Introduction

INTRODUCTION TO
PROBLEM

PS Tools
PROBLEM SOLVING
Simulation

Practice

Wrap-up

Date
Location

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 1
 BALANCING
NAILS

Introduction In your teams:

PROBLEM  Can you balance one nail
PS Tools
on the head of the nail
hammered into the wood?
Simulation
 Can you balance two nails on the head of the nail
Practice
hammered into the wood? (at the same time etc. etc
Wrap-up - there is no trick in this!)
 Make an estimate in your team
as to how many nails you
can balance at once
 Demonstrate it

 Can you balance 30 nails???

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 2
 INTRODUCTION TO
PROBLEM SOLVING

Introduction Objectives:
PROBLEM  To understand the need for a problem solving
PS Tools
methodology and problem solving tools
Simulation  To understand the steps of the PROBLEM approach
and the tools and disciplines that support these
Practice
 To be able to apply the approach to real problems
Wrap-up
 To be able to select and apply the appropriate
problem solving tool for the task in hand
 To know how we can develop our problem solving
skills beyond this training session
 To have fun

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 3
 INTRODUCTION TO
PROBLEM SOLVING

Introduction Agenda:
PROBLEM  Introduction
PS Tools  Problem solving approach (review of pre-reading)
Simulation  Problem solving tools
Practice

Wrap-up  Process simulation

 Working through the stages of improvement

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 4
 SYNDICATE BRIEF

Introduction In your syndicates, consider the following

PROBLEM
questions:
PS Tools
 What are the criteria for choosing to use a
disciplined Problem Solving approach – what are
Simulation
the characteristics of the situations where it would
Practice be beneficial?
Wrap-up  What would be the benefits of applying PS approach
in these situations? Why would we bother?
You have 30 minutes for the syndicate
Be prepared to feed back your answers

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 5
 WHY DO IMPROVEMENTS FAIL?

Introduction Think back to improvement initiatives that you

PROBLEM
have been involved in or subject to in the past.
PS Tools

Simulation What examples have you seen of shortcomings?

Practice

Wrap-up Exercise 3: Past Experience

Exercise 3: Past Experience
Review your personal experience of what you have observed of
Review Solving
Problem your personal experience
and Change. Whatofsorts
whatofyou havedo
things observed
you thinkof
Problem
have goneSolving andless
wrong (or Change. What
than well) in sorts of things
the way things do youdone?
were think
have gone wrong (or less than well) in the way things were done?

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 6
 WHY DO IMPROVEMENTS FAIL?
Some examples from our experience:
 Different departments saw the problem
Introduction
differently
PROBLEM
 People leap to solutions rather than identify
PS Tools the real issue - symptoms instead of root cause
Simulation  Solutions are adopted before their
Practice implications are fully considered
Wrap-up  Once the ‘fire’ has stopped blazing people
think that the problem is solved
 The solution implementation isn’t properly
managed
 Nobody notices that the solution isn’t
actually working properly
 When the focus shifts elsewhere, things drift
Problem Solving back to how they were
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 7
 A DISCIPLINED APPROACH

Introduction Wouldn’t it be nice if we could be sure that all of

PROBLEM
that could never happen
PS Tools
We could then trust all sorts of people to solve
Simulation
their own problems!
Practice

Wrap-up

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 8
 A Clear Process to Address Common
Examples of Why Improvements Fail
Deficiencies - Step by Step
 Different
Ensure everybody
departments
has a shared
saw the problem
Introduction
viewdifferently
of the problem or issue Profile
PROBLEM
Focus in identifying
 People the real rather than identify
leap to solutions
PS Tools cause
the before leaping to solutions
real issue Root Cause
Simulation Ensure a range
 Solutions areofadopted
possiblebefore their
Practice solutions is considered
implications are fully considered Options
Wrap-up  Oncequick
Balance the ‘fire’
fixeshas stopped
with longerblazing people
term improvement plans is solved Balance
think that the problem
 The that
Ensure solution implementation isn’t properly
the implementation
is properly managed as a project Launch
managed
 Nobody
Ensure notices that
the solution the solution isn’t
is evaluated
andactually
its effectiveness monitored Evaluate
working properly
Bolt the solution
 When the focusintoshifts
the day-to-
elsewhere, things
daydrift
management routines Maintain
Problem Solving back to how they were
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 9
 PROBLEM SOLVING PROCESS

Introduction Profile Collect

PROBLEM
Root Cause Data
PS Tools

Simulation Options
Practice
Balance
Wrap-up
Launch
Evaluate
Measure Maintain
Problem Not “idea” or “solution”
Solving Not avoiding or quick-fix
Problem Solving Process Not ad-hoc or as the wind blows
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 10
 Profile Collect
PROFILE Root Cause Data
Options
Balance
Introduction Launch
PROBLEM Evaluate
PS Tools Measure Maintain
Simulation

Practice

Wrap-up What exactly is the situation we

want to improve?
How do we know if we have a
problem?
What happens at the moment?
How will we know if we’ve made
any improvement?
Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 11
 Profile Collect
ROOT CAUSE Root Cause Data
Options
Balance
Introduction Launch
PROBLEM Evaluate
PS Tools Measure Maintain
Simulation

Practice

Wrap-up What could the possible root

causes be?
 Opening up our thinking
Based on what we know, which are
the most probable root causes?
 Closing down to a conclusion

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 12
 Profile Collect
OPTIONS Root Cause Data
Options
Balance
Introduction Launch
PROBLEM Evaluate
PS Tools Measure Maintain
Simulation

Practice

Wrap-up What are the possible solutions we

could adopt?
 Creativity techniques
 Literature survey, Benchmarking
 Discussion groups, Visits
Do they cover the short term and
the long term?
Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 13
 Profile Collect
BALANCE Root Cause Data
Options
Balance
Introduction Launch
PROBLEM Evaluate
PS Tools Measure Maintain
Simulation

Practice

Wrap-up Which solution are we going to

implement?
What short-term measures should
we consider?
How will we put the solution in
place?

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 14
 Profile Collect
LAUNCH Root Cause Data
Options
Balance
Introduction Launch
PROBLEM Evaluate
PS Tools Measure Maintain
Simulation

Practice

Wrap-up How will we manage the

implementation?
How will we ensure the quality of
the solution?

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 15
 Profile Collect
EVALUATE Root Cause Data
Options
Balance
Introduction Launch
PROBLEM Evaluate
PS Tools Measure Maintain
Simulation

Practice

Wrap-up How do we make sure we know we

have improved the situation?
How do we improve our own
approach in these improvement
activities?

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 16
 Profile Collect
MAINTAIN Root Cause Data
Options
Balance
Introduction Launch
PROBLEM Evaluate
PS Tools Measure Maintain
Simulation

Practice

Wrap-up How do ensure a ‘permanent fix’?

How do we make sure others know
of our success?

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 17
 Profile Collect
DATA/MEASURE Root Cause Data
Options
Balance
Introduction Launch
PROBLEM Evaluate
PS Tools Measure Maintain
Simulation

Practice

Wrap-up And most important of all…

Get the FACTS!

In God we trust, all others bring

data!

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 18
 DIFFERENCES IN APPROACHES
TO PROBLEM SOLVING

Introduction

PROBLEM

PS Tools
Time ‘traditional’ problem solving
and
Simulation effort
spent
Practice

Wrap-up

The P.R.O.B.L.E.M. approach

PROBLEM SOLVING STAGES

Definition Investigation Solution Implementation Living with it

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 19
 TRADITIONAL APPROACH TO
PROBLEM SOLVING?
Start Yes
Introduction No
Does it Did you mess
PROBLEM work? about with it?
Don’t
PS Tools mess Did any one you are
You idiot! responsible for mess
about
Simulation with it about with it?
Does anyone know you
Practice messed about with it?
Nail him!
Wrap-up Will you catch a
You’re an even rocket anyway?
bigger idiot!

Can it be fixed
You’re in You’re in deep
before your
luck - Fix it doo-doo! Dump it
boss finds out?
in the
skip
Will you
Hide it Resign?
You’re Resign
sacked
End
Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 20
 REVIEW OF PRE-READING Whirlwind
tour rather
than long
discussion
Introduction

PROBLEM

PS Tools Profile Collect

Simulation Root Cause Data
Practice Options
Wrap-up Balance
Launch
Evaluate
Measure Maintain

How did you get on?

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 21
 Profile Collect
Root Cause Data
PROFILE Options
Balance
Launch
Evaluate
Measure Maintain
Introduction Objective
PROBLEM  To arrive at a clear definition of a workable and
PS Tools
owned problem, which everyone involved
understands and is based on hard facts
Simulation
Output
Practice
 A statement of the situation as it is now and of the
Wrap-up
situation as it will be when the problem has been
resolved. A clearly identified problem owner and
quantification of the impact of resolving the problem
Exercise 4
Process
Exercise 5
 Identify the detail of the problem area/process
Quote
/people; current output; problem owner;
flowcharting; measures; quantification of benefit.
Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 22
 Profile Collect
Root Cause Data
ROOT CAUSES Options
Balance
Launch
Evaluate
Measure Maintain
Introduction Objective
PROBLEM  To establish the most probable root cause of the
PS Tools
whole problem, as opposed to identifying and
dealing with symptoms
Simulation
Output
Practice
 A cause, or group of causes, which can be shown by
Wrap-up
data to be the most likely real cause of the problem
Process
 Wide range of potential root causes - ‘opening up’.
Exercise 6  Potential causes analysed and verified with data
Quote to establish the most probable cause or causes

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 23
 Profile Collect
Root Cause Data
OPTIONS Options
Balance
Launch
Evaluate
Measure Maintain
Introduction Objective
PROBLEM  To identify a range of possible solutions which
PS Tools
would eliminate the chosen root cause or causes,
and which reflect an understanding of best practice.
Simulation
Output
Practice
 A list of possible solutions to the problem.
Wrap-up
Process
 Brainstorming sessions; use of creative design
Exercise 7 tools; literature survey; visiting companies with
Exercise 8
similar processes; canvassing opinions of others
Quote  Options as to how the solution will be implemented,
or whether there needs to be a long-term ‘ideal’
Problem Solving
solution in conjunction with a short-term ‘fix’.
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 24
 Profile Collect
Root Cause Data
BALANCE Options
Balance
Launch
Evaluate
Measure Maintain
Introduction Objective
PROBLEM  To develop a comprehensive, efficient and detailed
PS Tools
solution to the problem being addressed.
Simulation Output
Practice  A complete solution, possibly with an associated
Wrap-up
short-term fix, & associated implementation plans.
Process
 Gathering and using data to weigh up which solution
to implement; interim short-term measures; means
Exercise 9
of implementation; forward plan (training;
Quote
communication; pilot; changes to procedures/
manuals; purchased items); flowchart of ‘new’
process.
Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 25
 Profile Collect
Root Cause Data
LAUNCH Options
Balance
Launch
Evaluate
Measure Maintain
Introduction Objective
PROBLEM  To ensure that the implementation of the chosen
PS Tools
solution is adequately resourced, & runs to plan.
Simulation Output
Practice  The solution implemented with minimum
Wrap-up
disruption.
Process
 Executing implementation plan, including any
preparation and purchasing activity; clearly defined
Exercise 10
owners; plotting progress against activities and
Quote
milestones; analysing deviations; correction of
progress issues; piloting solution; ensuring quality of
the solution; change management
Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 26
 Profile Collect
Root Cause Data
EVALUATE Options
Balance
Launch
Evaluate
Measure Maintain
Introduction Objective
PROBLEM  To establish whether or not the chosen solution
PS Tools
has eliminated the root cause of the problem.
To review and improve the teams performance.
Simulation
Output
Practice
 Data against specific measures to identify change
Wrap-up
of process output. Learning points for the team,
individuals and the problem solving process itself.
Process
Exercise 11
 Planned schedule of regular measurement;
Quote
presentation and display of data
 Review meeting; recommendations to amend the
Problem Solving
process.
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 27
 Profile Collect
Root Cause Data
MAINTAIN Options
Balance
Launch
Evaluate
Measure Maintain
Introduction Objective
PROBLEM  To ensure that the implemented solution becomes
PS Tools
the new way of working and that the problem, as
defined, remains permanently fixed
Simulation
Output
Practice
 A new set of standard operating procedures and,
Wrap-up
where relevant, a training and/or communication
plan.
Process
Exercise 12
 Re-writing procedures, standards and guidelines;
Quote
training and education; measurement re-
established; targets set for improvement;
Problem Solving
 Communication; recognition.
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 28
 CONTINUOUS IMPROVEMENT

Introduction
Exercise 2: Continuous Improvement
PROBLEM
How do you see Continuous Improvement as differing from Problem
PS Tools Solving?
Simulation

Practice

Wrap-up Why do we want to generate “a continuous supply of problems”?

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 29
 PROBLEM SOLVING AND
PROCESS IMPROVEMENT

Introduction Process Improvement

PROBLEM  Establishing the need for higher performance
PS Tools  Understanding current performance
Simulation  Setting in place the means to increase it
Practice Starts with a desire
Wrap-up Two sides of
the same coin
Problem Solving
 Stating the difference between expectations & reality
 Understanding the real reasons for this difference
 Addressing those reasons
Starts with a regret
Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 30
 PROBLEM SOLVING AND
PROCESS IMPROVEMENT
Customer
Introduction Company targets
needs and
expectations and objectives
PROBLEM

PS Tools

Simulation

Practice
Profile Collect
Root Cause Data
Wrap-up Options
Balance
Launch
Evaluate
Measure Maintain
Research & Analysis Benchmarking & Design

Current Process
Performance
Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 31
 PROBLEM SOLVING AND
PROCESS IMPROVEMENT

Introduction Start
PROBLEM

PS Tools Is
Increase the No
Simulation there a
target
Practice gap?
Yes
Wrap-up
Solve the
problem

Compare
performance
against target So how do
we stop?
Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 32
 CONTINUOUS IMPROVEMENT

Introduction

PROBLEM
"Some men see things as they
PS Tools are and say why? I dream things
Simulation that never were and say 'Why
Practice not?'”
Wrap-up Robert F Kennedy, American Politician
"All progress is based upon a
universal innate desire on the
part of every organism to live
beyond its income.”
Samuel Butler, English Novelist

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 33
 TEAMWORK

Introduction
Exercise 1: When to use teamwork
PROBLEM
Which of the following tasks lend themselves to being addressed by
PS Tools a team, and which to being addressed by an individual?
Team Individual Either/Both
Simulation
 Developing a new way of working
Practice
 Calculating the cost of overtime
Wrap-up  Resolving a customer complaint
 Improving department performance
 Implementing a policy change
 Reviewing an individuals work

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 34
 PROBLEM SOLVING TEAM ROLES

PROBLEM OWNER TEAM LEADER TEAM MEMBER FACILITATOR

Introduction The Team's stay close to share objectives The Team's
Customer customer of the team Guide
PROBLEM
describe the ensure team own enthusiastic of guardian of
PS Tools problem clearly project objectives team activities ‘PROBLEM’
agree problem motivate the team openly voice process
Simulation with team leader ideas/concerns maintain process
keep team to
remain engaged (‘PROBLEM’) support team emphasis
Practice
and involved process and its decisions provide teaching/
Wrap-up ensure that: ensure team question the training
resources members execute process develop process
available; conflict roles constructively skills of team
resolved validate measure/maintain conform to provide feedback
process and momentum process and coaching
outcomes
resolve difficulties practice and ensure team
accept final develop skills aware of issues/
solution develop team
members self-monitor & problems
support and improve develop company
champion work toward
support team approach to
implementation facilitation
development projects
Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 35
 Review Point Level 0 Level 1 Level 2 Level 3
Understanding/ Little reference Main conclusions The implications of The team built a
involving the was made to the and decisions were decisions were close relationship
customer customer of the considered against checked with the and excellent
process of his/her their implications customer in person understanding of
situation on the customer wherever possible the customer
Clarity of what we Meetings were The overall goal of Team objectives The team was
were doing and often confused or the team was clear and process were unanimous and
Introduction how started with but some clear and agreed at enthusiastic on
unclear objectives confusion occurred every point of the what was to be
PROBLEM and agenda around the details process. done and how.
Teamwork and Conflict arose often Conflict did occur Team members The team had an
PS Tools mutual support and was not fully but the team were good at energy of its own,
resolved. Members endeavoured to supporting and which ensured
Simulation were unsupportive explore & resolve it involving the whole mutual support and
and withdrawn. constructively team. commitment.
Practice Disciplined use of The team did not Some tools and Tools and The team made full
process and tools use tools and techniques were techniques were and objective use
Wrap-up techniques to used, but often in used to reach the of the proposed
reach their an undisciplined major decisions. tools/techniques to
conclusions manner. reach conclusions
Seeking real data, Little was done to Key pieces of data Current data and The team made full
facts & check conclusions were checked but information was use of all available
information with facts and data the focus was gathered directly data sources incl.
gathered from the largely on what is from the process & literature survey
process. easily available from other sources and benchmarking
Reviewing and No attempt has Some learning Team periodically Team regularly
improving our been made to points have been reviews its learns from its
approach review and considered and performance and performance &
improve our applied, but largely makes changes to how it has changed
approach. ad-hoc. its approach its approach
Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 36
 REVIEW

Introduction
Exercise 13: Reviewing teamwork
PROBLEM
Using the table from section 4.2, and thinking back to your most
PS Tools recent involvement in a team, how did they fare on the following:
0 1 2 3
Simulation
Understanding/involving the customer?
Practice
Clarity of what we were doing and how?
Wrap-up Teamwork and mutual support?
Disciplined use of process and tools?
Seeking real data, facts & information?
Reviewing and improving our approach?

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 37
 TEAMWORK

Introduction

PROBLEM

PS Tools
"Revolutions need directions
Simulation and exemplary leadership, but
Practice not heroes. Heroes subvert the
Wrap-up
fact that change comes about by
lots of people taking action”
Bill Harris, American Radical 1976

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 38
 THE DISCIPLINES OF THE
PROBLEM SOLVING PROCESS

Introduction
Checklists:
PROBLEM  State what has been addressed & what has not

PS Tools
 Provides an opportunity for the team to review
their work
Simulation CHECKLIST
IC TRAINING PROFILE (Step 1)
 Formalises
Project:
Questions: Points to Consider Relevant? Done?

Practice Consulting
Have we reviewed the following sources of information: process performance data; customer

milestone
What is the situation
Practice -2
we want toBlock
improve?
IC4
information/ feedback; cost of quality information; internal Service Level Agreements; previous
problem solving actions?
Yes / No 
How do we know if Has data been used to show the need for improvement, and has the need for improvement been

Wrap-up review points we’veIntroduction

got a problem?
defined in clear quantifiable terms?
Is there a ‘customer related’ reason for looking at this issue?
Yes / No
Yes / No


Have we understood the customer’s requirements clearly in our own terms, and have we validated
Development our specifications for the output against these? Yes / No 
(gates) Coaching
Have we checked whether the measures we are using are the same as the ones the ‘customer’ of the
process uses to know whether it is working or not?
Have we understood the current process in detail by flowcharting what actually happens?
Yes / No
Yes / No


What happens at the
Interventions
moment? Have we included all the inputs to the process, from whatever source? Yes / No 
 Ensures Do we fully understand the ‘who, what, where, when and how’ of the process? Do we know who does
each step of the process? Yes / No 
Prob. solving Have we checked the flowchart with everyone involved in the process? Yes / No 
Have we checked throughout the whole flowchart for any other (overt and covert) measures of its

common PS Exercise
Wrap-up
performance?
Do we fully understand the measures that are being used to assess the process performance? (are
they the best ones?)
Yes / No

Yes / No 

understanding Do we know and understand all the measures used, both by those doing the task & by the customer? Yes / No

Sign off: Step Review: Score Tools Used?

Understanding/involving the customer 0 1 2 3

between ____________________
Team Leader
Clarity of what we were doing and how
Teamwork and mutual support
0
0
1
1
2
2
3
3
 Flowcharting
 Interviews
 Questionnaires Profile

interested ____________________ Disciplined use of process and tools 0 1 2 3 Collect

Data
 Problem Profile Sheet
Root Cause
Options
Problem Owner Seeking real data, facts & information 0 1 2 3 Balance

Reviewing and improving our approach 0 1 2 3

 Action planning Launch
Evaluate
____________________  Cost Benefit analysis
parties
Measure Maintain

Facilitator Date step completed ___/___/__ © Tesseract Management Systems

© Tesseract Management Systems / te_ic_43.ppt / 16 Apr 98 - 24
Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 39
 EXPECTATIONS OF THE
PROBLEM SOLVING PROCESS

Introduction

PROBLEM
The Hope
PS Tools

Simulation Success
Practice Results
Wrap-up

Time

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 40
 EXPECTATIONS OF THE
PROBLEM SOLVING PROCESS

Introduction
The Reality
PROBLEM
(without Owner
PS Tools
discipline) Expect’n
Simulation

Practice Results
Wrap-up
Team
Result

Time

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 41
 EXPECTATIONS OF THE
PROBLEM SOLVING PROCESS

Introduction

PROBLEM The Reality

PS Tools (with discipline)
Simulation Success
Practice Results 7
Wrap-up
6
5
4
2 3
1
Time

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 42
 PROBLEM SOLVING TOOLS

Introduction People Equipment

What of the standard
PROBLEM
Children
Lodger

Type of
Aged

UHF Cable
Fine Tuning

Dying picture tube

problem solving
Complaint Tally Total
VHF
Bad TV picture
tools can you name?
PS Tools
Interference
(blender) GROUP
Station
Product Defect Buildings Distance
14 DECISION

Power Other
Source Stations
Service Geography
6
Simulation
PRESENT TO
Building Signal Hills MANAGING
DIRECTOR

30
Billing Error 2 GET NEW
INFORMATION

Shipping Error YES

8 APPROVAL

Practice
MAYBE

20 Totals
40
30
WRITE NEW
PROCEDURE
END OF
NO
The best problem
Wrap-up 10
Current
Situation
Desired
30
Situation
TRAIN
PROJECT

solving tools are

Simple
Description
of the
Problem
0
20
MONEY
MONITOR
PROGRESS

EQUIPMENT
usually:
A B C D E F G H Lower

 Simple
Who is Insurance
Affected?
10
__________ Upkeep Lower Effect
Vehicles
When Does it Rent
Occur? __________
Cost of 30Protected Parking
Moving
Where Does __________ MOVE
Criteria CostOFFICE
Time R.O.I. Total

 Flipchart based
it Occur?
0 Private work
Closer Aesthetics

Quantification Alternatives More rooms

B G A D H C E20F Customers

Work
Meetings More Wheel Chair
how much? Disrupted
4 Space Easier Access
how many? Buy press 4Processing
1 9

2Activity \ Wk No.
10 12PEOPLE13 14 15 16 17
METHODS
Recondition 3 3 8

Do nothing 2 1
Buy Machine
4 Install7 Machine
0
Suspected Cause Why?
Contract out 1 2 3 Test Systems
6
5 10 15 20 25 30
Write Procedures
Train Users

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 43
 TOOLS FOR PROBLEM SOLVING

Introduction BRAINSTORMING Children

People

Lodger
Aged
Equipment

Fine Tuning
UHF Cable
Dying picture tube

VHF

PROBLEM
Bad TV picture

CAUSE & EFFECT

Interference
(blender) Station
Buildings Distance

Power Other
Source Stations Geography
Type of
Building Signal Hills
Complaint Tally Total

PS Tools
CHECKSHEETS
Product Defect 14 GROUP
DECISION

Service 6
PRESENT TO
Billing Error 2 MANAGING
DIRECTOR GET NEW
INFORMATION

Simulation
Shipping Error 8
YES APPROVAL MAYBE

30

FLOWCHARTS
Totals WRITE NEW NO
PROCEDURE
END OF
PROJECT
TRAIN

Practice
MONITOR
30 PROGRESS

20

10
GRAPHS/RUN-CHARTS 40

Wrap-up 30

PARETO DIAGRAM
0
A B C D E F G H
20

Current Desired
Situation Situation
10

PROBLEM DEF’ SHEET

Simple
Description
of the
Problem

0
Who is B G A D H C E F
Affected? __________
When Does it
Occur? __________

Where Does
it Occur?
__________
Effect
30
Quantification

how much?
how many?
SCATTER DIAGRAM 20

MONEY EQUIPMENT 10

SOLUTION EFFECT DIA.

Lower
Insurance
Upkeep Lower Vehicles Suspected Cause
Rent
Cost of Protected Parking
0
MOVE
Moving
5 10 15 20 25 30
OFFICE
Closer Aesthetics
Private work Customers
More rooms
Work
Meetings More Wheel Chair
Disrupted
Space Easier Access

SOLUTION MATRIX
Processing Criteria Cost Time R.O.I. Total

METHODS PEOPLE
Alternatives

Buy press 4 4 1 9

Recondition
Activity \ Wk No.12 13 14 15 16 17 3 3 2 8

Buy Machine Do nothing 2 1 4 7

Install Machine
Test Systems
Write Procedures
Train Users
GANTT CHART Contract out 1 2 3 6

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 44
 TOOLS AND Name _______________________
TECHNIQUES Little or no Can use tool Can coach
INVENTORY knowledge With help Without help others

BRAINSTORMING
Introduction People Equipment

Children Aged
Lodger Fine Tuning
UHF Cable
Dying picture tube

CAUSE
PROBLEM & EFFECT
VHF
Bad TV picture
Interference
(blender) Station
Buildings Distance
Power Other
Source Stations Geography
Building Signal Hills

Type of
Complaint Tally Total

CHECKSHEETS
PS Tools GROUP
DECISION

PRESENT TO
MANAGING
Product Defect
Service
Billing Error
Shipping Error
14
6
2
8
DIRECTOR GET NEW
INFORMATION
Totals 30

FLOWCHARTS
YES APPROVAL MAYBE

Simulation
WRITE NEW NO
PROCEDURE
END OF
PROJECT
TRAIN

MONITOR
PROGRESS

30

Practice
GRAPHS/RUN-CHARTS 20

10

40 0 ABCDEFGH

Wrap-up
30

PARETO DIAGRAM 20
10
0 BG AD HC E F
Sim
Current
Situation
Desired
Situation
Descripti
ple

PROBLEM DEF’ SHEET

of
on
Probl
the
em
Who
Affecte
is __________
d?
When
Occu __________
Does it
r?
Where __________
it
Does
Occur
?
Quantification

Effect how
how
much?
30 many?

SCATTER DIAGRAM
20
10
Suspected Cause
0
5 10 15 20 25 30
MONEY EQUIPMENT

SOLUTION EFFECT DIA.

Lower
Insurance
Upkeep Lower Vehicles
Rent
Cost of Protected Parking
MOVE Moving
OFFICE CloserAesthetics
Private work Customers
More rooms
More Work Wheel Chair
Meetings Disrupted
Space Easier Access
Processing

METHODS PEOPLE
Criteria Cost TimeR.O.I. Total

SOLUTION MATRIX Alternatives

Buy press
Recondition

Do nothing
Contract out
4

2
1
4

1
2
1

4
3
9
8

7
6
Activity \ Wk12
No.13 14 15 16 17
Buy Machine

GANTT CHART Install Machine

Test Systems
Write Procedures
Train Users

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 45
 BRAINSTORMING

Introduction  Rapid listing of ideas on a

PROBLEM
flipchart
PS Tools
 Done in groups around a
theme
Simulation
eg “How can we solve...”
Practice
 Ideas spring out of other
Wrap-up people’s suggestions (cross-
fertilizing)
 All suggestions are listed, and
evaluation/discussion
discouraged so as not to
suppress creativity.
 Called “brainwriting” if done
Problem Solving individually
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 46
 CAUSE AND People Equipment

Aged

EFFECT Children
Lodger
UHF Cable
Fine Tuning

Dying picture tube

VHF
Bad TV picture

Introduction Interference
(blender) Station
Buildings Distance
PROBLEM Power Other
Source Stations Geography
PS Tools Building Signal Hills

Simulation

Practice

Wrap-up Also known as ISHIKAWA or FISHBONE diagram

 Structured Brainstorm
 Problem is listed in box at far right
 Categories of causes are proposed as “legs”
 Brainstormed possibilities are written on the “legs”

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 47
 Type of
CHECKSHEETS Complaint Tally Total

Product Defect 14
Introduction  Event recording form Service 6
PROBLEM  Expected events Billing Error 2
PS Tools
listed down left hand
Shipping Error 8
side
Simulation
 Mark made in tally Totals 30
Practice
column whenever
Wrap-up event is observed
 Marks are totalled to
show simple event
statistics

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 48
 GROUP

FLOWCHARTS DECISION

PRESENT TO
MANAGING
DIRECTOR GET NEW
INFORMATION

Introduction  Diagrammatic
PROBLEM
representation of a YES APPROVAL MAYBE

NO
business process WRITE NEW
PROCEDURE

PS Tools END OF

 Activities are drawn in PROJECT

TRAIN

Simulation
boxes and linked by
Practice arrows to show the MONITOR
PROGRESS

Wrap-up sequence
 Diamonds can be used to
show decisions which
alter the next activity in
the sequence
 Can be used to plan
projects and
Problem Solving
implementation (P.E.R.T.)
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 49
 GRAPHS AND
RUN-CHARTS 30

20
Introduction  Graphically illustrate data
PROBLEM
and event information
10
PS Tools
 Commonly either in line
or block (histogram) form
Simulation 0
 Enables trends, peaks A B C D E F G H
Practice
and relative magnitude to
Wrap-up be seen at a glance
 Run chart is a graph
which has time intervals
as the X (bottom) axis

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 50
 PARETO DIAGRAM 40

30
Introduction  Specialised form of graph
PROBLEM
used to identify majority 20
events
PS Tools
 Data points are placed in
Simulation 10
order of decreasing
Practice magnitude
0
Wrap-up  A cumulative line is B G A D H C E F
drawn above the
histogram
 The point at which 80%
of events are included is
marked

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 51
 PROBLEM Current
Situation
Desired
Situation

DEFINITION SHEET Simple

Description
of the
Problem

Introduction  Form for ensuring that Who is

Affected?

PROBLEM
the problem is fully When Does it
Occur?
understood Where Does
PS Tools it Occur?

 Requires that the team

Simulation
Quantification

both identify the current how much?

Practice and desired situations how many?

Wrap-up and that the extent of the

problem is clearly
quantified

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 52
 Effect
SCATTER DIAGRAM 30

20
Introduction  Means of establishing
PROBLEM
whether a relationship
exists between a 10
PS Tools
suspected cause and the Suspected Cause
Simulation observed problem 0
Practice 5 10 15 20 25 30
 Effect (value) is plotted
Wrap-up against suspected cause
(value)
 The scatter of the points
indicates whether there is
a relationship and how
strong it is

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 53
 SOLUTION MONEY EQUIPMENT

EFFECT DIAG. Upkeep Lower

Lower
Insurance
Vehicles
Rent
Cost of Protected Parking
Moving
 Means of exploring MOVE
Introduction OFFICE
Closer Aesthetics

PROBLEM
the implications More rooms
Private work

Work
Customers

(good and bad) of a Meetings More

Space
Disrupted
Wheel Chair
Easier Access
PS Tools Processing
proposed solution METHODS PEOPLE
Simulation
 Solution is placed in
Practice leftmost box and
Wrap-up group brainstorms
the possible
consequences
 Diagram provides a
basis to improve the
quality of planning
and reduce risk
Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 54
 SOLUTION Criteria Cost Time R.O.I. Total
MATRIX Alternatives

Buy press 4 4 1 9

Introduction  Structured appraisal Recondition 2 8

3 3

PROBLEM
of alternatives
Do nothing 2 1 4 7

PS Tools
 Criteria for making
Contract out
the selection are 1 2 3 6

Simulation
listed along the top
Practice
 Alternative solutions
Wrap-up are listed down the
left
 The extent to which
each solution meets
each criteria is
assessed
 A choice is made
Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 55
 GANTT CHART Activity \ Wk No. 12 13 14 15 16 17
Buy Machine
Install Machine
Test Systems
Introduction Write Procedures
PROBLEM Train Users

PS Tools

Simulation

Practice

Wrap-up  Used to plan out implementation activities

 Clearly identifies what, when and who
 Can warn of any slippage and be used to determine
implications or contingencies

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 56
 WHERE TO USE
THE PS TOOLS
Profile Collect Profile Collect Profile Collect Profile Collect Profile Collect Profile Collect Profile Collect

1 2 3 4 5 6 7
Root Cause Data Root Cause Data Root Cause Data Root Cause Data Root Cause Data Root Cause Data Root Cause Data
Options Options Options Options Options Options Options
Balance Balance Balance Balance Balance Balance Balance
Launch Launch Launch Launch Launch Launch Launch
Evaluate Evaluate Evaluate Evaluate Evaluate Evaluate Evaluate
Measure Maintain Measure Maintain Measure Maintain Measure Maintain Measure Maintain Measure Maintain Measure Maintain

Introduction People

Aged
Equipment
BRAINSTORMING
Children Fine Tuning

CAUSE AND EFFECT

Lodger
UHF Cable
Dying picture tube

VHF
Bad TV picture

PROBLEM
Interference
(blender) Station
Buildings Distance
Power Other
Type of
Source Stations Geography
Complaint
Building Tally Signal Total
Hills

CHECKSHEETS
Product Defect 14
6

PS Tools
Service

Billing Error 2
GROUP
Shipping Error DECISION 8
Totals 30 PRESENT TO
MANAGING

FLOWCHARTS
DIRECTOR GET NEW
INFORMATION

Simulation
YES APPROVAL MAYBE

WRITE NEW NO
PROCEDURE
END OF
PROJECT
TRAIN

MONITOR
PROGRESS

30

Practice
20

10
40
GRAPHS/RUN-CHARTS
0 ABCD E F GH

PARETO DIAGRAM
30

Wrap-up 20
10Current
Situation
Desired
Situation
Simple
Description
of the
Problem 0 BGADHC E F

PROBLEM DEF’ SHEET

Who is
Affected? __________
When Does it
Occur? __________

Where Does __________

it Occur?

Quantification
how much? Effect
how many?
30

20

10

0
Suspected Cause
EQUIPMENT
SCATTER DIAGRAM
MONEY
51015202530

SOLUTION EFFECT DIA.

Lower
Insurance
Upkeep Lower Vehicles
Rent
Cost of Protected Parking
Moving
MOVE
OFFICE CloserAesthetics
Private work Customers
More rooms
Work
Meetings More Wheel Chair
Disrupted
Space Easier Access
Processing
Criteria Cost TimeR.O.I. Total
METHODS PEOPLE

SOLUTION MATRIX
Alternatives
Buy press 4 4 1 9
Recondition 3 3 2 8

Do nothing 2 1 4 7
Contract out 1 2 3 6
Activity \ Wk No. 12 13 14 15 16 17

GANTT CHART
Buy Machine
Install Machine
Test Systems
Write Procedures
Train Users

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 57
 INTRODUCING TESSECART plc
World famous producers of racing chariots

Introduction The Tessecart Mk 1

PROBLEM
Prizewinning Chariot!
PS Tools

Simulation

Practice

Wrap-up

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 58
 INTRODUCING TESSECART plc
Our Organisation: Production Department

Introduction 12: Cart Production

Foreman
PROBLEM

PS Tools
9: QA (1) Bodyshell Section (5) Transmission Section 11: Stores
Simulation Inspector Chargehand Chargehand Manager

Practice

Wrap-up 1: 2: 3: RH 4: LH 10:
Crashbar Floorpan Chassis Chassis Kanban
Fabricator Moulder Welder Welder Operative

5: 6: 7: 8:
Inertia Axle Suspension Suspension
Engineer Grinder Assembly 1 Assembly 2

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 59
Tessecart Factory Layout
11 Stores

Finished
Scrap
Goods
QA
Introduction
Bodyshell 12
2 1
Section
PROBLEM 4
A B 2

PS Tools
1/2 2 S
Simulation
S
Practice
L 2
3 R 23 W 23 S 10/11 9/12
Wrap-up
3/4 4
2
D 208 X 1 Z 5
5
5/6 S 7/8
1 2 1
X 5 F 6 Z 5

G 23 Y 1
3
Transmission
1 2 2 Operative Seating Position
Section C 2 S 8 E 6 & required equipment
Kanban reorder level

Problem Solving 6 S 8 Reference

Max - Min
reorder quantity
Minimum level
Reference
© Tesseract Management Systems / Managing Maximum
by Design / 2 Seplevel
02 - 60
 INTRODUCING TESSECART plc
Our Reporting Systems
Management Report for Time Period:
Introduction Period 1-5 6-10 11-15
Stores Issue Record Log for Time Period:
16-20
Part \ Period 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Stores Qty Unit Cost Total Qty Unit Cost Total Qty Unit Cost Total Qty Unit Cost Total

PROBLEM
Issues
this A x £6 = x £6 = A
x £6 = x £6 =
Period B x £10 = x £10 = B
x £10 = x £10 =
PS Tools C x £5 = x £5 = C x £5 = x £5 =

D x £1 = x £1 = D x £1 = x £1 =
Simulation
E x £2 = x £2 = E x £2 = x £2 =

Practice F x £3 = x £3 = F x £3 = x £3 =

G x £3 = x £3 = x £3 =
Quality LogGfor Time Period:
x £3 =
Fail Pass
Wrap-up
A
Total Material Total Material Result \ Period
Total1 Material
2 3 4 5 6 7 8 9 10 11 12 13Material
Total 14 15 16 17 18 19 20
Fixing
Labour Staff Rate Total Staff Rate Total Staff Rate Total Staff Rate Total
Cost Rear

this x £25 = x £25 = Axle

x £25 = x £25 =
Period Front

B
Total Labour Total Labour Axle
Total Labour Total Labour
Roll
Revenu Qty Unit Value Total Qty Unit Value Total Qty Unit Value Total Qty Unit Value Total
e this
Period 0 - 1m x £100 = x £100 = 0 - 1m

1 - 2m
x £100 = x £100 =
1 - 2m x £200 = x £200 =
2 - 3m
x £200 = x £200 =

2 - 3m x £300 = x £300 = > 3m x £300 = x £300 =

> 3m x £500 = x £500 = x £500 = x £500 =

C
Total Revenue Total Revenue Total Revenue Total Revenue

Problem Solving Net Profit Profit: C-(A+B) Profit: C-(A+B) Profit: C-(A+B) Profit: C-(A+B)
this Period
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 61
 INTRODUCING TESSECART plc
Our Reporting Systems (continued)

Performance of Cart Production Department

Introduction Period 1-5 6-10 11-15 16-20
PROBLEM Net Profit this
£ £ £ £
Period
PS Tools
+£800
Simulation +£700
+£600
Practice +£500
+£400
Wrap-up
+£300
+£200
+£100
£0
-£100
-£200
-£300
-£400
-£500
-£600
Period 1-5 6-10 11-15 16-20
Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 62
 INTRODUCING TESSECART plc
Component & Subassembly Index

Introduction
A B D E F G
PROBLEM

PS Tools
C
Simulation

Practice

Wrap-up
S R L W X Y Z

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 63
 TESSECART plc
World famous producers of racing chariots

Introduction So how did we do?

PROBLEM  Volume?
PS Tools  Quality?
Simulation  Profit?
Practice  Morale?
Wrap-up  …?

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 64
 From the Office of the Managing Director
TESSECART
To
plc
Cart Production Foreman (whoever you are)
World
Subject famous
Y.A.Q. producers
(yet another quality) Initiativeof racing chariots
Dear (please fill in your own name)
Introduction
I am pleased to inform you that after careful consideration (of all those
PROBLEM managers who didn’t make themselves scarce) we have selected you to
pilot the new YAQ initiative.
PS Tools
During your production run tomorrow afternoon you will be required to
Simulation dramatically improve the performance of your process at no cost to us –
or you will be fired.
Practice
We have had some air-head consultants demonstrate how poor our
Wrap-up current management is (and that of course means you) and we have
been persuaded to let them help you through some improvement process
before we fire you.
So buck up man (or woman – are you sure we employ women Miss
Cranshawe? – not as management surely? – what is the world coming
to) and appreciate how much we are doing for you – no other company
would give you this opportunity – it never happened in my day.
Yours condescendingly (Fawn at this point)
Hiram N. Firam XVII Senior.
Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 65
 PROBLEM SOLVING!

Introduction Profile Collect

PROBLEM Root Cause Data
PS Tools Options
Simulation Balance
Practice Launch
Wrap-up Evaluate
Measure Maintain
Please note:
 This will be a rapid blast through Problem Solving
 The real objective is to learn the tools and approach
- not improve cardboard carts
Problem Solving
 We may leave some things incomplete & unresolved
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 66
 Profile Collect
Root Cause Data
PROFILE Options
Balance
Launch
Evaluate
Measure Maintain
Introduction Objective
PROBLEM  To arrive at a clear definition of a workable and
PS Tools
owned problem, which everyone involved
understands and is based on hard facts
Simulation
Output
Practice
 A statement of the situation as it is now and of the
Wrap-up
situation as it will be when the problem has been
resolved. A clearly identified problem owner and
quantification of the impact of resolving the problem
Process
 Problem Definition Sheet
 Flowchart
Problem Solving  Pareto(?)
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 67
CHECKLIST PROFILE (Step 1) Project:
Questions: Points to Consider Relevant? Done?

What is the situation Have we reviewed the following sources of information: process performance data; customer
we want to improve? information/ feedback; cost of quality information; internal Service Level Agreements; previous
problem solving actions?
Yes / No 
How do we know if Has data been used to show the need for improvement, and has the need for improvement been
defined in clear quantifiable terms? Yes / No 
we’ve got a problem?
Introduction Is there a ‘customer related’ reason for looking at this issue? Yes / No 
Have we understood the customer’s requirements clearly in our own terms, and have we validated
PROBLEM our specifications for the output against these? Yes / No 
Have we checked whether the measures we are using are the same as the ones the ‘customer’ of the
process uses to know whether it is working or not? Yes / No 
PS Tools
What happens at the Have we understood the current process in detail by flowcharting what actually happens? Yes / No 
Simulation
moment? Have we included all the inputs to the process, from whatever source? Yes / No 
Do we fully understand the ‘who, what, where, when and how’ of the process? Do we know who does
each step of the process? Yes / No 
Practice Have we checked the flowchart with everyone involved in the process? Yes / No 
Wrap-up
Have we checked throughout the whole flowchart for any other (overt and covert) measures of its
performance? Yes / No 
Do we fully understand the measures that are being used to assess the process performance? (are
they the best ones?) Yes / No 
Do we know and understand all the measures used, both by those doing the task & by the customer? Yes / No 
Sign off: Step Review: Score Tools Used?
Understanding/involving the customer 0 1 2 3
 Flowcharting
____________________ Clarity of what we were doing and how 0 1 2 3
Team Leader  Interviews
Teamwork and mutual support 0 1 2 3
 Questionnaires Profile
Disciplined use of process and tools 0 1 2 3 Collect
____________________  Problem Profile Sheet
Root Cause Data
Options
Problem Owner Seeking real data, facts & information 0 1 2 3 Balance

Reviewing and improving our approach 0 1 2 3

 Action planning Launch
Evaluate
____________________
Problem Solving  Cost Benefit analysis Measure Maintain

Facilitator Date step completed ___/___/__ © Tesseract Management Systems

© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 68
 Profile Collect
Root Cause Data
ROOT CAUSES Options
Balance
Launch
Evaluate
Measure Maintain
Introduction Objective
PROBLEM  To establish the most probable root cause of the
PS Tools
whole problem, as opposed to identifying and
dealing with symptoms
Simulation
Output
Practice
 A cause, or group of causes, which can be shown by
Wrap-up
data to be the most likely real cause of the problem
Process
 Cause & Effect Diagram
 Checksheet
 Pareto
 Scatter Diagram (?)
Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 69
CHECKLIST ROOT CAUSES (Step 2) Project:
Questions: Points to Consider Relevant? Done?

What could the root Were the suggested formal techniques used to help encourage broader thinking? Yes / No 
cause(s) be? Have we avoided being constrained by ‘known’ or ‘ideal’ solutions, and pet theories or ‘soapboxing’? Yes / No 
Were we open minded enough in our thinking to ensure some bizarre possibilities were included in
our consideration? Yes / No 
Have we generated a sufficiently wide a range of possible causes? Yes / No 
Introduction
Based on what we Did the investigation focus initially on those causes that seem to be most relevant, going through by a
know,PROBLEM
what is the
process of elimination? Yes / No 
most probable root
Was the teams experience fully used in selecting the initial causes for investigation? Yes / No 
PS Tools Was data collected and analysed in starting to close down on the most probable causes or causes? Yes / No 
cause(s)? Was the data collected analysed and displayed to show trends as well as showing absolute values? Yes / No 
Has further data been collected from all relevant points in the process to verify the validity of the finally
Simulation selected causes? Yes / No 
Are we confident that we have elected to work on the root cause(s) with the greatest impact? Yes / No 
Practice If we’ve got more than one probable root cause have we prioritised the others for further
investigation? Yes / No 
Wrap-up

Sign off: Step Review: Score Tools Used?

Understanding/involving the customer 0 1 2 3
 Brainstorming  Graphs
____________________ Clarity of what we were doing and how 0 1 2 3
Team Leader  Consensus reaching  Scatter diagrams
Teamwork and mutual support 0 1 2 3
 The five ‘why’s’ Profile
Disciplined use of process and tools 0 1 2 3 Collect
____________________  Fishbone diagrams
Root Cause Data
Options
Problem Owner Seeking real data, facts & information 0 1 2 3 Balance

Reviewing and improving our approach 0 1 2 3

 Checksheets Launch
Evaluate
____________________
Problem Solving  Pareto diagrams Measure Maintain

Facilitator Date step completed ___/___/__ © Tesseract Management Systems

© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 70
 Profile Collect
Root Cause Data
OPTIONS Options
Balance
Launch
Evaluate
Measure Maintain
Introduction Objective
PROBLEM  To identify a range of possible solutions which would
PS Tools
eliminate the chosen root cause or causes, and
which reflect an understanding of best practice.
Simulation
Output
Practice
 A list of possible solutions to the problem.
Wrap-up
Process
 Brainstorming
 Affinity Diagram
 Hurdling
 Trying things out - experimenting

Problem Solving
 (Low-hanging fruit?)
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 71
CHECKLIST OPTIONS (Step 3) Project:
Questions: Points to Consider Relevant? Done?

Were the suggested formal techniques (brainstorming sessions, the use of creative design tools) used
What are the possible
to help encourage creativity and broader thinking? Yes / No 
solutions we could
Were we open minded enough to ensure some bizarre solutions were included in our thinking?
adopt?
Have we generated a sufficiently wide a range of possible solutions? Yes / No 
Have undertaken a literature survey of relevant management and technical periodicals on the
Yes / No 
Introduction subject?
Have we visited companies with similar processes, to see how their approach might provide possible
solutions? Yes / No 
PROBLEM Have we identified people who might have some experience on this subject and canvassed their
opinions? Yes / No 
PS Tools Have we sought to bring a creative perspective in considering options as to how the solution will be
implemented?
Yes / No 
Simulation Have we considered whether there needs to be a long-term ‘ideal’ solution in conjunction with a short-
term ‘fix’? Yes / No 
Practice Have we involved in generating a list of possible solutions all those people involved in the process
itself? Yes / No 
Wrap-up

Sign off: Step Review: Score Tools Used?

Understanding/involving the customer 0 1 2 3
 Brainstorming  Affinity Diagram
____________________ Clarity of what we were doing and how 0 1 2 3
Team Leader  Lateral thinking  Hurdling
Teamwork and mutual support 0 1 2 3
 Rich pictures Profile
Disciplined use of process and tools 0 1 2 3 Collect
____________________  Literature Survey
Root Cause Data
Options
Problem Owner Seeking real data, facts & information 0 1 2 3 Balance

Reviewing and improving our approach 0 1 2 3

 Morphological Analysis Launch
Evaluate
____________________
Problem Solving  Benchmarking Measure Maintain

Facilitator Date step completed ___/___/__ © Tesseract Management Systems

© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 72
 Profile Collect
Root Cause Data
BALANCE Options
Balance
Launch
Evaluate
Measure Maintain
Introduction Objective
PROBLEM  To develop a comprehensive, efficient and detailed
PS Tools
solution to the problem being addressed.
Simulation Output
Practice  A complete solution, possibly with an associated
Wrap-up
short-term fix, & associated implementation plans.
Process
 Selection matrix
 Gantt Chart
 Potential Problem Analysis

Problem Solving
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CHECKLIST BALANCE (Step 4) Project:
Questions: Points to Consider Relevant? Done?

Which solution are we Have we narrowed down and agreed on the solutions most likely to bring success, through an
going to implement? objective process? Yes / No 
Does each of the chosen solution options make sense in terms of its likelihood of success in attacking
the root cause(s)? Yes / No 
Have we undertaken small-scale trialing or experimentation to establish the effect of the chosen
solution on the problem? Yes / No 
Introduction Have we used the data display techniques to demonstrate the reasons for the choice? Yes / No 
PROBLEM
Have we considered the implications of the chosen solution on other aspects of the business and
operations?
Yes / No 
WhatPS Tools
short-term Have we considered whether any short-term measures are appropriate to alleviate the problem while
measures should we the long-term solution is being implemented? Yes / No 
Simulation
consider?
Do we have a flowchart of the new process? And have new draft standards and procedures been
How will we put the
Practice produced and communicated? Yes / No 
solution in place? Has a clear action plan been produced, with all actions and responsibilities clearly identified? Yes / No 
Wrap-up Have all those affected by or involved with the implementation been communicated with, and have
they agreed their part in the plan? Yes / No 
Have sufficient resources of all types been made available? Yes / No 
Have all training needs been identified and provided for in the plan? Yes / No 
Sign off: Step Review: Score Tools Used?
Understanding/involving the customer 0 1 2 3
 Solution Effect diagram  Cost benefit analysis
____________________ Clarity of what we were doing and how 0 1 2 3
Team Leader  Hurdling  PERT/Gantt Charts
Teamwork and mutual support 0 1 2 3
 Consensus reaching Profile
Disciplined use of process and tools 0 1 2 3 Collect
____________________  Potential Problem Analysis
Root Cause Data
Options
Problem Owner Seeking real data, facts & information 0 1 2 3 Balance

Reviewing and improving our approach 0 1 2 3

 Force field analysis Launch
Evaluate
____________________
Problem Solving  Solution selection matrix Measure Maintain

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© Tesseract Management Systems
by Design / 2 Sep 02 - 74
 Profile Collect
Root Cause Data
LAUNCH Options
Balance
Launch
Evaluate
Measure Maintain
Introduction Objective
PROBLEM  To ensure that the implementation of the chosen
PS Tools
solution is adequately resourced, & runs to plan.
Simulation Output
Practice  The solution implemented with minimum disruption.
Wrap-up Process
 Executing implementation plan
 Plotting progress against activities and milestones
 Correction of progress issues

Problem Solving
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CHECKLIST LAUNCH (Step 5) Project:
Questions: Points to Consider Relevant? Done?

How will we manage Did the project team meet regularly to monitor progress on the plan, and deal with any issues arising? Yes / No 
the implementation? Was each activity owner given a full brief of what was required of them, and how to report their
progress? Yes / No 
Were all deviations to plan identified as they happened? Yes / No 
Were deviations to plan addressed quickly and effectively to minimise any loss of quality in the
Yes / No 
Introduction solution?
Were there clearly identified instances of observed deficiencies in the plan being used to prevent
future problems? Yes / No 
PROBLEM
How will we ensure Has the effectiveness of the pilot solution been fully assessed? Yes / No 
PS Tools Was the implementation plan modified based on learning gained during the pilot phase? Yes / No 
the quality of the
solution? Was the quality of the solution checked at each of the planned milestones, including the final
Simulation milestone? Yes / No 
Are the process team content that disruption to them and their work has been minimised? Yes / No 
Practice Are the process team confident that the solution will be effective and relatively risk-free? Yes / No 
Are the process team fully competent to make best use of the solution? Yes / No 
Wrap-up Has the process flow diagram been updated? Yes / No 
Have all the relevant procedures and training plans been modified? Yes / No 

Sign off: Step Review: Score Tools Used?

Understanding/involving the customer 0 1 2 3
 Gantt charts
____________________ Clarity of what we were doing and how 0 1 2 3
Team Leader  Potential Problem
Teamwork and mutual support 0 1 2 3 Analysis
Profile
Disciplined use of process and tools 0 1 2 3  Milestone Reporting
Collect
____________________ Root Cause Data
Options
Problem Owner Seeking real data, facts & information 0 1 2 3 Balance
Launch
Reviewing and improving our approach 0 1 2 3 Evaluate
____________________
Problem Solving Measure Maintain

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© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 76
 CHANDELIER
(from Only Fools and Horses)

Introduction  What did you think of the level

PROBLEM
of Potential Problem Analysis
demonstrated.
PS Tools

Simulation

Practice

Wrap-up

Problem Solving
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 Profile Collect
Root Cause Data
EVALUATE Options
Balance
Launch
Evaluate
Measure Maintain
Introduction Objective
PROBLEM  To establish whether or not the chosen solution has
PS Tools
eliminated the root cause of the problem.
To review and improve the teams performance.
Simulation
Output
Practice
 Data against specific measures to identify change of
Wrap-up
process output. Learning points for the team,
individuals and the problem solving process itself.
Process
 Run the new process
 Planned schedule of regular measurement
 Review meeting
Problem Solving
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CHECKLIST EVALUATE (Step 6) Project:
Questions: Points to Consider Relevant? Done?

How do we make sure Has the application of the solution been audited to ensure it is functioning as intended? Yes / No 
we know we have Has the team measured the difference made by the solution? Yes / No 
improved the Are the measures being used the same as those used to define the situation/problem? Yes / No 
situation? Are the people who are involved in the process, collecting the measurement data? Yes / No 
Has the root cause been eliminated, based on the evidence of the measurement data? Yes / No 
Introduction Have results from the solution met (or exceeded) the target as defined in step 1? Yes / No 
Does the customer believe an improvement has been made? Yes / No 
PROBLEM
How do we improve Has the team reviewed its own performance over the six steps to date? Yes / No 
PS Tools
our own approach in Has the team made recommendations to update the guidance document, checklists etc.? Yes / No 
this? Has the team incorporated any learning for itself in a way that will ensure it is used? Yes / No 
Simulation Has the team provided individual feedback for each of its members? Yes / No 
Practice

Wrap-up

Sign off: Step Review: Score Tools Used?

Understanding/involving the customer 0 1 2 3
 Pareto diagrams
____________________ Clarity of what we were doing and how 0 1 2 3
Team Leader  Graphs
Teamwork and mutual support 0 1 2 3
 Control charts Profile
Disciplined use of process and tools 0 1 2 3 Collect
____________________  Histograms
Root Cause Data
Options
Problem Owner Seeking real data, facts & information 0 1 2 3 Balance

Reviewing and improving our approach 0 1 2 3

 Checksheets Launch
Evaluate
____________________
Problem Solving Measure Maintain

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 Profile Collect
Root Cause Data
MAINTAIN Options
Balance
Launch
Evaluate
Measure Maintain
Introduction Objective
PROBLEM  To ensure that the implemented solution becomes
PS Tools
the new way of working and that the problem, as
defined, remains permanently fixed
Simulation
Output
Practice
 A new set of standard operating procedures and,
Wrap-up
where relevant, a training and/or communication
plan.
Process
 Re-writing procedures etc.
 New targets set for improvement
 Recognition.
Problem Solving
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CHECKLIST MAINTAIN (Step 7) Project:
Questions: Points to Consider Relevant? Done?

How do we ensure a Does everyone involved fully understand the new standards and procedures? Yes / No 
‘permanent fix’? Has all the ‘support’ for the old process been removed? Yes / No 
Has a schedule of checks and audits been set up to monitor the new process? Yes / No 
Have the outcomes of the complete exercise and the benefits been widely communicated? Yes / No 
How Introduction
do we make sure Are there similar issues elsewhere which might benefit from taking the same approach? Yes / No 
others know of our
PROBLEM
success?

PS Tools

Simulation

Practice

Wrap-up

Sign off: Step Review: Score Tools Used?

Understanding/involving the customer 0 1 2 3
 Standard operating procedures
____________________ Clarity of what we were doing and how 0 1 2 3
Team Leader  Service Level Agreements
Teamwork and mutual support 0 1 2 3
 Training plans Profile
Disciplined use of process and tools 0 1 2 3 Collect
____________________  Briefing notes
Root Cause Data
Options
Problem Owner Seeking real data, facts & information 0 1 2 3 Balance
Launch
Reviewing and improving our approach 0 1 2 3 Evaluate
____________________
Problem Solving Measure Maintain

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© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 81
 RECAP ON THE
PROBLEM SOLVING PROCESS

Introduction How should we summarise Profile Collect

Root Cause Data

PROBLEM
the problem solving Options
Balance
process? Launch
Evaluate
PS Tools Measure Maintain

Simulation
Reflecting back:
Practice
 How do we now feel about
Wrap-up our answers to the
syndicate?
How do we want to take
Problem Solving forward?

Problem Solving
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 WRAP UP

Introduction  Any remaining questions

PROBLEM  Clear the Car Park
PS Tools  Session assessment
Simulation  Meeting Review
Practice

Wrap-up

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 83
 Introduction

PROBLEM

PS Tools

Simulation

Practice

Wrap-up

Problem Solving
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 Profile Collect
Root Cause Data
PROFILE Options
Balance
Launch
Evaluate
Measure Maintain
Introduction

PROBLEM
Exercise 4: Problem Definition (A)
PS Tools Develop a single sentence to define accurately and specifically the
Simulation current problem concerning Northern Ireland as you see it?

Practice

Wrap-up

And by the definition, literally as it is written above, what specifically

would be delivered if the problem was to be solved as stated?

Problem Solving
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Root Cause Data
PROFILE Options
Balance
Launch
Evaluate
Measure Maintain
Introduction

PROBLEM
Exercise 5: Problem Definition (B)
PS Tools
For the problem definition you wrote down in part A, to what extent
Simulation would the following conditions be met by it?
Practice Y N ?
 The problem is clearly and unambiguously defined
Wrap-up
 Those who need to contribute to the solution will agree it
 The statement will be interpreted in the same way by all
 Success in solving it can be judged objectively

Can you see ways in which your statement may be improved?

Problem Solving
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Root Cause Data
PROFILE Options
Balance
Launch
Evaluate
Measure Maintain
Introduction

PROBLEM

PS Tools
"If you accept your limitations
you go beyond them”
Simulation
Brendan Francis, Writer
Practice
”It isn’t that they can’t see the
Wrap-up
solution, it is that they can’t see
the problem”
GK Chesterton, Writer

Problem Solving
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Root Cause Data
ROOT CAUSE Options
Balance
Launch
Evaluate
Measure Maintain
Introduction

PROBLEM

PS Tools Exercise 6: Quality of Root Cause

Below are listed two statements of the root cause to a production
Simulation problem in a biscuit making plant:
Practice A) 37% of waste is generated by inaccurate placing on the belt
Wrap-up B) People are not properly trained to undertake their tasks
Which do you see as the better Root Cause statement? A? B?
Why?

Problem Solving
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Root Cause Data
ROOT CAUSE Options
Balance
Launch
Evaluate
Measure Maintain
Introduction

PROBLEM
"The question is one of fighting
PS Tools
the causes and not just being
Simulation satisfied with getting rid of the
Practice effects”
Wrap-up Ernesto 'Che' Guevara, Bolivian Radical 1953
"Philosophers are adults who
persist in asking childish
questions”
Sir Isaiah Berlin, British Philosopher

Problem Solving
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 Profile Collect
Root Cause Data
OPTIONS Options
Balance
Launch
Evaluate
Measure Maintain
Introduction

PROBLEM
Exercise 7: Brainstorming Ideas
PS Tools
On a separate sheet of paper, spend the next five minutes
Simulation brainstorming possible solutions to the problem of road congestion.
Practice Review your list of ideas using the following questions:
Y N ?
Wrap-up
 Do you have a long list of ideas (more than ten)?
 Do you have a number of silly or bizarre ideas?
 Have your ideas covered many different aspects?

The answer to each of the above should be ‘yes’.

How could you improve your brainstorming approach further?

Problem Solving
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Root Cause Data
OPTIONS Options
Balance
Launch
Evaluate
Measure Maintain
Introduction

PROBLEM
Exercise 8: Learning from others
PS Tools
In seeking to identify new ideas or solutions to improve your work,
Simulation how often has your group done any of the following?
Practice Often Rarely Never
 Shared ideas in the group on ways to improve
Wrap-up
 Visited other companies to learn new techniques
 Attended conferences & shared the outputs
 Undertaken a literature survey & discussed it
 Invited speakers in from similar operations
 Had new starters present their ideas & history

Problem Solving
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Root Cause Data
OPTIONS Options
Balance
Launch
Evaluate
Measure Maintain
Introduction

PROBLEM
"The human mind is like an
PS Tools umbrella - it functions best when
Simulation open”
Practice Walter Gropius, German Architect
Wrap-up "The 'silly' question is often the
first intimation of some totally
new development”
Alfred North Whitehead, British Philosopher

Problem Solving
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Root Cause Data
BALANCE Options
Balance
Launch
Evaluate
Measure Maintain
Introduction

PROBLEM
Exercise 9: Building a solution package
PS Tools
Which of the following situations may benefit from a short term fix
Simulation (STF), and/or a Pilot of the solution?
Practice Pilot STF
 Injuries occurring from poorly maintained machine guards
Wrap-up
 Implementing flexi-time in the department
 Introduction of a new machine
 Valuable and experienced people leaving the company

From your answers can you derive any general principles as to

when an STF or a Pilot might be desirable?

Problem Solving
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Root Cause Data
BALANCE Options
Balance
Launch
Evaluate
Measure Maintain
Introduction

PROBLEM

PS Tools "Circumstances? I make

Simulation circumstances!”
Practice Napoleon Bonaparte, Emperor of France

Wrap-up "Is it progress if a cannibal uses

a fork?”
Stanislaw J. Lec, Polish Poet

Problem Solving
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Root Cause Data
LAUNCH Options
Balance
Launch
Evaluate
Measure Maintain
Introduction

PROBLEM
Exercise 10: Managing Change
PS Tools
How does your department fare on the following aspects of Change
Simulation Management:
Practice Yes No
 Using a clearly defined and updated milestone plan?
Wrap-up
 Ensuring people really believe in the need for change?
 The Boss is clearly keen for the ‘Change’ to happen?
 People are trained to get full benefit from the change?
 Progress is reviewed regularly, and issues addressed?
 People are rewarded for supporting the ‘Change’?

Problem Solving
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Root Cause Data
LAUNCH Options
Balance
Launch
Evaluate
Measure Maintain
Introduction

PROBLEM
"Anyone who proposes to do
PS Tools
good must not expect people to
Simulation roll stones out of his way, but
Practice must accept his lot calmly if
Wrap-up
they even roll a few more upon
it”
Albert Schweitzer, German Missionary
"It does not matter how small
you are if you have faith and a
plan of action”
Fidel Castro, Cuban Leader
Problem Solving
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Root Cause Data
EVALUATE Options
Balance
Launch
Evaluate
Measure Maintain
Introduction

PROBLEM
Exercise 11: Measuring Impact
PS Tools
Identify the 3 most recent changes in your area & list them below:
Simulation 1:
Practice 2:
Wrap-up 3:

For each of these can you determine,

in quantitative terms, the performance
or financial benefit that they achieved?
And can you say accurately how their performance in
delivery improved/declined in the 6 months after implementation?

Problem Solving
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Root Cause Data
EVALUATE Options
Balance
Launch
Evaluate
Measure Maintain
Introduction

PROBLEM
"An error is simply a failure to
PS Tools
adjust immediately from a
Simulation preconception to an actuality”
Practice John Cage, American Musician
Wrap-up "The ability to learn faster than
your competitors may be the
only sustainable competitive
advantage.”
Arie P. de Geus, Head of Planning at Shell

Problem Solving
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Root Cause Data
MAINTAIN Options
Balance
Launch
Evaluate
Measure Maintain
Introduction

PROBLEM
Exercise 12: Keeping it going
PS Tools
List below, all the mechanisms that determine, control, support and
Simulation influence how things are done in your area?
Practice

Wrap-up

How do these get reviewed when a new change is introduced?

Problem Solving
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Root Cause Data
MAINTAIN Options
Balance
Launch
Evaluate
Measure Maintain
Introduction

PROBLEM

PS Tools
"The art of progress is to
preserve order amid change and
Simulation to preserve change amid order”
Practice
Alfred North Whitehead, British Philosopher
Wrap-up
"To improve is to change; to be
perfect is to change often.”
Winston Churchill, English Prime Minister

Problem Solving
© Tesseract Management Systems / Managing by Design / 2 Sep 02 - 100