What is Problem Solving? Steps, Process & Techniques | ASQ

Problem solving is the act of defining a problem; determining the cause of the problem; identifying, prioritizing, and selecting alternatives for a solution ... |CartTotal: Checkout Dismiss Menu closemenu ProblemSolving Home Membership PlanYourCareer Learning CorporateTraining SpecializedCredentials Instructors ASQConnEx Certification Recertification QualityResources Conferences&Events Books&Standards Communities QualityProgressMagazine ASQTV FindQualityJobs AboutASQ AboutASQE LearnAboutQuality SEARCH MagazinesandJournalssearch AboutProblemSolving Resources RelatedTopics ProblemSolvingResources Articles Books CaseStudies Jobs Training ProblemSolvingRelatedTopics Brainstorming ContinuousImprovement EightDisciplines(8D) FishboneDiagram Flowchart NineWindows ShaininSystem™ SixSigma TotalQualityManagement(TQM) Home / QualityResources / ProblemSolving WhatisProblemSolving? QualityGlossaryDefinition:Problemsolving Problemsolvingistheactofdefiningaproblem;determiningthecauseoftheproblem;identifying,prioritizing,andselectingalternativesforasolution;andimplementingasolution. Theproblem-solvingprocess Problemsolvingresources ProblemSolvingChart TheProblem-SolvingProcess Inordertoeffectivelymanageandrunasuccessfulorganization,leadershipmustguidetheiremployeesanddevelopproblem-solvingtechniques.Findingasuitablesolutionforissuescanbeaccomplishedbyfollowingthebasicfour-stepproblem-solvingprocessandmethodologyoutlinedbelow. Step Characteristics 1.Definetheproblem Differentiatefactfromopinion Specifyunderlyingcauses Consulteachfactioninvolvedforinformation Statetheproblemspecifically Identifywhatstandardorexpectationisviolated Determineinwhichprocesstheproblemlies Avoidtryingtosolvetheproblemwithoutdata 2.Generatealternativesolutions Postponeevaluatingalternativesinitially Includeallinvolvedindividualsinthegeneratingofalternatives Specifyalternativesconsistentwithorganizationalgoals Specifyshort-andlong-termalternatives Brainstormonothers'ideas Seekalternativesthatmaysolvetheproblem 3.Evaluateandselectanalternative Evaluatealternativesrelativetoatargetstandard Evaluateallalternativeswithoutbias Evaluatealternativesrelativetoestablishedgoals Evaluatebothprovenandpossibleoutcomes Statetheselectedalternativeexplicitly 4.Implementandfollowuponthesolution Planandimplementapilottestofthechosenalternative Gatherfeedbackfromallaffectedparties Seekacceptanceorconsensusbyallthoseaffected Establishongoingmeasuresandmonitoring Evaluatelong-termresultsbasedonfinalsolution 1.Definetheproblem Diagnosethesituationsothatyourfocusisontheproblem,notjustitssymptoms.Helpfulproblem-solvingtechniquesincludeusingflowchartstoidentifytheexpectedstepsofaprocessandcause-and-effectdiagramstodefineandanalyzerootcauses. Thesectionsbelowhelpexplainkeyproblem-solvingsteps.Thesestepssupporttheinvolvementofinterestedparties,theuseoffactualinformation,comparisonofexpectationstoreality,andafocusonrootcausesofaproblem.Youshouldbeginby: Reviewinganddocumentinghowprocessescurrentlywork(i.e.,whodoeswhat,withwhatinformation,usingwhattools,communicatingwithwhatorganizationsandindividuals,inwhattimeframe,usingwhatformat). Evaluatingthepossibleimpactofnewtoolsandrevisedpoliciesinthedevelopmentofyour"whatshouldbe"model. 2.Generatealternativesolutions Postponetheselectionofonesolutionuntilseveralproblem-solvingalternativeshavebeenproposed.Consideringmultiplealternativescansignificantlyenhancethevalueofyouridealsolution.Onceyouhavedecidedonthe"whatshouldbe"model,thistargetstandardbecomesthebasisfordevelopingaroadmapforinvestigatingalternatives.Brainstormingandteamproblem-solvingtechniquesarebothusefultoolsinthisstageofproblemsolving. Manyalternativesolutionstotheproblemshouldbegeneratedbeforefinalevaluation.Acommonmistakeinproblemsolvingisthatalternativesareevaluatedastheyareproposed,sothefirstacceptablesolutionischosen,evenifit’snotthebestfit.Ifwefocusontryingtogettheresultswewant,wemissthepotentialforlearningsomethingnewthatwillallowforrealimprovementintheproblem-solvingprocess. 3.Evaluateandselectanalternative Skilledproblemsolversuseaseriesofconsiderationswhenselectingthebestalternative.Theyconsidertheextenttowhich: Aparticularalternativewillsolvetheproblemwithoutcausingotherunanticipatedproblems. Alltheindividualsinvolvedwillacceptthealternative. Implementationofthealternativeislikely. Thealternativefitswithintheorganizationalconstraints. 4.Implementandfollowuponthesolution Leadersmaybecalledupontodirectotherstoimplementthesolution,"sell"thesolution,orfacilitatetheimplementationwiththehelpofothers.Involvingothersintheimplementationisaneffectivewaytogainbuy-inandsupportandminimizeresistancetosubsequentchanges. Regardlessofhowthesolutionisrolledout,feedbackchannelsshouldbebuiltintotheimplementation.Thisallowsforcontinuousmonitoringandtestingofactualeventsagainstexpectations.Problemsolving,andthetechniquesusedtogainclarity,aremosteffectiveifthesolutionremainsinplaceandisupdatedtorespondtofuturechanges. ProblemSolvingResources Youcanalsosearcharticles,casestudies,andpublications forproblemsolvingresources. Books RootCauseAnalysis:TheCoreofProblemSolvingandCorrectiveAction TheQualityToolbox IntroductionTo8DProblemSolving:IncludingPracticalApplicationsandExamples Articles OneGoodIdea:SomeSageAdvice(QualityProgress) Thepersonwiththeproblemjustwantsittogoawayquickly,andtheproblem-solversalsowanttoresolveitinaslittletimeaspossiblebecausetheyhaveotherresponsibilities.Whatevertheurgency,effectiveproblem-solvershavetheself-disciplinetodevelopacompletedescriptionoftheproblem. DiagnosticQualityProblemSolving:AConceptualFrameworkAndSixStrategies (QualityManagementJournal) Thispapercontributesaconceptualframeworkforthegenericprocessofdiagnosisinqualityproblemsolvingbyidentifyingitsactivitiesandhowtheyarerelated. WeatheringTheStorm(QualityProgress)Eveninthemostcontentiouscircumstances,thisapproachdescribeshowtosustaincustomer-supplierrelationshipsduringhigh-stakesproblemsolvingsituationstoactuallyenhancecustomer-supplierrelationships. TheRightQuestions(QualityProgress)Allproblemsolvingbeginswithaproblemdescription.Makethemostofproblemsolvingbyaskingeffectivequestions. SolvingtheProblem(QualityProgress)Brushuponyourproblem-solvingskillsandaddresstheprimaryissueswiththesesevenmethods. CaseStudies RefreshingLouisvilleMetro’sProblem-SolvingSystem (JournalforQualityandParticipation) Organization-widetransformationcanbetricky,especiallywhenitcomestosustaininganyprogressmadeovertime.InLouisvilleMetro,agovernmentorganizationbasedinKentucky,manystrategieswereusedtoenactandsustainmeaningfultransformation. Webcasts MakingtheConnectionInthisexclusiveQPwebcast,JackReVelle,ASQFellowandauthor,shareshowqualitytoolscanbecombinedtocreateapowerfulproblem-solvingforce. AdaptedfromTheExecutiveGuidetoImprovementandChange,ASQQualityPress. FeaturedAdvertisers