How to Carry Out Problem

Solving
Value Chain Competitiveness (VCC)

Version: 2
February 2020

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How to Carry Out Problem Solving BACK Map NEXT

Scope Objectives & Principles

Prerequisites
1. Understand the Gate 2. Apply a Gate
Start problem solving Check problem follow-up Check
approach list process list

3. Apply
Gate
structured
Check
list problem solving
End (8D)

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Scope BACK Map NEXT

This ‘How To’ will enable you to:

• Understand techniques for practical problem solving and develop an approach for
applying them
• Understand and apply a practical problem solving process used to manage the majority
of problems encountered – the problem follow-up process or 3Cs (concern, cause,
countermeasure)
• Understand and apply the 8D process (8 Disciplines)

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Objective and Principles BACK Map NEXT

Level
Definition: A problem is anything that deviates
from the ideal situation or standard Standard
Deviation –
size of the
• Three main factors to consider: problem
• The standard Actual
• The deviation away from the standard
• Time elapsed (for history / trend)
Time

• Problem solving is about logically and • Effective problem solving is only finished when we
methodically analysing the process, can:
evidence and behaviours to: • conclusively prove the causes that we have
• protect the customer and downstream identified
areas from further escapes • demonstrate that we have delivered a sustained
• isolate non-compliance fix
• determine the root cause of problems (& • implement the fix in all similar products and
escapes) and fix it permanently processes required
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Objective and Principles BACK Map NEXT

‘Standard’ approach Problem description

Problem definition (5W&1H)

Grasp the
situation /
understand
Locate area / Point of Cause (POC)
the problem
Implement Containment

Establish Direct Cause

Investigate and (5 Whys / 7Ms)

countermeasure Determine Root Cause

(MUST address root cause)

Countermeasure

Follow-up / monitor / close

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Prerequisites BACK Map NEXT

Knowledge:
• Existing problem solving activities

Commitment:
• Buy-in from the team (including the support team) to establish a problem solving
process, and to support its effective operation

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1. Understand the problem solving BACK Map NEXT
approach
Understand problem solving approaches
• The visual management system should allow
problems to be highlighted and dealt with
immediately, in “real time”
• The responsibilities should be clear and visual
showing when to solve problems, when to
escalate problems and how to respond to
problem escalation
• The environment and leadership support
should enable all employees to have a basic
capability to solve problems using a
structured approach

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1. Understand the problem solving BACK Map NEXT
approach
Understand problem solving approaches
Risk impact of
• There are numerous approaches to Complexity failure
problem solving considering
complexity, time to complete analysis, Six Sigma
projects (belts)
and risk impact of failure
• The majority of problems can be 8D Problem
solved with a simple Solving
Concern/Cause/Countermeasure Visual
(3Cs) process and a structured management
problem solving methodology (eg. 8D 3Cs
process) Intuition /
discussion with
expert

Time to complete
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Gate checklist 1: Understand the problem BACK Map NEXT
solving approach
 Team visual management includes problem solving to manage issues

 The problem solving process is defined and managed, including

 Responsibilities

 Escalation

 Leadership support

 The problem solving approach is understood and chosen techniques selected for application

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2. Apply a problem follow-up process BACK Map NEXT

Applying the 3Cs – Concern, Cause, Countermeasure

• A 3C sheet is a key visual
management tool that helps to
share and clearly communicate
problem volume and status

• The problem follow-up sheet

enables anyone to raise a
problem, follow a structured
process and share progress
towards problem resolution

Concern Cause Countermeasure

• Identify the concern • Find the root cause of the concern • Identify and implement actions that
• Implement any containment actions permanently address the root cause

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2. Apply a problem follow-up process BACK Map NEXT

Applying the 3Cs – Concern, Cause, Countermeasure

The unique identifier gives The problem Concern: The sheet title box
an idea of the volume of keep it simple and use provides
problems raised. The date facts and data. Use Ws traceability to the
shows how long a problem and 1 H where individual and the
has been open. Raiser id - appropriate (what, where, related problem
for further information. who, why, when, how). activity.

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2. Apply a problem follow-up process BACK Map NEXT

Applying the 3Cs – Concern, Cause, Countermeasure

The problem Cause: describe The problem Countermeasure: The Status

counterme tracks the
the root cause if known. A risk describe the root cause if known.
asure ‘who’ problem to
containment may also be A risk containment may also be
and ‘when’ closure,
required. Root cause analysis required. Root cause analysis
is agreed confirmed
techniques may include the use techniques may include the use
(not by the
of a fishbone (or Ishikawa) of a fishbone (or Ishikawa)
allocated). raiser of the
diagram or a ‘5 Whys’ approach. diagram or a ‘5 Whys’ approach.
problem.

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2. Apply a problem follow-up process BACK Map NEXT

Applying the 3Cs – Concern, Cause, Countermeasure

• Regular reviews should be held to confirm progress,
share status and take action where required

• Wherever possible, problems and concerns should be

solved by the local team

• In some cases, for example repeat concerns, more help

may be required

• An escalation process should be implemented to enable

support to be allocated to overcome more difficult issues

• The 3C process is a great tool for recording, visualising

and solving problems to continuously improve
Single 3C strips can be separated
performance
to be worked on by individuals or
teams
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Gate checklist 2: Apply a problem follow- BACK Map NEXT
up process
 The problem follow-up process is understood by all

 The principles of the 3C sheet are incorporated into the applied follow-up process

 The problem follow-up process is being managed, with

 Regular reviews taking place within local team

 Escalation being supported

 Root cause issues are being resolved

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3. Apply structured problem solving (8D) BACK Map NEXT

Plan-Do-Check-Act thinking through the 8 disciplined steps (8D)

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3. Apply structured problem solving (8D) BACK Map NEXT

8D problem solving report ‘on a single page’

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3. Apply structured problem solving (8D) BACK Map NEXT

0: Implement immediate containment and 1: Form the team

prepare • Identify key stakeholders & develop a
• Define initial problem symptoms communication plan
• Engage stakeholders • Identify team members
• Review problem type history • Full time / part time
• Have we seen it before? • Sponsor / investigation owner / coach
• Is emergency action necessary? • Develop top level plan
• Is an 8D appropriate?

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3. Apply structured problem solving (8D) BACK Map NEXT

2: Define the Problem 3: Develop containment action

• Describe the problem • Protect the customer and your company
• What, where, who, why, when and how? • Evaluate the risk
(5Ws & 1H) • Contain – Locate, Check, Sentence, Record
• Establish objectives • Maintain the supply chain
• Build a timeline of events • Read across
• Define boundaries Graphs & control sheets
• What extent of the value stream is involved? Pareto diagrams
Check sheets
• Collect and analyse data Scatter diagram Stratification
• Decisions based on facts Histogram Cause & effect (fishbone) diagrams
• Use 7 Quality tools (break down the problem)
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3. Apply structured problem solving (8D) BACK Map NEXT

Establish the Point of Cause (POC)

Process 5 Process 6 Process 7 Problem!

Can we see the

Yes Yes Yes
problem here?
Process 4

Yes
Process 3 Process 2 Process 1

Yes No No

Point of cause?

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3. Apply structured problem solving (8D) BACK Map NEXT

Grasp the situation using ‘5Ws & 1H’

• To understand and communicate the problem effectively, use the 5Ws & 1H tools:

➢ What?
➢ Where?
➢ Who?
➢ Why?
➢ When?
➢ How?

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3. Apply structured problem solving (8D) BACK Map NEXT

4: Identify and Verify Root Cause 5: Identify Corrective Action

• Identify possible causes • Develop possible solutions
• Escape • Escape
• Problem • Problem
• Management system failure • Management system failure
• Evaluate them • Evaluate solutions
• Verify them • Best effectiveness / time / cost balance
• Check for multiple causes • Verify actions address all the causes

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‘5 Whys’ Root Cause Analysis (RCA)

How many times do you ask why?
• Until you establish the Root Cause of the problem
The Root Cause:
• Rarely obvious
• Established theory may be tested by switching the problem on and off
Containment:
• Often countermeasures cannot be implemented immediately; a containment action will
be required
• Implement on the spot to prevent the abnormal occurrence, maintaining the required
Customer requirement rate
• A containment must never be interpreted as a countermeasure! Implement with an
agreed target closure date, and follow-up with frequent progress / status reviews.

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3. Apply structured problem solving (8D) BACK Map NEXT

Taiichi Ohno’s ‘5 Whys’ example

Problem: Robot stops operating suddenly
1st Why: Why did it stop?
No power as the fuse melted…
2nd Why: Why did the fuse melt?
Current draw was too high for the fuse which overloaded…
3rd Why: Why did it overload?
Excessive friction through inadequate bearing lubrication…
4th Why: Why was the lubrication inadequate?
The oil pump was not drawing enough oil…
5th Why: Why was the oil pump not drawing enough oil?
The pump shaft was worn…
6th Why: Why was the pump shaft worn?
The oil was contaminated with abrasive particles…
7th Why: Why was the oil contaminated?
No oil filter on the intake pump…
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3. Apply structured problem solving (8D) BACK Map NEXT

7Ms Root Cause Analysis (RCA)

Fishbone/Ishikawa Diagram

• Causal factor – removal may reduce the risk of a problematic outcome but won’t remove it with any certainty
• Root cause – removal / countermeasure will prevent a problem occurring
• Addressing a causal factor instead of the root cause does not solve the problem, so we need to determine the problem
root cause through Root Cause Analysis

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3. Apply structured problem solving (8D) BACK Map NEXT

6: Implement Corrective Action 7: Define and plan Preventative action

• Project management • Identify opportunities for similar problems
• Plan • Look for systematic causes
• Timing • Identify changes, reinforcements &
• RACI (responsible, accountable, consulted, improvements
informed) • Develop and implement action plans
• Remove containment
• Validate that actions do what they should 8: Recognise the team
• Document the investigation
• Look at lessons learnt
• Recognise the team effort / celebrate
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Gate checklist 3: Apply structured problem BACK Map
solving (8D)
 A structured problem solving process is understood by all

 Appropriate training of structured problem solving has taken place (incl. the 7 quality tools)

 The principles of the 8 Disciplines are incorporated into the applied process

 The structured problem solving process is being managed, with

 Regular reviews of status and process effectiveness

 Escalation being supported

 Root cause issues are being resolved

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