Problem Solving Methods
Presented by: Jeffrey Chan (SAD/SEI)
Date: 21 May 2025
Workshop Objectives
1. How do you/we define a problem?
2. Consider a systematic approach to analyse and solve problems
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What are the patterns of thinking?
1. What’s happening? 3. What do we do now?
• Clarify • Make a decision
• Prioritise
2. Why is it happening? 4. What’s next?
• Sustain a plan or an action
• Find root cause(s)
• Improve a plan or an action
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What is Process?
A systematic and logical set of steps to meet a goal or objective
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The Thinking Process
Inputs Process Results
• Data on hand • Gather • Decisions are made
• Experience & • Sort • Problems are solved
Knowledge • Organize • Recurring problems are prevented
• Analyze
Thinking
process
Quality Quality Quality
+ =
Inputs Process Result!
Asking questions is a critical skill !
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What is the Question?
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Ask Questions!
“To my mind, far too many
people in organizations run
around spending sixty
minutes finding solutions to
problems that don’t actually
matter.”
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Effective Questioning!
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Check-In
What is a Problem?
10
Define a Problem
Ask the following 3 questions:
1. Has a deviation occurred? (could be positive or negative deviation)
• What do we see, hear, feel, taste or smell (any of our 5 senses) that tells us there is a
deviation?
2. Is the root cause that resulted in the deviation unknown?
3. Do you need to know the root cause to take any action to resolve the issue on
hand?
If you answered “Yes” to all 3 questions above, then you have a Problem that needs to be resolved!
A good problem solver approaches a problem in a systematic process/manner to find the true
cause of a positive or negative deviation, so as to avoid jumping to cause/conclusion.
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Basic Problem-Solving Techniques/Tools
1. Fishbone Diagram (Ishikawa Diagram)
2. “5 Whys” Technique
3. 5 Ws and 1 H (Who? What? Where? When? and
How?) – Kaizen
4. Quick Problem Solving method
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1. Fishbone Diagram / Ishikawa Diagram /
Cause & Effect Diagram
1. Used when identifying possible root cause(s) for a problem.
2. Also called Cause-and-Effect Diagram.
3. Start by asking: “Why does this happen?” …. (Try to ask at least 3 times)
4. After brainstorming, identify the possible and probable root causes, and determine the solutions to apply.
Materials Measurement Machine Problem
Statement
• What object has the
deviation?
• What deviation does it have?
• What do we see, hear, feel,
taste, or smell that tells us
there is a deviation?
• Write a short statement with
one object and one deviation
• Important to distinguish
between facts (observations)
and hypotheses (deductions
or theories).
Method Environment Man
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1. Fishbone Diagram / Ishikawa Diagram /
Cause & Effect Diagram
Problem Statement (Examples)
Car headlamps are out and will not start….
Re-write the Problem statements:
1. Car will not start
Object Deviation
2. Headlamps will not light up
3. Expenses from Project A has exceeded 20% more
than plan.
4. Process time for electronic board is 30ms longer
than target.
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1. Fishbone Diagram / Ishikawa Diagram /
Cause & Effect Diagram
Problem Statement (Example)
Air-con cannot work ?
Object Deviation (might have
more than 1 deviation)
Must be specific !
Air-con is not cold !
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1. Fishbone Diagram / Ishikawa Diagram /
Cause & Effect Diagram
Resistivity
check is not Temp
part of PM sensor
procedure Resistivity not end of life
Temp
checked Glycol Sensor
during PM resistivity faulty
out of
spec Problem
Machine
Statement
Materials Measurement Chiller machine
fluctuates 5degrees
and unable to set to
Method Environment 25degrees target
Poor
Man temperature
Maintenance
Temp Schedule
Untrained
fluctuation not operator
monitored as
part of PM No OJT
Have not checks
encountered
such problems No trainer
before available
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2. “5 Whys” Technique
1. This is an iterative interrogative technique “applying questioning to the void” by re-asking a
question to get the most specific answer so as to explore the cause and effect relationships
underlying a particular problem
2. End result it to identify the root cause.
3. Use 5 Whys to build on the Failure Mechanism
4. Ask “turnaround questions” (depth) i.e. re-asking a question based on the response or
answer given to get a specific answer or “what else” (breath) i.e. good for gathering info and
data.
5. You know when you hit the brick wall i.e. void, when the person you are asking has no more
answers, keeps silent or says “I don’t know”.
Root
Effect Cause
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3. 5 Ws and 1 H (Kaizen)
1. Another form of asking open ended questions to gather info so as to
identify the root cause.
2. Record only factual info and data, do not record a “Yes” or “No” answer.
3. 5 Ws and 1 H (Who? What? Where? When? Why? and How?)
i. Who was involved? Who is the customer? Who is the contact person?
ii. What happened? What is the symptom?
iii. Where did it take place? Where did the problem occur?
iv. When did it take place? Give the timeframe.
v. Why did that happen? Why is it a problem?
vi. How did that happen? How much/many (the size of the problem)? How
often (the frequency of the problem)?
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4. Quick Problem-Solving method
Ask the following:
1. When did the deviation happen (time-stamp)?
2. What has changed on or before that time stamp?
Limitations
Changes
i. Be sure of time
Note: Cause of deviations usually comes from change, in
ii. Only one change
complex cases it may be a combination of a few changes
X = irrelevant
Should (Baseline) changes
Deviation
Actual
We need to identify changes related to the problem.
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Tips on Problem Solving Process
Step 1:
1. Create Problem Statement
2. Collect and Analyse Data
3. Establish Problem Cost
4. Define Desired Outcome and Potential Savings or ROI (if any)
5. Develop Project Plan
Step 2:
1. Analyse the available data to determine the root cause
2. Check the results of data analysis by conducting an actual test
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Tips on Problem Solving Process
Step 3:
1. Explore Possible Causes and Priorities Order of Importance
2. Identify Data Collection Action Items and Collect Data
3. Perform Study to Evaluate Prioritized Causes
4. Analyze and Interpret Data to confirm Root Causes
5. Generate Possible Solutions
6. Establish Criteria for Selecting Solutions
Decision Making
7. Select Solutions
8. Design Evaluation to Confirm Solutions
9. Agree on Action Steps and Evaluation Plans
[Link] Costs/ Savings
[Link] Milestones Chart to Track implementation
[Link] Approval for Action Plan
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Have the mind-set of System Fixing
Think about extending your solution(s) beyond just resolving the immediate root cause (and
possibly even apply solutions at the effects), this is to prevent the problem from ever coming back
again.
Ask the following:
1. What other concerns/issues can the identified root cause create?
2. Are there other areas where this identified root cause may create other problems?
3. What caused the identified root cause?
4. Are there any similar areas in which we could apply this same solution to prevent problem from
occurring?
5. Do we anticipate if this solution could create or cause other problems?
Note: Very similar to “Poka Yoke (Mistake Proofing)” Technique.
System Fixes
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Thank you!
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