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Share this article, download a pdf version., subscribe to our newsletter, 10 effective problem-solving methods and tools for manufacturers.

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• April 30, 2024

Variability of demand, quality management, equipment maintenance, and integration of new technologies : problems are frequent and inevitable, and manufacturers face challenges very often. Acknowledging this reality enables teams to remain vigilant, quickly identify and resolve these difficulties, and constantly improve processes and products alike.

Why focus on problem-solving? In the Lean philosophy , a problem isn't just a problem; it's also, and above all, an opportunity to do better. Rather than hiding or ignoring what's not working, the idea is to face up to it, to find structured methods for optimizing efficiency and quality. For this, there are a number of possible solutions and tools available.

What are the different stages of problem-solving? Which methods and tools are most effective in production environments? And how do you use them? 

This article provides all the answers and problem-solving tips.

Key takeways:

• By scrutinizing every action and aspect of processes, it is crucial to distinguish between activities that bring value and those that don't , in order to reduce or eliminate waste.
• Involving employees in identifying problems and suggesting solutions strengthens their sense of ownership, and improves team cohesion and efficiency.
• Root Cause Analysis (RCA) helps to identify the underlying causes of problems to find more sustainable solutions and prevent problems from recurring.
• The use of tools such as the PDCA cycle and the 5S method, as well as techniques such as Six Sigma , is essential for optimizing processes and improving quality and efficiency.
• It is essential to monitor implemented changes and continuously improve them to maintain and increase Overall Equipment Effectiveness (OEE).

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Key steps of a problem-solving process in a factory

To better understand each of these steps, let's take the example of a factory manufacturing automotive components, faced with a sudden rise in the number of defective parts.

1. Identify the problem

The first step is to recognize that a problem exists. This involves observing the symptoms and identifying the gaps between the current state and the desired goal.

The 5 Ws and H tool enables you to identify the problem by collecting factual information on incidents.

• Observation: Abnormal increase in the number of defective parts at the quality inspection station.
• Action: Collect data on the number of defective parts, the types of defects, and the times when they occur.

2. Define the problem

After identification, you need to precisely define the problem. This involves determining its scope (using the Four A’s method, for example), representing it clearly, and understanding its impact on operations.

• Analysis: 10% of parts produced have surface defects (higher than the acceptable standard of 2%).
• Action: Clearly define the problem as a significant increase in surface defects on automotive parts.

3. Find the root cause of the problem

This step aims to analyze the factors contributing to the problem in order to identify its root cause. This is a critical process requiring in-depth examination to avoid treating symptoms alone. 

• Investigation: After using the 5 Whys method, the root cause turns out to be premature machine wear.
• Action: Examine maintenance records and machine operating parameters to confirm this cause.

4. Brainstorm solutions

Once the root cause has been identified, it's time to focus on finding solutions. This phase encourages creative problem-solving and innovation from the whole team. They have to explore existing ideas and generate new ones.

• Brainstorming: Several potential solutions are considered, such as replacing tools more frequently or modifying machine parameters. 
• Action: Evaluate the advantages, disadvantages, and feasibility of each solution using the PDCA method.

5. Test your solutions

Before implementing a solution on a large scale, it is essential to test it in a controlled environment. This enables you to assess its effectiveness in real-life situations and adjust the action plan.

• Experimentation: Replace tools more frequently to see if this reduces the defect rate.
• Action: Implement the test plan over a set period using the "Do" phase of PDCA, then collect data on the impact of this change.

6. Standardize and document the chosen solution

Once you’ve found the best solution, it must be standardized and integrated into the organization's procedures. Documenting the process helps prevent the problem from recurring and facilitates employee training .

• Implementation: After confirmation that more frequent tool replacement reduces defects, this practice is standardized across the entire production line using the DMAIC method .
• Action: Document the new process using the 8Ds, train operators in the new practice, and integrate the change into standard operating procedures.

5 Useful problem-solving strategies for manufacturing

1. 8d (eight disciplines problem solving).

8D is a quality approach to solving complex problems requiring in-depth analysis and lasting corrective action.

The method comprises eight steps:

• Prepare the 8D process
• Describe the problem
• Identify and implement immediate actions
• Identify the real causes
• Identify and implement permanent corrective actions
• Validate permanent corrective actions
• Prevent recurrence
• Congratulate the team

Use case in the manufacturing industry

Problem: Recurrent failure of a major piece of equipment, leading to costly production stoppages.

8D would enable a multi-disciplinary team to systematically identify, analyze, and eliminate the root cause of the failure while implementing sustainable corrective actions.

2. PDCA (Plan-Do-Check-Act)

Also known as the Deming wheel, this systematic, iterative model comprises four stages or cycles: Plan, Do, Check, Act.

The PDCA method helps companies test changes under controlled conditions, evaluate the results, and then implement improvements progressively to optimize production and ensure consistent product quality.

Problem: Variation in the quality of the finished product, which does not always meet standards.

PDCA would address this problem by planning improvements, testing them, evaluating their effectiveness, and adjusting the production process to stabilize product quality.

3. DMAIC (Define, Measure, Analyze, Improve, Control)

This Six Sigma method is highly effective in optimizing production processes, reducing variation, and eliminating defects by focusing on data and statistical analysis.

It involves clearly defining the problem (Define), measuring (Measure), and analyzing process data to identify root causes (Analyze), then implementing improvements (Improve) and controlling processes to ensure sustainable quality gains (Control).

Problem: High scrap and rework rates on an assembly line.

DMAIC would be used to specify the problem, measure performance, analyze data to find the cause, implement improvements, and control the process to reduce defects.

4. QRQC (Quick Response Quality Control)

This fast, effective method inspired by Lean Management, consists in identifying, analyzing and solving problems directly on the shop floor. It is particularly well suited to fast-paced production environments where immediate detection and resolution are necessary to maintain production continuity and efficiency.

Problem: Frequent safety incidents in the workplace.

QRQC would enable rapid reaction to identify and resolve the causes of such incidents immediately, thereby reducing their frequency and improving overall safety.

5. Four A’s

The Four A’s method is a structured approach that is designed to systematically address and solve problems within an organization. 

• Assess: This step involves identifying and understanding the problem. 
• Analyze: Once the problem is assessed, the next step is to analyze it to find the root causes.  
• Address: With a clear understanding of the root causes, the third “A” involves developing and implementing solutions to address these causes.  
• Act: The final “A” focuses on standardizing the correct solution and integrating it into the organization’s processes.   

It is used where problems need to be solved quickly and efficiently while ensuring that lessons learned are integrated into standard practices.

Problem: Missed delivery deadlines due to production bottlenecks.

The Four A’s method would help to quickly detect bottlenecks, analyze their causes, find and implement effective solutions, and then integrate these changes into regular operations to improve on-time delivery.

How to choose the right problem-solving method

The choice of problem-solving method depends on several factors:

• The nature and complexity of the problem: Before choosing a problem-solving approach, you need to understand exactly what is wrong. If it's a complex and multifactorial problem, structured, in-depth methods such as 8D or DMAIC may be appropriate. For more immediate or quality-related problems, QRQC or Four A’s may be more appropriate.
• Company objectives: Look at the big picture; align the method with your strategic objectives, such as improving quality, reducing costs, or increasing customer satisfaction. For example, DMAIC is often chosen for defect reduction and process optimization objectives.
• Available resources: Think about the resources you can allocate to problem-solving processes (time, skills, budget). For example, PDCA can be implemented more quickly when resources are limited.
• Team expertise and problem-solving skills: Use a method that matches your team's qualifications. Training may be required for more complex approaches such as DMAIC or 8D.
• The need for standardization and documentation: If documentation and standardization of processes are essential, opt for methods that integrate these aspects, such as 8D or DMAIC.

5 Tools for structuring your problem-solving methods

Now it's time for the problem-solving tools! These will help structure the process and keep it moving in the right direction.

1. The 5 Whys

This problem-solving technique, created by Toyota founder Sakichi Toyoda, involves asking the question "Why?" five times until the root cause of a given problem is revealed. It's a simple but powerful tool for finding root causes.

A factory has a problem with late delivery of finished products:

• Why is the plant experiencing delays in the delivery of finished products? Because the production of final units is often late.
• Why is the production of final units behind schedule? Because assembly takes longer than expected.
• Why does assembly take longer than expected? Because parts needed to complete assembly are often missing.
• Why are parts often missing? Because supplies regularly arrive late from the supplier.
• Why do supplies arrive late from the supplier? Because orders are placed too late, due to an inefficient procurement process.

2. The Ishikawa diagram (5M)

Also known as the "fishbone diagram" or "5M", this tool developed by Kaoru Ishikawa helps to systematically visualize all the potential causes of a specific problem, as well as the contributing factors.

Causes are divided into 5 main categories.

A factory encounters a problem with a drop in product quality:

• Problem or "Effect" (fish head): Decline in product quality
• Categories of causes (main branches):
• Manpower: Operator skills , training, motivation.
• Methods: Work procedures, quality standards, operating instructions.
• Materials: Raw material quality, batch variability, supplier specifications.
• Environment: Working conditions, temperature, humidity, dust.
• Equipment: Equipment wear, machine calibration, maintenance. 

This evolution of the Ishikawa diagram focuses on not five, but seven major problem areas: Manpower, Method, Materials, Environment, Equipment, Management, Measurement.

A factory is experiencing machine failure problems:

• Manpower: Inadequate operator training, human error due to fatigue, or lack of experience.
• Methods: Obsolete production processes, and lack of standardized operating and maintenance procedures.
• Materials: Inconsistent quality of raw materials, premature wear of spare parts.
• Environment: Unsuitable working conditions, disturbances due to excessive noise or vibration.
• Equipment: Outdated equipment, neglected or inadequate preventive maintenance.
• Management: Inadequate decision-making, and insufficient communication between departments.
• Measurement: Uncalibrated or faulty measuring instruments, lack of regular quality controls.

4. The Pareto principe

The Pareto or 80/20 principle is very useful for focusing on the problems that will have the greatest impact once solved, and for making informed decisions.

In a factory producing electronic components, 80% of production defects stem from just 20% of the manufacturing processes.

By analyzing production data, the company could discover that the majority of defects are linked to errors in the soldering and PCB inspection stages. These two stages, although representing a small part of the total manufacturing process, are crucial and require special attention to reduce the overall number of defects.

5. The 5 Ws and H

This tool helps gather comprehensive information on a problem by answering these key questions: Who, What, Where, When, Why, and How. Thus, it provides an in-depth understanding of the situation.

There is a delay in production at a furniture manufacturing plant:

• Who is affected by the problem? Assembly line operators and production managers are directly affected by the delay.
• What exactly is the problem? Deliveries of finished furniture to customers are several days behind schedule.
• Where exactly is the problem occurring? The problem occurs in the final assembly shop, where the furniture is prepared for shipment.
• When was the problem detected or when does it occur? The delay has been observed over the past two weeks, mainly during the third shift.
• Why does the problem occur? The problem could be due to inadequate staff planning and recurring packaging equipment failures.
• How does the problem occur? The delay is due to a bottleneck in the finishing and packing stage, where there is a lack of personnel and problems with the packing equipment.

Other tools can also be useful for structuring problem-solving methods:

• Brainstorming
• Gemba Walks
• SWOT analysis
• Control charts
• Prioritization matrices

Tips for effective implementation of problem-solving techniques

Integrate problem-solving into daily routines.

Instead of seeing problem-solving as a separate activity, integrate it into daily routines. For example, set up SIM meetings to discuss ongoing problems as a group and monitor progress on solutions.

Use technology for your benefit

Adopt a Daily Management System (DMS) like UTrakk to quickly identify problems, track corrective actions, facilitate collaboration between teams, and document solutions in a centralized repository.

Develop specific key performance indicators for problem resolution

Define Lean KPIs that measure the effectiveness of the problem-solving process (average time to solve the problem, problem recurrence rate, and impact of solutions on business performance).

Practice problem-solving on the shop floor

To understand problems, you need to go where value is created. Encourage managers to go on the shop floor to directly observe processes, interact with operators, and identify possible improvements.

Create cross-functional problem-solving groups

Form teams with members from different departments to tackle complex problem-solving. Integrating different angles, perspectives, and expertise broadens the point of view on the subject, enriches the analysis, and generates more creative ideas.

Adopt a coaching approach to skills development

In addition to basic training, use mentoring and coaching to develop problem-solving skills . Experienced employees can guide less experienced ones, sharing their know-how.

Conduct post-mortem reviews

When a problem is solved, conduct a post-mortem to discuss what went well, what didn't, and how processes can be improved.

Tracking and evaluating each solution implemented allows you to adjust strategies as needed, learn from past experiences, and foster continuous improvement .

UTrakk: Your ally in structuring and optimizing problem-solving

Using organized methods and analytical tools to tackle challenges is essential for manufacturers seeking to improve operational efficiency and product quality. UTrakk DMS is the perfect solution for this structured approach to daily problem-solving. With its multiple functionalities – rituals, actions, dashboards, and more – this Daily Management System can adapt to any problem-solving method to optimize every step of the process. Once a solution is standardized, it can be documented in UTrakk’s Knowledge Center to ensure compliance and prevent recurrence.

Adopting these problem-solving techniques not only enables manufacturers to respond effectively to today's challenges, but it also lays the foundations for continuous improvement, ensuring their competitiveness in an ever-changing industrial environment .

FAQ on problem-solving methods

What are the key problem-solving methods for manufacturers.

The key problem-solving methods for manufacturers include Lean manufacturing, Six Sigma, and the PDCA (Plan-Do-Check-Act) cycle. These methodologies focus on eliminating waste, optimizing processes, and implementing continuous improvement to enhance operational efficiency.

How can manufacturers effectively implement Lean principles?

Manufacturers can effectively implement Lean principles by identifying and eliminating waste, optimizing workflows, and improving overall efficiency through techniques like Kanban and 5S. Training employees and involving them in the continuous improvement process are also critical steps​.

What is the importance of Six Sigma in manufacturing?

Six Sigma is important in manufacturing because it provides a data-driven approach for reducing defects and variability in processes. This methodology helps in improving product quality and operational efficiency by following the DMAIC (Define-Measure-Analyze-Improve-Control) framework.

Can technology enhance problem-solving in manufacturing?

Technology plays a crucial role in enhancing problem-solving in manufacturing. Digital twins, augmented reality, and collaborative robotics are technologies that help improve precision, efficiency, and safety, facilitating better decision-making and process optimization​.

What benefits do continuous improvement practices offer to manufacturers?

Continuous improvement practices offer several benefits, including increased operational efficiency, reduced waste and costs, and improved employee engagement and customer satisfaction. These practices encourage a proactive approach to addressing inefficiencies and fostering innovation.

Turn your production challenges into opportunities for improvement!

In addition to providing the UTrakk solution, Proaction International supports you in implementing the best problem-solving methods and helps you achieve operational excellence.

Adeline de Oliveira

Writer and editorial manager for about 15 years, Adeline is passionate about human behavior and communication dynamics. At Proaction International, she covers topics ranging from Industry 5.0 to operational excellence, with a focus on leadership development. This expertise enables her to offer insights and advice on employee engagement and continuous improvement of managerial skills.

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Quality improvement methods (lean, pdsa, six sigma).

Emily Barr ; Grace D. Brannan .

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Last Update: January 11, 2024 .

• Definition/Introduction

Quality improvement is integral to many sectors, including business, manufacturing, and healthcare. Systematic and structured approaches are used to evaluate performance to improve standards and outcomes. The Institute of Medicine defines quality in healthcare as “the degree to which health services for individuals and populations increase the likelihood of desired health outcomes and are consistent with current professional knowledge.” [1]

In healthcare, quality improvement methods are traced back to the 19 th  century; 2 examples are the advocacy for handwashing in medical care by an obstetrician, Ignaz Semmelweis, and the betterment of living conditions and excessive mortality of soldiers in army hospitals to nurse Florence Nightingale. [1]  Many quality improvement methods can be applied to healthcare, 3 of which include Plan-Do-Study-Act (PDSA), Lean, and Six Sigma. Each method has a unique goal-oriented outcome that has been applied to healthcare to streamline and optimize processes. 

PDSA is a cyclical quality improvement method often compared to the application of the scientific method, differing from Lean philosophy due to its iterative format. [2]  PDSA was adapted to healthcare in 1996 by statistician Gerald J. Langley and built upon its manufacturing origin in 1986 by statistician Edwards Deming. [2]  PDSA focuses on 4 stages: plan, do, study, and act.

The first stage, plan, begins with identifying a project goal. The next stage, do, is a small-scale implementation of the plan applied to meet the goal. The scope or size is small to enable any pivots to be addressed promptly. The study stage compares predicted data outcomes to achieved data outcomes. The act stage combines data from the prior 3 stages into an improved executed plan. The 4 steps must be thought out and repeated for a refined process. PDSA is not a standalone method but utilizes other quality improvement tools and is a key component of the Model for Improvement.[ [2] [3] [4]  

Lean stems from the Toyota Production System (TPS) and focuses on improving quality and productivity through efficient and value-added processes by eliminating 3 items: waste (muda), unevenness or inconsistencies (mura), and overburden or unreasonableness (muri). [5] [4] [6] [7]   TPS, also called the “Toyota way,” is credited to Japanese engineer Taiichi Ohno. Its origin can be traced back to the Henry Ford assembly line and Toyota Motor Corporation production system in the 1950s, as they tried to increase value-added products or services—that is, entities customers were willing to pay for while decreasing extraneous products or services. [8]

Mura can be corrected by standardization to create dependability and reliability. Muri emphasizes creating a culture of problem-solving instead of blaming. Lean has identified 8 wastes or muda. [5] [6]  Defects refer to work that needs modification, alteration, or repair. Overproduction is ordering unnecessary tests. [6]  Waiting can be in the form of waiting for supplies, a turn to use a machine, to be seen by a provider, or for test results, to name a few. Unutilized talent refers to wasted people skills. Transportation may include transporting supplies from one area to another or moving patients from the hospital room to the laboratory for tests. An example of inventory is storing or buying excessive medical supplies, especially if they expire before usage. Unnecessary motion may include wasted movement for providers, caregivers, and patients. [6]  Extra-processing denotes unnecessary steps or work.

5 overarching principles contribute to Lean methodology implementation: [9] [6]

• Identifying the value of a product or service to the customer, which could be the patient or another department in the hospital.
• Value stream mapping is a visualization method of processes, materials, the flow of information, and resources involved in creating a product or service to identify those that add value and remove those that are wasted. [5] [10] ]
• Creating flow by eliminating barriers.
• Establishing pull based on actual customer demand rather than forecasted demand.
• Establishing perfection means that in every system, efforts to eliminate waste are continuous and should always strive to meet or exceed customer or patient needs and satisfaction.

Core to Lean is Kaizen, a focused, team-centric, continuous, and rapid improvement endeavor to implement small changes into systemic, standardized improvement cycles. The understanding of Kaizen is reflected in its etymology, derived from the “Japanese words “kai,” meaning change, and “zen,” meaning good.” [11] [7]

Lean uses different tools to achieve its goals. 5S refers to sorting, setting in order, shining, standardizing, and sustaining elements required to sustain a clean, orderly, and organized workplace. [10]  Just-in-Time (JIT) refers to supplies being available when needed. [12]  This is feasible if there is consistency and uniformity in the system, which allows predictability and control. JIT works in tandem with Kanban or the inventory system, which relies on supplies approval and documentation. A3 is a visual and structured tool that identifies problems and solutions using an A3-sized or 11 x 17 inches paper. [13]

Like Lean thinking, Six Sigma is a methodology focused on optimizing performance, controlling, and decreasing variability. [14] [4]  Six Sigma techniques were developed in the ’80s by Motorola. [15]  Six Sigma is derived from a statistical concept of 6 standard deviations from the mean or 3.4 defects per million units. [16]  Six Sigma often focuses on quantitative healthcare analysis to refine delivery efficiency while increasing patient safety.

Six Sigma is different from other methodologies in that it is focused on financial outcomes and statistical outcomes and requires management support. [15] Leadership support is needed to set the goals for Six Sigma initiatives and train or hire specific personnel in the form of “Belts” as part of the more formalized quality management structure. [17]  The “Belts” signify training and project involvement levels and usually require certification. [17]  A Master Black Belt is the most experienced, trains the other belts, and is the project consultant. Black Belts leads the execution of the Six Sigma projects. Green Belts leads project implementation under the guidance of Black Belts, and Yellow Belts participates as a member in projects. [17]

Six Sigma employs 2 methods: [17] [14] [8] [4]

• DMAIC or Define, Measure, Analyze, Improve, and Control. DMAIC is used for improving current processes.
• DMADV or Define, Measure, Analyze, Design, and Verify. DMADV is employed when developing new processes and products.

Different well-known quality improvement tools are used within the different phases of DMAIC or DMADV. Here are a few examples: [18] [19] [20] [21]

• Design of Experiments: An approach for projects that utilize a structured method of studying variables and outcomes. It may include randomization, established research approaches such as experimental or quasi-experimental, and statistical data analysis.
• Cause and Effect Diagrams or Fishbone or Ishikawa Diagrams: A visualization of factors contributing to a given effect, such as prolonged length of stay. [22]
• Control Chart: A graph that shows variation in data relative to a mean value and upper and lower limits.
• Pareto Chart: Stemming from the 80/20 Pareto principle that 20% of factors cause 80% of the problems, is a bar chart showing the frequencies of factors in descending order from left to right to easily identify the most important factors. [22]
• Root Cause Analysis (RCA): A multi-step process of identifying problems, reasons for the problem, and corrective actions after an adverse event occurs.
• Failure Mode and Effect Analysis (FMEA): A process of identifying possible failure points in a process as a preventive way to address these weaknesses before they cause problems.

In the early 2000s, the Xerox corporation developed Lean Six Sigma or LSS. [8]  LSS marries Lean and Six Sigma approaches and toolboxes and has been used in different business sectors, including healthcare. [8] [17]  Successful LSS implementations usually employ waste reduction first before optimization or variability reduction. The healthcare sector benefits from LSS because of reduced waste and cost, improved and optimized processes, and enhanced patient satisfaction in one continuous effort. [23] [24]

• Issues of Concern

Common challenges in Lean methodology include individual resistance to change, discomfort with inter-professional collaboration, and organizational process variations. [25]  Methods to overcome barriers include maintaining qualified leadership, obtaining feedback, and pursuing feasible projects. [25]  Adequate rollout from senior leadership can be executed by ensuring key stakeholders formally understand Lean practices.

JIT supply chain reduces extra inventory and cost. However, during COVID-19, the lack of supplies, especially personal protective equipment or PPE, exposed the healthcare goal of a slim inventory via reliance on JIT which, during the pandemic, endangered both providers and patients. [12]

PDSA relies on properly executed, small-scale tests before scaling to larger trials. [2]  This belief lies in an understanding that small-scale projects are likely to harbor more controlled environments, allowing for more agile pivots upon seeing favorable changes. However, a recent systematic review indicated that fewer than 20% of articles used iterative cycles and small-scale tests, which could suggest that larger tests were not optimal. [2]  Another area of concern when enacting a PDSA cycle is pursuing an overzealous, large-scale goal that may lie beyond the method's extent. [3]

A bigger issue with PDSA implementation is oversimplification, which results in projects not fully adhering to PDSA principles. [2]  This opens the possibility of incorrect PDSA implementation with inadequate mobilization of resources and skills, jeopardizing scientific rigor. [2]  When applying PDSA cycles to healthcare, leadership must ensure adequate resources, including clinical staff, medical technology, inventory, registries, and funding, are present to integrate PDSA cycles into the workflow.

Six Sigma aims to achieve process improvement by decreasing defects and enhancing quality. In healthcare, this often presents as reducing patient harm while increasing patient safety and patient satisfaction. One of the main challenges faced in Six Sigma operations is the cost of hiring a full-time project manager, an in-house expert, or a Six Sigma belt. Another obstacle is the institutional culture, which requires buy-in from all stakeholders for the project's success. This buy-in must last throughout the project duration, which can exceed 24 months in the case of major improvements. [26]  While recognized Six Sigma belt certificates can be obtained and offer credible structure, they are not mandatory for process improvement. Formal Six Sigma programs offer training courses, which, combined with field experience, enable certificates to be sequentially obtained (white belt, yellow belt, green belt, black belt, to master black belt). [14]  There are concerns that Six Sigma is not being properly used to its full potential in healthcare. [27]

Improving safety culture is critical for long-term quality improvement in healthcare despite challenges in PDSA, Lean, and Six Sigma.

• Clinical Significance

Errors and hazards are present, realistic concepts in healthcare. An extrapolated estimate of over 250,000 deaths based on 2013 hospital admissions occurs in the US annually due to medical errors. [28]  Such errors cause losses upwards of $20 billion annually. [28] [29]  Excessive wait times and process bottlenecks may lead to delayed diagnoses, treatment, and barriers to appropriate medical triaging. [30] [31]  Such outcomes may cause increased patient stress and detrimental effects if delayed reporting is congruent with disease progression, leading to adverse patient outcomes. [30] [31]

Technology in medicine is critical to patient care, allowing centralized team communication, increased patient engagement, and digitized records. Though technological advances such as electronic health records have enabled ease of data acquisition and application of quality improvement functions such as medication allergy alert pop-ups, early rejection and abandonment of technological solutions are seen in healthcare, potentially linked to varied acceptance by users. [32]

The federal healthcare agency Centers for Medicare and Medicaid Services (CMS) has a reimbursement program in healthcare that draws attention to the clinical significance of quality improvement methods in healthcare. [33] [34]  The Medicare Value-Based Purchasing (VBP) program uses direct financial metrics to incentivize performance. [33]  Metrics include adverse events, mortality, and cost reduction.

This agency evaluates organizations on quality measures and adjusts reimbursement based on metrics, promoting quality improvement and patient care. [34]  By adopting quality improvement metrics, healthcare organizations can address patient safety and satisfaction while being mindful of long-term financial and efficiency goals.

• Nursing, Allied Health, and Interprofessional Team Interventions

Quality improvement is a “combined and unceasing effort of everyone – healthcare professionals, patients, and their families, researchers, payers, planners, and educators to make the change that will lead to better patient outcomes, better system performance, and better professional development.” [35]

Interdisciplinary teams used synonymously with interprofessional teams, represent multiple constituents within healthcare working in conjunction with one another. Interprofessional has historically been used more narrowly, signifying working professionals from different professions, while interdisciplinary has traditionally been used more broadly, encompassing distinct healthcare staff members. [36]  Adopting interdisciplinary teamwork is critical in healthcare to foster collaboration and diversity, strengthening systemic culture and goals.

One example of quality improvement methods and interdisciplinary teamwork intervention is seen in the Swiss Cheese Model, which was first referenced in 1991 and published in 1997 by psychology professor James Reason. [37]  The model compared natural eyes in Swiss cheese to eyes or holes in healthcare systems. Specifically, the holes in healthcare, synonymous with errors, led to adverse events due to an alignment of multiple holes or multiple opportunities for improvement. Each slice of cheese represents a protective barrier, including policies, technology, and teamwork. [38]

Though teamwork is needed in healthcare, it may fail without proper communication, which is a leading cause of inadvertent patient harm, including medication errors, treatment delays, and wrong-site surgeries. [39] [40]  Factors influencing communication failure include training differences among health fields, hierarchy, and lack of standardization. [39]

Without mutual collaboration and discussion based on unique perspectives, quality improvement metrics may be prone to fail. By having long-term end goals in mind, such as patient safety, interdisciplinary teamwork can foster quality improvement initiatives. A positive culture of safety does not focus on individual action or error but rather encompasses organizational accountability fostered by teamwork. [41]

• Nursing, Allied Health, and Interprofessional Team Monitoring

Collaborative interaction in healthcare is seen in literature to contribute to improved medical effects. [42]  Once an organization adopts the importance of interprofessional team interventions, proper interprofessional monitoring in systematic observation is implemented. A risk management team often achieves such tracking, a set of systems in place to detect, monitor, and prevent harm stemming from the 2005 Congress Patient Safety and Quality Improvement Act. [43]

One example of a risk management intervention is an RCA. [20]  The National Patient Safety Foundation recommends an RCA comprising diverse team members ranging from physicians and supervisors to ancillary staff and quality improvement experts. [43] [44]  Appropriate monitoring can help maximize quality improvement in healthcare, allowing organizations to effectively utilize quality improvement methods such as LEAN, PDSA, and Six Sigma.

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Disclosure: Emily Barr declares no relevant financial relationships with ineligible companies.

Disclosure: Grace Brannan declares no relevant financial relationships with ineligible companies.

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• Cite this Page Barr E, Brannan GD. Quality Improvement Methods (LEAN, PDSA, SIX SIGMA) [Updated 2024 Jan 11]. In: StatPearls [Internet]. Treasure Island (FL): StatPearls Publishing; 2024 Jan-.

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Problem Solving

– Methodologies and Techniques –

⇓   Introduction to Problem Solving

⇓   What is Problem Solving

⇓   Problem Solving Services

⇓   Learn More About Problem Solving

Introduction to Problem Solving

In the current world market, consumers and organizations have a vast amount of choices regarding the brand or manufacturer of products, parts and materials available to them. In order to not merely survive but thrive in this ever increasingly competitive market, an organization must provide the most value and the highest quality possible. Most organizations have effective quality systems in place. Unfortunately, we cannot always prevent or detect problems before they reach the customer.  Whether your customer is a Tier 1 automotive manufacturer or the end user, problems sometimes occur. Even the companies held up as benchmarks for quality in their industry eventually encounter problems with their product or process. The most important factors at that time are how timely and effectively the problem is resolved and prevented from re-occurring.  Problems happen so we must be skillful and systematic in resolving the problems as they arise.

What is Problem Solving

Problem Solving is the process undertaken to find solutions to complex or difficult issues by taking an analytical approach using scientific methods. Effective problem solving requires the issue to be recognized and fully understood by the problem solver(s). Then, various problem solving methods and tools can be used to drive down to the root cause of the issue and take appropriate corrective actions to not only fix the problem, but to ensure it does not re-occur. Recurring problems are expensive, drive down brand equity and can damage the supplier / customer relationship. Customers could determine that your organization is not capable of resolving problems within your products or processes. There are many problem solving tools and approaches that are all effective if used properly. The following is a sample list with a brief description of each method.

5 Why is a problem solving method that asks the question “Why” enough times until you get down to the root cause of a problem. The 5 Why exercise can be used as a stand- alone tool or applied within a larger problem solving activity. 5 Why is commonly used during the Analyze phase of the DMAIC process and the Plan phase of the PDCA process. The responses should be based on facts or data and should focus on process or systems errors. The facilitator should ask the team if the cause identified were corrected, could the failure mode or problem still occur. If the answer is yes, then move on to the second “Why” and then the third, fourth, fifth and so on until the answer is no.

Eight Disciplines of Problem Solving (8D)

Eight Disciplines of Problem Solving (8D) is a detailed problem solving method primarily used within the automotive industry but has more recently been utilized by other industries. 8D is typically a team exercise utilized mainly by quality engineers or managers and other professionals. The 8D approach employs statistical analysis of the process and stresses the importance of determining the root causes of the problem.  The basic elements of the 8D method are to identify the problem, form a team, determine root causes, develop corrective actions, both interim and permanent, and ultimately, to prevent the problem from reoccurring. It is also an effective tool for use during product and process improvement initiatives.

The A3 Report has its roots in the PDCA method.  The A3 Report format is an effective tool for communicating all pertinent information with greater visual impact. A3 gained its name from the size of paper used during the exercise. By literally writing and drawing it all out on one sheet, it clearly communicates what is being done at each step of the problem solving activity improving team communication. The A3 format is a valuable problem solving and critical thinking tool that can foster continuous improvement.

Corrective Action Preventive Action (CAPA)

Corrective Action Preventive Action (CAPA) is usually part of an overall Quality Management System (QMS) . The Corrective / Preventive Action process is generally a documented procedure used to collect and analyze information, identify any non-conformances and take appropriate action (corrective or preventive) to resolve problems and prevent recurrence. The CAPA process closely follows the PDCA methodology of Plan, Do, Check, Act.  The use of data to drive actions is prevalent in most CAPA systems. In some cases, Statistical Process Control (SPC) data is incorporated into the process.  Corrective actions are directed at eliminating known causes of failure or other product or process issues. Preventive actions are derived from structured risk analysis and focused on eliminating the cause of a potential failure.

Is / Is Not

The Is / Is Not tool is adaptable in that it can be used as a stand-alone problem solving tool or by establishing boundaries during a larger problem solving activity using one of the methodologies discussed above. It may be used to define the problem and determine the scope of what will be considered and what will not be considered during the problem solving exercise. The Is / Is Not simply asks the questions about the problem and determines what the problem is and is not. For example, a manufacturer starts getting feedback from their dealers of a particular problem. By entering the answers to the questions in a basic diagram, you can identify the scope of the problem and then determine where to apply resources and focus on the real problem.

The Is / Is Not tool produces results by allowing you to focus on the facts of the problem, and specifically on the boundaries created by determining what is and is not involved. Your team can then focus their efforts and attention on the likely causes and take action.

Plan Do Check Act (PDCA)

Plan-Do-Check-Act (PDCA) is also sometimes referred to as the Shewert circle is an excellent method for problem solving or continuous improvement. The basics of the PDCA cycle are to Plan or identify the problem. Do or perform a process study or root cause analysis to determine cause and potential improvements. Check or measure the results of the corrective action or improvement. And then Act, take action based upon the results of the study. The PDCA is not a straight line but a circle or cycle. Once the actions have been validated then use the knowledge acquired to plan additional improvements and begin the cycle again.

No matter which method you select, they all have some basic steps in common. The problem must be defined, the root causes identified, effective temporary and permanent countermeasures put in place, the results measured, monitored and validated. Through this process, you can resolve a problem and prevent recurrence.  While problem solving methods are valuable tools in your quality toolbox, some of them can be applied to a product or process before a failure occurs or during a continuous improvement initiative (i.e. Kaizen ). By using these tools, a potential failure may be foreseen, analyzed, and actions can be taken to prevent the failure from ever occurring. Tools such as Failure Modes and Effects Analysis (FMEA) , both Design FMEA and Process FMEA , can be utilized to reduce the likelihood of failures occurring.

Problem Solving Services

At Quality-One, we offer many services directed at helping you resolve any current problems or prevent problems from occurring. Our experienced team of highly trained professionals will provide a customized approach for developing your people and processes based on your unique problem solving needs. At Quality-One our services include:

• Consulting to provide assistance or guidance in developing a plan to deploy a new problem solving initiative
• Training to help your teams understand and drive improvement
• Support in building and implementing your selected problem solving process, which may include Facilitation, Auditing and / or Contract Services

Learn More About Problem Solving

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8D Management (8 Disciplines Management)

8D Management & The 8D of Problem Solving

Problems are a part of life and a business is no exception. Even with the best of intentions and systems, some errors can creep in and be hard to detect. It may be nothing serious or can have serious repercussions such as reputation damage, heavy fines, product recall, property loss, and so on. It becomes essential to identify the problem, its consequences on the one hand, and causes on the other to be able to not only resolve it for now but also ensure prevention of its recurrence. One of the methodologies, popular amongst engineers and professionals mainly in the automotive industry but now applied across several industries is the eight disciplines (8D) model. It helps to identify, correct, and eliminate recurring problems, affecting improvement in product and process.

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What is 8D?

The 8D is a systematic, holistic and proven methodology designed to identify the root cause of a problem, plan a quick fix, and implement corrective actions and preventive actions to avoid their recurrence. If your product is defective or not meeting your customer requirements, then 8D is an excellent first step to improve Quality and Reliability.

One of the core parts of introducing 8D problem solving, greatly accepted by most disciplines of industries, and having huge effectiveness levels in improving product and process quality, would be 8D (Eight Disciplines). Key steps in the 8D methodology are forming a team, defining the problem, identifying and implementing interim containment, identifying the root causes, implementing and verifying permanent corrective actions, and avoiding future recurrence of problems. The 8D process for root cause analysis concludes by highlighting that the team members not only play a vital role but also recognizes them, hence reinforcing that this approach is a collaborative one. 8D has become very popular among manufacturers, assembly, and services around the globe because it is effective and comparatively easy to teach.

Introduction to 8d Problem Solving

The 8D approach to problem-solving, also known as the 8D methodology, is a systematic and comprehensive method used to address and resolve complex issues, particularly in manufacturing and other industries.

This 8D troubleshooting methodology involves a structured process designed to identify, correct, and prevent issues, ensuring that similar problems do not occur in the future.

By following the 8D process steps, teams can effectively perform root cause analysis and implement corrective actions.

The 8D structured problem-solving process is highly valued for its ability to provide a clear framework for identifying and eliminating the root cause of a problem, thereby enhancing overall operational efficiency.

Why to Apply 8D Problem Solving Methodology?

The 8D methodology , developed to represent the best practices in problem solving, provides the engineering teams with an effective and efficient team-oriented problem solving skill, a better understanding of Root Cause Analysis (RCA) and how to use basic statistical tools required for problem solving. 8D helps the management understand and resolve problems better, identify necessary systemic changes and inputs for change, and facilitate a more candid and open communication in problem solving discussions.

8D improves the Quality and Reliability of your products, and if performed correctly, prepares the engineering team for future problems.

When to Apply 8D Problem Solving Process?

The 8D problem solving process is used to solve major, critical, chronic, and recurring problems. The 8D is typically required during safety or regulatory issues, customer complaints , warranty concerns, poor performance or test failures, internal rejects, and to minimize waste and scrap.

How to Use Root Cause Analysis to Transform Your Safety Program

8d problem solving approach.

The 8D is a systematic process for the introduction and improvement of quality, and elimination of problems. Here we will show you the step by step approach of the problem solving tools that can make you proficient at identifying causes of problems, defining problems, and errors. Additionally, it helps identify root causes and take actions to solve and prevent identified problems in processes. So, let’s take a peep inside:

D0: Planning and preparing for the 8D

Proper planning and preparation are always a good start before taking any action. So, you need to consider the following before forming a team:

• Problem description
• Timeframe for the resolution
• The number of resources to accomplish this

D1: Team establishment

Create a team with people who varied backgrounds and experiences which will lead to the best quality inputs and a complete solution. For the team to function smoothly, define clear roles, and responsibilities for your people, and have a team leader.

D2: Problem description

The 8D method’s primary focus is to describe the problem appropriately and objectively such that it captures all the vital information. During this analysis, repeated 5W1H (why, what, who, where, when, and how) are required to be asked to develop a clear description.

D3: Problem containment plan

A temporary problem containment plan is sometimes needed to minimize the impact of the problem until you develop permanent solutions. On developing the plan based on the hypothetical cases, the resources for addressing the main problem can be released. At times, new processes may be required to work around the problem until you have a permanent fix.

D4: Root Cause Analysis (RCA)

With the problem temporarily contained, you can now turn to identify all of the root causes of the nonconformance . There are several tools to identify the actual root cause of an issue including the 5W1H to understand the problem in-depth, Fishbone diagrams to visually categorize causes, and Pareto charts to identify the vital causes.

D5: Permanent Corrective Action

Once the root cause of the problem is determined, the team can start brainstorming permanent corrections to identify what the best long-term solution will be. Brainstorming sessions combined with tools such as affinity diagrams help organize ideas based on their relationships and determine the best course of action.

D6: Implement and Validate the Permanent Corrective Action

Once the solution is identified, the management needs to implement and verify the corrective action using the PDCA (plan-do-check-act) approach for small-scale testing before large-scale rollout. Thus, the outcomes and corrective actions are tracked to ensure expected results. To successfully implement a permanent change, a project plan should incorporate:

• Development of the project plan for implementation
• Communicating the plan to all stakeholders
• Validating improvements using measurement

D7: Prevent Recurrence

A complete solution of problems means preventing them from occurring. Besides, preventative measures should also be implemented for corrective actions in the 8D methodology. This requires reviewing management processes, operating procedures, and training manuals to ensure that best practices are followed.

At this stage, organizations should consider actions including updating process audit questions and regularly verifying them based on corrective actions to reduce risk in other processes, presenting poka-yoke or error-proofing devices to big-risk processes, and conducting red rabbit tests to see how long it takes poka-yoke devices to detect defective product.

D8: Verification and Team Celebration

Once the problem is solved, the ultimate step is to congratulate the team. It’s important to recognize their efforts and share their success across the organization because teams require feedback to allow for satisfactory closure. This facilitates motivation and employee engagement while helping you improve quality control, execute process improvements, and aid change management as you grow.

Create a team with people who are having varied backgrounds and experiences which will lead to the best quality inputs and a complete solution. For the team to function smoothly, define clear roles, and responsibilities for your people, and have a team leader.

A complete solution of problems means preventing them from occurring initially. Besides, preventative measures should also be implemented for corrective actions in the 8D methodology. This requires reviewing management processes, operating procedures, and training manuals to ensure that best practices are followed.

8D Root Cause Analysis (RCA) and 8D Corrective Action Process

The 8D Root Cause Analysis, as well as the 8D Corrective Action process, is a widely systematic approach in quality management , especially concerning 8D in quality control. This method includes eight comprehensive steps that are devised to problem solving by dealing with root causes of the problems comprehensively. The steps of the 8D process start with the formation of a team, a clear definition of the problem, and move on to interim containment actions. This is then followed by detailed root-cause analysis using the 8D RCA process, development and verification of permanent corrective actions, implementation, and recurrence preventing efforts. Encouraging details in the analysis: the 8D methodology steps encompass collaborative efforts and documentation that ensure durable solutions and continuous improvement in organizational processes. Root Cause Analysis (RCA) is embedded within the 8D process and includes the following steps and techniques:

Problem Symptom is measured and transformed to “Object and Defect”

Problem Symptom is reformed to Problem Statement using the 5W1H process

Potential Causes are gathered using the tools like Fishbone or Affinity Diagram

Problem Statement should fit using both the “is” and the “isn’t” sections of the question

Root Cause concepts are developed from remaining possible causes on the tool and related changes from is/is not

Compare theories with recent data and develop experiments for Root Cause Verification

Test and confirm the Root Causes

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How to use the 8d approach.

8D portrays 8 steps of a structured approach to solve difficult, recurring, or critical problems by providing transparency, driving a team approach, and increasing the chances of solving the problem.

Proper plan for solving the problem and identify the prerequisites.

Team creation

Gather a cross-functional team with product/process knowledge.

Problem description and definition

Use the data and information to specify the problem by identifying in quantifiable terms the who, what, where, when, why, how, and how many (the 5W1H) for the problem.

Problem Containment Plan development

Develop and implement interim actions to eliminate the problem from any customer in the future.

Specify and assess Root Causes

Identify and review all relevant causes and sources of variation that analyze why the problem has occurred and figure out why the problem was not noticed at first using 5W1H or diagrams.

Verify Permanent Solutions

After collecting data confirm that the possible solutions will actually resolve the problem.

Implement and Validate Corrective Actions

Discuss and review results and develop plans to implement the best solutions or countermeasures.

Preventive measures

Transform the operation systems, management systems, procedures, and practices to avoid the recurrence of similar problems.

Compliment your team

Recognize the collective efforts of your team and formally thank them for their involvement.

8D Problem Solving Tools and Techniques

The 8D problem solving methodology is the set of tools and methods aiming for complex quality issues. 8D problem solving techniques are basically comprised of a fishbone diagram, 5 Whys analysis, Pareto charts, process flowcharts, and Failure Mode and Effects Analysis (FMEA) to come to terms with the 8D framework. Integration with statistical tools and data analysis in every step of 8D analysis is sure to make the most accurate identification of the root cause.

This approach would ensure that cross-functional teams' participation would not only be present in the brainstorming sessions but also in the 8D problem solving process at the problem solving stage.

Training in 8D Methodology

8D training is an inevitable imperative that makes its deployment in organizations effective. The 8D methodology provides all the necessary details that the teams could apply to the skills and knowledge required at every step in 8D of quality control . Training the workforce on 8D methodology will make them able to apply these aspects when dealing with real-world problems, which will better off the quality and efficiency of the entire organization. It ensures that all these measures and strategies have been inducted to make sure that 8D problem solving approaches are not just tools for problem solution but have been inducted to lay down the base for sustainable quality improvement and prevention practices in the organizational processes.

How to Enhance Quality and Efficiency in 8D Manufacturing?

Understand the Basics of the 8D Approach to Problem Solving

• Familiarize yourself with the principles of the 8D methodology.
• Recognize that the 8D process steps include team formation, problem

Form a Cross-Functional Team

• Assemble a team with diverse skills and perspectives.
• Ensure each member understands their role in the 8D structured problem solving process.
• Use precise language to describe the problem.
• Implement tools like the 5 Whys to aid in the root cause analysis 8d problem solving phase.

Implement Interim Containment Actions

• Take immediate steps to prevent the problem from worsening.
• Document these actions as part of the 8D troubleshooting methodology

Identify and Verify Root Causes

• Conduct a thorough root cause analysis to pinpoint the underlying issues.
• Utilize techniques like fishbone diagrams and Pareto charts in the 8D RCA Process.

Develop Permanent Corrective Actions

• Propose solutions that address the root causes identified.
• Ensure these solutions are sustainable and prevent recurrence.

Validate the Corrective Actions

• Test the solutions to ensure they effectively resolve the problem.
• Collect data to confirm the effectiveness of the root cause analysis and the 8Dd corrective action process.

Implement and Monitor Solutions

• Roll out the verified solutions across relevant areas.
• Continuously monitor the impact to ensure long-term success.

Prevent Recurrence

• Update processes and documentation to incorporate the new solutions.
• Train employees on the new procedures to embed them in daily operations.

Recognize and Celebrate Success

• Acknowledge the efforts of the team in solving the problem.
• Use this opportunity to reinforce the importance of the 8D methodology in maintaining quality and efficiency.

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8D Process Improvement in Different Industries

Automotive Industry

• Application of 8D Methodology : Essential for addressing recurring quality issues and customer complaints.
• Root Cause Analysis 8D Problem Solving : Identifies underlying issues affecting vehicle performance and safety.
• 8D Structured Problem Solving: Used to enhance manufacturing processes and reduce defects.
• 8D Process Steps: Followed rigorously to maintain high safety and quality standards in vehicle production

Aerospace Industry

• 8D Troubleshooting Methodology: Critical for resolving complex technical issues and ensuring compliance with stringent safety regulations.
• 8D RCA Process: Applied to investigate and eliminate root causes of system failures.
• 8D Corrective Action Process: Ensures that preventive measures are implemented to avoid the recurrence of problems.
• 8D Manufacturing: Focuses on precision and reliability in the production of aerospace components.

Electronics Industry

• 8D Approach to Problem Solving: Used to tackle issues related to product design and manufacturing.
• Root Cause Analysis and the 8D Corrective Action Process: Vital for maintaining product quality and reducing warranty claims.
• 8D Process Steps: Helps in identifying and addressing defects in electronic components and assemblies.
• 8D Methodology: Ensures continuous improvement and innovation in electronics manufacturing processes.

Healthcare Industry

• 8D Structured Problem Solving: Applied to improve patient care and operational efficiency in healthcare facilities.
• 8D Problem-Solving Steps: Utilized to address issues related to medical equipment and procedural errors.
• Root Cause Analysis 8D Problem Solving: Enhances patient safety by identifying and eliminating causes of medical errors.
• 8D Troubleshooting Methodology: Ensures that corrective actions are taken to prevent the recurrence of adverse events.

Food and Beverage Industry

• 8D Manufacturing: Ensures product quality and safety throughout the production process.
• 8D Approach to Problem-Solving: Addresses contamination issues and improves production line efficiency.
• Root Cause Analysis and the 8D Corrective Action Process: Essential for maintaining food safety standards.
• 8D Process Steps: Used to investigate and resolve quality issues in food production systematically.

Pharmaceutical Industry

• 8D Methodology: Applied to ensure the consistency and safety of pharmaceutical products.
• 8D RCA Process: Identifies and addresses root causes of deviations in manufacturing processes.
• 8D Corrective Action Process: Implements preventive measures to ensure compliance with regulatory standards.
• 8D Troubleshooting Methodology: Enhances production efficiency and reduces the risk of product recalls.

Consumer Goods Industry

• 8D Structured Problem Solving: Used to resolve product design and manufacturing issues.
• 8D Process Steps: Ensures consistent product quality and customer satisfaction.
• Root Cause Analysis 8D Problem Solving: Identifies and eliminates causes of defects in consumer products.
• 8D Manufacturing: Focuses on improving production processes and reducing waste.

Energy Industry

• 8D Approach to Problem Solving: Applied to address equipment failures and improve operational reliability.
• Root Cause Analysis and the 8D Corrective Action Process: Ensures the continuous improvement of energy production processes.
• 8D Troubleshooting Methodology: Helps resolve complex technical issues in energy plants.
• 8D RCA Process: Identifies and eliminates causes of energy generation and distribution inefficiencies.

8D Process Metrics and KPIs

• Problem Resolution Time: This metric tracks the time taken from problem identification to resolution in the 8D root cause analysis process, ensuring timely corrective actions are implemented to prevent recurrence.
• Recurrence Rate: By measuring how often a similar problem reappears after the 8D corrective action process, this KPI helps assess the effectiveness of the implemented solutions and continuous improvement efforts.
• Root Cause Identification Accuracy: This KPI evaluates the precision and accuracy with which the root causes are identified during the 8D root cause analysis, ensuring that the correct issues are being addressed.
• Corrective Action Implementation Rate: This metric tracks the percentage of corrective actions successfully implemented within the stipulated timeline, indicating the efficiency of the 8D corrective action process.
• Customer Satisfaction Improvement: Monitoring changes in customer satisfaction levels following the 8D corrective action process can highlight the impact of the process on overall product quality and customer perception.

8D Problem Solving Report

8D problem solving reports and templates are useful tools to initiate a problem solving process. These reports are used to explain what 8D is and including information about each step so that one will know what needs to be done by attempting this to solve problems. Keeping these reports easily available can avoid repeating work on the same problems over and over again.

8D reports must be detailed and incorporate information at every step within the 8D process. Those who are working on the problem should provide sufficient information when completing a report so that someone who was not on the current 8D team can pull it out and understand what the problem was and what solutions were implemented.

Improve quality, eliminate problems and identify the root cause of a problem with 8d Methodology

Who can 8d help.

The 8D methodology is universally applicable for every organization that needs solving. Although, there are a few industries and sectors where this 8D approach is successfully used such as manufacturing, the automotive industry , engineering companies that manufacture products or parts, and medium and large-scale enterprises.

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Implementing the 8D Root Cause Analysis

Establish the Team

• Assemble a cross-functional team: Ensure diverse perspectives and expertise.
• Define roles and responsibilities: Clarify each member's contributions.
• Team leader selection: Choose someone with strong leadership and problem-solving skills.

Describe the Problem

• Problem statement creation: Define the issue clearly and concisely.
• Use of data and evidence: Gather and present data to illustrate the problem.
• Scope and impact: Detail how the problem affects processes, products, or customers.
• Immediate actions: Implement temporary measures to contain the problem.
• Verification of ICAs: Ensure the containment actions are effective.
• Monitoring: Continuously monitor the situation until a permanent solution is found.

Determine Root Causes

• Root cause analysis techniques: Utilize tools like the 5 Whys and Fishbone diagrams.
• Data analysis: Examine data to identify patterns and anomalies.
• Identify multiple root causes: Look beyond the obvious to find all contributing factors.

Develop Permanent Corrective Actions (PCAs)

• Brainstorm solutions: Generate potential corrective actions.
• Evaluate effectiveness: Assess the feasibility and impact of each solution.
• Select the best solution: Choose the most effective and sustainable corrective action.

Implement and Validate PCAs

• Action plan creation: Develop a detailed plan to implement corrective actions.
• Execution: Carry out the corrective actions according to the plan.
• Validation: Verify that the corrective actions resolve the problem effectively.
• Standardization: Update processes, procedures, and documentation to include the new solutions.
• Training: Educate employees on the new procedures to ensure consistent application.
• Monitoring and review: Regularly review the effectiveness of the implemented solutions.

Recognize the Team and Celebrate Success

• Team recognition: Acknowledge the contributions of each team member.
• Celebrate achievements: Celebrate the success of solving the problem.
• Document lessons learned: Record insights and lessons learned for future reference.

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Frequently Asked Questions

The 8D methodology is often used since it provides a consistent, simple, and thorough approach to solving raised problems at various stages. If properly applied, it gives several advantages such as:

A systematic approach for improving team-oriented problem solving skills

A clear understanding of basic statistical tools needed for problem solving

A practical understanding of the ‘ root cause analysis’ tool

Creating and expanding relative information about past failures and lessons learned to avoid future problems in the organization

Improving skills for corrective action deployment

When the team is trying to find the root cause of the problem and deploy corrective actions, some defective products will continue to be manufactured. To prevent these defective parts from reaching the customer, interim containment ensures that the defects are contained in the facility till the problem is completely solved. If defective parts reach the customer, it may result in warranty claims, field failures, and customer complaints.

To implement the 8D process successfully, the following factors are crucial:

The right team

An accurate description of the problem

Avoiding skipping through steps

Ensuring cooperation within the team and management support

Understanding the difference between real causes and possible causes

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40 problem-solving techniques and processes

All teams and organizations encounter challenges. Approaching those challenges without a structured problem solving process can end up making things worse.

Proven problem solving techniques such as those outlined below can guide your group through a process of identifying problems and challenges , ideating on possible solutions , and then evaluating and implementing the most suitable .

In this post, you'll find problem-solving tools you can use to develop effective solutions. You'll also find some tips for facilitating the problem solving process and solving complex problems.

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What is problem solving?

Problem solving is a process of finding and implementing a solution to a challenge or obstacle. In most contexts, this means going through a problem solving process that begins with identifying the issue, exploring its root causes, ideating and refining possible solutions before implementing and measuring the impact of that solution.

For simple or small problems, it can be tempting to skip straight to implementing what you believe is the right solution. The danger with this approach is that without exploring the true causes of the issue, it might just occur again or your chosen solution may cause other issues.

Particularly in the world of work, good problem solving means using data to back up each step of the process, bringing in new perspectives and effectively measuring the impact of your solution.

Effective problem solving can help ensure that your team or organization is well positioned to overcome challenges, be resilient to change and create innovation. In my experience, problem solving is a combination of skillset, mindset and process, and it’s especially vital for leaders to cultivate this skill.

What is the seven step problem solving process?

A problem solving process is a step-by-step framework from going from discovering a problem all the way through to implementing a solution.

With practice, this framework can become intuitive, and innovative companies tend to have a consistent and ongoing ability to discover and tackle challenges when they come up.

You might see everything from a four step problem solving process through to seven steps. While all these processes cover roughly the same ground, I’ve found a seven step problem solving process is helpful for making all key steps legible.

We’ll outline that process here and then follow with techniques you can use to explore and work on that step of the problem solving process with a group.

The seven-step problem solving process is:

1. Problem identification 

The first stage of any problem solving process is to identify the problem(s) you need to solve. This often looks like using group discussions and activities to help a group surface and effectively articulate the challenges they’re facing and wish to resolve.

Be sure to align with your team on the exact definition and nature of the problem you’re solving. An effective process is one where everyone is pulling in the same direction – ensure clarity and alignment now to help avoid misunderstandings later.

2. Problem analysis and refinement

The process of problem analysis means ensuring that the problem you are seeking to solve is  the   right problem . Choosing the right problem to solve means you are on the right path to creating the right solution.

At this stage, you may look deeper at the problem you identified to try and discover the root cause at the level of people or process. You may also spend some time sourcing data, consulting relevant parties and creating and refining a problem statement.

Problem refinement means adjusting scope or focus of the problem you will be aiming to solve based on what comes up during your analysis. As you analyze data sources, you might discover that the root cause means you need to adjust your problem statement. Alternatively, you might find that your original problem statement is too big to be meaningful approached within your current project.

Remember that the goal of any problem refinement is to help set the stage for effective solution development and deployment. Set the right focus and get buy-in from your team here and you’ll be well positioned to move forward with confidence.

3. Solution generation

Once your group has nailed down the particulars of the problem you wish to solve, you want to encourage a free flow of ideas connecting to solving that problem. This can take the form of problem solving games that encourage creative thinking or techniquess designed to produce working prototypes of possible solutions. 

The key to ensuring the success of this stage of the problem solving process is to encourage quick, creative thinking and create an open space where all ideas are considered. The best solutions can often come from unlikely places and by using problem solving techniques that celebrate invention, you might come up with solution gold. 

4. Solution development

No solution is perfect right out of the gate. It’s important to discuss and develop the solutions your group has come up with over the course of following the previous problem solving steps in order to arrive at the best possible solution. Problem solving games used in this stage involve lots of critical thinking, measuring potential effort and impact, and looking at possible solutions analytically. 

During this stage, you will often ask your team to iterate and improve upon your front-running solutions and develop them further. Remember that problem solving strategies always benefit from a multitude of voices and opinions, and not to let ego get involved when it comes to choosing which solutions to develop and take further.

Finding the best solution is the goal of all problem solving workshops and here is the place to ensure that your solution is well thought out, sufficiently robust and fit for purpose. 

5. Decision making and planning

Nearly there! Once you’ve got a set of possible, you’ll need to make a decision on which to implement. This can be a consensus-based group decision or it might be for a leader or major stakeholder to decide. You’ll find a set of effective decision making methods below.

Once your group has reached consensus and selected a solution, there are some additional actions that also need to be decided upon. You’ll want to work on allocating ownership of the project, figure out who will do what, how the success of the solution will be measured and decide the next course of action.

Set clear accountabilities, actions, timeframes, and follow-ups for your chosen solution. Make these decisions and set clear next-steps in the problem solving workshop so that everyone is aligned and you can move forward effectively as a group. 

Ensuring that you plan for the roll-out of a solution is one of the most important problem solving steps. Without adequate planning or oversight, it can prove impossible to measure success or iterate further if the problem was not solved. 

6. Solution implementation 

This is what we were waiting for! All problem solving processes have the end goal of implementing an effective and impactful solution that your group has confidence in.

Project management and communication skills are key here – your solution may need to adjust when out in the wild or you might discover new challenges along the way. For some solutions, you might also implement a test with a small group and monitor results before rolling it out to an entire company.

You should have a clear owner for your solution who will oversee the plans you made together and help ensure they’re put into place. This person will often coordinate the implementation team and set-up processes to measure the efficacy of your solution too.

7. Solution evaluation 

So you and your team developed a great solution to a problem and have a gut feeling it’s been solved. Work done, right? Wrong. All problem solving strategies benefit from evaluation, consideration, and feedback.

You might find that the solution does not work for everyone, might create new problems, or is potentially so successful that you will want to roll it out to larger teams or as part of other initiatives. 

None of that is possible without taking the time to evaluate the success of the solution you developed in your problem solving model and adjust if necessary.

Remember that the problem solving process is often iterative and it can be common to not solve complex issues on the first try. Even when this is the case, you and your team will have generated learning that will be important for future problem solving workshops or in other parts of the organization. 

It’s also worth underlining how important record keeping is throughout the problem solving process. If a solution didn’t work, you need to have the data and records to see why that was the case. If you go back to the drawing board, notes from the previous workshop can help save time.

What does an effective problem solving process look like?

Every effective problem solving process begins with an agenda . In our experience, a well-structured problem solving workshop is one of the best methods for successfully guiding a group from exploring a problem to implementing a solution.

The format of a workshop ensures that you can get buy-in from your group, encourage free-thinking and solution exploration before making a decision on what to implement following the session.

This Design Sprint 2.0 template is an effective problem solving process from top agency AJ&Smart. It’s a great format for the entire problem solving process, with four-days of workshops designed to surface issues, explore solutions and even test a solution.

Check it for an example of how you might structure and run a problem solving process and feel free to copy and adjust it your needs!

For a shorter process you can run in a single afternoon, this remote problem solving agenda will guide you effectively in just a couple of hours.

Whatever the length of your workshop, by using SessionLab, it’s easy to go from an idea to a complete agenda . Start by dragging and dropping your core problem solving activities into place . Add timings, breaks and necessary materials before sharing your agenda with your colleagues.

The resulting agenda will be your guide to an effective and productive problem solving session that will also help you stay organized on the day!

Complete problem-solving methods

In this section, we’ll look at in-depth problem-solving methods that provide a complete end-to-end process for developing effective solutions. These will help guide your team from the discovery and definition of a problem through to delivering the right solution.

If you’re looking for an all-encompassing method or problem-solving model, these processes are a great place to start. They’ll ask your team to challenge preconceived ideas and adopt a mindset for solving problems more effectively.

Six Thinking Hats

Individual approaches to solving a problem can be very different based on what team or role an individual holds. It can be easy for existing biases or perspectives to find their way into the mix, or for internal politics to direct a conversation.

Six Thinking Hats is a classic method for identifying the problems that need to be solved and enables your team to consider them from different angles, whether that is by focusing on facts and data, creative solutions, or by considering why a particular solution might not work.

Like all problem-solving frameworks, Six Thinking Hats is effective at helping teams remove roadblocks from a conversation or discussion and come to terms with all the aspects necessary to solve complex problems.

The Six Thinking Hats   #creative thinking   #meeting facilitation   #problem solving   #issue resolution   #idea generation   #conflict resolution   The Six Thinking Hats are used by individuals and groups to separate out conflicting styles of thinking. They enable and encourage a group of people to think constructively together in exploring and implementing change, rather than using argument to fight over who is right and who is wrong.

Lightning Decision Jam

Featured courtesy of Jonathan Courtney of AJ&Smart Berlin, Lightning Decision Jam is one of those strategies that should be in every facilitation toolbox. Exploring problems and finding solutions is often creative in nature, though as with any creative process, there is the potential to lose focus and get lost.

Unstructured discussions might get you there in the end, but it’s much more effective to use a method that creates a clear process and team focus.

In Lightning Decision Jam, participants are invited to begin by writing challenges, concerns, or mistakes on post-its without discussing them before then being invited by the moderator to present them to the group.

From there, the team vote on which problems to solve and are guided through steps that will allow them to reframe those problems, create solutions and then decide what to execute on. 

By deciding the problems that need to be solved as a team before moving on, this group process is great for ensuring the whole team is aligned and can take ownership over the next stages. 

Lightning Decision Jam (LDJ)   #action   #decision making   #problem solving   #issue analysis   #innovation   #design   #remote-friendly   It doesn’t matter where you work and what your job role is, if you work with other people together as a team, you will always encounter the same challenges: Unclear goals and miscommunication that cause busy work and overtime Unstructured meetings that leave attendants tired, confused and without clear outcomes. Frustration builds up because internal challenges to productivity are not addressed Sudden changes in priorities lead to a loss of focus and momentum Muddled compromise takes the place of clear decision- making, leaving everybody to come up with their own interpretation. In short, a lack of structure leads to a waste of time and effort, projects that drag on for too long and frustrated, burnt out teams. AJ&Smart has worked with some of the most innovative, productive companies in the world. What sets their teams apart from others is not better tools, bigger talent or more beautiful offices. The secret sauce to becoming a more productive, more creative and happier team is simple: Replace all open discussion or brainstorming with a structured process that leads to more ideas, clearer decisions and better outcomes. When a good process provides guardrails and a clear path to follow, it becomes easier to come up with ideas, make decisions and solve problems. This is why AJ&Smart created Lightning Decision Jam (LDJ). It’s a simple and short, but powerful group exercise that can be run either in-person, in the same room, or remotely with distributed teams.

Problem Definition Process

While problems can be complex, the problem-solving methods you use to identify and solve those problems can often be simple in design. 

By taking the time to truly identify and define a problem before asking the group to reframe the challenge as an opportunity, this method is a great way to enable change.

Begin by identifying a focus question and exploring the ways in which it manifests before splitting into five teams who will each consider the problem using a different method: escape, reversal, exaggeration, distortion or wishful. Teams develop a problem objective and create ideas in line with their method before then feeding them back to the group.

This method is great for enabling in-depth discussions while also creating space for finding creative solutions too!

Problem Definition   #problem solving   #idea generation   #creativity   #online   #remote-friendly   A problem solving technique to define a problem, challenge or opportunity and to generate ideas.

The 5 Whys 

Sometimes, a group needs to go further with their strategies and analyze the root cause at the heart of organizational issues. An RCA or root cause analysis is the process of identifying what is at the heart of business problems or recurring challenges. 

The 5 Whys is a simple and effective method of helping a group go find the root cause of any problem or challenge and conduct analysis that will deliver results. 

By beginning with the creation of a problem statement and going through five stages to refine it, The 5 Whys provides everything you need to truly discover the cause of an issue.

The 5 Whys   #hyperisland   #innovation   This simple and powerful method is useful for getting to the core of a problem or challenge. As the title suggests, the group defines a problems, then asks the question “why” five times, often using the resulting explanation as a starting point for creative problem solving.

World Cafe is a simple but powerful facilitation technique to help bigger groups to focus their energy and attention on solving complex problems.

World Cafe enables this approach by creating a relaxed atmosphere where participants are able to self-organize and explore topics relevant and important to them which are themed around a central problem-solving purpose. Create the right atmosphere by modeling your space after a cafe and after guiding the group through the method, let them take the lead!

Making problem-solving a part of your organization’s culture in the long term can be a difficult undertaking. More approachable formats like World Cafe can be especially effective in bringing people unfamiliar with workshops into the fold. 

World Cafe   #hyperisland   #innovation   #issue analysis   World Café is a simple yet powerful method, originated by Juanita Brown, for enabling meaningful conversations driven completely by participants and the topics that are relevant and important to them. Facilitators create a cafe-style space and provide simple guidelines. Participants then self-organize and explore a set of relevant topics or questions for conversation.

Discovery & Action Dialogue (DAD)

One of the best approaches is to create a safe space for a group to share and discover practices and behaviors that can help them find their own solutions.

With DAD, you can help a group choose which problems they wish to solve and which approaches they will take to do so. It’s great at helping remove resistance to change and can help get buy-in at every level too!

This process of enabling frontline ownership is great in ensuring follow-through and is one of the methods you will want in your toolbox as a facilitator.

Discovery & Action Dialogue (DAD)   #idea generation   #liberating structures   #action   #issue analysis   #remote-friendly   DADs make it easy for a group or community to discover practices and behaviors that enable some individuals (without access to special resources and facing the same constraints) to find better solutions than their peers to common problems. These are called positive deviant (PD) behaviors and practices. DADs make it possible for people in the group, unit, or community to discover by themselves these PD practices. DADs also create favorable conditions for stimulating participants’ creativity in spaces where they can feel safe to invent new and more effective practices. Resistance to change evaporates as participants are unleashed to choose freely which practices they will adopt or try and which problems they will tackle. DADs make it possible to achieve frontline ownership of solutions.

Design Sprint 2.0

Want to see how a team can solve big problems and move forward with prototyping and testing solutions in a few days? The Design Sprint 2.0 template from Jake Knapp, author of Sprint, is a complete agenda for a with proven results.

Developing the right agenda can involve difficult but necessary planning. Ensuring all the correct steps are followed can also be stressful or time-consuming depending on your level of experience.

Use this complete 4-day workshop template if you are finding there is no obvious solution to your challenge and want to focus your team around a specific problem that might require a shortcut to launching a minimum viable product or waiting for the organization-wide implementation of a solution.

Open space technology

Open space technology- developed by Harrison Owen – creates a space where large groups are invited to take ownership of their problem solving and lead individual sessions. Open space technology is a great format when you have a great deal of expertise and insight in the room and want to allow for different takes and approaches on a particular theme or problem you need to be solved.

Start by bringing your participants together to align around a central theme and focus their efforts. Explain the ground rules to help guide the problem-solving process and then invite members to identify any issue connecting to the central theme that they are interested in and are prepared to take responsibility for.

Once participants have decided on their approach to the core theme, they write their issue on a piece of paper, announce it to the group, pick a session time and place, and post the paper on the wall. As the wall fills up with sessions, the group is then invited to join the sessions that interest them the most and which they can contribute to, then you’re ready to begin!

Everyone joins the problem-solving group they’ve signed up to, record the discussion and if appropriate, findings can then be shared with the rest of the group afterward.

Open Space Technology   #action plan   #idea generation   #problem solving   #issue analysis   #large group   #online   #remote-friendly   Open Space is a methodology for large groups to create their agenda discerning important topics for discussion, suitable for conferences, community gatherings and whole system facilitation

Techniques to identify and analyze problems

Using a problem-solving method to help a team identify and analyze a problem can be a quick and effective addition to any workshop or meeting.

While further actions are always necessary, you can generate momentum and alignment easily, and these activities are a great place to get started.

We’ve put together this list of techniques to help you and your team with problem identification, analysis, and discussion that sets the foundation for developing effective solutions.

Let’s take a look!

Fishbone Analysis

Organizational or team challenges are rarely simple, and it’s important to remember that one problem can be an indication of something that goes deeper and may require further consideration to be solved.

Fishbone Analysis helps groups to dig deeper and understand the origins of a problem. It’s a great example of a root cause analysis method that is simple for everyone on a team to get their head around. 

Participants in this activity are asked to annotate a diagram of a fish, first adding the problem or issue to be worked on at the head of a fish before then brainstorming the root causes of the problem and adding them as bones on the fish. 

Using abstractions such as a diagram of a fish can really help a team break out of their regular thinking and develop a creative approach.

Fishbone Analysis   #problem solving   ##root cause analysis   #decision making   #online facilitation   A process to help identify and understand the origins of problems, issues or observations.

Problem Tree 

Encouraging visual thinking can be an essential part of many strategies. By simply reframing and clarifying problems, a group can move towards developing a problem solving model that works for them. 

In Problem Tree, groups are asked to first brainstorm a list of problems – these can be design problems, team problems or larger business problems – and then organize them into a hierarchy. The hierarchy could be from most important to least important or abstract to practical, though the key thing with problem solving games that involve this aspect is that your group has some way of managing and sorting all the issues that are raised.

Once you have a list of problems that need to be solved and have organized them accordingly, you’re then well-positioned for the next problem solving steps.

Problem tree   #define intentions   #create   #design   #issue analysis   A problem tree is a tool to clarify the hierarchy of problems addressed by the team within a design project; it represents high level problems or related sublevel problems.

SWOT Analysis

Chances are you’ve heard of the SWOT Analysis before. This problem-solving method focuses on identifying strengths, weaknesses, opportunities, and threats is a tried and tested method for both individuals and teams.

Start by creating a desired end state or outcome and bare this in mind – any process solving model is made more effective by knowing what you are moving towards. Create a quadrant made up of the four categories of a SWOT analysis and ask participants to generate ideas based on each of those quadrants.

Once you have those ideas assembled in their quadrants, cluster them together based on their affinity with other ideas. These clusters are then used to facilitate group conversations and move things forward. 

SWOT analysis   #gamestorming   #problem solving   #action   #meeting facilitation   The SWOT Analysis is a long-standing technique of looking at what we have, with respect to the desired end state, as well as what we could improve on. It gives us an opportunity to gauge approaching opportunities and dangers, and assess the seriousness of the conditions that affect our future. When we understand those conditions, we can influence what comes next.

Agreement-Certainty Matrix

Not every problem-solving approach is right for every challenge, and deciding on the right method for the challenge at hand is a key part of being an effective team.

The Agreement Certainty matrix helps teams align on the nature of the challenges facing them. By sorting problems from simple to chaotic, your team can understand what methods are suitable for each problem and what they can do to ensure effective results. 

If you are already using Liberating Structures techniques as part of your problem-solving strategy, the Agreement-Certainty Matrix can be an invaluable addition to your process. We’ve found it particularly if you are having issues with recurring problems in your organization and want to go deeper in understanding the root cause. 

Agreement-Certainty Matrix   #issue analysis   #liberating structures   #problem solving   You can help individuals or groups avoid the frequent mistake of trying to solve a problem with methods that are not adapted to the nature of their challenge. The combination of two questions makes it possible to easily sort challenges into four categories: simple, complicated, complex , and chaotic .  A problem is simple when it can be solved reliably with practices that are easy to duplicate.  It is complicated when experts are required to devise a sophisticated solution that will yield the desired results predictably.  A problem is complex when there are several valid ways to proceed but outcomes are not predictable in detail.  Chaotic is when the context is too turbulent to identify a path forward.  A loose analogy may be used to describe these differences: simple is like following a recipe, complicated like sending a rocket to the moon, complex like raising a child, and chaotic is like the game “Pin the Tail on the Donkey.”  The Liberating Structures Matching Matrix in Chapter 5 can be used as the first step to clarify the nature of a challenge and avoid the mismatches between problems and solutions that are frequently at the root of chronic, recurring problems.

Organizing and charting a team’s progress can be important in ensuring its success. SQUID (Sequential Question and Insight Diagram) is a great model that allows a team to effectively switch between giving questions and answers and develop the skills they need to stay on track throughout the process. 

Begin with two different colored sticky notes – one for questions and one for answers – and with your central topic (the head of the squid) on the board. Ask the group to first come up with a series of questions connected to their best guess of how to approach the topic. Ask the group to come up with answers to those questions, fix them to the board and connect them with a line. After some discussion, go back to question mode by responding to the generated answers or other points on the board.

It’s rewarding to see a diagram grow throughout the exercise, and a completed SQUID can provide a visual resource for future effort and as an example for other teams.

SQUID   #gamestorming   #project planning   #issue analysis   #problem solving   When exploring an information space, it’s important for a group to know where they are at any given time. By using SQUID, a group charts out the territory as they go and can navigate accordingly. SQUID stands for Sequential Question and Insight Diagram.

To continue with our nautical theme, Speed Boat is a short and sweet activity that can help a team quickly identify what employees, clients or service users might have a problem with and analyze what might be standing in the way of achieving a solution.

Methods that allow for a group to make observations, have insights and obtain those eureka moments quickly are invaluable when trying to solve complex problems.

In Speed Boat, the approach is to first consider what anchors and challenges might be holding an organization (or boat) back. Bonus points if you are able to identify any sharks in the water and develop ideas that can also deal with competitors!   

Speed Boat   #gamestorming   #problem solving   #action   Speedboat is a short and sweet way to identify what your employees or clients don’t like about your product/service or what’s standing in the way of a desired goal.

The Journalistic Six

Some of the most effective ways of solving problems is by encouraging teams to be more inclusive and diverse in their thinking.

Based on the six key questions journalism students are taught to answer in articles and news stories, The Journalistic Six helps create teams to see the whole picture. By using who, what, when, where, why, and how to facilitate the conversation and encourage creative thinking, your team can make sure that the problem identification and problem analysis stages of the are covered exhaustively and thoughtfully. Reporter’s notebook and dictaphone optional.

The Journalistic Six – Who What When Where Why How   #idea generation   #issue analysis   #problem solving   #online   #creative thinking   #remote-friendly   A questioning method for generating, explaining, investigating ideas.

Individual and group perspectives are incredibly important, but what happens if people are set in their minds and need a change of perspective in order to approach a problem more effectively?

Flip It is a method we love because it is both simple to understand and run, and allows groups to understand how their perspectives and biases are formed. 

Participants in Flip It are first invited to consider concerns, issues, or problems from a perspective of fear and write them on a flip chart. Then, the group is asked to consider those same issues from a perspective of hope and flip their understanding.  

No problem and solution is free from existing bias and by changing perspectives with Flip It, you can then develop a problem solving model quickly and effectively.

Flip It!   #gamestorming   #problem solving   #action   Often, a change in a problem or situation comes simply from a change in our perspectives. Flip It! is a quick game designed to show players that perspectives are made, not born.

LEGO Challenge

Now for an activity that is a little out of the (toy) box. LEGO Serious Play is a facilitation methodology that can be used to improve creative thinking and problem-solving skills. 

The LEGO Challenge includes giving each member of the team an assignment that is hidden from the rest of the group while they create a structure without speaking.

What the LEGO challenge brings to the table is a fun working example of working with stakeholders who might not be on the same page to solve problems. Also, it’s LEGO! Who doesn’t love LEGO! 

LEGO Challenge   #hyperisland   #team   A team-building activity in which groups must work together to build a structure out of LEGO, but each individual has a secret “assignment” which makes the collaborative process more challenging. It emphasizes group communication, leadership dynamics, conflict, cooperation, patience and problem solving strategy.

What, So What, Now What?

If not carefully managed, the problem identification and problem analysis stages of the problem-solving process can actually create more problems and misunderstandings.

The What, So What, Now What? problem-solving activity is designed to help collect insights and move forward while also eliminating the possibility of disagreement when it comes to identifying, clarifying, and analyzing organizational or work problems. 

Facilitation is all about bringing groups together so that might work on a shared goal and the best problem-solving strategies ensure that teams are aligned in purpose, if not initially in opinion or insight.

Throughout the three steps of this game, you give everyone on a team to reflect on a problem by asking what happened, why it is important, and what actions should then be taken. 

This can be a great activity for bringing our individual perceptions about a problem or challenge and contextualizing it in a larger group setting. This is one of the most important problem-solving skills you can bring to your organization.

W³ – What, So What, Now What?   #issue analysis   #innovation   #liberating structures   You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What . The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!

Journalists  

Problem analysis can be one of the most important and decisive stages of all problem-solving tools. Sometimes, a team can become bogged down in the details and are unable to move forward.

Journalists is an activity that can avoid a group from getting stuck in the problem identification or problem analysis stages of the process.

In Journalists, the group is invited to draft the front page of a fictional newspaper and figure out what stories deserve to be on the cover and what headlines those stories will have. By reframing how your problems and challenges are approached, you can help a team move productively through the process and be better prepared for the steps to follow.

Journalists   #vision   #big picture   #issue analysis   #remote-friendly   This is an exercise to use when the group gets stuck in details and struggles to see the big picture. Also good for defining a vision.

Problem-solving techniques for brainstorming solutions

Now you have the context and background of the problem you are trying to solving, now comes the time to start ideating and thinking about how you’ll solve the issue.

Here, you’ll want to encourage creative, free thinking and speed. Get as many ideas out as possible and explore different perspectives so you have the raw material for the next step.

Looking at a problem from a new angle can be one of the most effective ways of creating an effective solution. TRIZ is a problem-solving tool that asks the group to consider what they must not do in order to solve a challenge.

By reversing the discussion, new topics and taboo subjects often emerge, allowing the group to think more deeply and create ideas that confront the status quo in a safe and meaningful way. If you’re working on a problem that you’ve tried to solve before, TRIZ is a great problem-solving method to help your team get unblocked.

Making Space with TRIZ   #issue analysis   #liberating structures   #issue resolution   You can clear space for innovation by helping a group let go of what it knows (but rarely admits) limits its success and by inviting creative destruction. TRIZ makes it possible to challenge sacred cows safely and encourages heretical thinking. The question “What must we stop doing to make progress on our deepest purpose?” induces seriously fun yet very courageous conversations. Since laughter often erupts, issues that are otherwise taboo get a chance to be aired and confronted. With creative destruction come opportunities for renewal as local action and innovation rush in to fill the vacuum. Whoosh!

Mindspin  

Brainstorming is part of the bread and butter of the problem-solving process and all problem-solving strategies benefit from getting ideas out and challenging a team to generate solutions quickly. 

With Mindspin, participants are encouraged not only to generate ideas but to do so under time constraints and by slamming down cards and passing them on. By doing multiple rounds, your team can begin with a free generation of possible solutions before moving on to developing those solutions and encouraging further ideation. 

This is one of our favorite problem-solving activities and can be great for keeping the energy up throughout the workshop. Remember the importance of helping people become engaged in the process – energizing problem-solving techniques like Mindspin can help ensure your team stays engaged and happy, even when the problems they’re coming together to solve are complex. 

MindSpin   #teampedia   #idea generation   #problem solving   #action   A fast and loud method to enhance brainstorming within a team. Since this activity has more than round ideas that are repetitive can be ruled out leaving more creative and innovative answers to the challenge.

The Creativity Dice

One of the most useful problem solving skills you can teach your team is of approaching challenges with creativity, flexibility, and openness. Games like The Creativity Dice allow teams to overcome the potential hurdle of too much linear thinking and approach the process with a sense of fun and speed. 

In The Creativity Dice, participants are organized around a topic and roll a dice to determine what they will work on for a period of 3 minutes at a time. They might roll a 3 and work on investigating factual information on the chosen topic. They might roll a 1 and work on identifying the specific goals, standards, or criteria for the session.

Encouraging rapid work and iteration while asking participants to be flexible are great skills to cultivate. Having a stage for idea incubation in this game is also important. Moments of pause can help ensure the ideas that are put forward are the most suitable. 

The Creativity Dice   #creativity   #problem solving   #thiagi   #issue analysis   Too much linear thinking is hazardous to creative problem solving. To be creative, you should approach the problem (or the opportunity) from different points of view. You should leave a thought hanging in mid-air and move to another. This skipping around prevents premature closure and lets your brain incubate one line of thought while you consciously pursue another.

Idea and Concept Development

Brainstorming without structure can quickly become chaotic or frustrating. In a problem-solving context, having an ideation framework to follow can help ensure your team is both creative and disciplined.

In this method, you’ll find an idea generation process that encourages your group to brainstorm effectively before developing their ideas and begin clustering them together. By using concepts such as Yes and…, more is more and postponing judgement, you can create the ideal conditions for brainstorming with ease.

Idea & Concept Development   #hyperisland   #innovation   #idea generation   Ideation and Concept Development is a process for groups to work creatively and collaboratively to generate creative ideas. It’s a general approach that can be adapted and customized to suit many different scenarios. It includes basic principles for idea generation and several steps for groups to work with. It also includes steps for idea selection and development.

Problem-solving techniques for developing and refining solutions 

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to develop and refine your ideas in order to bring them closer to a solution that actually solves the problem.

Use these problem-solving techniques when you want to help your team think through their ideas and refine them as part of your problem solving process.

Improved Solutions

After a team has successfully identified a problem and come up with a few solutions, it can be tempting to call the work of the problem-solving process complete. That said, the first solution is not necessarily the best, and by including a further review and reflection activity into your problem-solving model, you can ensure your group reaches the best possible result. 

One of a number of problem-solving games from Thiagi Group, Improved Solutions helps you go the extra mile and develop suggested solutions with close consideration and peer review. By supporting the discussion of several problems at once and by shifting team roles throughout, this problem-solving technique is a dynamic way of finding the best solution. 

Improved Solutions   #creativity   #thiagi   #problem solving   #action   #team   You can improve any solution by objectively reviewing its strengths and weaknesses and making suitable adjustments. In this creativity framegame, you improve the solutions to several problems. To maintain objective detachment, you deal with a different problem during each of six rounds and assume different roles (problem owner, consultant, basher, booster, enhancer, and evaluator) during each round. At the conclusion of the activity, each player ends up with two solutions to her problem.

Four Step Sketch

Creative thinking and visual ideation does not need to be confined to the opening stages of your problem-solving strategies. Exercises that include sketching and prototyping on paper can be effective at the solution finding and development stage of the process, and can be great for keeping a team engaged. 

By going from simple notes to a crazy 8s round that involves rapidly sketching 8 variations on their ideas before then producing a final solution sketch, the group is able to iterate quickly and visually. Problem-solving techniques like Four-Step Sketch are great if you have a group of different thinkers and want to change things up from a more textual or discussion-based approach.

Four-Step Sketch   #design sprint   #innovation   #idea generation   #remote-friendly   The four-step sketch is an exercise that helps people to create well-formed concepts through a structured process that includes: Review key information Start design work on paper,  Consider multiple variations , Create a detailed solution . This exercise is preceded by a set of other activities allowing the group to clarify the challenge they want to solve. See how the Four Step Sketch exercise fits into a Design Sprint

Ensuring that everyone in a group is able to contribute to a discussion is vital during any problem solving process. Not only does this ensure all bases are covered, but its then easier to get buy-in and accountability when people have been able to contribute to the process.

1-2-4-All is a tried and tested facilitation technique where participants are asked to first brainstorm on a topic on their own. Next, they discuss and share ideas in a pair before moving into a small group. Those groups are then asked to present the best idea from their discussion to the rest of the team.

This method can be used in many different contexts effectively, though I find it particularly shines in the idea development stage of the process. Giving each participant time to concretize their ideas and develop them in progressively larger groups can create a great space for both innovation and psychological safety.

1-2-4-All   #idea generation   #liberating structures   #issue analysis   With this facilitation technique you can immediately include everyone regardless of how large the group is. You can generate better ideas and more of them faster than ever before. You can tap the know-how and imagination that is distributed widely in places not known in advance. Open, generative conversation unfolds. Ideas and solutions are sifted in rapid fashion. Most importantly, participants own the ideas, so follow-up and implementation is simplified. No buy-in strategies needed! Simple and elegant!

15% Solutions

Some problems are simpler than others and with the right problem-solving activities, you can empower people to take immediate actions that can help create organizational change. 

Part of the liberating structures toolkit, 15% solutions is a problem-solving technique that focuses on finding and implementing solutions quickly. A process of iterating and making small changes quickly can help generate momentum and an appetite for solving complex problems.

Problem-solving strategies can live and die on whether people are onboard. Getting some quick wins is a great way of getting people behind the process.   

It can be extremely empowering for a team to realize that problem-solving techniques can be deployed quickly and easily and delineate between things they can positively impact and those things they cannot change. 

15% Solutions   #action   #liberating structures   #remote-friendly   You can reveal the actions, however small, that everyone can do immediately. At a minimum, these will create momentum, and that may make a BIG difference.  15% Solutions show that there is no reason to wait around, feel powerless, or fearful. They help people pick it up a level. They get individuals and the group to focus on what is within their discretion instead of what they cannot change.  With a very simple question, you can flip the conversation to what can be done and find solutions to big problems that are often distributed widely in places not known in advance. Shifting a few grains of sand may trigger a landslide and change the whole landscape.

Problem-solving techniques for making decisions and planning

After your group is happy with the possible solutions you’ve developed, now comes the time to choose which to implement. There’s more than one way to make a decision and the best option is often dependant on the needs and set-up of your group.

Sometimes, it’s the case that you’ll want to vote as a group on what is likely to be the most impactful solution. Other times, it might be down to a decision maker or major stakeholder to make the final decision. Whatever your process, here’s some techniques you can use to help you make a decision during your problem solving process.

How-Now-Wow Matrix

The problem-solving process is often creative, as complex problems usually require a change of thinking and creative response in order to find the best solutions. While it’s common for the first stages to encourage creative thinking, groups can often gravitate to familiar solutions when it comes to the end of the process. 

When selecting solutions, you don’t want to lose your creative energy! The How-Now-Wow Matrix from Gamestorming is a great problem-solving activity that enables a group to stay creative and think out of the box when it comes to selecting the right solution for a given problem.

Problem-solving techniques that encourage creative thinking and the ideation and selection of new solutions can be the most effective in organisational change. Give the How-Now-Wow Matrix a go, and not just for how pleasant it is to say out loud. 

How-Now-Wow Matrix   #gamestorming   #idea generation   #remote-friendly   When people want to develop new ideas, they most often think out of the box in the brainstorming or divergent phase. However, when it comes to convergence, people often end up picking ideas that are most familiar to them. This is called a ‘creative paradox’ or a ‘creadox’. The How-Now-Wow matrix is an idea selection tool that breaks the creadox by forcing people to weigh each idea on 2 parameters.

Impact and Effort Matrix

All problem-solving techniques hope to not only find solutions to a given problem or challenge but to find the best solution. When it comes to finding a solution, groups are invited to put on their decision-making hats and really think about how a proposed idea would work in practice. 

The Impact and Effort Matrix is one of the problem-solving techniques that fall into this camp, empowering participants to first generate ideas and then categorize them into a 2×2 matrix based on impact and effort.

Activities that invite critical thinking while remaining simple are invaluable. Use the Impact and Effort Matrix to move from ideation and towards evaluating potential solutions before then committing to them. 

Impact and Effort Matrix   #gamestorming   #decision making   #action   #remote-friendly   In this decision-making exercise, possible actions are mapped based on two factors: effort required to implement and potential impact. Categorizing ideas along these lines is a useful technique in decision making, as it obliges contributors to balance and evaluate suggested actions before committing to them.

If you’ve followed each of the problem-solving steps with your group successfully, you should move towards the end of your process with heaps of possible solutions developed with a specific problem in mind. But how do you help a group go from ideation to putting a solution into action? 

Dotmocracy – or Dot Voting -is a tried and tested method of helping a team in the problem-solving process make decisions and put actions in place with a degree of oversight and consensus. 

One of the problem-solving techniques that should be in every facilitator’s toolbox, Dot Voting is fast and effective and can help identify the most popular and best solutions and help bring a group to a decision effectively. 

Dotmocracy   #action   #decision making   #group prioritization   #hyperisland   #remote-friendly   Dotmocracy is a simple method for group prioritization or decision-making. It is not an activity on its own, but a method to use in processes where prioritization or decision-making is the aim. The method supports a group to quickly see which options are most popular or relevant. The options or ideas are written on post-its and stuck up on a wall for the whole group to see. Each person votes for the options they think are the strongest, and that information is used to inform a decision.

Straddling the gap between decision making and planning, MoSCoW is a simple and effective method that allows a group team to easily prioritize a set of possible options.

Use this method in a problem solving process by collecting and summarizing all your possible solutions and then categorize them into 4 sections: “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”.

This method is particularly useful when its less about choosing one possible solution and more about prioritorizing which to do first and which may not fit in the scope of your project. In my experience, complex challenges often require multiple small fixes, and this method can be a great way to move from a pile of things you’d all like to do to a structured plan.

MoSCoW   #define intentions   #create   #design   #action   #remote-friendly   MoSCoW is a method that allows the team to prioritize the different features that they will work on. Features are then categorized into “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”. To be used at the beginning of a timeslot (for example during Sprint planning) and when planning is needed.

When it comes to managing the rollout of a solution, clarity and accountability are key factors in ensuring the success of the project. The RAACI chart is a simple but effective model for setting roles and responsibilities as part of a planning session.

Start by listing each person involved in the project and put them into the following groups in order to make it clear who is responsible for what during the rollout of your solution.

• Responsibility  (Which person and/or team will be taking action?)
• Authority  (At what “point” must the responsible person check in before going further?)
• Accountability  (Who must the responsible person check in with?)
• Consultation  (Who must be consulted by the responsible person before decisions are made?)
• Information  (Who must be informed of decisions, once made?)

Ensure this information is easily accessible and use it to inform who does what and who is looped into discussions and kept up to date.

RAACI   #roles and responsibility   #teamwork   #project management   Clarifying roles and responsibilities, levels of autonomy/latitude in decision making, and levels of engagement among diverse stakeholders.

Problem-solving warm-up activities

All facilitators know that warm-ups and icebreakers are useful for any workshop or group process. Problem-solving workshops are no different.

Use these problem-solving techniques to warm up a group and prepare them for the rest of the process. Activating your group by tapping into some of the top problem-solving skills can be one of the best ways to see great outcomes from your session.

Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process. Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute. 

If you are running a series of meetings, setting a consistent pattern of checking in and checking out can really help your team get into a groove. We recommend this opening-closing activity for small to medium-sized groups though it can work with large groups if they’re disciplined!

Check-in / Check-out   #team   #opening   #closing   #hyperisland   #remote-friendly   Either checking-in or checking-out is a simple way for a team to open or close a process, symbolically and in a collaborative way. Checking-in/out invites each member in a group to be present, seen and heard, and to express a reflection or a feeling. Checking-in emphasizes presence, focus and group commitment; checking-out emphasizes reflection and symbolic closure.

Doodling Together  

Thinking creatively and not being afraid to make suggestions are important problem-solving skills for any group or team, and warming up by encouraging these behaviors is a great way to start. 

Doodling Together is one of our favorite creative ice breaker games – it’s quick, effective, and fun and can make all following problem-solving steps easier by encouraging a group to collaborate visually. By passing cards and adding additional items as they go, the workshop group gets into a groove of co-creation and idea development that is crucial to finding solutions to problems. 

Doodling Together   #collaboration   #creativity   #teamwork   #fun   #team   #visual methods   #energiser   #icebreaker   #remote-friendly   Create wild, weird and often funny postcards together & establish a group’s creative confidence.

Show and Tell

You might remember some version of Show and Tell from being a kid in school and it’s a great problem-solving activity to kick off a session.

Asking participants to prepare a little something before a workshop by bringing an object for show and tell can help them warm up before the session has even begun! Games that include a physical object can also help encourage early engagement before moving onto more big-picture thinking.

By asking your participants to tell stories about why they chose to bring a particular item to the group, you can help teams see things from new perspectives and see both differences and similarities in the way they approach a topic. Great groundwork for approaching a problem-solving process as a team! 

Show and Tell   #gamestorming   #action   #opening   #meeting facilitation   Show and Tell taps into the power of metaphors to reveal players’ underlying assumptions and associations around a topic The aim of the game is to get a deeper understanding of stakeholders’ perspectives on anything—a new project, an organizational restructuring, a shift in the company’s vision or team dynamic.

Constellations

Who doesn’t love stars? Constellations is a great warm-up activity for any workshop as it gets people up off their feet, energized, and ready to engage in new ways with established topics. It’s also great for showing existing beliefs, biases, and patterns that can come into play as part of your session.

Using warm-up games that help build trust and connection while also allowing for non-verbal responses can be great for easing people into the problem-solving process and encouraging engagement from everyone in the group. Constellations is great in large spaces that allow for movement and is definitely a practical exercise to allow the group to see patterns that are otherwise invisible. 

Constellations   #trust   #connection   #opening   #coaching   #patterns   #system   Individuals express their response to a statement or idea by standing closer or further from a central object. Used with teams to reveal system, hidden patterns, perspectives.

Draw a Tree

Problem-solving games that help raise group awareness through a central, unifying metaphor can be effective ways to warm-up a group in any problem-solving model.

Draw a Tree is a simple warm-up activity you can use in any group and which can provide a quick jolt of energy. Start by asking your participants to draw a tree in just 45 seconds – they can choose whether it will be abstract or realistic. 

Once the timer is up, ask the group how many people included the roots of the tree and use this as a means to discuss how we can ignore important parts of any system simply because they are not visible.

All problem-solving strategies are made more effective by thinking of problems critically and by exposing things that may not normally come to light. Warm-up games like Draw a Tree are great in that they quickly demonstrate some key problem-solving skills in an accessible and effective way.

Draw a Tree   #thiagi   #opening   #perspectives   #remote-friendly   With this game you can raise awarness about being more mindful, and aware of the environment we live in.

Closing activities for a problem-solving process

Each step of the problem-solving workshop benefits from an intelligent deployment of activities, games, and techniques. Bringing your session to an effective close helps ensure that solutions are followed through on and that you also celebrate what has been achieved.

Here are some problem-solving activities you can use to effectively close a workshop or meeting and ensure the great work you’ve done can continue afterward.

One Breath Feedback

Maintaining attention and focus during the closing stages of a problem-solving workshop can be tricky and so being concise when giving feedback can be important. It’s easy to incur “death by feedback” should some team members go on for too long sharing their perspectives in a quick feedback round. 

One Breath Feedback is a great closing activity for workshops. You give everyone an opportunity to provide feedback on what they’ve done but only in the space of a single breath. This keeps feedback short and to the point and means that everyone is encouraged to provide the most important piece of feedback to them. 

One breath feedback   #closing   #feedback   #action   This is a feedback round in just one breath that excels in maintaining attention: each participants is able to speak during just one breath … for most people that’s around 20 to 25 seconds … unless of course you’ve been a deep sea diver in which case you’ll be able to do it for longer.

Who What When Matrix 

Matrices feature as part of many effective problem-solving strategies and with good reason. They are easily recognizable, simple to use, and generate results.

The Who What When Matrix is a great tool to use when closing your problem-solving session by attributing a who, what and when to the actions and solutions you have decided upon. The resulting matrix is a simple, easy-to-follow way of ensuring your team can move forward. 

Great solutions can’t be enacted without action and ownership. Your problem-solving process should include a stage for allocating tasks to individuals or teams and creating a realistic timeframe for those solutions to be implemented or checked out. Use this method to keep the solution implementation process clear and simple for all involved. 

Who/What/When Matrix   #gamestorming   #action   #project planning   With Who/What/When matrix, you can connect people with clear actions they have defined and have committed to.

Response cards

Group discussion can comprise the bulk of most problem-solving activities and by the end of the process, you might find that your team is talked out! 

Providing a means for your team to give feedback with short written notes can ensure everyone is head and can contribute without the need to stand up and talk. Depending on the needs of the group, giving an alternative can help ensure everyone can contribute to your problem-solving model in the way that makes the most sense for them.

Response Cards is a great way to close a workshop if you are looking for a gentle warm-down and want to get some swift discussion around some of the feedback that is raised. 

Response Cards   #debriefing   #closing   #structured sharing   #questions and answers   #thiagi   #action   It can be hard to involve everyone during a closing of a session. Some might stay in the background or get unheard because of louder participants. However, with the use of Response Cards, everyone will be involved in providing feedback or clarify questions at the end of a session.

Tips for effective problem solving

Problem-solving activities are only one part of the puzzle. While a great method can help unlock your team’s ability to solve problems, without a thoughtful approach and strong facilitation the solutions may not be fit for purpose.

Let’s take a look at some problem-solving tips you can apply to any process to help it be a success!

Clearly define the problem

Jumping straight to solutions can be tempting, though without first clearly articulating a problem, the solution might not be the right one. Many of the problem-solving activities below include sections where the problem is explored and clearly defined before moving on.

This is a vital part of the problem-solving process and taking the time to fully define an issue can save time and effort later. A clear definition helps identify irrelevant information and it also ensures that your team sets off on the right track.

Don’t jump to conclusions

It’s easy for groups to exhibit cognitive bias or have preconceived ideas about both problems and potential solutions. Be sure to back up any problem statements or potential solutions with facts, research, and adequate forethought.

The best techniques ask participants to be methodical and challenge preconceived notions. Make sure you give the group enough time and space to collect relevant information and consider the problem in a new way. By approaching the process with a clear, rational mindset, you’ll often find that better solutions are more forthcoming.  

Try different approaches  

Problems come in all shapes and sizes and so too should the methods you use to solve them. If you find that one approach isn’t yielding results and your team isn’t finding different solutions, try mixing it up. You’ll be surprised at how using a new creative activity can unblock your team and generate great solutions.

Don’t take it personally 

Depending on the nature of your team or organizational problems, it’s easy for conversations to get heated. While it’s good for participants to be engaged in the discussions, ensure that emotions don’t run too high and that blame isn’t thrown around while finding solutions.

You’re all in it together, and even if your team or area is seeing problems, that isn’t necessarily a disparagement of you personally. Using facilitation skills to manage group dynamics is one effective method of helping conversations be more constructive.

Get the right people in the room

Your problem-solving method is often only as effective as the group using it. Getting the right people on the job and managing the number of people present is important too!

If the group is too small, you may not get enough different perspectives to effectively solve a problem. If the group is too large, you can go round and round during the ideation stages.

Creating the right group makeup is also important in ensuring you have the necessary expertise and skillset to both identify and follow up on potential solutions. Carefully consider who to include at each stage to help ensure your problem-solving method is followed and positioned for success.

Create psychologically safe spaces for discussion

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner.

It can be tough for people to stand up and contribute if the problems or challenges are emotive or personal in nature. Try and create a psychologically safe space for these kinds of discussions and where possible, create regular opportunities for challenges to be brought up organically.

Document everything

The best solutions can take refinement, iteration, and reflection to come out. Get into a habit of documenting your process in order to keep all the learnings from the session and to allow ideas to mature and develop. Many of the methods below involve the creation of documents or shared resources. Be sure to keep and share these so everyone can benefit from the work done!

Bring a facilitator 

Facilitation is all about making group processes easier. With a subject as potentially emotive and important as problem-solving, having an impartial third party in the form of a facilitator can make all the difference in finding great solutions and keeping the process moving. Consider bringing a facilitator to your problem-solving session to get better results and generate meaningful solutions!

Develop your problem-solving skills

It takes time and practice to be an effective problem solver. While some roles or participants might more naturally gravitate towards problem-solving, it can take development and planning to help everyone create better solutions.

You might develop a training program, run a problem-solving workshop or simply ask your team to practice using the techniques below. Check out our post on problem-solving skills to see how you and your group can develop the right mental process and be more resilient to issues too!

Design a great agenda

Workshops are a great format for solving problems. With the right approach, you can focus a group and help them find the solutions to their own problems. But designing a process can be time-consuming and finding the right activities can be difficult.

Check out our workshop planning guide to level-up your agenda design and start running more effective workshops. Need inspiration? Check out templates designed by expert facilitators to help you kickstart your process!

Save time and effort creating an effective problem solving process

A structured problem solving process is a surefire way of solving tough problems, discovering creative solutions and driving organizational change. But how can you design for successful outcomes?

With SessionLab, it’s easy to design engaging workshops that deliver results. Drag, drop and reorder blocks  to build your agenda. When you make changes or update your agenda, your session  timing   adjusts automatically , saving you time on manual adjustments.

Collaborating with stakeholders or clients? Share your agenda with a single click and collaborate in real-time. No more sending documents back and forth over email.

Explore  how to use SessionLab  to design effective problem solving workshops or  watch this five minute video  to see the planner in action!

Over to you

The problem-solving process can often be as complicated and multifaceted as the problems they are set-up to solve. With the right problem-solving techniques and a mix of exercises designed to guide discussion and generate purposeful ideas, we hope we’ve given you the tools to find the best solutions as simply and easily as possible.

Is there a problem-solving technique that you are missing here? Do you have a favorite activity or method you use when facilitating? Let us know in the comments below, we’d love to hear from you! 

James Smart is Head of Content at SessionLab. He’s also a creative facilitator who has run workshops and designed courses for establishments like the National Centre for Writing, UK. He especially enjoys working with young people and empowering others in their creative practice.

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

Your list of techniques for problem solving can be helpfully extended by adding TRIZ to the list of techniques. TRIZ has 40 problem solving techniques derived from methods inventros and patent holders used to get new patents. About 10-12 are general approaches. many organization sponsor classes in TRIZ that are used to solve business problems or general organiztational problems. You can take a look at TRIZ and dwonload a free internet booklet to see if you feel it shound be included per your selection process.

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The Art of Effective Problem Solving: A Step-by-Step Guide

Whether we realise it or not, problem solving skills are an important part of our daily lives. From resolving a minor annoyance at home to tackling complex business challenges at work, our ability to solve problems has a significant impact on our success and happiness. However, not everyone is naturally gifted at problem-solving, and even those who are can always improve their skills. In this blog post, we will go over the art of effective problem-solving step by step.

Problem Solving Methodologies

Methodology of 8D (Eight Discipline) Problem Solving:

A3 Problem Solving Method:

The A3 problem solving technique is a visual, team-based problem-solving approach that is frequently used in Lean Six Sigma projects. The A3 report is a one-page document that clearly and concisely outlines the problem, root cause analysis, and proposed solution.

Subsequently, in the Lean Six Sigma framework, the 8D and A3 problem solving methodologies are two popular approaches to problem solving. Both methodologies provide a structured, team-based problem-solving approach that guides individuals through a comprehensive and systematic process of identifying, analysing, and resolving problems in an effective and efficient manner.

Step 1 – Define the Problem

By repeatedly asking “ why ,” you’ll eventually get to the bottom of the problem. This is an important step in the problem-solving process because it ensures that you’re dealing with the root cause rather than just the symptoms.

Step 2 – Gather Information and Brainstorm Ideas

Gathering information and brainstorming ideas is the next step in effective problem solving. This entails researching the problem and relevant information, collaborating with others, and coming up with a variety of potential solutions. This increases your chances of finding the best solution to the problem.

Next, work with others to gather a variety of perspectives. Brainstorming with others can be an excellent way to come up with new and creative ideas. Encourage everyone to share their thoughts and ideas when working in a group, and make an effort to actively listen to what others have to say. Be open to new and unconventional ideas and resist the urge to dismiss them too quickly.

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the next step in the problem-solving process, which we’ll go over in greater detail in the following section.

Step 3 – Evaluate Options and Choose the Best Solution

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the third step in effective problem solving, and it entails weighing the advantages and disadvantages of each solution, considering their feasibility and practicability, and selecting the solution that is most likely to solve the problem effectively.

You’ll be able to tell which solutions are likely to succeed and which aren’t by assessing their feasibility and practicability.

Step 4 – Implement and Monitor the Solution

When you’ve decided on the best solution, it’s time to put it into action. The fourth and final step in effective problem solving is to put the solution into action, monitor its progress, and make any necessary adjustments.

Finally, make any necessary modifications to the solution. This could entail changing the solution, altering the plan of action, or delegating different tasks. Be willing to make changes if they will improve the solution or help it solve the problem more effectively.

You can increase your chances of success in problem solving by following these steps and considering factors such as the pros and cons of each solution, their feasibility and practicability, and making any necessary adjustments. Furthermore, keep in mind that problem solving is an iterative process, and there may be times when you need to go back to the beginning and restart. Maintain your adaptability and try new solutions until you find the one that works best for you.

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7 Powerful Problem-Solving Root Cause Analysis Tools

The first step to solving a problem is to define the problem precisely. It is the heart of problem-solving.

Root cause analysis is the second important element of problem-solving in quality management. The reason is if you don't know what the problem is, you can never solve the exact problem that is hurting the quality.

Manufacturers have a variety of problem-solving tools at hand. However, they need to know when to use which tool in a manner that is appropriate for the situation. In this article, we discuss 7 tools including:

• The Ishikawa Fishbone Diagram (IFD)
• Pareto Chart
• Failure Mode and Effects Analysis (FMEA)
• Scatter Diagram
• Affinity Diagram
• Fault Tree Analysis (FTA)

1. The Ishikawa Fishbone Diagram IFD

The model introduced by Ishikawa (also known as the fishbone diagram) is considered one of the most robust methods for conducting root cause analysis. This model uses the assessment of the 6Ms as a methodology for identifying the true or most probable root cause to determine corrective and preventive actions. The 6Ms include:

• Measurement,
• Mother Nature- i.e., Environment

Related Training: Fishbone Diagramming

2. Pareto Chart

The Pareto Chart is a series of bars whose heights reflect the frequency or impact of problems. On the Chart, bars are arranged in descending order of height from left to right, which means the categories represented by the tall bars on the left are relatively more frequent than those on the right.

Related Training: EFFECTIVE INVESTIGATIONS AND CORRECTIVE ACTIONS (CAPA) Establishing and resolving the root causes of deviations, problems and failures

This model uses the 5 Why by asking why 5 times to find the root cause of the problem. It generally takes five iterations of the questioning process to arrive at the root cause of the problem and that's why this model got its name as 5 Whys. But it is perfectly fine for a facilitator to ask less or more questions depending on the needs.

Related training: Accident/Incident Investigation and Root Cause Analysis

4. Failure Mode and Effects Analysis (FMEA)

FMEA is a technique used to identify process and product problems before they occur. It focuses on how and when a system will fail, not if it will fail. In this model, each failure mode is assessed for:

• Severity (S)
• Occurrence (O)
• Detection (D)

A combination of the three scores produces a risk priority number (RPN). The RPN is then provided a ranking system to prioritize which problem must gain more attention first.

Related Training: Failure Mode Effects Analysis

5. Scatter Diagram

A scatter diagram also known as a scatter plot is a graph in which the values of two variables are plotted along two axes, the pattern of the resulting points revealing any correlation present.

To use scatter plots in root cause analysis, an independent variable or suspected cause is plotted on the x-axis and the dependent variable (the effect) is plotted on the y-axis. If the pattern reflects a clear curve or line, it means they are correlated. If required, more sophisticated correlation analyses can be continued.

Related Training: Excel Charting Basics - Produce Professional-Looking Excel Charts

6. Affinity Diagram

Also known as KJ Diagram, this model is used to represent the structure of big and complex factors that impact a problem or a situation. It divides these factors into small classifications according to their similarity to assist in identifying the major causes of the problem.

7. Fault Tree Analysis (FTA)

The Fault Tree Analysis uses Boolean logic to arrive at the cause of a problem. It begins with a defined problem and works backward to identify what factors contributed to the problem using a graphical representation called the Fault Tree. It takes a top-down approach starting with the problem and evaluating the factors that caused the problem.

Finding the root cause isn't an easy because there is not always one root cause. You may have to repeat your experiment several times to arrive at it to eliminate the encountered problem. Using a scientific approach to solving problem works. So, its important to learn the several problem-solving tools and techniques at your fingertips so you can use the ones appropriate for different situations.

ComplianceOnline Trainings on Root Cause Analysis

P&PC, SPC/6Sigma, Failure Investigation, Root Cause Analysis, PDCA, DMAIC, A3 This webinar will define what are the US FDA's expectation for Production and Process Control / Product Realization, the use of statistical tehniques, 6 sigma, SPC, for establishing, controlling , and verifying the acceptability of process capability and product characteristics, product acceptance or validation and other studies. Non-conformance, OOS, deviations Failure Investigations, and Root Cause Analysis, PDCA, DMAIC, and similar project drivers to improvement, A# and similar dash boards.

Accident/Incident Investigation and Root Cause Analysis If a major workplace injury or illness occurred, what would you do? How would you properly investigate it? What could be done to prevent it from happening again? A properly executed accident/incident investigation drives to the root causes of the workplace accident to prevent a repeat occurrence. A good accident/incident investigation process includes identifying the investigation team, establishing/reviewing written procedures, identifying root causes and tracking of all safety hazards found to completion.

Root Cause Analysis - The Heart of Corrective Action This presentation will explain the importance of root cause analysis and how it fits into an effective corrective and preventive action system. It will cover where else in your quality management system root cause analysis can be used and will give examples of some of the techniques for doing an effective root cause analysis. Attendees will learn how root cause analysis can be used in process control.

Addressing Non-Conformances using Root Cause Analysis (RCA) RCA assumes that systems and events are interrelated. An action in one area triggers an action in another, and another, and so on. By tracing back these actions, you can discover where the issue started and how it grew into the problem you're now facing.

Risk Management Under ISO 14971 ISO 14971:2019 is the definitive standard for risk management for medical devices and IVDs. The standard lays out a comprehensive approach to managing risks in the life sciences. The course will discuss practical approaches to complying with the standard.

Introduction to Root Cause Investigation for CAPA If you have reoccurring problems showing up in your quality systems, your CAPA system is not effective and you have not performed an in-depth root cause analysis to be able to detect through proper problem solving tools and quality data sources, the true root cause of your problem. Unless you can get to the true root cause of a failure, nonconformity, defect or other undesirable situation, your CAPA system will not be successful.

Root Cause Analysis and CAPA Controls for a Compliant Quality System In this CAPA webinar, learn various regulations governing Corrective and Preventive Actions (CAPA) and how organization should collect information, analyze information, identify, investigate product and quality problems, and take appropriate and effective corrective and/or preventive action to prevent their recurrence.

How to Design and Implement a Dynamic Control Plan This webinar training will discuss how to design a dynamic control plan that combines FMEA and the control plan by extending the FMEA to encompass the elements of the control plan and create a living document that helps to drive continual improvement.

An Easy to Implement Integrated Risk Management Approach Compliant with ISO 14971 This integrated risk management training for medical devices will discuss how to incorporate risk management as per ISO 14971 guidelines in all phases of medical device development. It will highlight the documentation needed to support the decisions made as part of the risk management process.

The Use and Mis-use of FMEA in Medical Device Risk Management The presentation will discuss the proper use of FMEA in risk management and how to recognize and avoid the traps associated with this tool in order to have a more efficient risk management process. Most medical device manufacturers use FMEA as a part of their risk management system. Most medical device manufacturers use FMEA as a part of their risk management system.

Root Cause Analysis for CAPA Management (Shutting Down the Alligator Farm) Emphasis will be placed on realizing system interactions and cultural environment that often lies at the root of the problem and prevents true root cause analysis. This webinar will benefit any organization that wants to improve the effectiveness of their CAPA and failure investigation processes.

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Strategies for an Effective Root Cause Analysis and CAPA Program This webinar will provide valuable assistance to all regulated companies, a CAPA program is a requirement across the Medical Device, Diagnostic, Pharmaceutical, and Biologics fields. This session will discuss the importance, requirements, and elements of a root cause-based CAPA program, as well as detailing the most effective ways to determine root cause and describing the uses of CAPA data.

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7 Powerful Root Cause Analysis Tools and Techniques

By Sebastian Traeger

Updated: April 21, 2024

Reading Time: 5 minutes

1. The Ishikawa Fishbone Diagram (IFD)

2. pareto chart, 4. failure mode and effects analysis (fmea), 5. proact® rca method, 6. affinity diagram, 7. fault tree analysis (fta).

With over two decades in business – spanning strategy consulting, tech startups and executive leadership – I am committed to helping your organization thrive. At Reliability, we’re on a mission to help enhance strategic decision-making and operational excellence through the power of Root Cause Analysis, and I hope this article will be helpful!  Our goal is to help you better understand these root cause analysis techniques by offering insights and practical tips based on years of experience. Whether you’re new to doing RCAs or a seasoned pro, we trust this will be useful in your journey towards working hard and working smart.

Root Cause Analysis (RCA) shines as a pivotal process that helps organizations identify the underlying reasons for problems, failures, and inefficiencies. The goal is simple: find the cause, fix it, and prevent it from happening again. But the process can be complex, and that’s where various RCA techniques come into play. 

Let’s dive into seven widely utilized RCA techniques and explore how they can empower your team’s problem-solving efforts.

Named after Japanese quality control statistician Kaoru Ishikawa, the Fishbone Diagram is a visual tool designed for group discussions. It helps teams track back to the potential root causes of a problem by sorting and relating them in a structured way. The diagram resembles a fishbone, with the problem at the head and the causes branching off the spine like bones. This visualization aids in categorizing potential causes and studying their complex interrelationships.

The Pareto Chart, rooted in the Pareto Principle, is a visual tool that helps teams identify the most significant factors in a set of data. In most situations, 80% of problems can be traced back to about 20% of causes. By arranging bar heights from tallest to shortest, teams can prioritize the most significant factors and focus their improvement efforts where they can have the most impact.

The 5 Whys method is the epitome of simplicity in getting to the bottom of a problem. By repeatedly asking ‘why’ (typically five times), you can delve beneath the surface-level symptoms of a problem to unearth the root cause. This iterative interrogation is most effective when answers are grounded in factual evidence.

When prevention is better than cure, Failure Mode and Effects Analysis (FMEA) steps in. This systematic, proactive method helps teams identify where and how a process might fail. By predicting and examining potential process breakdowns and their impacts, teams can rectify issues before they turn into failures. FMEA is a three-step process that involves identifying potential failures, analyzing their effects, and prioritizing them based on severity, occurrence, and detection ratings.

The PROACT ® RCA technique is a robust process designed to drive significant business results. Notably used to identify and analyze ‘chronic failures,’ which can otherwise be overlooked, this method is defined by its name:

PReserving Evidence and Acquiring Data: Initial evidence collection step based on the 5-P’s – Parts, Position, People, Paper, and Paradigms.

Order Your Analysis Team and Assign Resources: Assembling an unbiased team to analyze a specific failure.

Analyze the Event: Reconstructing the event using a logic tree to identify Physical, Human, and Latent Root Causes.

Communicate Findings and Recommendations: Developing and implementing solutions to prevent root cause recurrence.

Track and Measure Impact for Bottom Line Results: Tracking the success of implemented recommendations and correlating the RCA’s effectiveness with ROI.

PROACT® RCA excels in mitigating risk, optimizing cost, and boosting performance, making it a valuable addition to any RCA toolkit.

The Affinity Diagram is a powerful tool for dealing with large amounts of data. It organizes a broad range of information into groups based on their natural relationships, creating a clear, visual representation of complex situations. It’s particularly beneficial for condensing feedback from brainstorming sessions into manageable categories, fostering a better understanding of the broader picture.

Fault Tree Analysis (FTA) is a top-down, deductive failure analysis that explores the causes of faults or problems. It involves graphically mapping multiple causal chains to track back to possible root causes, using a tree-like diagram. FTA is particularly useful in high-risk industries, such as aerospace and nuclear power, where preventing failure is crucial.

Each RCA technique provides a unique approach for viewing and understanding problems, helping you pinpoint the root cause more effectively. The key is to understand when and how to use each tool, which can significantly enhance your team’s problem-solving capabilities.

Power up your RCA analysis with our EasyRCA and revolutionize your problem-solving process. Start Your Free Trial.

In conclusion, the techniques presented offer a diverse set of tools to help organizations address problems and inefficiencies effectively. From visual representations like the Ishikawa Fishbone Diagram and Pareto Chart to more proactive approaches such as the 5 Whys and Failure Mode and Effects Analysis (FMEA), each technique provides a unique perspective on identifying and mitigating root causes.

The PROACT® RCA Method stands out for its comprehensive process, particularly suited for chronic failures. Additionally, the Affinity Diagram and Fault Tree Analysis (FTA) contribute valuable insights by organizing data and exploring causal chains, respectively. Leveraging these techniques strategically enhances a team’s problem-solving capabilities, enabling them to make informed decisions and drive continuous improvement.

I hope you found these 7 techniques insightful and actionable! Stay tuned for more thought-provoking articles as we continue to share our knowledge. Success is rooted in a thorough understanding and consistent application, and we hope this article was a step in unlocking the full potential of Root Cause Analysis for your organization. Reliability runs initiatives such as an online learning center focused on the proprietary PROACT® RCA methodology and EasyRCA.com software. For additional resources, visit our Reliability Resources .

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What are the 7 basic quality tools, and how can they change your business for the better?

Reading time: about 6 min

What are the 7 basic quality tools?

• Check sheet (tally sheet)
• Cause and effect diagram (fishbone or Ishikawa diagram)
• Stratification
• Pareto chart (80-20 rule)
• Scatter diagram
• Control chart (Shewhart chart)

The ability to identify and resolve quality-related issues quickly and efficiently is essential to anyone working in quality assurance or process improvement. But statistical quality control can quickly get complex and unwieldy for the average person, making training and quality assurance more difficult to scale. 

Thankfully, engineers have discovered that most quality control problems can be solved by following a few key fundamentals. These fundamentals are called the seven basic tools of quality. 

With these basic quality tools in your arsenal, you can easily manage the quality of your product or process, no matter what industry you serve.

Learn about these quality management tools and find templates to start using them quickly.

Where did the quality tools originate?

Kaoru Ishikawa, a Japanese professor of engineering, originally developed the seven quality tools (sometimes called the 7 QC tools) in the 1950s to help workers of various technical backgrounds implement effective quality control measures.

At the time, training programs in statistical quality control were complex and intimidating to workers with non-technical backgrounds. This made it difficult to standardize effective quality control across operations. Companies found that simplifying the training to user-friendly fundamentals—or seven quality tools—ensured better performance at scale

7 quality tools

1. check sheet (or tally sheet).

Check sheets can be used to collect quantitative or qualitative data. When used to collect quantitative data, they can be called a tally sheet. A check sheet collects data in the form of check or tally marks that indicate how many times a particular value has occurred, allowing you to quickly zero in on defects or errors within your process or product, defect patterns, and even causes of specific defects.

With its simple setup and easy-to-read graphics, check sheets make it easy to record preliminary frequency distribution data when measuring out processes. This particular graphic can be used as a preliminary data collection tool when creating histograms, bar graphs, and other quality tools.

2. Cause-and-effect diagram (also known as a fishbone or Ishikawa diagram)

Introduced by Kaoru Ishikawa, the fishbone diagram helps users identify the various factors (or causes) leading to an effect, usually depicted as a problem to be solved. Named for its resemblance to a fishbone, this quality management tool works by defining a quality-related problem on the right-hand side of the diagram, with individual root causes and sub-causes branching off to its left.   

A fishbone diagram’s causes and subcauses are usually grouped into six main groups, including measurements, materials, personnel, environment, methods, and machines. These categories can help you identify the probable source of your problem while keeping your diagram structured and orderly.

3. Stratification

Stratification analysis is a quality assurance tool used to sort data, objects, and people into separate and distinct groups. Separating your data using stratification can help you determine its meaning, revealing patterns that might not otherwise be visible when it’s been lumped together. 

Whether you’re looking at equipment, products, shifts, materials, or even days of the week, stratification analysis lets you make sense of your data before, during, and after its collection.

To get the most out of the stratification process, consider which information about your data’s sources may affect the end results of your data analysis. Make sure to set up your data collection so that that information is included. 

4. Histogram

Quality professionals are often tasked with analyzing and interpreting the behavior of different groups of data in an effort to manage quality. This is where quality control tools like the histogram come into play. 

The histogram represents frequency distribution of data clearly and concisely amongst different groups of a sample, allowing you to quickly and easily identify areas of improvement within your processes. With a structure similar to a bar graph, each bar within a histogram represents a group, while the height of the bar represents the frequency of data within that group. 

Histograms are particularly helpful when breaking down the frequency of your data into categories such as age, days of the week, physical measurements, or any other category that can be listed in chronological or numerical order. 

5. Pareto chart (80-20 rule)

As a quality control tool, the Pareto chart operates according to the 80-20 rule. This rule assumes that in any process, 80% of a process’s or system’s problems are caused by 20% of major factors, often referred to as the “vital few.” The remaining 20% of problems are caused by 80% of minor factors. 

A combination of a bar and line graph, the Pareto chart depicts individual values in descending order using bars, while the cumulative total is represented by the line.

The goal of the Pareto chart is to highlight the relative importance of a variety of parameters, allowing you to identify and focus your efforts on the factors with the biggest impact on a specific part of a process or system. 

6. Scatter diagram

Out of the seven quality tools, the scatter diagram is most useful in depicting the relationship between two variables, which is ideal for quality assurance professionals trying to identify cause and effect relationships. 

With dependent values on the diagram’s Y-axis and independent values on the X-axis, each dot represents a common intersection point. When joined, these dots can highlight the relationship between the two variables. The stronger the correlation in your diagram, the stronger the relationship between variables.

Scatter diagrams can prove useful as a quality control tool when used to define relationships between quality defects and possible causes such as environment, activity, personnel, and other variables. Once the relationship between a particular defect and its cause has been established, you can implement focused solutions with (hopefully) better outcomes.

 7. Control chart (also called a Shewhart chart)

Named after Walter A. Shewhart, this quality improvement tool can help quality assurance professionals determine whether or not a process is stable and predictable, making it easy for you to identify factors that might lead to variations or defects. 

Control charts use a central line to depict an average or mean, as well as an upper and lower line to depict upper and lower control limits based on historical data. By comparing historical data to data collected from your current process, you can determine whether your current process is controlled or affected by specific variations.

Using a control chart can save your organization time and money by predicting process performance, particularly in terms of what your customer or organization expects in your final product.

Bonus: Flowcharts

Some sources will swap out stratification to instead include flowcharts as one of the seven basic QC tools. Flowcharts are most commonly used to document organizational structures and process flows, making them ideal for identifying bottlenecks and unnecessary steps within your process or system. 

Mapping out your current process can help you to more effectively pinpoint which activities are completed when and by whom, how processes flow from one department or task to another, and which steps can be eliminated to streamline your process. 

Learn how to create a process improvement plan in seven steps.

About Lucidchart

Lucidchart, a cloud-based intelligent diagramming application, is a core component of Lucid Software's Visual Collaboration Suite. This intuitive, cloud-based solution empowers teams to collaborate in real-time to build flowcharts, mockups, UML diagrams, customer journey maps, and more. Lucidchart propels teams forward to build the future faster. Lucid is proud to serve top businesses around the world, including customers such as Google, GE, and NBC Universal, and 99% of the Fortune 500. Lucid partners with industry leaders, including Google, Atlassian, and Microsoft. Since its founding, Lucid has received numerous awards for its products, business, and workplace culture. For more information, visit lucidchart.com.

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7 types of process improvement methodologies you should know about

Business process improvements are methodologies in which a team evaluates their current processes and adapts them in order to increase profitability. This article highlights seven different process improvements your team can use to reduce inefficiencies and increase profit.

If businesses decided to consistently stay the same over time, many of them would collapse. Innovation requires change, and if businesses don’t change to meet customer demands, they won’t achieve much growth. 

This is why many organizations use some form of process improvement methodology to adapt their processes to customer demands.

What is process improvement?

Business process improvements are methodologies in which a team evaluates their current processes and adapts them with the intent to increase productivity, streamline workflows, adapt to changing business needs, or increase profitability.

7 types of process improvement methodologies

There are seven different business process improvement methodologies your team can use to help reduce inefficiencies. In most cases, the methodology you choose depends on why you want to improve your processes and what you’re looking to improve.

1. Six Sigma methodology

Six Sigma is often used in manufacturing, mainly because it helps minimize defects and inconsistencies. The goal here is to optimize for consistency, which in the end leads to customer satisfaction. 

There are two main processes used in Six Sigma: DMAIC for existing processes and DMADV for new processes. Since this article focuses specifically on improvements to existing processes, let’s dive into the DMAIC process. 

What is the DMAIC process?

DMAIC is a Six Sigma process used to optimize existing processes. DMAIC stands for:

Define the opportunity for improvement.

Measure the performance of your existing processes.

Analyze the process to find defects and root causes.

Improve processes by addressing root causes.

Control any improved processes and assess future process performance to correct deviations.

The bulk of the DMAIC process improvement happens during the analysis stage. During the analysis stage of DMAIC, teams use a fishbone diagram, or an Ishikawa diagram , to visualize the possible causes of a product defect. The head of the fishbone diagram states the initial problem—then as you follow along the spine of the fish, each rib lists different categories of issues that can lead to the initial problem. This type of visual analysis is a good way to identify the different issues one root cause can create.

2. Total Quality Management (TQM)

Total quality management (TQM) is a customer-focused method that involves continuous improvement over time. This technique is often used in supply chain management and customer satisfaction projects. 

TQM relies heavily on data-driven decisions and performance metrics. During the problem solving process, you use success metrics to decide how you can improve a process. 

Here some key features of TQM:

Customer-focus: The end goal of TQM is always to benefit the end customer. If your team is focused on improving quality, ask yourself how that process change may affect how end consumers experience your product.

Full-team involvement: Unlike other process improvement methodologies TQM involves the entire team—not just production. As a result, you may end up looking for ways to optimize more business-centric processes, such as sales and marketing, to benefit the end consumer.

Continuous improvement: Continuous improvement in business is the idea of making small changes with the goal of continually optimizing processes. There's a lot of variability when it comes to business, and continuous improvement helps your team adapt when outside circumstances change.

Data-driven decision making : In order to apply continuous process improvement, you must continually collect data to analyze how processes are performing. This data can help identify where there may be inefficiencies and where to focus improvement initiatives.

Process-focused: The main goal of implementing TQM is to improve processes. Other process improvement methods like Six Sigma work to minimize the amount of defects, while TQM works to decrease inefficiencies.

3. Lean manufacturing

This form of process improvement goes by many names, with lean manufacturing being the most common. It may also be referred to as Lean production or just-in-time production. Defined by James P. Womack, Daniel Jones, and Daniel Roos in the book "The Machine That Changed the World," Lean highlights five main principles based off of the authors' experiences at Toyota manufacturing. 

The 5 principles of lean

​Identify value

Value stream mapping

Create flow

Establish pull

Continuous improvement

4. Continuous improvement (kaizen)

The Japanese philosophy of kaizen guides the continuous improvement model . Kaizen was born from the idea that life should be continuously improved so we can lead more satisfying and fulfilling lives.

This same concept can be applied to business—because as long as you are continuously improving, your business can become more successful. The goal of continuous improvement is to optimize for activities that generate value and to get rid of any waste. 

There are three types of waste that kaizen aims to remove: 

Muda (wastefulness) : Practices that consume resources but don’t add value.  

Mura (unevenness): Overproduction that leaves behind waste, like excess product.

Muri (overburden): Too much strain on resources, such as worn out machinery or overworked employees.

5. Plan Do Check Act (PDCA)

The PDCA cycle is an interactive form of problem solving. It's used to improve processes and implement change. PDCA was created by Walter Shewhart when he applied the scientific method to economic quality control. Later, the idea was developed even further by W. Edwards Deming, who expanded on Shewhart's idea and used the scientific method for process improvement in addition to quality control. 

There are four main steps to the PDCA cycle:

Plan : Decide on the problem you would like to solve, and create a plan to solve it.

D​​​​o: Test and implement the plan at a small scale.

Check: Review how the actions in the Do stage performed.

Act: After reviewing the results of the test, decide whether or not you want to implement the change at a larger scale.

PDCA is an improvement cycle. This means that these steps can be repeated until your team reaches the desired result.

6. 5 Whys analysis

The 5 Whys analysis is a process improvement technique used to identify the root cause of a problem. It's a really simple process in theory: you gather a group of stakeholders who were involved in a failure, and one person asks: "Why did this go wrong?" Repeat this question approximately five times, until you get to the root cause of an issue. The 5 Whys analysis aims to identify the issues within a process, but not human error. 

Here's an example:

Problem: There was an increase in customer complaints regarding damaged products.

"Why did this happen?" Because packaging was not sufficient enough to protect the products.

"Why was the packaging not sufficient enough to protect the products?" Because the team testing packaging did not test past a certain level of stress.

"Why did the team not test the packaging further?" Because current standard processes indicated that the testing indicated was sufficient.

"Why did the current standard process indicate that this testing was sufficient?" Because this process was created for a previous product, and not this current product that is coming back damaged.

"Why wasn’t there a new process for the new product?" Because the project template for launching new products doesn’t include stress testing the new packaging. 

You can see from this example that the team asked “Why” until they identified the process error that needs to be fixed—in this case, adding a “stress test new packaging” step into their product launch template . When working with stakeholders in processes like this, it's important to identify the issues, and co-create next steps together so that your production can improve.

7. Business process management (BPM)

Business process management, or BPM , is the act of analyzing and improving business processes. Much like any organic being, businesses grow and shift over time. Your team may have implemented processes that worked when your team was small, but as you grow those processes may not scale in a way that allows your team to be as efficient as possible. 

Most of the time, BPM helps teams identify bottlenecks, ways to automate manual work, and strategies to improve inefficiencies. There are five main steps to business process management.

Analyze: Look at your current processes and map them from beginning to end. This is commonly known as process mapping.

Model: Draft out what you want the process to look like. Ideally, you'll have found any inefficiencies in the first step, and you can draft how you would like to solve them in this stage.

Implement : Put your model to action. During this stage, it's important to establish key success metrics so you can gauge whether or not the changes made were successful.

Monitor: Decide whether or not your project is successful. Are the success metrics you identified in step three improving? 

Optimize: As the process evolves, continue looking for inefficiencies in your process and continuously optimize as you go.

Manage process improvements to increase productivity

As a team lead, one of the most valuable things you can bring to your team are clearer processes and better workflows . When used effectively, process improvement increases your team's productivity and decreases inefficiencies. 

To increase clarity and improve processes, try work management. Work management tools like Asana can help you take your team’s productivity to the next level by standardizing processes, streamlining workflows, and keeping your team in sync.

Related resources

Waterfall, Agile, Kanban, and Scrum: What’s the difference?

New site openings: How to reduce costs and delays

8 steps to write an effective project status report

Provider onboarding software: Simplify your hiring process

Quality Observations: Key Strategies for Effective Problem Solving

• The problem tends to be described incorrectly;
• There may be a lack of or insufficient structure in the problem solving process;
• A lack of urgency;
• Management impatience;
• A lack of follow-through to prevent the problem from recurring;
• The problem solving effort has been “expedited” by skipping process steps; or
• Poor execution of or ineffective corrective actions. The Future of Quality

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Structured Problem-Solving in Quality Training

Systematic approach to Identify, Analyze, and Solve Quality Issues

Program Overview

The Structured Problem-Solving in Quality Training addresses continuous improvement in the realm of quality problem resolution, providing tools to identify and address root causes in a structured manner.

Training Topics

Reasons to take this training.

• Common Quality Problem-Solving Methodologies: 8D, A3, PDCA, Kobetsu KAIZEN™
• Problem Selection and Breakdown
• Quantification of each type of problem
• Definition of objectives
• Root Cause Analysis: Ishikawa, Regression Curves, Pareto
• Hypothesis Validation and Design of Experiments
• Root Cause Detection: 5 Whys, Hypothesis Testing
• Action Plans and Standardization
• Communication & Solution Extension
• Six Sigma & SPC Statistical Process Control
• Simulation Exercises
• Case Studies
• Understand the benefits of applying the KAIZEN methodology in the structured resolution of quality problems;
• Acquire skills to handle repetitive or highly complex quality issues efficiently;
• Learn advanced techniques to identify the root cause of quality-related problems;
• Develop knowledge on the best ways to manage daily challenges related to quality.

Target Audience

Professionals involved in quality management, quality engineers, and members of quality control teams who wish to optimize their skills in the identification and structured resolution of quality-related problems.

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KAIZEN™ Training Certification

Our certification is a testament to your commitment to excellence and continuous improvement. To achieve Kaizen Lean Certification, participants undergo a journey that includes:

In-company training (in-person or online) *

Multi-company in-person training *, multi-company live online training *.

• 1 day of 8 hours

Certification:

• Completion of training sessions
• Online test assessment
• 4 sessions of 2 hours each spread over 1 week (Monday to Thursday)

* training in these formats is dependent on the number of registered participants

Working together, we can reimagine medicine to improve and extend people’s lives.

Medical Safety Expert

About the role.

Major accountabilities:

• Perform medical review of ICSRs including (SUSARs, cases from special countries), assessment of Literature cases and authoring of enhanced MAC. • Support safety lead for authoring medical assessment letters based on the bi-annual/six monthly line listing. • Perform literature review of assigned articles (CQC, pre-screening and SICO) and assist safety lead in review of articles for inclusion in PBRER, DSUR, IB etc. • Provide rotating support to the TAs as per the business needs, (i.e. co-authoring safety documents, assisting in providing safety input to regulatory and clinical documents). • Assist the TA Safety Leads in monitoring the safety profile of products including but not limited to the activities such as literature review, medical review of individual cases, including collecting additional follow-up information as necessary, medical evaluation of quality defects. • Together with the Safety Leads, co-author of the PBRER. Provides medical inputs to the sections 9, 15, 16, 17, 18, including analytical input to PBRER for risks defined in the RMP. Perform follow up activities on HA assessment reports. • Co-authors and contributes to the medical sections of Development Safety Update Report (DSUR), Investigator Brochures (IB), labelling documents (e.g. CDS, (SMPC, USPI, Japanese PI), Product Guidance Documents (PGD) and Expert Statements. • Supports the preparation and review of Investigator Notifications (INs). • Provide support signal detection and signal evaluation activities for assigned products. • Provide support for the preparation of Health Authority queries.

• Assists Safety Leads in evaluating and writing other safety related documents including but not limited to Clinical Overview, Development Safety Profiling Plan (d-SPP) and RMP. • Provides safety input to Addendum to Clinical Overview (ACO) for license renewal. • Provides support as needed for new indication submission (regulatory document safety input). • Supports the safety lead for preparation and participation on internal review meetings like, SMT, MSRB and GLC. • Act as Subject Matter Expert (SME) for Medical Function process and provide support during audit and inspections. • Collaborate with other Global Line Functions across Novartis and Third Parties to meet joint accountabilities. • Contribute to PV&PV initiatives as well as cross-functional projects to optimize medical review processes and quality. • Contribute to development and optimization of training materials. Deliver training to the Novartis staff and external.

Minimum Requirement :

• Bachelor of Science in Pharmacy /Bachelor of Science in Nursing / PharmD/PhD in relevant field or Medical Degree (MBBS or MD) required. Minimum 3yrs of experience in the pharmaceutical industry or related. Experience in safety document or medical writing including experience coding with MedDRA and WHO dictionaries. • Excellent understanding of clinical trial methodology, ICH GCP, GVP guidelines and medical terminology • Attention to detail and quality focused • Strong organizational and project management skills • Strong communication skills, and the ability to operate effectively in an international environment • Excellent understanding of Human physiology, pharmacology, clinical study objectives, and the drug development process • Strong technical understanding of Biomedical/Biostatics concepts and problem-solving skills • Good presentation skills • Strong computer skills including, but not limited to, creation of spreadsheets, templates, presentations and working with safety databases/applications. • Ability to work independently, under pressure, demonstrating initiative and flexibility through effective innovative leadership ability.

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Novartis is committed to working with and providing reasonable accommodation to individuals with disabilities. If, because of a medical condition or disability, you need a reasonable accommodation for any part of the recruitment process, or in order to perform the essential functions of a position, please send an e-mail to [email protected] and let us know the nature of your request and your contact information. Please include the job requisition number in your message.

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