision matrix
SWOT Analysis
• Strengths: Internal advantages or positive attributes.
• Weaknesses: Internal challenges or disadvantages.
• Opportunities: External possibilities for growth or improvement.
• Threats: External factors that could negatively impact the
situation.

This analysis helps in strategic decision-making, identifying areas

for improvement, capitalizing on advantages, and minimizing risks.
SWOT Analysis Matrix
• Offensive strategy : When strengths align
with opportunities, it creates a favorable
condition for success and growth.
• Defensive strategy : It presents a chance for
strategic improvement and growth.
• Survival strategy : focuses on mitigating or
overcoming the identified weaknesses
while addressing the external threats to
ensure the organization's survival and long-
term viability.
• Adjustment strategy : involves making
strategic adaptations or modifications in
response to changes or challenges in the
external environment
 Implementation
Here is a specific area to focus on when implementing decision-making:
Ensure that the decision is effectively communicated to all relevant
stakeholders. Clearly convey the rationale behind the decision, the
Clear expected outcomes, and any actions or responsibilities assigned to
Remain adaptable and open to adjustments during individuals or teams
the implementation process. As new information or Communication
challenges emerge, be willing to revise the action
plan or make necessary modifications to ensure the
desired outcomes are achieved.
Adaptability and
Action Planning
Flexibility

Develop a detailed action plan that outlines the

specific steps, tasks, and timelines required to
Establish mechanisms to monitor and track the
implement the decision.
progress of the decision implementation. Set
milestones, key performance indicators (KPIs), or
metrics to measure the effectiveness and success of
Monitoring and
the decision Stakeholder
Progress
Engagement
Tracking Involve key stakeholders in the implementation
process. Seek their input, address their concerns, and
ensure their active participation.
Evaluating and Feedback
Conduct a post-implementation evaluation to assess the impact and effectiveness of the decision.
Gather feedback from stakeholders and evaluate the results against the expected outcomes. Identify
lessons learned and areas for improvement to enhance future decision-making processes.

By focusing on these specific areas, you can improve the implementation of decisions and increase the
likelihood of successful outcomes.
Thank you !
Any Question?