a systematic approach to problem solving is called

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3 December, 2018

2   comments

Problem-Solving: A Systematic Approach

By   Mike Clayton

One of the joys of Project Management is the constant need for problem-solving.

The novelty and uncertainty of a project environment constantly throw up surprises. So, a Project Manager needs to be adept at solving problems.

In this article, we look at problem-solving and offer you a structured, systematic approach.

Problem-Solving Methodologies

There are a lot of established approaches to structured problem-solving. And there is a good chance that, if you work in a large organization, one of them is in common use. Indeed, some organizations mandate a particular problem-solving methodology.

For example, in automobile manufacturing industries, the 8 Disciplines or 8-D methodology is used widely. And anywhere that Six Sigma is an important part of the toolset, you will probably find the DMAIC method of problem-solving.

Others I like include Simplex and the catchily-named TOSIDPAR. And there are still others that, whilst highly effective, are also assertively protected by copyright, making them hard to discuss in an article like this. I’m thinking of you, Synectics.

Strengths and Weaknesses

All of these methodologies offer great features. And curiously, while each one feels complete, none offers every step you might want. The reason is simple. Each approach is tailored to focus on a part of the problem-solving process. Other parts are either outside their remit or receive less emphasis.

Comparison of Approaches

The consequence is that every structured approach can miss out steps that are important in some contexts. To illustrate, let’s compare the four methodologies I have mentioned.

Resolving the Gaps

At OnlinePMCourses, we use an 8-step problem-solving approach that covers just about all of the steps that these four methodologies offer. But, before we address these, let’s take a look at some practical approaches to applying problem-solving.

Practical Implementation

Some of the best examples of project problem-solving are in two of my favorite movies:

• Apollo 13 ‘Let’s work the problem’ (Gene Kranz played by Ed Harris)
• The Martian ‘In the face of overwhelming odds, I’m left with only one option, I’m gonna have to science the shit out of this.’ (Mark Watney played by Matt Damon)

In the Apollo 13 movie, there’s a scene where one engineer dumps a big pile of stuff onto a table in front of a bunch of his colleagues.

‘The people upstairs handed us this one and we’ve gotta come through. We’ve gotta’ find a way for this {holds up square thing] fit into the hole for this [a round thing] using nothing but that [a pile of random-looking stuff]. Let’s get it organized.’

They all dive in and we hear a hubbub.

Hubbub is about as reasonable a translation of the Japanese onomatopoeic word Waigaya as I can find. The idea behind Honda’s Waigaya approach is that everyone on the team gets to contribute to the conversation. But it isn’t a simple free-for-all. There are rules:

• Everybody is equal and needs to be able to say what they think.
• The team must listen to all ideas, and discuss them until they can either prove them to be valid or reject them.
• Once someone shares an idea, they don’t own it – it belongs to the team, who can do with the idea what it wants.
• At the end of waigaya, the team has a set of decisions and responsibilities for what to do, by whom, and by when.

There is a fabulous article that is well worth reading, at the Strategy & Business site .

In The Martian, the character Mark Watney is stuck with his problem. This makes it immediate, and also easy to see the context clearly. Another idea from Japanese manufacturing harnesses the value of getting out from behind your desk and going to where the problem is. It’s called ‘ going to the gemba’ – literally, ‘going to the place’ .

There is magic, when we get up, move about, and gather where the problem is happening. Going to the gemba and convening a waigaya is a great way to kick-off even the most complex problem-solving. Unless, that is, the gemba is halfway to the moon, or on Mars.

Recommended 8-Step Problem Solving Method

To reconcile the different methodologies for solving problems on projects, I have developed my own approach. It was tempting just to take the 17 steps in the chart above. But I also found that those four still miss some steps I find important to remember.

Would anyone think a 20-step Problem-solving Process Makes Sense?

I doubt it.

So, I decided to wrap some of the steps into 8 main steps. This gives us an 8-step method, which has everything that I have found you will need for problem-solving in a project context.

In the figure below, you can see those 8 steps as the bold boxes, with the subsidiary elements that form parts of those 8 major steps in fainter type.

So, in the rest of this article, I’ll summarize what I mean by each of these steps.

1. Define the Problem

Defining your problem is vital and takes up four of the 9 steps in the 8 Disciplines approach. But, on a project, this is often clearer than a new problem arising out of the blue in a manufacturing context, where 8D is most popular. So, I have folded the four parts into one step.

Understand the Context

Here’s where you need to find out how the problem impacts the whole of your project, and the circumstances in which it has arisen.

Gather Your Team

On a small project, this is likely to be all or most of your project team. For larger projects, this will center around the team delivering the workstream that the problem affects. For systemic problems, you’ll be asking work-stream leaders to supply expert team members to create a cross-cutting team. We sometimes call these ‘Tiger Teams’ – for reasons I can’t tell you, I’m afraid!

To support you in this stage, you may want to take a look at these articles:

• What You Need to Know about Building a Great Project Team
• Effective Teamwork: Do You Know How to Create it?
• Boost Your Project Team Performance with these Hacks
• How I Create Exceptional Project Collaboration
• How to Make Your Next Kick-off Meeting a Huge Success

Define the Problem

It’s often reasonably easy to define your problem in terms of ‘what’s wrong’. But it pays to be a specific as possible. And one thing that will help you with the next main step (setting an objective) is to define it in terms of what you want.

I like the discipline of defining your problem as:

How to…

Safety First

When I first encountered the 8 Disciplines method, the step that blew me away was D3 – Contain the Problem. I’d not thought of that before!

But it’s clear that, in many environments, like manufacturing, engineering, and transportation, solving the problem is not your first priority. You must first ensure that you do everything possible to limit further damage and risk to life and reputation. This may be the case on your project.

2. Set An Objective for Resolving the Problem

With everything safe and the problem not getting worse, you can move forward. This step is about defining what success looks like.

And, taking a leaf out of the TOSIDPAR approach, what standards, criteria, and measurable outcomes will you use to make your objective s precise as possible?

3. Establish the Facts of the Problem

I suppose the first step in solving a problem is getting an understanding of the issues, and gathering facts. This is the research and analysis stage.

And I like the DMAIC method’s approach of separating this into two distinct parts:

• Fact-finding.  This is where we make measurements in DMAIC, and gather information more generally. Be careful with perceptions and subjective accounts. It may be a fact that this is what I think I saw, but it may not be what actually happened.
• Analysis Once you have your evidence, you can start to figure out what it tells you. This can be a straightforward discussion, or may rely on sophisticated analytical methods, depending on circumstances. One analytical approach, which the 8D method favors, is root cause analysis. There are a number of ways to carry this out.

4. Find Options for Resolving the Problem

I see this step as the heart of problem-solving. So, it always surprises me how thin some methodologies are, here. I split it into four considerations.

Identify Your Options

The creative part of the problem-solving process is coming up with options that will either solve the problem or address it in part. The general rules are simple:

Rule 1: The more options you have, the greater chance of success. Rule 2: The more diverse your team, the more and better will be the options they find.

So, create an informal environment, brief your team, and use your favorite idea generation methods to create the longest list of ideas you can find. Then, look for some more!

Identify your Decision Criteria

A good decision requires good input – in this case, good ideas to choose from. It also needs a strong process and the right people. The first step in creating a strong process is to refer back to your objectives for resolving the problem and define the criteria against which you will evaluate your options and make your decision.

Determine your Decision-makers

You also need to determine who is well-placed to make the decision. This will be by virtue of their authority to commit the project and their expertise in assessing the relevant considerations. In most cases, this will be you – maybe with the support of one or more work-stream leaders. For substantial issues that have major financial, schedule, reputational, or strategic implications, this may be your Project Sponsor or Project Board.

Evaluate your Options

There are a number of ways to evaluate your problem resolution options that range from highly structured and objective to simple subjective approaches. Whichever you select, be sure that you apply the criteria you chose earlier, and present the outcomes of your evaluation honestly.

It is good practice to offer a measure of the confidence decision-makers can have in the evaluation, and a scenario assessment, based on each option.

5. Make a Decision on How to Resolve the Problem

We have done two major articles like this one about decision-making. For more on this topic, take a look at:

• The Essential Guide to Robust Project Decision-Making
• Rapid Decision Making in Projects: How to Get it Right

There are two parts to this step, that are equally important.

• The first is to make the decision.
• The second is to document that decision

Documenting your Decision

Good governance demands that you document your decision. But how documentation to provide is a matter of judgment. Doubtless, it will correlate to the scale and implications of that decision.

Things to consider include:

• What were the options?
• Who were the decision-makers?
• What was the evidence they considered?
• How did they make their decision (process)?
• What decision did they make?
• What were the reasons for their choice?

6. Make a Plan for Resolving the Problem

Well, of course, now you need to put together a plan for how you are going to implement your resolution. Unless, of course, the fix is simple enough that you can just ask your team to get on and do it. So, in that case, skip to step 7.

Inform your Stakeholders

But for an extensive change to your project, you will need to plan the fix. And you will also need to communicate the decision and your plan to your stakeholders. Probably, this is nothing more than informing them of what has happened and how you are acting to resolve it. This can be enormously reassuring and the cost of not doing so is often rumours and gossip about how things are going wrong and that you don’t have control of your project.

Sometimes, however, your fix is a big deal. It may involve substantial disruption, delay, or risk, for example. In this case, you may need to persuade some of your stakeholders that it is the right course of action. As always, communication is 80 percent of project management, and stakeholder engagement is critical to the success of your project.

7. Take Action

There’s an old saying: ‘There’s no change without action.’ Indeed.

What more can I say about this step that will give you any value?

Hmmm. Nothing.

8. Review and Evaluate Your Plan

But this step is vital. How you finish something says a lot about your character.

If you consider the problem-solving as a mini-project, this is the close stage. And what you need to do will echo the needs of that stage. I’ll focus on three components.

Review and Evaluate

Clearly, there is always an opportunity to learn from reviewing the problem, the problem-solving, and the implementation, after completion. This is important for your professional development and for that of your team colleagues.

But it is also crucial to keep the effectiveness of your fix under review. So, monitor closely, until you are confident you have completed the next task…

Prevent the Problem from Recurring

Another phrase from the world of Japanese manufacturing: ‘Poka Yoke’ .

This is mistake-proofing. It is about designing something so it can’t fail. What stops you from putting an SD card or a USB stick into your device in the wrong orientation? If you did, the wrong connections of pins would probably either fry the memory device or, worse, damage your device.

The answer is that they are physically designed so they cannot be inserted incorrectly.

What can you do on your project to make a recurrence of this problem impossible? If there is an answer and that answer is cost-effective, then implement it.

Celebrate your Success in Fixing it

Always the last thing you do is celebrate. Now, when Jim Lovell, Jack Swigert, and Fred Haise (the crew of Apollo 13) returned safely to Earth, I’ll bet there was a big celebration. For solving your project problem, something modest is more likely to be in order. But don’t skill this. Even if it’s nothing more than a high five and a coffee break, always ensure that your team knows they have done well.

What Approach Do You Use for Problem-Solving?

How do you tackle solving problems on your projects? Do tell us, or share any thoughts you have, in the comments below. I’ll respond to anything you contribute.

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Mike Clayton

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Great structure, Mike. We had a problem once that suited the “contain” step quite well. Lubricating oil and hydraulic fluid, from the same supplier, had been packaged incorrectly. A tech went to add oil to an aircraft’s engine, but dropped the can onto the concrete, and noticed red hydraulic fluid spill out! Obviously there’s now the risk that people have been inadvertently adding hydraulic fluid to aircraft engines… not good. It was actually FAR more important to contain this is real time so that aircraft, some of which could be airborne, could be safely grounded/quarantined. Resolving the subsequent ramifications could then be accomplished in “slow time” with some deliberate planning/execution.

Thank you very much. That’s a powerful illustration and hopefully the incudenbt did not cause any loss of life or serious damage.

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Overview of the Problem-Solving Mental Process

• Identify the Problem
• Define the Problem
• Form a Strategy
• Organize Information
• Allocate Resources
• Monitor Progress
• Evaluate the Results

Frequently Asked Questions

Problem-solving is a mental process that involves discovering, analyzing, and solving problems. The ultimate goal of problem-solving is to overcome obstacles and find a solution that best resolves the issue.

The best strategy for solving a problem depends largely on the unique situation. In some cases, people are better off learning everything they can about the issue and then using factual knowledge to come up with a solution. In other instances, creativity and insight are the best options.

It is not necessary to follow problem-solving steps sequentially, It is common to skip steps or even go back through steps multiple times until the desired solution is reached.

In order to correctly solve a problem, it is often important to follow a series of steps. Researchers sometimes refer to this as the problem-solving cycle. While this cycle is portrayed sequentially, people rarely follow a rigid series of steps to find a solution.

The following steps include developing strategies and organizing knowledge.

1. Identifying the Problem

While it may seem like an obvious step, identifying the problem is not always as simple as it sounds. In some cases, people might mistakenly identify the wrong source of a problem, which will make attempts to solve it inefficient or even useless.

Some strategies that you might use to figure out the source of a problem include :

• Asking questions about the problem
• Breaking the problem down into smaller pieces
• Looking at the problem from different perspectives
• Conducting research to figure out what relationships exist between different variables

2. Defining the Problem

After the problem has been identified, it is important to fully define the problem so that it can be solved. You can define a problem by operationally defining each aspect of the problem and setting goals for what aspects of the problem you will address

At this point, you should focus on figuring out which aspects of the problems are facts and which are opinions. State the problem clearly and identify the scope of the solution.

3. Forming a Strategy

After the problem has been identified, it is time to start brainstorming potential solutions. This step usually involves generating as many ideas as possible without judging their quality. Once several possibilities have been generated, they can be evaluated and narrowed down.

The next step is to develop a strategy to solve the problem. The approach used will vary depending upon the situation and the individual's unique preferences. Common problem-solving strategies include heuristics and algorithms.

• Heuristics are mental shortcuts that are often based on solutions that have worked in the past. They can work well if the problem is similar to something you have encountered before and are often the best choice if you need a fast solution.
• Algorithms are step-by-step strategies that are guaranteed to produce a correct result. While this approach is great for accuracy, it can also consume time and resources.

Heuristics are often best used when time is of the essence, while algorithms are a better choice when a decision needs to be as accurate as possible.

4. Organizing Information

Before coming up with a solution, you need to first organize the available information. What do you know about the problem? What do you not know? The more information that is available the better prepared you will be to come up with an accurate solution.

When approaching a problem, it is important to make sure that you have all the data you need. Making a decision without adequate information can lead to biased or inaccurate results.

5. Allocating Resources

Of course, we don't always have unlimited money, time, and other resources to solve a problem. Before you begin to solve a problem, you need to determine how high priority it is.

If it is an important problem, it is probably worth allocating more resources to solving it. If, however, it is a fairly unimportant problem, then you do not want to spend too much of your available resources on coming up with a solution.

At this stage, it is important to consider all of the factors that might affect the problem at hand. This includes looking at the available resources, deadlines that need to be met, and any possible risks involved in each solution. After careful evaluation, a decision can be made about which solution to pursue.

6. Monitoring Progress

After selecting a problem-solving strategy, it is time to put the plan into action and see if it works. This step might involve trying out different solutions to see which one is the most effective.

It is also important to monitor the situation after implementing a solution to ensure that the problem has been solved and that no new problems have arisen as a result of the proposed solution.

Effective problem-solvers tend to monitor their progress as they work towards a solution. If they are not making good progress toward reaching their goal, they will reevaluate their approach or look for new strategies .

7. Evaluating the Results

After a solution has been reached, it is important to evaluate the results to determine if it is the best possible solution to the problem. This evaluation might be immediate, such as checking the results of a math problem to ensure the answer is correct, or it can be delayed, such as evaluating the success of a therapy program after several months of treatment.

Once a problem has been solved, it is important to take some time to reflect on the process that was used and evaluate the results. This will help you to improve your problem-solving skills and become more efficient at solving future problems.

A Word From Verywell​

It is important to remember that there are many different problem-solving processes with different steps, and this is just one example. Problem-solving in real-world situations requires a great deal of resourcefulness, flexibility, resilience, and continuous interaction with the environment.

Get Advice From The Verywell Mind Podcast

Hosted by therapist Amy Morin, LCSW, this episode of The Verywell Mind Podcast shares how you can stop dwelling in a negative mindset.

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You can become a better problem solving by:

• Practicing brainstorming and coming up with multiple potential solutions to problems
• Being open-minded and considering all possible options before making a decision
• Breaking down problems into smaller, more manageable pieces
• Asking for help when needed
• Researching different problem-solving techniques and trying out new ones
• Learning from mistakes and using them as opportunities to grow

It's important to communicate openly and honestly with your partner about what's going on. Try to see things from their perspective as well as your own. Work together to find a resolution that works for both of you. Be willing to compromise and accept that there may not be a perfect solution.

Take breaks if things are getting too heated, and come back to the problem when you feel calm and collected. Don't try to fix every problem on your own—consider asking a therapist or counselor for help and insight.

If you've tried everything and there doesn't seem to be a way to fix the problem, you may have to learn to accept it. This can be difficult, but try to focus on the positive aspects of your life and remember that every situation is temporary. Don't dwell on what's going wrong—instead, think about what's going right. Find support by talking to friends or family. Seek professional help if you're having trouble coping.

Davidson JE, Sternberg RJ, editors.  The Psychology of Problem Solving .  Cambridge University Press; 2003. doi:10.1017/CBO9780511615771

Sarathy V. Real world problem-solving .  Front Hum Neurosci . 2018;12:261. Published 2018 Jun 26. doi:10.3389/fnhum.2018.00261

By Kendra Cherry, MSEd Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

Guide: A3 Problem Solving

Author: Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

Problem-solving is one of the key tools a successful business needs to structure improvements and one I have been using to solve problems in a structured way in my career at a range of businesses over the years. When there is a problem in business that is leading to increased costs, waste , quality issues, etc., it is necessary to address these problems. A3 structured problem solving is a Lean Six Sigma methodology that has been designed and developed to support continuous improvement and solve complex business problems in a logical and structured process. 

The guide will give you a full understanding of what A3 Problem solving is and a breakdown of all the steps of how to apply it within your business with an example of where I have made improvements with it previously.

Importance of A3 in Lean Management

The A3 problem-solving method is a key tool in Lean Six Sigma and continuous improvement in business, and in my experience, it is often the standard approach all improvement activities must follow and is particularly popular in the automotive industry. This is because of the following:

Focus on Root Causes : Rather than applying a quick fix to a problem or jumping to conclusions and solutionizing, A3 requires gaining a deep understanding of the root causes of the problem. By addressing these root causes, the chances of recurrence is reduced.

Standardization : With a consistent format, the A3 process ensures that problems are approached in a standardized way, regardless of the team or department. This standardization creates a common language and understanding across the organization and ensures all problems are addressed to the same standard and approach.

Team Involvement : An A3 isn’t an individual process. It requires a cross-functional team to work together on problem-solving, ensuring that a range of perspectives and expertise is considered. This collective approach builds a stronger understanding of the problem and ensures that solutions are well-rounded and robust.

Visual Storytelling : The A3 report serves as a visual storyboard, making it easier for stakeholders at all levels to understand the problem, the analysis, and the countermeasures. This visualization enhances communication and drives alignment.

The 6 Steps of A3 Problem Solving (With Real Example)

The A3 problem-solving process can initially seem difficult if you have never done one before and particularly if you have never been a team member in one. To help you with this we will break down the 6 steps into manageable activities, followed by a real-life example to help you apply this method within your business.

As a side note, the A3 problem-solving process was actually one of the first Lean Six Sigma tools I learned to use three weeks into my continuous improvement career after being thrown into the deep end due to resource availability, so I can understand how difficult it can be to understand. 

Step 1: Describe the problem

Problem description.

The problem description is an important first step in the process as it ensures a common understanding with the team of what the issue is that needs to be addressed. This can be done by using a technique called the 5W1H Is/Is Not method to help gain a clear understanding of the problem. 

To understand the 5W1H Is/Is Not the Process, check out our guide for details of that technique. However, in short, it’s about asking key questions about the problem, for example, “What IS the problem?” and “What IS NOT the problem?”

Let’s say you have been asked to look into a problem where “Machine downtime on the automotive assembly line has increased by 30% over the past three months, leading to production delays and increased costs.”

An example of a 5W1H Is/Is Not on this may result in the following output:

 Based on this we can create a clear problem description as the focus of the project that give the team a clear and common understanding of the issue looking to be resolved in the next steps of the process. The problem description could then be written as:

“Over the past three months, machine downtime on Automotive Assembly Line No.3 has increased by 30%. This has predominantly affected the assembly line workers and leads, leading to production delays and higher labour costs. “

Current Condition

Next is demonstrating the current condition and demonstrating the impact on the business. This can often be done with data and charts to back up the problem that might show trends or changes in outputs.

This might look something like the below and demonstrate a good baseline for confirming the improvement at the end of the A3

Containment Actions

Next is containment actions. Since you have identified a problem, there is likely an impact on the business or the customer. As a team, you should consider what can be done to limit or eliminate this problem in the short term. Remember this is just a containment action and should not be seen as a long-term fix. 

In our situation we decided to “Implement temporary overtime shifts to meet production goals, leading to an increase in labor costs.”

At this stage, the A3 should look similar to the one below; you can use charts and graphics to represent the current state as well if they fit within the limit area. Remember, we must include the content of the A3 within the 1-page A3 Document.

Step 2: Set the A3 Goals

The next step of the A3 is to, as a team, set the goal for the project. As we have a clear understanding of the current condition of the problem, we can use that as our baseline for improvement and set a realistic target for improvement. 

A suggested method for setting the Target condition would be to use the SMART Target method.

If you are not familiar with SMART Targets , read our guide; it will cover the topic in much more detail. In short, a SMART target creates a goal statement that is specific, measurable, achievable, relevant and time-bound. 

By doing this you make it very clear what the goal of the project is, how it will be measured, it is something that can be achieved, relevant to the needs of the business and has a deadline for when results need to be seen.

For our A3 we decided that the goal would be “Our goal is to achieve at least a 20% reduction in machine downtime on Automotive Assembly Line No.3, lowering it from 90 minutes to no more than 72 minutes per day per machine, within the next 60 days. This reduction is crucial for increasing productivity and reducing labour costs, aligning with our overall business objectives.”

I also recommend using charts in this section to visualize the benefit or improvement to ensure you have stakeholder and sponsor support. Visuals are much easier and faster for people to understand.

At this point, your A3 might look something like the one below, with the first 1/4 or section complete. The next step is to move on to the root cause analysis to get to the root of the problem and ensure the improvement does not focus on addressing the symptoms of the problem.

Step 3: Root Cause Analysis

Root cause analysis is the next step in the process, often referred to as gap analysis, as this step focuses on how to get to the goal condition from the current condition.

Tip: If at this point you find the team going off-topic and focusing on other issues, Ask the question, “Is this preventing us from hitting our goal statement?”  I have found this very useful for keeping on track in my time as an A3 facilitator.

For root cause analysis, a couple of key tools are usually used: a fishbone diagram and a five-why Analysis . Again, we won’t go into the full details of these tools within this guide, as they have been covered in extensive detail in their own guides.

But the aim at this point is as a team, to brainstorm what is preventing us from achieving our target condition. This is done by allowing all members of the team to input the reasons they think it is not being achieved. These inputs are often written on sticky notes and placed on the fishbone diagram. Following this, you may have results similar to the ones below.  Note: it is important that the inputs are specific so they can be understood. e.g. “Calibration” alone is not specific to how it’s causing the problem; specify it with “Calibration: Inaccurate measurements affecting machine settings.”

After the fishbone diagram has been populated and the team has exhausted all ideas, the team should then vote on the most likely cause to explore with a 5 Whys analysis. This is done because, due to resource limitations, it is unlikely all of the suggestions can be explored and actioned.

In this situation the team decided the “lack of preventative machines: machines not being serviced regularly” was the cause of increased downtime. This was explored with the 5 Whys to get to the root cause of why Assembly Line 3 did not have preventative maintenance implemented.

The result of this root cause analysis can be seen below, and you may end up with more ideas on the fishbone, as generally there are a lot of ideas generated by a diverse team during brainstorming.

Step 4: Solutions and Corrective Actions

Now that we understand what the root cause of the problem is, we need to address it with solutions and corrective actions. Again, as a team, consider the root cause of the problem and discuss what actions need to be taken by the team, who will do them, and when they will be done. The result should be an action plan, for example, like the one below:

This action plan needs to be carried out and implemented.

The result of this section will likely just be an action list and look like the below section.

Step 5: Validate Solution and Standardize

Within step 5 it is time to collect data to validate and confirm the actions that have been implemented resulting in solving the problem and meeting the target state of the problem. This is done by continuing to collect data that demonstrates the problem in the baseline to see if the problem is being reduced.

For example, below, the project team continued to collect Assembly Line 3 downtime data on a weekly basis. Initially, there was a steady reduction, likely due to the focus of the project on the problem, which had some impact. However, once the majority of the action was implemented, a huge drop in product downtime was seen, exceeding the target. This showed the actions have been successful

If, in the validation stage, you find that the improvement required is not being made, you should go back to step 3 and reconsider the root cause analysis with the team, pick another area to focus on, and create an action plan for that following the same steps.

Step 6: Preventive Actions and Lessons Learned

In step 6 after the confirmation of project success you should look at preventive actions and lessons learned to be shared from this project:

• Preventive Action: The new preventive maintenance schedule will be standardized across all assembly lines. This will prevent other lines having similar issues and make further improvements
• Lessons Learned: A formal review will be conducted to document the process, including challenges faced and how they were overcome, which will then be archived for future reference.

In our project, this looked like the one below and will be used as a reference point in the future for similar issues. 

And that is the successful completion of a structured A3 problem-solving technique.

The complete A3 looks like the below image. Yours may slightly differ as the problem and information vary between projects.

Downloadable A3 Reporting Template

To support you with your A3 problem solving, you can download our free A3 problem solving report from the template section of the website.

Problem-solving is important in businesses, specifically when faced with increased costs or quality issues. A3 Structured Problem Solving, rooted in Lean Six Sigma, addresses complex business challenges systematically.

Originally from Toyota’s lean methodology, A3, named after the 11″x17″ paper size, visually maps problem-solving processes. This method ensures concise communication and focuses on crucial details, as illustrated by the provided example.

Emphasized in Lean Management, A3 stresses understanding root causes, standardization across teams, team collaboration, and visual representation for clarity. This tool is not only a guide to understanding the issue but is a standardized format ensuring robust solutions. Particularly for novices, breaking down its six steps, from problem description to setting A3 goals and root cause analysis, provides clarity. Visual aids further enhance comprehension and alignment across stakeholders.

• Sobek II, D.K. and Jimmerson, C., 2004. A3 reports: tool for process improvement. In  IIE Annual Conference. Proceedings  (p. 1). Institute of Industrial and Systems Engineers (IISE).
• Matthews, D.D., 2018.  The A3 workbook: unlock your problem-solving mind . CRC Press.

Q: What is A3 problem solving?

A: A3 problem solving is a structured approach used to tackle complex problems and find effective solutions. It gets its name from the A3-sized paper that is typically used to document the problem-solving process.

Q: What are the key benefits of using A3 problem solving?

A: A3 problem solving provides several benefits, including improved communication, enhanced teamwork, better problem understanding, increased problem-solving effectiveness, and the development of a culture of continuous improvement.

Q: How does A3 problem solving differ from other problem-solving methods?

A: A3 problem solving emphasizes a systematic and structured approach, focusing on problem understanding, root cause analysis, and the development and implementation of countermeasures. It promotes a holistic view of the problem and encourages collaboration and learning throughout the process.

Q: What are the main steps in the A3 problem-solving process?

A: The A3 problem-solving process typically involves the following steps: problem identification and description, current condition analysis, goal setting, root cause analysis, countermeasure development, implementation planning, action plan execution, and follow-up and evaluation.

Q: What is the purpose of the problem identification and description step?

A: The problem identification and description step is crucial for clarifying the problem, its impact, and the desired outcome. It helps establish a common understanding among the team members and ensures everyone is working towards the same goal.

Daniel Croft

Hi im Daniel continuous improvement manager with a Black Belt in Lean Six Sigma and over 10 years of real-world experience across a range sectors, I have a passion for optimizing processes and creating a culture of efficiency. I wanted to create Learn Lean Siigma to be a platform dedicated to Lean Six Sigma and process improvement insights and provide all the guides, tools, techniques and templates I looked for in one place as someone new to the world of Lean Six Sigma and Continuous improvement.

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CSense Management Solutions Pvt Ltd

Search search, systematic problem-solving.

What is Problem-solving?

Before we understand problem-solving, let us first calibrate ourselves on ‘what is called a problem?’

When there is a gap between our expectations and reality, we feel unhappy – which is a Problem . This is how a deviation from the specification, a failure to meet timelines, etc., become our problems. A problem could be defined as “the gap between our expectations and actual state or observation”.

From the gap analogy, we also understand that as the gap increases, our suffering intensifies.

Problem-solving

A fundamental part of every manager’s role is problem-solving. So, being a confident problem solver is really important to your success.

Much of that confidence comes from having a good process to use when approaching a problem. With one, you can solve problems quickly and effectively. Without one, your solutions may be ineffective, or you’ll get stuck and do nothing, sometimes with painful consequences.

Managing the problem (correction) instead of solving it (with corrective action) creates firefighting in our daily work. To solve a problem permanently, we need to understand and act on its root cause. We will also follow the steps of identifying root causes and prevent their recurrence in this workshop.

CSense IC 3 Approach

• Identification
• Containment Action
• Investigation
• Cause Analysis
• Improvement

Applications of methodology

The methodology is simple and applicable to most of the problems faced by the industries. Hence, it is widely accepted and recommended by companies. This also forms a framework for Auto industries’ 8D Problem Solving, Pharma industries’ USFDA recommended 7 step approach and Six Sigma’s DMAIC approach.

Training Contents

• Overview of Problem-solving
• Need for Problem-Solving
• Managing a Problem Vs Problem Solving
• Definitions – Correction, Corrective Action & Preventive Action

Step by Step Approach to Problem-Solving

1. identification.

• Use of 5W2H questions

2. Containment Action

• Assessing the problem and its risk
• Forming Effective Teams
• CFT & CHT
• Damage control – Interim Actions
• Communication plan

3. Investigation

• Data / Evidence Collection

4. Cause Analysis

• Brainstorming for Problem-solving
• Fishbone Analysis
• Is – Is Not Analysis
• Process Mapping
• Data and Statistical Analysis
• Data collection
• Graphical Tools
• Why-Why Analysis
• Validation of Root causes
• Statistical Analysis

5. Improvement

• Permanent Corrective Action
• Solution Generation
• Pilot Implementation
• Solution Action Plan
• Preventing Recurrence
• Control Plan
• Verification of Status
• Verification of Effectiveness
• Training & Documentation

Training Duration

• Two days – 16 hours

About the Course

The Problem-Solving workshop caters to leaders and managers who are interested in solving the recurring problems and want to bring in the culture and team-based approach of systematic problem solving to every level of people in the organisation. We deal with the most relevant tools in the step-by-step approach. We can take up the actual cases of recurring problems in the company as an example and study for the workshop. The course covers essential problem-solving tools like problem definition, containment action, root cause analysis with QC tools, root cause validation using statistical tools, corrective action, preventive action, escape points, Poka-yoke and more.

Course Objectives

At the end of the course, participants will be able to understand and appreciate

• Cost of Poor Quality
• The need for Systematic problem-solving
• Various approaches to problem-solving
• Difference between correction, corrective action and preventive action
• Team approach enhance effective solutions and learning
• Risk assessment and containment actions
• Root cause analysis
• Statistical tools
• Arriving at an effective action plan
• Preventing the defects

Target Audience

• Managers responsible for process improvements
• Quality Managers, Internal and External Auditors
• Shop floor managers and supervisors
• Production and Maintenance Managers
• Product Design Engineers
• Research Engineers & Scientists

Workshop Methodology

CSense Workshop approach is based on scientifically proven methodologies of Learning, which includes Learning by

• Listening – Classroom sessions & Audio-Visuals
• by Teaching
• Examples & Exercises at the end of each step
• We will provide the required Templates and formats for each tool
• During the course, we will form 3 to 4 cross-functional teams
• We will help each team choose a specific problem (either an open Non-conformance or a recently closed out non-conformance)
• We encourage the teams to choose different types of problems like Audit observations, internal failures/rejections, customer complaints, machine breakdown or accidents.
• Then we will guide the participants to work on their assigned problem with the new approach – application & documentation.
• Faculty will help the teams to apply the learning on the problems and explain the practical doubts.
• After each step, teams will present their work.

Min 12 and Max 20 Participants per batch

Customisation

We can customise the deliverable as per client’s requirements.

Certification

• Certification Criteria: 90% attendance in Training Sessions, participation in activities and 70% Score in written test
• The test will be conducted on 2 nd day of training
• Laptop/desktop with provision to install software packages for participants to be arranged by the client.

Additional Support

Continued coaching and hand-holding support could be provided by CSense after the workshop for successful project completion, as an optional engagement.