Problem Solving 101

Einstein is quoted as having

said that if he had one hour to
save the world he would spend
fifty-five minutes defining the problem and
only five minutes finding the solution.
 Training Objective

• To introduce the fundamentals of how to

problem solve using the PDCA method
 Phases to Problem Solving
• 1. Define problem
• 2. Analyze the process
• 3. Develop the optimal solution(s)
• 4. Implement solution
• 5. Study the results
• 6. Standardize the solution
• 7. Share achievements
 P. D. C. A. Cycle
Phase 1: Define Phase 2: Analyze the Phase 3: Develop
Problem Process the optimal Solution

Phase 7: share Phase 4: Implement

achievements solution(s)
PDCA Cycle

Phase 6: Standardize Phase 5: Study the

the solution results
PDCA form is a tool to help guide and show your thought process in problem
solving.
PDCA Team Name: Topic: Team Members: Date:
1 Problem Statement:
3 Root Causes 4 Selected Countermeasures 5 Who Start Target Finish

Understand the Process:

Goal Statement:
5 Results:

2 Cause-Effect Analysis:

6 Standardize and Train Team Members:

3 Data Collection: 7 Recognize/ Share Achievement:

Form 1398.B
 Defining a problem:
Phase 1

There are 3 steps in Phase 1

1st Problem statement
2nd Understanding the circumstances
3rd Goal Statement
 What is a Problem?
• Wikipedia - an obstacle which makes it difficult to
achieve a desired goal, objective or purpose… In a broad
sense, a problem exists when an individual (and or team)
becomes aware of a significant difference between what
actually is and what is desired.
• A problem is the difference between your current state
and your goal. (deviation from a standard)
 Deviation from past performance to present performance

Performance
should be

Change

Deviation

past Present
 Deviation from the beginning

Performance
should be or
want to be

The condition for the

should be performance has
never existed
Deviation
Actual Or
performance Never has functioned
correctly

past From Beginning Present

Phase 1: Identify the problem
Step 1: Problem statement

PROBLEM STATEMENT
What should a problem statement look like?
• Clear
• Concise
• Measurable
• Standard and deviation
 Answer each question using your best judgment and experience
1. There were a lot of people in line for that movie.
About how many people were in line? _________________

The store is far from the house.

How many miles? _________________

Luxury cars are just too expensive.

How much is an expensive car? _________________

The desk is very old.

How old is an old desk? _________________

Those boxes are extremely heavy.

What is the weight of a heavy box? _________________

The shop is far from my office.

How many blocks? _________________

Non specific words give people the wrong idea.

In problem solving they can lead us down the wrong path.
 Be short and to the point
• Stop sign : 1 word
• Pythagorean theorem: 14 words
• The ten commandments: 179 words
• The Gettysburg Address: 286 words
• The Declaration of Independence: 1337 words

• The US Government regulations on the sale of

cabbage:
26,911 words

Things lose their value the longer they are

 A problem well defined is a problem half
solved
• We have too many customer complaints about
various things that are caused by some of our own
plants.
• How many complaints?
• What is the standard?
• What things?
• Who causes?
• Which plants?
Phase 1: Identify the problem
Step 2: Understand the Circumstances

UNDERSTANDING THE CIRCUMSTANCES

• Observe the problem (Go and See)
• Ask Where, When, What, Who, Why, How much,
How long
• Brief background
Phase 1: Identify the problem
Step 3: Goal statement

GOAL STATEMENT
• Clear
• Concise
• Measurable
• Completion date
• Use the same measureable as the Problem
statement
 Pizza example
• Customers:
– “There is such a long wait for a table!”
• Problem:
– Our standard is to seat customers in 10 minutes or less.
We deviated from this 5% of the time in February.
• Goal:
– By July 4th, we will seat customers in 8 minutes or less. We
will deviate from this standard 2% of the time.
 Analyze the Process:
Phase 2

There is one steps in Phase 2

1- Cause and effect analysis
Phase 2: Analyze the process
Step 1: Cause – effect Analysis

Root Cause Analysis

• 5 Whys
• Fishbone Diagram

• Without a strong, focused problem statement, your

root cause analysis will be weak.
– If you do not get to the real root cause, your problems will
come back in time
– Continuous improvement is only possible when root
causes are eliminated.
Root Cause
What seems to be the problem with this picture?
Not using common sense!
Solution: Plug in the computer!

The quick and easy solution.

(so easy and quick that we don’t mind repeating it all the time…)
 Root Cause-The 5 Whys Technique
WHY is the computer not working?
Because it is not plugged in.
WHY is it not plugged in?
Because the cable has been pulled out of the outlet
WHY was the cable pulled out of the outlet?
Because something got hooked on to the cable and pulled it out.
WHY do things get hooked on the cable?
Because the cable lies on the floor and gets in the way.

WHY does the cable lie on the floor and get in the way?
Because it is too long.

WHY is the cable too long?

Uh?... I don’t know…
SOLUTION a: Shorten the length of the cable
SOLUTION b: Tape the cable on the wall
SOLUTION c: Bring the computer next to the outlet
 Analyze Problem
MAN METHOD MATERIAL
Cap Conveyance
Operator Error No PM done
None existed Not enough slip
Poor attitude High customer standard Production need
Poor Training
Gas tank not set up properly
Too many adjustments Original Consumer material
Adjustable Cap camera not cleaned
Poor Training Poor open, Set-up configuration
Feed and Drive Operator set-up No Set-up procedure
Poor Training
System Unstable Poor TrainingNon-existed

Wrong link used

Auto link system not being used

Machine not monitored 100% No equipment history No Set-up

Poor Attitude Poor Training
Operator unaware of system procedures
Poor Training Non existed
No timely feedback from customers Poor Training
Complaint and procedure not
known Short customer lead
New customer times Customer issue

Unacceptable
Defect Rate
Bad pick-offs Old machinery
Feed too slow for printer/ machine too fast

Bad springs on cap fingers Feed/printer not synchronized Cap not rested properly
Poor Feed Poor Feed System/Design on pegs Elevator speed uncontrolled
System/Design
No run-out Caps clugged in chute
sensors Outdated
Poor Feed Control System nonfunctional Worn out drive system Controls

PrinterSystem/Design
blanket application Old machinery Poor Design
Printer drum out of Flame set too high
Registration out-of- No PM
adjustment Operator error/set-up
position Drum out of
location None existed Lack of Set-up training Poor Training
Worn out drive system Printer blanket application Poor Storage
Manual not informative
Received that way
Drum needs resetting Print plate damaged
Poor Training
Two station box
turner Printer drum out of Safety guards needs improvement
No interlocks between feed and printer
inadequate UV night timer not setlocation
Poor Setup
Poor Feed System/Design Bushings/printer head needs replacement
Operator setup Poor Training Poor Feed System/Design
Poor Training Poor ventilation
No QC Bowl at exit chute Never Replaced
No lid system at exit chute
Lack of error-proofing Lack of error proofing
Equipment design
MACHINE Never ordered
No PM

No PM
MACHINE Worn out drive system
PDCA form is a tool to help guide and show your thought process in problem
solving.
PDCA Team Name: Topic: Team Members: Date:
1 Problem Statement:
3 Root Causes 4 Selected Countermeasures 5 Who Start Target Finish

Understand the Process:

Goal Statement:
5 Results:

2 Cause-Effect Analysis:

6 Standardize and Train Team Members:

3 Data Collection: 7 Recognize/ Share Achievement:

Form 1398.B