Applied Problem Solving PDF

Applied Problem Solving 19 Nov | Business Process Improvement Team How would you describe this glass?  Todd Murphy Business Process Improvement (BPI)...

Applied Problem Solving 19 Nov | Business Process Improvement Team How would you describe this glass?  Todd Murphy Business Process Improvement (BPI) Vice President Business Process Improvement The Business Process Improvement (BPI) team plays a pivotal role in fostering a culture of continuous improvement throughout the organization. We are dedicated to training and educating members on lean principles, supporting the identification of opportunities, driving problem-solving efforts, and applying lean methodologies to implement effective improvements. Paul Engstrand Alex Jumbo Ken LaVerdi Martin Moreno Joe Rutz Lean Development Manager Lean Development Manager Lean Development Manager Lean Development Manager Director, Lean Horizons Lean Management Training/Data Leadership Tiered Hoshin Support Systems Analytics Development Management Leadership Operations Data Science Problem Solving Member Development Assessments Lean Coaching Training and Engagement Lean Training and Process Facilitation Problem Solving Transformation Development Improvement Program Servant Process Problem Solving Problem Solving Implementation Leadership Improvement Problem Solving: Intentional Development Problem solving requires critical thinking skills to analyze information, identify needs, and develop root cause solutions Reasons for Learning Focus  Drives Optimal Business Outcomes: Utilizing data is critical for prioritization and focus of continuous improvement. When leaders have a clear understanding of opportunities that require solutioning and prioritize them in a way that promotes efficiency, the team and overall organization thrives  Improves Decision Making: Leaders who can analyze information, evaluate options and identify the best path forward to deliver effective decision  Increases Collaboration: Working together as a group is a critical part of problem-solving  Encourages Creativity: Creativity allows people to approach problems from new angles which give the organization an edge Active Perspective: HNI | 5 Framework of Problem Solving Define the Understand Define Define Root Eliminate Implement Problem Current Detailed Cause Root Cause Standard State Problem Work and Statement Verify Elimination of Problem Framework of Problem Solving: Focus Areas Define the Understand Define Detailed Define Root Problem Current State Problem Cause Statement Define a Gather data and Using current Drive down to lingering map the detailed state findings, the true root problem within current state write a detailed cause of the the organization process/event prioritized problem that is occurring problem statement statement Tool: Feedback, Tool: Process Tool: 5-why Scorecard, Map, 5W2H Pareto, etc.  1. The Lincoln Memorial is deteriorating due to the harsh chemicals used to clean it Why? 2. There are excessive amounts of bird droppings on the memorial Why? Active 3. The birds are feeding on the large population of Perspective Why? spiders around the memorial 4. The large population of spiders is feeding on the vast population of midges around the memorial Why? 5. The vast population of midges are attracted to the lights used to illuminate the memorial at night HNI | 8  Solution: Active Adjust the timing of the lights. Turn Perspective them on 1 hour later HNI | 9  Define the Understand Define Detailed Define Root Problem Current State Problem Cause Statement Define a Gather data and Using current Drive down to lingering map the detailed state findings, the true root problem within current state write a detailed cause of the the organization process/event prioritized problem that is occurring problem statement statement Tool: Feedback, Tool: Process Tool: 5-why Scorecard, Map, 5W2H Pareto, etc. Prioritize Current State: Pareto Bar graph arranged with the longest bars on the left and shortest to the right. It visually depicts which situations are more significant. Prioritize Current State: Pareto Bar graph arranged with the longest bars on the left and shortest to the right. It visually depicts which situations are more significant. Task for Thursday Workshop 1. Get into natural working teams (< 10 members per team) to begin to collaboratively solve a lingering problem 2. Identify 3 lingering problems that affect your working team now or in the future 3. Prioritize your top problem – Pareto is your tool! 4. Define data needed and data sources to understand current state of your lingering problem 5. Come prepared on Thursday to workshop your defined problem  Impact of Team Members Preparation – At Rules Part 1 Table Active Appoint 1 person the “designer” The designer must work alone You must sketch an item from memory Designer will draw design Perspective 2 sides to card You cannot access this item if in Follow packet instructions anyone’s possession Remaining team members watch silently Impact of Team There are two parts to the activity Don’t speak Members You will be scored on accuracy and Don’t assist detail at the end Don’t hold sidebar conversations There should be absolutely no cheating! It is critical to follow the instructions Do not start until told to begin The entire team relies on the designer's Team Goal: 16 points performance HNI | 14  Impact of Team Members Preparation – At Rules Part 2 Table Active Appoint 1 person the “designer” Put the first card under chair Don’t reference You must sketch an item from memory Repeat the same exercise Perspective You cannot access this item if in anyone’s possession Team members may fully contribute Share ideas Impact of Team There are two parts to the activity Anyone can sketch Members You will be scored on accuracy and Talking is encouraged detail at the end Still no cheating—keep pennies in your It is critical to follow the instructions pocket! When done we will score both designs Do not start until told to begin Team Goal: 16 points Team Goal: 16 points Shared risk and rewards HNI | 15  Scoring 1 person score the designer drawing Active 1 person score the team drawing 16 possible points per drawing Perspective Items must be located in the correct position Impact of Team Items must be facing the correct direction Members Scorers will present out results Team Goal: 16 points HNI | 16  Answers - Front 1 point = Included 1 point = Correct Location Active In God we trust Liberty Perspective Date Mint Mark (P, D, or S) Impact of Team Lincoln’s portrait facing right Members Raised rim ¾” in diameter 1/16” thick HNI | 17  Answers - Back 1 point = Included 1 point = Correct Location United States of America One cent Active E Pluribus Unum Raised rim Perspective Inverted image Impact of Team One of the Following: Members Union Shield Scroll across bottom (bonus) 13 vertical stripes (bonus) Lincoln memorial 12 columns (bonus) Lincoln in center (bonus) HNI | 18  Debrief Part 1 Part 2 How did the designer feel? Why? Why did the results improve? Active How did the observers feel? Why? How did observers contribute to improvements? Perspective Who was under the most pressure? How does this relate to change in the workplace? Impact of Team What pressure did observers have? Members When implementing changes to improve performance, engage all affected team members. HNI | 19 Understand Current State: Why? Informed Decision Making: Align team on common understanding of reality Attention to Detail: Thorough investigation to avoid missing pertinent details Utilization of Resources: Focuses resources to the true problem vs the perceived problem Joe  Define the Understand Define Detailed Define Root Problem Current State Problem Cause Statement Define a Gather data and Using current Drive down to lingering map the detailed state findings, the true root problem within current state write a detailed cause of the the organization process/event prioritized problem that is occurring problem statement statement Tool: Feedback, Tool: Process Tool: 5-why Joe Scorecard, Map, 5W2H Pareto, etc. Understand Current State: Why? Informed Decision Making: Align team on common understanding of reality Attention to Detail: Thorough investigation to avoid missing pertinent details Utilization of Resources: Focuses resources to the true problem vs the perceived problem Understand Current State: Process Map Technique used to visually map out workflows and processes. It communicates how a process works in a concise and straightforward way. Make it Visual *Indicate any gaps or failures in the process map. Joe Understand Current State: Process Map Workbook Technique used to visually map out workflows and processes. It communicates how a process works in a concise and straightforward way. Make it Visual *Indicate any gaps or failures in the process map. Joe Understand Current State: 5W2H 1. WHAT is the problem that needs to be solved? 2. WHY is it a problem? (Highlight the pain) 3. WHERE is the problem observed? (Location, products) 4. WHO is impacted? Who is not impacted? (Customers, businesses, departments) 5. WHEN was the problem first observed? 6. HOW is the problem observed? (Symptoms) 7. HOW OFTEN is the problem observed? (Error rate, magnitude, trends) Joe Information-gathering Technique (5W2H) Workbook Problem: What is the problem that needs to be solved? Why is it a problem? (highlight the pain) Where is the problem observed? (location, products) Information-gathering Technique (5W2H) Workbook Who is impacted? Who is not impacted? (customers, businesses, departments) When was the problem first observed? How is the problem observed? (symptoms) How often is the problem observed? (error, rate, magnitude, trend)  Define the Understand Define Detailed Define Root Problem Current State Problem Cause Statement Define a Gather data and Using current Drive down to lingering map the detailed state findings, the true root problem within current state write a detailed cause of the the organization process/event prioritized problem that is occurring problem statement statement Tool: Feedback, Tool: Process Tool: 5-why Alex Scorecard, Map, 5W2H Pareto, etc. “If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem and 5 minutes thinking about solutions.” -Albert Einstein Alex Detailed Problem Statement – Why? Defining a detailed problem statement is essential in problem-solving because it focuses the team on the specific issue that needs to be addressed, setting boundaries for the root cause analysis. Detailed Problem Statement Criteria Clarity Time-Bound Quantifiable Assumptions Clearly and concisely describe the Give context problem and to the Include data its effects Do NOT problem by to help include any setting describe the assumed parameters scope and root causes on the time impact of Focused on or solutions it has been the problem one observed problem, not many Alex Problem Statement Examples: Workbook Activity: Circle the parts of this statement that do not meet the detailed problem statement criteria. INEFFECTIVE PROBLEM STATEMENT Recently, our network has been experiencing intermittent speeds likely due to outdated servers, which is causing delays. We need to migrate all of our databases to the cloud in order to solve these performance issues. Problem Statement Examples: INEFFECTIVE PROBLEM STATEMENT Recently, our network has been experiencing intermittent speeds likely due to outdated servers, which is causing delays. We need to migrate all of our databases to the cloud in order to solve these performance issues. EFFECTIVE PROBLEM STATEMENT In Q4, our network has experienced intermittent speeds during peak hours (9 AM to 11 AM and 2 PM to 4 PM), with average latency increasing from 20ms to 120ms, impacting access to critical applications such as our CRM and file-sharing platforms. Alex Problem Statement Common Pitfalls Vagueness: Generalized statements that fail to include critical details about the problem Lacks Data/Evidence: Statements that do not include objective, quantifiable evidence to support the original claim Solutions-Oriented: Statements that include a call-to-action to alleviate the symptoms of the problem being described Root Cause Presumption: Statements that bypass root- cause analysis and claim the source of the problem is already identified Multiple Problems: Statements that contain more than a single primary issue, related or unrelated Active Perspective: The Problem Statement Problem Statement Pitfall "In Q2, our overall customer satisfaction score decreased by 20%. We believe the drop in score is due to customer support ROOT CAUSE ASSUMPTION team's inability to handle product returns efficiently" "Lately, customers have been complaining VAGUENESS/GENERALIZED more about warranty claims, and it's LACKS DATA/EVIDENCE causing a lot of issues" "Since the end of Q1, our customer response times have seen a 14% increase. We need to implement a new ticketing SOLUTIONING system to streamline our customers queries and reduce response times." Active Perspective: The Problem Statement Problem Statement Pitfall "In Q2, our overall customer satisfaction score decreased by 20%. We believe the drop in score is due to customer support team's inability to handle product returns efficiently" "Lately, customers have been complaining more about warranty claims, and it's causing a lot of issues" "Since the end of Q1, our customer response times have seen a 14% increase. We need to implement a new ticketing system to streamline our customers queries and reduce response times." Workbook Detailed Problem Statement Criteria Clarity Time-Bound Quantifiable Assumptions Clearly and concisely describe the Give context problem and to the Include data its effects Do NOT problem by to help include any setting describe the assumed parameters scope and root causes on the time impact of Focused on or solutions it has been the problem one observed problem, not many Now Your Turn… Alex Detailed Problem Statement Workbook Let’s take a break… 9:05 – 9:15 am  Define the Understand Define Detailed Define Root Problem Current State Problem Cause Statement Define a Gather data and Using current Drive down to lingering map the detailed state findings, the true root problem within current state write a detailed cause of the the organization process/event prioritized problem that is occurring problem statement statement Tool: Feedback, Tool: Process Tool: 5-why Scorecard, Map, 5W2H Pareto, etc. Define Root Cause – Why? Defining the root cause allows the team to focus on solutioning the problem vs the symptom which prevents recurrence in the future. Problem Solving Practice 5-Why Video Questions for Discussion: What was most interesting about the video? What were the key learnings? Define Root Cause – 5-Why Detailed Problem Statement Why is that? … and Why is that? … and Why is that? … and Why is that? … and Why is that? Root Cause to Eliminate Define Root Cause – 5-Why Activity – Answer Key Detailed Problem Statement Mr. Memets’ garden is being damaged. Why is that? Because cats are going into the garden causing damage. … and Why is that? The garden has an infestation of rats. … and Why is that? The garden has cheese in it. … and Why is that? Mr. Memets’ mother has been throwing cheese in the garden daily. Mr. Memets’ mother does not like the smell of the cheese so she throws it … and Why is that? in the garden after he brings it to her for lunch. Mr. Memets’ mother has been throwing cheese into his garden because she does not like the smell, Root Cause to which as resulted in an infestation of rat that has attracted cats that have been damaging his Eliminate garden. Mr. Memet changed brands of cheese to something his mother liked better and she now has Corrective Action stopped throwing the cheese into the garden. Not having cheese in the garden has eliminated the rat infestation along with the cats being around the garden to damage it. Define Root Cause – 5-Why Detailed Problem Statement Why is that? … and Why is that? … and Why is that? … and Why is that? … and Why is that? Now Your Turn… Root Cause to Eliminate Define Root Cause – 5-Why Activity Workbook Detailed Problem Statement Why is that? … and Why is that? … and Why is that? … and Why is that? … and Why is that? Root Cause to Eliminate Corrective Action Framework of Problem Solving Define the Understand Define Define Root Eliminate Implement Problem Current Detailed Cause Root Cause Standard State Problem Work and Statement Verify Elimination of Problem Homework for the Team First Step: Audit the Process Problems usually are caused by outdated and/or poor processes and not individual members. Focus on the processes to get to the root cause of the issue and implement corrective actions to help the members. If process is correct, validate member’s understanding. Functional Application Paul Engstrand, Lean Development Manager Real World Example  Paul Engstrand Outside of Work HNI member since July 2001 Married to my wife Sarah. I enjoy spending time with friends and family, shooting darts, fishing, watching football, canning and gardening. Work Experience Key Competencies Electronics Technician TRW, BM Lean Leadership Machine Tech 1-3 HHT Problem Solving Team Coordinator HHT Business Process Improvement Production Supervisor HHT Servant Leadership Production Manager HHT BPI Manager HHT Education Lean Development Manager HNI BS, Business Admin - Saint Mary’s University of MN Thank You! Questions?  Alex Jumbo Outside of Work HNI member since Apr 2024 Sports (Golf, Tennis, Skiing) Playing music (Bass guitar, keys) PC enthusiast Currently reside in Tulsa, Oklahoma Work Experience Key Competencies BPI Intern CAES Space Systems Lean Training/Coaching Process Improvement Process Analyst Frontgrade Technologies Data Science Lean Development Manager HNI Education BS, Aerospace A&O Oklahoma State University LSS Green Belt Frontgrade Technologies Define the Problem Framework of 01 02 03 04 05 Problem- Define the Identify Generate Implement Verify Solving Problem Causes Solution Solutions Effectiveness Ideas Problem Statement Common Pitfalls Vagueness Lacks Data/Evidence Solutions-Oriented Generalized statements that fail Statements that do not include Statements that include a call-to- to include critical details about objective, quantifiable evidence action to alleviate the symptoms the problem to support the original claim of the problem being described Root Cause Presumption Multiple Problems Statements that bypass root- Statements that contain more cause analysis and claim the than a single primary issue, source of the problem is already related or unrelated identified Alex  Todd Murphy Outside of Work HNI member since May 1995 Married to Buffi with three children, Lauren (23) and twins Kendall and Kaitlyn (21). I enjoy spending time with friends and family, motorsports, football, and relaxing at the beach or lake. Work Experience Key Competencies Production Supervisor Heil Process Improvement Engineer Heil Lean Leadership Manufacturing Engineer HON Problem Solving RCI Manager HON Business Process Improvement Factory Manager HON Servant Leadership Operations Manager HON Plant Manager HON VP & General Manager HON Education VP, Manufacturing HNI BS, Engineering Georgia Tech, Berry College VP, Business Process Improvement HNI MBA Berry College Business Process BPI Model and Resources Improvement Paul Engstrand Ken LaVerdi Alex Jumbo Lean Development Manager Lean Development Manager Lean Development Manager Martin Moreno Todd Murphy Joe Rutz Lean Development Manager Vice President. Managing Director. Business Process Improvement Lean Horizons  Ken LaVerdi Outside of Work HNI member since Apr 2024 Married to Billie Angelina: Freshman at UF Alex: HS Sophomore Currently Reside in Orlando, FL Work Experience Key Competencies Air Weapons Officer US Air Force Leadership Development Process Improvement Management Consultant RLG International Problem Solving Operational Excellence Leader Johnson Controls Education Director of Cont. Improvement Protrans Group MBA University of Arkansas MS SE Oklahoma State Lean Development Manager HNI LSS Black Belt University of Tulsa Learning Objectives & Desired Outcome NEEDS FORMATTING Learning Objectives Familiarize participants to HNI’s problem solving framework Help you understand your role as a leader in PS Discuss and utilize the most common tools Desired Outcomes Develop the mindset for problem-solving Be able to assess problems and employ appropriate steps to begin solutioning. Recognize the resources and supports available Framework of 01 02 03 04 05 Problem- Define the Identify Generate Implement Verify Solving Problem Causes Solution Solutions Effectiveness Ideas  Problem-Solving Framework 1 2 3 Define the Problem Identify Causes Generate Solution Ideas Identify the problem Identify the root-cause Generate potential solutions Implement containment Utilize 5-Whys What does success look like Utilize Level 1-3 Problem Solving Catch ball/ Brainstorming sessions Do we have the right resources, Tools and Tier Board system Tier board process and Problem- capabilities, and funding? Leverage Mi-Ideas and Post-It Solving form too Is it a JDI or is longer-term corrective Activities needed 4 5 Implement Solutions Verify Effectiveness Follow Through Plan, Do, Check, Act Assign owner Audit to ensure solution fixed Determine completion date problem without creation HNI | 63 Clarify expectations of additional issues Prevent reoccurrence Break Problem Statement Outcomes: A GOOD PROBLEM STATEMENT A BAD PROBLEM STATEMENT RESULTS IN… RESULTS IN… Clear & concise communication Collective confusion Total team alignment False starts VS Focused solutions Wasted resources Data-driven decision making Difficulty measuring success The Problem Statement Common Pitfalls Vagueness Lacks Data/Evidence Solutions-Oriented Generalized statements that fail Statements that do not include Statements that include a call-to- to include critical details about objective, quantifiable evidence action to alleviate the symptoms the problem to support the original claim of the problem being described Root Cause Presumption Multiple Problems Statements that bypass root- Statements that contain more cause analysis and claim the than a single primary issue, source of the problem is already related or unrelated identified Functional Application Joe Rutz, Lean Horizons…  Group Activity Remember the Problem Statement Big Rules Break into the groups that were formed during lunch 1. Brevity 2. Specificity Using internal examples, create 1-2 complete 3. Time-Bound problem statements per group 4. Quantifiable Be prepared to reconvene to share examples 5. No Solution/Root Cause Define the Problem: Key Takeaways The problem statement helps pinpoint the specific issue, preventing wasted time and resources on alleviating symptoms rather than the root cause Good and bad problem statements can lead to vastly different outcomes in problem-solving effectiveness, clarity, and actionability  Martin Moreno M Outside of Work HNI member since March 2014 Married to Glenda Martin Alexander: Sophomore at Kirkwood Mateo: 4th Grade I enjoy soccer and watching football Currently Reside in North Liberty, IA Work Experience Key Competencies Plastics Process Supervisor/Safety Pretium Member Engagement Food Safety/Operations Manager Kraft Problem Solving Servant Leadership Safety and Environmental Manager HNI Education Group Leader/Factory Manager HNI AAS Business Management EICC COSS ASC Lean Development Manager HNI Green Belt Six Sigma Kraft Identify Causes Generate Solutions/ Ideas Framework of 01 02 03 04 05 Problem Define the Identify Generate Implement Verify Solving Problem Causes Solution/ Solutions Effectiveness Ideas Fishbone / Cause and Effect / Ishikawa Diagram Practice: Fishbone Problem Solving Practice: Watch and discuss the “How to create cause-and-effect diagrams” YouTube video. Group activity of filling out a Fishbone Diagram for a car engine not being able to start. During this activity we will have more discussion about how to properly use the Fishbone Diagram tool. Questions: What were the key learnings from this activity? Pareto Charts (80/20) Pareto Charts (80/20) CAUTION - A Pareto Chart is not a stand-alone tool for priority setting. For example, the highest What is a Pareto Chart? frequency of errors or problems may not account for the highest cost. You need to determine the A graphic display of data shown in order from priority, keeping the customer in mind. highest to lowest frequency. The Pareto principle states that, for many events, roughly 80% of the effects comes from 20% of the causes. Example: “80% of the downtime comes from 20 percent of problems.” Practice: Pareto Problem Solving Practice: Watch and discuss “How to use Pareto chart” video. Group activity filling out a Pareto chart using provided data. Questions: What were the key learnings from this activity?  Objectives Familiarize participants to HNI’s PS framework Help you understand your role as a leader in PS Discuss and utilize the most common PS tools Learning Understand containment vs. solution Objectives Desired Outcome Develop the mindset for problem-solving Be able to assess problems and employ appropriate steps to begin solutioning. Formulate next steps to bridge learning with teams Recognize the resources and supports available HNI | 80 ALEX Learning Objectives At the end of this session, you will be able to: Understand why properly defining the problem is a critical first step Define the elements of a problem statement Identify common problem statement pitfalls Create a problem statement using internal examples  Defining the Problem “If I had an hour to solve a problem, I’d spend 55 minutes thinking about the problem and 5 minutes thinking about solutions” -Albert Einstein Defining the Problem THE 5 PROBLEM STATEMENT BIG RULES Brevity Specificity Time-Bound Clearly & concisely describe the Be as detailed as necessary to Give context to the problem by problem and its effects without ensure we are solving for one setting parameters on the time it overwhelming the reader problem and not many has been observed Quantifiable No Solution/Root Cause Include data/metric/numeric Do NOT include any potential values to help describe the solutions/root-causes before scope and impact of the executing the full problem- problem solving framework I am completely Defining the Problem omitting this slide as I think it is redundant THE SIGNIFICANCE OF THE PROBLEM STATEMENT and unnecessary/too much academia Deep consideration and understanding of a problem’s scope fosters alignment across teams, effective root cause analysis, and eliminates wasted resources The problem statement facilitates this by providing the reader with a clear and concise description of the problem’s observable impact on the process or business– without jumping to conclusions Defining the Problem THE 5 PRIMARY PROBLEM STATEMENT PITFALLS Vagueness Lacks Data/Evidence Solutions-Oriented Generalized statements that fail Statements that do not include Statements that include a call-to- to include critical details about objective, quantifiable evidence action to alleviate the symptoms the problem to support the original claim of the problem being described Root Cause Presumption Multiple Problems Statements that bypass root- Statements that contain more cause analysis and claim the than a single primary issue, source of the problem is already related or unrelated identified Defining the Problem PROBLEM STATEMENT EXAMPLES NON-ACCEPTABLE PROBLEM STATEMENT Recently, our network has been experiencing intermittent slowness likely due to outdated servers, which is causing delays. We need to migrate all of our databases to the cloud in order to solve these performance issues. ACCEPTABLE PROBLEM STATEMENT In Q4, our network has experienced intermittent slowness during peak hours (9 AM to 11 AM and 2 PM to 4 PM), with average latency increasing from 20ms to 120ms, impacting access to critical applications such as our CRM and file-sharing platforms. Defining the Problem PRACTICE – IDENTIFICATION EXERCISE Problem Statement Pitfall 1. “In Q2, our overall customer satisfaction score decreased by 20%. We believe the drop in score is due to the customer support team’s inability to ROOT CAUSE PRESUMPTION handle product returns efficiently.” 2. “Lately, customers have been complaining more about warranty claims, and it’s causing a lot VAGUENESS/GENERALIZED, LACKS of issues.” DATA/EVIDENCE 3. “Since the end of Q1, our customer response times have seen a 14% increase. We need to implement a new ticketing system to streamline SOLUTIONING our customer queries and reduce response times.” Defining the Problem Activity Instructions Remember the Problem Statement Big Rules Break into the groups that were formed during 1. Brevity lunch 2. Specificity Using internal examples, create 1-2 complete 3. Time-Bound problem statements per group 4. Quantifiable Be prepared to reconvene to share examples 5. No Solution/Root Cause Defining the Problem PROBLEM STATEMENT OUTCOMES A GOOD PROBLEM STATEMENT A BAD PROBLEM STATEMENT RESULTS IN… RESULTS IN… Clear & concise communication Collective confusion Total team alignment False starts VS Focused solutions Wasted resources Data-driven decision making Difficulty measuring success Defining the Problem KEY TAKEAWAYS The problem statement helps pinpoint the specific issue, preventing wasted time and resources on alleviating symptoms rather than the root cause A good problem statement versus a bad problem statement can lead to vastly different outcomes in problem-solving effectiveness, clarity, and actionability Martin  Problem Solving Framework 1 2 3 Define the Problem Identify Causes Generate Solution Ideas Identify the problem Identify the root-cause Generate potential solutions Implement containment Utilize 5-Whys What does success look like Utilize Level 1-3 Problem Solving Catch ball/ Brainstorming sessions Do we have the right resources, Tools and Tier Board system Tier board process and Problem- capabilities, and funding? Leverage Mi-Ideas and Post-It Solving form too Is it a JDI or is longer-term corrective Activities needed 4 5 CHAngerw Implement Solutions Verify Effectiveness Follow Through Plan, Do, Check, Act Assign owner Audit to ensure solution fixed Determine completion date problem without creation HNI | 93 Clarify expectations of additional issues Prevent reoccurrence  Audit the Problems usually are caused by outdated and/or poor processes and not individual members. Process First Focus on the processes to get to the root cause of the issue and implement corrective actions to help the members. If process is correct, validate member’s understanding. HNI | 94  5 Why Root Cause HNI | 95  Learn on Your Own #3 -5 Whys Problem Solving Practice: Watch the video (multiple times if needed) Fill out the 5 WHY form for YouTube example problem Discuss the completed forms Questions: What was most interesting about the video? What were the key learnings? HNI | 96  Example - 5 Why I am having to send too many emails on the same issue. 1.Why do you have to send too many emails for the same issue? Because the initial email did not provide a clear solution or resolution. 2.Why did the initial email not provide a clear solution or resolution? Because it lacked detailed information or instructions. 3.Why did the email lack detailed information or instructions? Because the person who sent it did not have all the necessary information at that time. 4.Why did they not have all the necessary information? Because they were not properly informed or trained on how to handle that specific issue. 5.Why were they not properly informed or trained? Because there was a lack of communication and training within the organization. Solution: To solve the problem of having to send too many emails for the same issue, there should be improved communication and training within the organization. Ensure that employees are properly informed and trained on how to handle different issues, providing them with all necessary information so that initial emails can contain clear solutions or resolutions, reducing the need for multiple follow-up emails. HNI | 97  Example - 5 Why This printer is always breaking down! 1.Why is the printer always breaking down? Because it is old and outdated. 2.Why is the printer old and outdated? Because it has not been replaced or upgraded. 3.Why has the printer not been replaced or upgraded? Because there is no budget allocated for new equipment. 4.Why is there no budget allocated for new equipment? Because the company prioritizes other expenses over investing in new printers. 5.Why does the company prioritize other expenses over investing in new printers? Because they do not see the long-term benefits of having reliable printing equipment. Solution: To solve the problem of the printer always breaking down, it is necessary to allocate a budget for new printers or upgrades. The company should understand and prioritize the long-term benefits of having reliable printing equipment, such as increased productivity and reduced maintenance costs. By investing in newer and more reliable printers, frequent breakdowns can be minimized, improving overall efficiency in printing tasks. HNI | 98 Paul  Fishbone- Cause-Effect Ishikawa Diagram HNI | 100  Practice – Fishbone Problem Solving Practice: Play Video Watch and discuss the “How to create cause-and-effect diagrams” YouTube video. Group activity of filling out a Fishbone Diagram for a car engine not being able to start. During this activity we will have more discussion about how to properly use the Fishbone Diagram tool. Questions: What were the key learnings from this activity? HNI | 101  A graphic display of data shown in order from highest to lowest frequency. The Pareto principle states that, for many events, roughly 80% of the effects comes from 20% of the causes. Example: “80% of the downtime comes from 20 percent of problems.” What is 80 / 20 CAUTION - A Pareto Chart is not a stand-alone tool Pareto Chart ? for priority setting. For example, the highest frequency of errors or problems may not account for the highest cost. You need to determine the priority, keeping the customer in mind. HNI | 102  Practice - 80 / 20 Pareto Problem Solving Practice: Watch and discuss “How to use Pareto chart” video. Group activity filling out a Pareto chart using provided data. Play Video Questions: What were the key learnings from this activity? HNI | 103