Module 3 - Chapter 3 – Problem Solving

A visible or observable indication of a problem.

The underlying cause of a problem, often hidden or not immediately obvious.

A process of identifying the root cause of a problem by repeatedly asking 'Why?'

A structured diagram that visually represents the potential causes of a problem.

A comprehensive analysis of a problem to uncover the root causes that need to be addressed.

A technique used in Root Cause Analysis to explore the cause-effect relationship of a problem.

The final answer to a 5 Whys analysis, revealing the fundamental reason behind a problem.

The effectiveness of Root Cause Analysis depends on the knowledge and persistence of the participants.

Data generated from the process used to evaluate its performance.

The conditions surrounding a process, such as location, time, temperature, and culture.

A structured problem-solving approach that uses a single A3 sheet to document the problem, solution, and evidence.

The 'Plan, Do, Check, Act' cycle used in process improvement and problem solving.

A variation of the Ishikawa diagram used in the manufacturing industry, focusing on five key areas: Machine, Method, Material, Manpower, and Management.

A variation of the Ishikawa diagram used in marketing, encompassing eight key factors: Product, Price, Place, Promotion, People, Process, Physical Evidence, and Packaging.

A variation of the Ishikawa diagram used in the service industry, focusing on five key areas: Surroundings, Suppliers, Systems, Standard Documentation Skills, and Scope of Work.

A brief summary of the A3 project's focus, providing an initial understanding of the problem.

This section explains the reasons behind addressing the problem in the A3. It may include relevant data, graphs, or references to support the importance of tackling this issue.

A set of questions used to thoroughly understand a problem by gathering detailed information.

The current state of the situation described using facts and visual representations, such as charts, diagrams, or process flows.

Identifying and defining the desired outcome or target to be achieved through the A3 project.

Exploring the root cause of a problem by repeatedly asking 'Why?' until the fundamental reason is discovered.

A method for generating a list of potential countermeasures (solutions) to address identified root causes. It involves brainstorming without initial judgment, eliminating impossible solutions, and prioritizing the most effective ones.

Specific, Measurable, Achievable, Realistic, Time-oriented. Criteria for setting goals and objectives in a way that is clear, trackable, and achievable.

A systematic way to plan the implementation of countermeasures (solutions) by identifying specific actions, assigning responsibilities, setting deadlines, and tracking progress.

A crucial step in problem-solving that focuses on anticipating potential issues and developing proactive strategies to address them. It also includes regular checks to ensure that the solutions are effective.

A component of Root Cause Analysis that involves gathering facts and evidence from practical investigations to confirm that the root cause actually exists.

A diverse team of individuals involved in the process, upstream, downstream, supporting, and external stakeholders, contributing to a well-rounded perspective.

The first stage of the improvement process, involving preparation, training, data collection, and analysis to understand the process thoroughly.

The second stage of the improvement process focusing on creating a high-level visual representation of the process, such as a Value Stream Map.

The third stage of the improvement process, involving identifying and analyzing the root causes of problems using techniques like cause-effect diagrams and 5 Whys analysis.

The fourth stage of the improvement process, where solutions are developed, prioritized, implemented, and training is provided.

The final stage of the improvement process, focusing on standardizing procedures, implementing plans, communicating changes, and presenting outcomes to management.

A visual tool used to identify all the steps and value-adding activities within a process, helping to understand the overall flow.

A structured approach to rapidly improving a process or resolving a problem. It involves a focused team effort, data analysis, and implementation within a short time frame.

A methodology for continuous improvement based on the scientific method, setting goals, and achieving them through experimentation.

The current state of a process or system, serving as a starting point for improvement efforts.

The desired future state of a process or system, outlining the specific improvement goal.

Experiments conducted to test hypotheses and identify the most effective ways to achieve the target condition.

A process of constantly reassessing and refining the improvement approach based on new information and feedback.

Involves setting specific, measurable, achievable, relevant, and time-bound goals for improvement.

The application of the Improvement Kata methodology to drive continuous improvement within an organization.