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Problem Solving Approach

Article · May 2017

DOI: 10.22161/ijaers.4.5.29

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Arkeya Pal Faruk Bin Poyen Phd

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International Journal of Advanced Engineering Research and Science (IJAERS) [Vol-4, Issue-5, May- 2017]
https://dx.doi.org/10.22161/ijaers.4.5.29 ISSN: 2349-6495(P) | 2456-1908(O)

Problem Solving Approach

Arkeya Pal1, Er. Faruk Bin Poyen2
1
Army Institute of Management, Kolkata, India
2
Dept. of AEIE, UIT, BU, India

Abstract—Problem is something that we can never get

rid of, how much we try and howmany anticipatory
actions we take. Therefore, to deal with problems in our
everyday life, every project implementation is to solve the
problem as and when required. In this article we will try
and study about problems and the techniques and
methods by which we can solve it or mitigate the
situation. Again it is worthy to mention as a prelude and
also to conclude that problem solving is an individual
skill and it therefore varies from person to person and
from situation to situation and there exist no thumb rule
to redress ay problem as a generalized rule. By the end of
this article, we will try and develop certain tools by which
Fig. 1: Deviation is Problem
we may approach a problematic situation before
redressing the problem.
Problem solving depends on individual skill and capacity.
Keywords— Problem, situation, operational research,
The prerequisite of problem solving is that one has to be
decision making, DMAIC, PDCA.
the owner of the situation. Unless and until one owns the
problem, one cannot possibly solve the problem.
I. INTRODUCTION
In order to establish the point, let us discuss two cases
Before we talk about problem solving, it is mandatory to
Case I: Certain arithmetic and interpretational
define problem. A problem is defined as any event or
operations
situation, unforeseen, unwanted and therefore unwanted
a. Putting of arithmetic operators in between four
in any project or job which needs to be addressed and
4s to obtain 20.
resolved before it becomes too complexing. In our
a. i.e. 4 4 4 4 = 20
personal life, business events or for any other matter,
b. Finding the sum of 1 to 100 without applying
always something or the other happens that was not
Arithmetic Progression formula.
foreseen and therefore was not planned to address to.
Problem may originate from family, work, health issues, c. Express 613 = 𝐴𝐵 + 𝐵 𝐴
social agendas, or it may even arise from within an d. Draw four straight lines without lifting the pen
individual. Under such circumstances, we need to come and cutting across all the nine points as shown in
up with certain contingency plans which is defined as, figure below.
problem solving. Problem can also be defined in other
terms as the deviation from what is expected to happen
and what is actually happening. Thus, arises the issue of
solving a problem in order to achieve ones particular
objective. Problem solving is defined as the area of
cognitive psychology which deals with the processes
involved in solving problems. e. Hens lay eggs, crows lay eggs, certainly all birds
lay eggs, but peacocks do not. Why?
f. With three match sticks, form a number which is
greater than 3 but less than 4, without breaking
the match sticks.
Solutions:
a. (4 ÷ 4 + 4) × 4 = 20

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International Journal of Advanced Engineering Research and Science (IJAERS) [Vol-4, Issue-5, May- 2017]
https://dx.doi.org/10.22161/ijaers.4.5.29 ISSN: 2349-6495(P) | 2456-1908(O)
b. 𝑋 = 1 + 2 + ⋯ … + 100 it was their situation i.e. they were the owner of the
situation and hence it is a problem to them.
𝑋 = 100 + 99 + 98 + ⋯ . … + 2 + 1
2𝑋 = 101 + 101 + ⋯ … . . +101 (100 𝑡𝑖𝑚𝑒𝑠) II. PROBLEM SOLVING TOOLS
100 There exists variety of problem solving methods, among
𝑋 = (101) ∗ = 5050
2 them the two very popular ones are DMAIC (Define,
c. 613 = 612 + 1; 𝐴 = 612; 𝐵 = 1; 6121 + 1612 = 613 Measure, Analyse, Improve, Control) and PDCA (Plan,
Do, Check, Act) [4]. In the PDCA model, P does a huge
part of the job as it emphasizes on what, why, how and
when. In DMAIC model, all the steps are equally
important, starting from defining the problem to
controlling it. All these methods rely on different tools of
Problem solving. Here we will speak about a few on
e. It is because peacocks do not lay eggs, them. These tools find application when one sets goals to
peahens do. determine the root causes of the problem. Multi-
f. π Disciplinary Teamwork (MDT), Brainstorming, Pareto
The point of submission here is that different set of analysis (80/20 rule), Fishbone Diagram (cause – effect
people will take different amount of time to solve the analysis), 5W tool, Check sheet and Control Chart (CC)
given problems; even there will be a group of people who are very popular tools in this domain.
will be totally unable to solve these problems. And hence MDT finds its success through thinking “out of the
we come to the inference that problem solving depends on box”,as a heterogenic cluster of individuals look upon the
individual skill and capacity. problem from different vantage points. Brainstorming
Case II: Two incidents with equal conditions but with tool is somewhat ubiquitous in its application domain.
little differences. Check sheet and Control Chart are more of an objective
A. A boat with four passengers viz. you, your approach when judgment is based on pure numbers and
parent, your spouse and your ward, caught up in their representations. Pareto’s principle, very popularly
turmoil and one needs to be abandoned to save known as “vital few and trivial many” believes in the
the others. Nobody knows swimming which doctrine that 20 % of something is always responsible for
means imminent death of being abandoned. 80 % of the outcome. In the 5 W tool, it is assumed that
Whom will you abandon from boat? the 5th Why is the root cause of the problem and hence it
B. Same situation as above and here instead of four is the one that should be improvised upon. The 5 whys
passengers there are now five passengers, the also form parts of the fishbone structure. The fishbone
fifth being your boss. model, by far and large the most preferred and popular
From rigorous surveys, it was found that in situation B, tool operates on the basis of cause – effect analysis. The
people without hesitation chose their boss but in situation head of the fish structure denotes the outcome whereas
A, people got confused, perplexed and came up different the skeleton bone analyses the cause – effect
answers. relationships. The fishbone can be constructed with 6 Ms
So the inference may be drawn as in situation A, people or 6 Ps as the vertices where the 6 Ms denote Man,
were actually not bothered about the boss, they were just Machine, Method, Material, Mother-nature and
concerned. But in situation, people got confused because Measurement and 6 Ps denote Procedure, Policy, Plant,
Person, Planet and Programs respectively.

Fig 2: Fishbone Diagram

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International Journal of Advanced Engineering Research and Science (IJAERS) [Vol-4, Issue-5, May- 2017]
https://dx.doi.org/10.22161/ijaers.4.5.29 ISSN: 2349-6495(P) | 2456-1908(O)
Preliminary steps towards attending a problem: Step II: What is happening ‼!
Whenever a problematic situation arises, we should Step III: Why is it happening ‼!
proceed towards the situation as shown in the under given Step IV: Prioritizing the causes of problem.
flowchart. [1] (R B Shivagunde et. al.). We select our tool Step V: What should be done‼! Finding solution to
of choice for preference in analysing these steps. Here we the causes.
can look at the situation in two ways, firstly in the Step VI: What has been done‼! Applying the
Deductive Analysis Approach where huge data is solution to solve the problem.
collected, followed by analysis and eventually we come to Again in step I, when we are expecting what should
conclusions drawing recommendations. The second happen, it has certain aspects towards its determination.
approach is Inductive Analysis Approach where we start We expect things to happen based on
with a hypothesis, analyze its subsistence and thereby  What plans we have made,
draw a result to validate the conclusion with some  Expectation
recommendations. A point to mention here is that there is  Experience
no such best tool dedicated for any particular problematic  Intuition
environment. It depends and suits one’s individual  Social norms
intuition and capability.
Step I: What should happen ‼!

Fig 3: Problem Analysis

Step II has two sub steps for determining what is happening and they monitoring and feedback with time limiting to zero i.e.
lim 𝐹𝑒𝑒𝑑𝑏𝑎𝑐𝑘
𝑡→0

Fig 4: The flowchart of problem solving

Operations Research in Problem Solving: provide a quantitative basis for tough managerial
Operations research was developed keeping in mind of decisions. (Hillier and Lieberman et. al.)
problem solving area where the nature of problem is As elaborated in “Introduction to Mathematical
complex and also there exists no clear cut or in fact no Programming” by Hillier and Lieberman, it prescribes
solution. It is a mathematical based analysis method to seven element analysis towards problem solving. The
seven elements are enumerated as defining the problem,

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International Journal of Advanced Engineering Research and Science (IJAERS) [Vol-4, Issue-5, May- 2017]
https://dx.doi.org/10.22161/ijaers.4.5.29 ISSN: 2349-6495(P) | 2456-1908(O)
value system design, synthesis of alternatives, system towards solving it. So we start from first quadrant and
modelling and analysis, optimization of alternatives, finish at fourth quadrant. [9]
decision making, and finally planning for action. As these
are mathematical based analysis they rely on a lot of Quadrant I: Problem is of simple nature and also the
mathematical and statistical tools as validation solution to it available. Here we apply the solution
methodology. immediately before the problem can shift from simple to
Problem defining step is marked by research, data complex.
analysis and knowledge application. Needs analysis, input
– output analysis and objective trees clarify and organize Quadrant II: Here problem has complex nature but still
the goals and boundary conditions. Value system design the solutions are available. In this case, we start applying
organizes objectives into a hierarchy tree with the help of solutions one after another, if there exists more than one
tools like weighted criteria tree, flow charts and causal solution. We actually are searching for the best possible
loop diagrams. Quality Function Deployment (QFD) solution through trial and error method.
matrix helps generate alternatives based on these tools.
Different alternatives are prognosticated in synthesis of Quadrant III:In this region, the nature of problem is
alternatives to satisfy the demands. Methods like nominal complex and also no solutions are available. This
group technique, computer simulation, Zwicky’s particular quadrant gives rise to a very important
morphological box are exercised in the step. statistical tool viz. operations research to address and
Systems modelling and analysis step develops models for redress these kind of situations. It has three sub
analysing and comparing the alternatives. Techniques that components and they are formulation, analysis and
find application here are data analysis, probability theory, interpretation. Here in this quadrant, we sectionalize the
econometric modelling, regression, forecasting, queuing, problem into small pockets and try and fit them in the
networks, reliability analysis and mathematical three other quadrants. This way we can reduce the effect
programming. To make substantial comparison, of the problem. After this is done, there may still remain
numerical iteration, derivative calculus, calculus of certain sections which remain in third quadrant. We again
variations and graphical methods and used in the repeat the process until we can minimize the problem to
optimization of alternatives and effect of changes is the least.
measured through parametric sensitivity analysis.
In the decision making step, evaluation of alternatives Quadrant IV: In this quadrant, the nature of problem is
gives the operator the end result to choose from options. simple but no solutions are available to redress. Here, one
Tools used are multi – attribute utility (MAU) theory, needs to be creative thorough innovation either at
game theory, risk analysis, influence diagram, decision individual scale or in groups. In order to illustrate the
analysis, data analysis and statistical methods. Effect of situation, we will do a very popular case study.
changes in judgment is measured by value system A person has 17 gold coins and he has three heirs A, B
sensitivity analysis. Final step is planning for action and C. On his death bed, he declares that A will receive
where the implementation is carried out and documented half of the coins while B will receive one-third of the
by resource planning scheduling. coins and C will get one-ninth of the coins. Here the
problem is known and simple but the solution is not
III. ANALYSING THE PROBLEM AND available as 17 is not divisible by 3.
SOLUTION Solution to the above case: I add one gold coin to 17 gold
This section speaks about analysing the domain and depth coins and then carry out the calculations as declared by
of problem before proceeding to solve it. Any set of the person. Now we have 18 gold coins. So A will receive
problem can be represented in a set of four quadrants, the 9 gold coins i.e. half the property. B will receive 6 gold
axes being problem and solution extending from simple coins, one-third of the property and C will get 2 gold
problem to complex and solution available to solution coins, one-ninth of the share. Therefore total gold coins
unavailable respectively.[7][8] The following diagrams distributed are (9+6+2) = 17 and then take back the extra
depicts the quadrants involved in solving problems. gold coin. Thus the solution is creative through
Firstly we have to locate in which quadrant, a particular innovation.
problem rests and then based on that, we need to proceed

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International Journal of Advanced Engineering Research and Science (IJAERS) [Vol-4, Issue-5, May- 2017]
https://dx.doi.org/10.22161/ijaers.4.5.29 ISSN: 2349-6495(P) | 2456-1908(O)

Fig 5: Solution Analysis based on problem criticality.

Thus we can solve problems by addressing them through the above methods. Hence it can be rightly said that finding the
cause through analysis and then by applying the required remedies, we can minimize the deviation and therefore can solve
the problem or minimize it.

Fig 6: Post Problem Solving Technique Application

IV. DECISION MAKING E = Estimate significance of change

One very vital entity of solving problems is making the C = Choose outcome
right decisions. Decision making is a very important skill I = Identify options
one should possess to effectively and efficiently guide a D = Do best options
team or run a project. Decision making is defined as the E = Evaluate results.
way of inspecting potentials, equating them and thereafter
selecting a course of action. The back bone of a good Rule of 6 C’s of Decision Making.
decision making is gathering plethora of data regarding 1. Construct: a clear picture of what needs to be done.
the situation in hand. And then analysing and scrutinizing 2. Compile: A list of requirements.
them very minutely to have a very clear understanding of 3. Collect: Information on alternatives.
the situation. Factors that influence decision making are 4. Compare: Alternatives.
vision, mission, perception, priority, acceptability, risk, 5. Consider: What might go wrong.
resources, goals, values, demands, styles and judgment. 6. Commit: The action.
[5]
The DECIDE model is a very effective technique for V. CONCLUSION
making a more logical decision. The acronym DECIDE Things can go wrong & they will. Problems will occur
[2] stands for while implementing a project or job in spite of all
D = Detect change possible preventive measures taken, be itpersonal domain

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International Journal of Advanced Engineering Research and Science (IJAERS) [Vol-4, Issue-5, May- 2017]
https://dx.doi.org/10.22161/ijaers.4.5.29 ISSN: 2349-6495(P) | 2456-1908(O)
or professional, “object” problem or “people” problem. [8] Project Management: A learning package by R.K.
So the best and only way to cope with the situation is to Mani, and others, Commonwealth Youth
face the problem and try and minimize the effects if it Programme Asia Centre, Chandigarh, India.
cannot be solved in totality. We therefore prescribe [9] Problem Solving Grand Slam: 7 Steps to Master,
certain remedial steps by which things can be dealt with. Summer 2013, ASHESI.
If activity is not properly defined, problem solving is [10] Hillier and Lieberman, “Introduction to
impeded. It is therefore mandatory to define the situation Mathematical Programming”, McGraw Hill, 1990
in its totality. One must also know where an event starts
and where it ends. The event must be constantly
monitored to keep the problem within check before it gets
too complicated or messy. To put all aspects in a nut
shell, to solve a problem, one must identify it and then
focus on one aspect to address at one time and while
doing so, must gather information on potential causes to
come to a solution. [3] Applying the solution in the
desired area, one must reassess the issue and redress the
situation with a revised plan. All the steps mentioned
must be recursive until one completes the job. Quick
action to any and all problems ensured lesser and
controllable deviations. However the potential lacuna of
problem solving is jumping to conclusions without
thorough analysis. And always it is easier to solve object
problems over problems related to people. As the
concluding statement, we may point here that there exist
so many techniques viz. TPS 8 steps, PDCA, Six Sigma
DMAIC, MDF and 8 D model and they all approach the
solution in their own ways which maintain congruency
among each other. And it is totally the onus of the
individual to use these tools and methods efficiently with
good efficacy to achieve the best possible results.

REFERENCES
[1] R. B. Shivagunde, “Project Implementation
Strategies,Monitoring And ProblemSolving
Mechanisms”, pp 4 – 10, TTTI, Bhopal, August,
2000.
[2] Chapter 6, Decision – Making, page 5, TCT, U.S
Department of Homeland Security.
[3] UM HS 2003, Dr. D. A. Williams and Dr. M. Carey,
Pages 1 – 10.
[4] Dirk Denut, “Problem Solving”, Brady, 2011, pages
8 – 74.
[5] The 6’C’s of ―Decision Making, Full Gospel
Businessmen’s Training.
[6] Managing Organisational Behaviour by Tassi,
Ruzzi, Rizz and Carmal, Pitman Publishing Inc.,
Masschusets U.S.A.
[7] Management handbook for Public Administrator by
J. Sutherlnd, Van Nosstrand Reinhold Inc, New
York.

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