Problem Solving Techniques and Approaches

Professionalism

• Professionalism encompasses useful techniques and skills for professionals
• Introduction to problem solving and problem solving maturity
• 6-step problem solving approach detailed
• The PDCA cycle for quality improvements outlined
• Brainstorming and reverse brainstorming techniques
• Root cause analysis process
• 5 Whys method for analysis
• Multicriteria decision analysis explained
• Pareto chart for analysis and prioritization
• Risk analysis and management methodologies
• SWOT analysis
• Additional problem solving techniques detailed

Problem Solving Technique

• Six-step technique for structured problem solving
• Regrets to avoid during problem solving: Incorrect problem selection, acting too quickly, and creating impractical solutions
• Problem-solving steps including identifying, defining and analyzing, exploring solutions, evaluating options, implementation and evaluation.

Step 1 - Identify the problem

• Be proactive, preventive or predictive in problem identification
• Current situations: customer complaints, goal failures, process simplification ideas, product quality improvement needs, delay in customer requests, competitor problems, rising issues
• Desirable future situations: organizational challenges, employee training needs, customer needs, high performing employee retention, future crisis likelihood

Step 2 - Define and analyze the problem

• Defining the exact problem, scope and constraints on solutions
• Identifying the reasons for solving the problem, potential benefits, tangible and intangible
• Engaging the right stakeholders, knowing who is affected and who can help solve the problem
• Detailed situation examination, collecting facts and symptoms
• Identifying the nature of the problem and root causes, performing root cause analysis (RCA)

Step 3 - Explore and develop possible solutions

• Generating creative or proven solutions, facilitated group sessions for generating ideas
• Using Brainstorming sessions

Step 4 - Assess and prioritize the possible solutions

• Filtering possible solutions using a feasibility analysis
• Considering financial, time, personnel, and tool availability
• Evaluating the legality and social acceptability of solutions
• Using decision analysis techniques for ranking potential solutions

Step 5 - Select and implement the best solution

• Selecting the best solution based on its rank and using a predictive or agile approach
• Defining the requirements for the selected solution
• Designing the implementation of the solution
• Testing the implemented solution as a whole
• Deploying the solution

Step 6 - Evaluate the implemented solution, adjust it if needed, and learn

• Evaluating the implemented solution's effectiveness with benchmarks and performance indicators
• Evaluating the efficiency of the problem-solving process, identifying lessons learned
• Identifying areas for improvement and adjustments in the solution
• Improving the problem-solving process and techniques used
• Evaluating whether the solution has failed

The Plan-Do-Check-Act (PDCA) cycle

• A systematic management process for continuous improvement
• Identifying objectives, considering risks, and developing planned steps for improvement.
• Implementing these steps while monitoring, analyzing, and evaluating the results
• Optimizing performance or making adjustments as needed by identifying changes in the improvement aspect

Brainstorming

• Fostering creative thinking about a problem for generating new ideas and themes.
• Brainstorming works better in groups; involves coming up with solutions for a topic or problem using the relevant expertise.
• Participants are encouraged to use new ways of thinking, look at issues from different angles and generate creative ideas.

Reverse brainstorming

• Using brainstorming and reversal to find potential solutions to problems
• Asking questions such as "How could I possibly cause the problem?" or "How could I possibly achieve the opposite effect?" to generate new ideas
• Reverse brainstorming is a helpful tool in generating solutions when direct solutions are difficult to identify

Steps in reverse brainstorming

• Clearly identifying the problem or challenge, and writing it down
• Reversing the problem or challenge by asking, "How could I possibly cause the problem?" or "How could I possibly achieve the opposite effect?"
• Brainstorming to generate solution ideas to the reverse problem
• Evaluating these solution ideas as a potential solution to the actual problem

Decision analysis – decision matrix

• Using decision analysis techniques to assess a problem and possible decisions under conditions of uncertainty
• Evaluating the value of alternate outcomes through different outcome values
• Identifying the criteria and external factors that could affect a decision

Decision analysis

• Quantitatively evaluating possible solutions to a problem; identifying the criteria for assessment
• Consideration of costs, risks, ease of implementation, ease of maintenance, and skills/readiness
• Including other external factors

Simple decision matrix

• Criteria and factors can have equal or unequal importance; equal importance cases use a Simple Decision Matrix
• Unequal importance use a Weighted Decision Matrix

PERT Average

• Obtaining opinions from experts (using three numbers) to estimate the weighted average
• The PERT average calculation involves using (L + 4M+H)/6 with the lowest (L), middle (M) and highest (H) numbers reported.

Assigning weights to criteria

• Based on perception, specialized knowledge, context
• Collecting three independent assessments on weights and calculating their average for each criteria
• Utilizing the Analytic Hierarchy Process (AHP) technique

The Analytic Hierarchy Process (AHP)

• Provides a rational framework for decision-making by quantifying criteria and alternative options.
• Using pairwise comparisons among criteria and solutions to determine priorities for better decision analysis.
• Using AHP to compute probabilities of criteria, using the data obtained through expert opinions.

Pareto chart

• A graphical tool for prioritizing issues and improvements.
• The 80/20 rule explains that roughly 80% of outcomes come from 20% of causes
• The Pareto chart is a bar graph and a line graph used for prioritizing changes (improvements).

How to construct a Pareto chart

• Identifying all problems to resolve and listing them
• Identifying the root causes of each problem (using tools such as brainstorming or 5 whys)
• Scoring or prioritizing problems based on their relative importance

Steps to develop a fishbone diagram

• Capturing the issue or problem
• Forming the spine of the fishbone and drawing lines for categories of potential causes (people, processes, tools, and policies etc.)
• Generating categories for sub causes and recording them
• Analyze the results and identify the actual causes for the problem
• Brainstorming potential solutions once the causes have been identified.

Five whys

• A technique that uses a process of repeatedly asking "why" to get to the root cause of a problem
• The approach continuously asks "why" to a problem until the root cause is uncovered
• Often used in combination with other tools like a fishbone diagram

Usage Considerations of 5 Whys

• Strengths: Maintaining an objective view in cause-and-effect analysis, enabling clear solution points for corrective action
• Limitations: Best used when the users understand how to define root causes correctly, may encounter false trails and dead ends with complex problems.

Risk analysis and management

• Identifying potential risks through expert judgment, stakeholder input, experiences, and historical analysis.
• Analyzing and evaluating those uncertainties
• Developing and managing approaches to risks to reduce or avoid negative effects

Risk treatment

• Considering various approaches for handling risks: Avoiding the risk, transferring the risk, mitigating negative impacts or accepting the risk.
• Developing a risk response plan and assigning a risk owner with the required responsibilities and authority to manage the risk.

Types of reviews

• Review objectives including: removing defects, ensuring conformances to specifications and standards, ensuring work products are complete and accurate, establishing consensus on approaches or solutions etc.
• Different review techniques, including inspection and walkthrough.

Continuous risk identification and assessment

• Re-analyzing risks for identifying residual risks and probable impact.
• Doing a cost-benefit analysis to determine if the cost of implementing risk management measures is justifiable.

Strengths of SWOT analysis

• SWOT analysis is a useful tool for understanding organizations, products, processes, or stakeholders.
• It aids stakeholders in focusing on important factors

Limitations of SWOT analysis

• The result provide a high-level overview; more detailed analysis may be needed.
• Unfocused results if the context isn’t defined. Factors irrelevant to the current context are included.

Review

• Evaluation of work product content, tailored to organizational and business analyst needs.
• The objectives and techniques used during a review depend on the type of product, individual roles, and/or stakeholder roles.

This quiz assesses your understanding of various problem-solving techniques and approaches, including the 6-step problem-solving process. It covers methods for prioritizing problems, analyzing costs, and implementing proactive solutions. Test your knowledge of quality improvement cycles and the implications of quick problem-solving.