In the context of lean consulting, it is highlighted that the approach to Problem Solving is fundamental for improving the efficiency and effectiveness of business processes. Lean consulting focuses on eliminating waste and optimizing resources, while Problem Solving becomes a key tool for identifying and solving the root causes of problems. This standardized and systematic methodological approach is based on facts, logic, and data, and is applicable to both simple and complex problems. Properly identifying the problem and understanding its origin is essential for adopting the most effective and sustainable solutions over time.
A problem arises when there is a discrepancy between what should happen and what actually happens. This difference must be significant enough to justify corrective action. The problem is considered resolved when at least one solution is available to bridge the gap. However, to solve a problem, it is essential to clearly define it first. Problem setting, the art of formulating problems correctly, is a crucial step for effective application of Problem Solving and lean consulting, ensuring that the solutions adopted are aligned with the organization’s continuous improvement goals.
“Defining a problem well is largely about having solved it” (Benedetto Croce).
The problem setting belongs to top management, the problem solving to middle management and to all the resources involved in the problem.
Generally when we refer to problem solving methods and techniques we talk about “problem solving”, perhaps because we prefer to highlight the resolution moment that frees us from the stress of the problem.
However, solving comes after setting, and it is also less important from a hierarchical perspective. Those who pose the problems usually have more power than those who have to solve them.
The solution to the problem, called “problem solving” for brevity, is a process that has these components:
The key concepts related to Problem Solving include:
The way we work on a daily basis is governed by cause-and-effect relationships. If we want to excel in our daily lives, we must understand these relationships.
To achieve the correct solution or effect, it is necessary to go through the understanding of the problem; but even before solving a problem, it is difficult to define it well and establish a hierarchy of problems based on certain indicators:
Two key methodologies for problem solving are the Deming cycle and the DMAIC method.
The Deming cycle (or PDCA cycle, acronym for “Plan–Do–Check–Act”, in Italian "Programmazione – Fare – Verificare – Agire")
It is an iterative methodology that guides the process of continuous improvement through a cyclical action of sequential repetition of the 4 phases that constitute the so-called Deming wheel, named after its inventor William Edwards Deming.
The stages
Phase 1 – PLAN
Phase where the problem is clarified, its causes are analyzed, and potential solutions are proposed. The operational steps:
a. Observe the process and frame the problem. This means answering 6 questions: Who? What? Where? How? When? Why?
b. Measure the current state
c. Defining the future state and the goals to be achieved
d. Define the causes of the problemIdentify possible corrective actions
e. Identify possible corrective actions
f. Validate the corrective actions
This is the problem-setting phase. It is a fundamental phase because the way the problem is defined influences the set of alternatives for the solution.
A precise definition of the problem allows to:
Phase 2 – DO
Phase of implementation of the solutions and of the corrective actions (through tests or pilot projects). Problem Solving is included in this phase.
STEP 3 – CHECK
Verification phase of the effectiveness of the solutions adopted by comparing them with the expected objectives through the collection and evaluation of the results. It is important to carefully collect data and information to verify the effect of the introduction of the corrective action on the process.
If the check is positive, you can enter the ACT phase; otherwise, a new PDCA cycle will be initiated. The elements acquired through the experiment will enrich the original description of the problem.
STEP 4 – ACT
Standardization of effective solutions and repetition of the cycle if necessary. The operational steps:
a. Standardize the best improvement initiatives. To this end, it is necessary to make the necessary changes to: Procedures, instructions, and work cycles, Equipment, and facilities. If the tested methodologies have yielded significant benefits, it is suggested to extend them to similar processes.
b. Ensure that the standards are implemented by everyone. It is suggested to define and launch regular audit plans.
The DMAIC approach originated in the context of Six Sigma, which, within the framework of lean consulting, has the primary objective of solving problems related to defects or malfunctions, deviations from a target, excessive costs, or waste of time, etc.
The DMAIC methodology is structured into 5 sequential phases based primarily on the application of statistics for process analysis. The first 3 phases characterize the problem, while the last 2 focus on the implementation of solutions and process optimization.
The stages:
The operational steps:
It is essential to celebrate the achievements achieved to foster engagement and strengthen the team spirit.
These steps allow you to:
The 5W+1H
This method, developed by Sakichi Toyoda and subsequently implemented in Toyota Motor Corporation, aims to explore causal relationships to identify the root causes of problems or defects.
It is an acronym that summarizes the "Why?" to be asked repeatedly until the main cause of a problem is identified.
They are diagrams for studying and monitoring the evolution over time of any business activity, reporting the lower and upper limits of control, the average reference value (nominal value) and the values of a significant sample of measurements.
The activity under consideration is considered to be in a state of control when all the points are within the limits and are distributed randomly around the central line (statistical control state).
Bar chart in which the measured variables are arranged in descending order of frequency and the values of the same are expressed in absolute terms (left axis); the line representing the cumulative percentages is then superimposed on the chart (right axis).
The instrument is used to assess immediately and visually which elements are relevant and their impact.
It is the statistical process of grouping or dividing data based on attributes or characteristics deemed significant for the purposes of analysis. The goal is to reorganize the information so that the area where the causes of the examined changes (problems) are most likely located can be identified.
The categories resulting from the stratification can then be used for the tracking (one for each characteristic taken as a reference) of histograms, correlation diagrams, Pareto charts, and control charts.
A two-dimensional graph used to study the possible relationships between two variables and, in particular, the possible dependence of one on the other. It is used especially when a relationship between a given condition and its possible causes is sought. Depending on the positioning of the points, which correspond to the values of the data, a direct or inverse relationship can be identified.
The information provided by this diagram is exclusively of a qualitative nature; to obtain quantitative data, it is necessary to resort to regression techniques.
A tool used to identify and represent, for a given effect, its potential causes. These causes are organized into categories (generally in the manufacturing area the four M’s are used: man, materials, machines, and methods) and subcategories, identified using the brainstorming technique.
A tool that allows you to represent a specific phenomenon on a visual map, all the possible factors that influence it and their reciprocal relationships.
An analysis methodology that, using a graphical tool such as the force diagram, allows to select, among all the proposals made for solving a problem, the actions that could have the greatest impact. The causes of a problem are first weighted using a weighted voting system, and subsequently represented on a graph in the form of arrows of length proportional to the weight assigned to them. The actions that could lead to solving the problem are also represented by arrows that face those representing the causes. Their length is determined by the sum of the lengths of the arrows representing the causes that are able to solve them. In this way, the actions that will solve the largest number of causes, or those with the greatest weight, will be represented by longer arrows and it will be easy to select among all the actions to be carried out first.
Problem Solving is an essential skill for dealing with phases of Change Management or for solving everyday problems. It is important, in fact, to focus on eliminating the causes, even if the urgency of the situation leads to focusing on mitigating the effects. Methods such as PDCA and DMAIC, along with root cause analysis tools such as the Ishikawa diagram, the 5 Whys, and the Pareto diagram, allow for systematic analysis of problems and the adoption of effective solutions. A structured approach can lead to concrete improvements in production processes and customer satisfaction.
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We invite you to discover the Lean Problem Solving course, organized by Bonfiglioli Consulting, to learn effective methods and techniques in this field.
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