In the field of lean consulting, it is clear that the problem-solving approach is fundamental to improving the efficiency and effectiveness of business processes. Lean consulting focuses on eliminating waste and optimizing resources, while problem-solving serves as a key tool for identifying and resolving 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. Correctly 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 warrant corrective action. The problem is considered solved when there is at least one solution capable of bridging the gap. However, to solve a problem, it is essential to first define it clearly. Problem setting—that is, the art of correctly formulating problems—is a crucial step for the effective application of problem-solving and lean consulting, ensuring that the solutions adopted are aligned with the organization’s goals of continuous improvement.
“Defining a problem well is, to a large extent, solving it” (Benedetto Croce).
Problem setting is the responsibility of top management, while problem-solving falls to middle management and all resources involved in the problem.
Generally, when referring to problem-solving methods and techniques, we speak of “problem solving,” perhaps because we prefer to highlight the moment of resolution that frees us from the stress of the problem.
However, solving comes after defining the problem, and it is also less important from a hierarchical standpoint. Those who define the problems generally have more authority than those who must solve them.
Problem solving, referred to as “problem solving” for brevity, is a process that consists of the following components:
Key concepts related to problem solving include:
Our daily work is governed by cause-and-effect relationships. If we want to excel in our daily lives, we must understand these relationships.
To arrive at the correct solution or outcome, it is necessary to first understand the problem; however, even before solving a problem, it is difficult to define it clearly and establish a hierarchy of problems based on certain indicators:
Two key problem-solving methodologies are the Deming Cycle and the DMAIC method.
The Deming Cycle (or PDCA cycle, an acronym for Plan–Do–Check–Act)
It is an iterative methodology that guides the process of continuous improvement through a cyclical sequence of the four phases that make up the so-called Deming Wheel, named after its inventor, William Edwards Deming.
The Phases
PHASE 1 – PLAN
: A phase in which the problem is clarified, its causes are analyzed, and potential solutions are proposed. The operational steps:
a. Observe the process and define the problem. This involves answering six questions: Who? What? Where? How? When? Why?
b. Measure the current state
c. Define the future state and the objectives to be achieved
d. Define the causes of the problem and identify 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 possible solutions
A precise definition of the problem allows you to:
PHASE 2 – DO
: Phase for implementing solutions and corrective actions (through testing or pilot projects). Problem Solving is part of this phase.
PHASE 3 – CHECK
: This phase verifies the effectiveness of the adopted solutions by comparing them with the expected objectives through the collection and evaluation of results. It is important to carefully collect data and information to verify the effect of implementing the corrective action on the process.
If the check is positive, the process can move on to the ACT phase; otherwise, a new PDCA cycle begins. The insights gained from the trial will enrich the original description of the problem.
PHASE 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 required changes to: procedures, instructions, and work cycles; facilities; and equipment. If the new methodologies tested have yielded significant benefits, it is recommended to extend them to similar processes.
b. Ensure that the standards are implemented by everyone. It is recommended to define and launch regular audit plans.
The DMAIC approach originated in the Six Sigma framework, which, within the context of lean consulting, has the primary objective of resolving problems related to defects or failures, deviations from a target, excessive costs, or wasted time, etc.
The DMAIC methodology is structured into five sequential phases based primarily on the application of statistics for process analysis. The first three phases characterize the problem, while the last two focus on implementing solutions and optimizing processes
The phases:
Operational steps:
It is essential to celebrate the results achieved to foster engagement and strengthen team spirit.
These steps allow us to:
The 5W+1H
This method, developed by Sakichi Toyoda and later implemented at Toyota Motor Corporation, aims to explore cause-and-effect relationships to identify the root causes of problems or defects.
It is an acronym that summarizes the "Why?" questions to be asked repeatedly until the root cause of a problem is identified.
These are charts used to study and monitor the trend over time of any business activity, showing the upper and lower control limits, the reference mean (nominal value), and the values from a significant sample of measurements.
The activity under examination is considered to be in control when all data points fall within the control limits and are randomly distributed around the centerline (state of statistical control).
A bar chart in which the measured variables are arranged in descending order of frequency, with their values expressed in absolute terms (left axis); a line representing the cumulative percentages is then superimposed on the chart (right axis).
This tool is used to immediately and visually assess which elements are significant and their impact
It is the statistical process of grouping or subdividing data based on attributes or characteristics deemed significant for the purposes of the analysis. The purpose is to reorganize the information in such a way as to identify the area where the causes of the variations (problems) under examination are most likely to be found.
The categories resulting from stratification can then be used to plot (one for each characteristic taken as a reference) histograms, correlation diagrams, Pareto charts, and control charts.
A two-dimensional graph used to study possible relationships between two variables and, in particular, whether one depends on the other. It is used primarily when seeking a relationship between a specific condition and its possible causes. Depending on the positioning of the points—which correspond to the data values—a direct or inverse relationship can be identified.
The information provided by this diagram is exclusively qualitative; to obtain quantitative data, regression techniques must be used.
A tool used to identify and represent the potential causes of a given effect. These causes are organized into categories (in manufacturing, the four M’s—man, materials, machines, and methods—are generally used) and subcategories, identified through brainstorming.
A tool that allows you to represent, on a visual map, a specific phenomenon, all the possible factors that influence it, and their mutual relationships.
An analytical methodology that, using a graphical tool such as the force diagram, allows one to select, from among all the proposals put forward to solve a problem, the actions that could have the greatest impact. The causes of a problem are first weighted using a weighted voting system and then represented on a graph as arrows whose length is proportional to the weight assigned to them. The actions that could lead to the resolution of the problem are also represented by arrows that point toward those representing the causes. Their length is determined by the sum of the lengths of the arrows representing the causes they resolve. In this way, the actions that resolve the greatest number of causes—or those with the greatest weight—will be represented by longer arrows, making it easy to select, from among all the actions, those to be implemented first.
Problem-solving is an essential skill for navigating change management phases or resolving everyday problems. In fact, it is important to focus on eliminating the causes even if the urgency of the situation leads one to focus on mitigating the effects. Methodologies such as PDCA and DMAIC, along with root cause analysis tools like the Ishikawa diagram, the 5 Whys, and the Pareto chart, allow for the systematic analysis of problems and the implementation of effective solutions. A structured approach can lead to concrete improvements in production processes and customer satisfaction.
We invite you to explore the Lean Problem Solving course, organized by Bonfiglioli Consulting, to learn effective methods and techniques in this area.
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