7 Effective Ways to Handle The Fear of Being Left Out
Overview
Problem solving is the act of defining the problem, diagnosing the problem’s root cause, identifying and implementing a solution, and sustaining results. Problem solving is the act of defining the problem, diagnosing the problem’s root cause, identifying and implementing a solution, and sustaining results
WHAT IS PROBLEM SOLVING?
Solving a problem depends on correctly identifying its cause so the best solution can be selected and implemented for sustained results. Problems may affect one workgroup or process, or they may cause organization wide issues. Some problems are repetitive and occur often or more than once, while others are singular and considered a major incident or accident. Many problems are highly visible due to formalized management systems such as ISO 9001, and some are insidious and difficult to identify. All these factors create variations that require the application of different problem-solving techniques, such as root cause analysis or the fishbone diagram, but the high level problem-solving process is:
Step 1 – Define the problem
When defining the problem—that is, stating the problem specifically—it’s important to differentiate fact from opinion and discover underlying causes so the focus is on the problem, not just its symptoms. To do this, it’s important to:
. Involve all interested workgroups affected by the problem and ask subject matter experts to better understand the involved processes or issues.
. Collect and analyze supporting data (qualitative and quantitative).
. Go to the gemba review and document how processes currently work (that is, who does what, with what information, using what tools, communicating with what organizations and individuals, in what timeframe, using what format).
. Answer these descriptive questions:
– What (what happened) – What is the problem? What product is defective?
– Where (point of detection) – Where was the problem detected?
– When (date/time of detection) – When was the problem detected? When does the problem occur?
– How (many/much) – How many products are affected? How much of production (in percentage) is defective?
– Who (detection only, not cause) – Who detected the problem?
– Why (high level) – Why is this a problem?
Step 2 – Diagnose the root cause
Note: Root cause is a critical topic of extraordinary depth that cannot be explored fully here, but there are many quality resources on the topic.
A root cause is the core issue—the highest-level cause—that sets in motion the entire cause and effect reaction that ultimately leads to the problem that has been defined. If the root cause is not identified, any solution applied will likely only provide temporary relief until the problem happens again. Thorough probing into root causes will lead you to broad, fundamental issues. Often, management policies will be involved—such as training or the system . For complex issues, there may be more than one root cause. Solving a root cause at a deep, fundamental level often will solve other related issues.
Root cause analysis (RCA) is a collective term that describes a wide range of approaches, tools, and techniques used to uncover causes of problems and direct corrective action. RCA also can be one part of a problem-solving technique, as with the A3 report. Some guidance questions for determining a root cause include:
. Why? Why? Why? Why? Why? (also known as the 5 whys technique)
. What other causes were studied and eliminated?
. How did you verify this cause?
Step 3 – Identify and implement a solution
Generate potential solutions
Postpone selecting one solution until several alternatives have been proposed—for example short- and long-term solutions. Considering multiple alternatives can enhance the value of your ideal solution significantly. All too often, groups start planning to carry out their first idea. Play with additional ideas, and you probably will improve on your first one. Now is the time to think boldly and creatively —for example, by combining two merely OK solutions into one hybrid great solution, or asking customers and suppliers to help develop solutions to problems that affect them. Consider the following:
. What potential solutions have you evaluated?
. What methods did you use to encourage creative solutions?
. Are there any constraints preventing you from choosing a solution?
. How does this solution address the root cause?
. What are the possible problems with this solution? What are your contingency plans?
. How will you communicate your planned solution?
. How will you monitor your plan?
. How will you know whether the solution is successful?
Choose the best solution
When assessing potential solutions, data collection and analysis tools and decision-making tools such as the decision matrix can help evaluate the options carefully to select the best. Consider the following:
. How well the solution will achieve the desired results —that is, how effective it will it be.
. How successfully the solution can be carried out — that is, how achievable it is.
. Whether enough information has been gathered to choose a solution.
. Were the alternatives considered without bias.
. Whether a solution will solve the problem without causing other unanticipated problems.
. Will the individuals involved accept the alternative.
. Whether the solution fits within the organizational constraints and strategic goals.
. Whether those involved in implementing the solution, including customers and suppliers, need to be included in the decision.
Plan the change and implement it
Note: Change management is a complex topic ranging from small change to large and cultural change that involves many considerations and methods that cannot be fully explored here, but there are many quality resources on the topic.
When a solution is selected, implementation will be easier with a carefully developed plan, including details on what, who, and when. At this stage, it is imperative for leadership to communicate the plan widely, often, and clearly, including how it will affect various workgroups. Leaders also may need to direct others to implement the solution, “sell” the solution, or facilitate the implementation with the help of others. Involving others in the implementation is an effective way to gain buy-in, as well as support and minimize resistance to subsequent changes.
A carefully developed plan also should determine how the solution will be measured —to determine the results of the change and to monitor how well the plan was implemented. Be sure to include contingency planning in case something falters using cause analysis tools to develop these contingencies. These include:
. Identifying potential obstacles or barriers (why and/or what) and deciding how to avoid or overcome them.
. Planning and documenting how you will react in the worst-case scenario.
. Considering the human elements that may affect your success, such as who will feel threatened and whether the new procedures will be difficult to remember.
When implementing the solution, test the chosen solution on a small scale first, if possible. For example, choose a subset of the eventual full scope of the plan, such as one region, one unit, or one class. Choose a typical subset, but avoid one with big or unusual obstacles and plan to continue the test sufficiently to observe problems.
As the plan is fully implemented, be alert for unexpected observations and ensure the solution doesn’t appear to create any other problems. Data collection and process analysis tools are helpful at this stage.
Step 4 – Sustain the results
Regardless of how the solution is rolled out, feedback channels must be built into the implementation. This allows for continuous monitoring and testing of actual events against expectations. Problem solving, as well as the techniques used to gain clarity, are most effective if the solution remains in place and is updated to respond to future changes.
After monitoring the solution’s results , if the solution didn’t hit the intended targets , it may be because:
1. The plan was poorly executed – go back to Step 3 and rework on the solution’s implementation.
2. A poor solution was developed – go back to Step 3 and rework on the generating and choosing a better solution.
3. The wrong cause was attacked – go back to Step 2 to find the right cause.
If the solution did hit the targets and the problem was solved, the solution must be standardized to ensure that whatever changes were made become consistent and routine to avoid the problem recurring. Documenting the new procedure will make training and ongoing control easier. Make sure documentation and checklists are easily available in the workplace.
Sustaining results is best supported when those people involved want the change. Publicize and share the benefits of the new process so people will want the change, and make the change as easy as possible for them. Be sure to provide formal and/or informal training may be necessary to spread a new process throughout the organization. Recognizing and rewarding the people involved in the process improvement initiative also can help sustain positive results by boosting employee engagement. It also is key to take any lessons learned from solving the problem and see whether they can be applied to improve any other processes at the organization.
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