Problem Solving

A problem arises when there is a discrepancy between reality and the standard, with an unknown cause rooted in the past. It remains a problem until the root cause is permanently eliminated. Problem solving is the process used to close this gap, applying the scientific method to restore the situation back to the desired standard.

Benefits of problem solving

Problem solving is a cross-cutting process, applicable across various sectors and business contexts. Its main benefit lies in focusing resources on identifying and removing the underlying causes of problems, rather than merely addressing the symptoms. This allows organisations to move beyond temporary fixes and implement sustainable, long-term solutions. 

How is problem solving applied?

To properly execute a problem solving process, it is necessary to adopt the scientific approach, applying the SPDCA cycle:

1. Scan – Context analysis to define the current state, identifying waste and deviations from the standard. 

2. Plan – Identification of the root cause, definition of countermeasures, indicators, and activities needed to resolve the problem. 
   

3. Do – Implementation of the action plan. 
   

4. Check – Verification of alignment between actions taken and the defined plan, as well as achievement of the set goals. 

5. Act – Standardisation of the new method and its application to similar contexts.
   

Step 1: Problem analysis

The analysis begins by identifying the effect of the problem and ends with understanding its primary origin. To perform this step effectively, the 3G approach is applied: 

• Genba (‘go to the scene’) – Visit the place where the issue occurs to assess the problem objectively and identify influencing factors. 

• Genbutsu (‘examine the object or service delivery physically’) – Focus on the part of the product, machine, or process where the problem arises. Study damaged parts to understand their structure and function, or investigate why a service is not being delivered properly and how it should be work under normal conditions. 

• Gengitsu (‘check facts and data’) – Collect and analyse factual data. 

Additional support is provided by the 4M+E diagram, which categorises potential causes into five factors: Men, Materials, Machines, Methods, and Environment. 

 

Step 2: Identifying the root cause

This step involves tracing the root cause of the problem by working backwards through the cause-and-effect chain. The 5 Whys technique is typically used here to help uncover the underlying issue. 

Starting with the observed problem, the question ‘Why?’ is asked up to five times in succession to drill down to the true root cause (sometimes more or fewer iterations may be required). The number of repetitions depends on the length and complexity of the cause-and-effect chain – the longer the chain, the more times ‘Why?’ must be asked to reach the root cause.

Step 3: Countermeasure identification and prioritisation

Once the root cause is identified, appropriate corrective actions must be defined, evaluated based on priority, importance, and urgency. 

Brainstorming, – a group creativity technique – is useful at this stage for generating potential countermeasures. It is typically conducted with a cross-functional team, drawing on the diverse expertise and knowledge of members from different departments. 

Next, corrective actions are prioritised using tools such as the Eisenhower Matrix and the Priority Matrix. 

The Eisenhower Matrix is a visual tool that helps categorise activities according to their importance and urgency. Conceived by former U.S. General and President Dwight D. ‘Ike’ Eisenhower, the matrix plots urgency on the x-axis the importance on the y-axis. Urgency is typically assessed in terms of time; the most urgent activities are those with imminent deadline and limited time available relative to the size of the task. The definition of importance, on the other hand, must be established based on context. Highly important activities generally have significant impact on key aspects such as cost, effort, difficulty, magnitude of change, or potential benefits). 

The intersection of urgency and importance creates four quadrants: 

• High urgency and importance: activities to be done immediately. 

• High urgency but low importance: activities to be delegated. 

• High importance but low urgency: activities to be planned. 

• Low urgency and importance: activities to be evaluated for possible elimination. 

In contrast, the Priority Matrix is used to prioritise activities based on the effort and impact required to complete them. 

To categorise them, it is necessary to define the criteria for evaluating both effort – such as cost, energy, or time – and impact – such as effectiveness, payback time, or magnitude of change. This allows activities to be classified as follows: 

• High impact, low effort: priority actions. 

• Low impact, low effort: implementable if time permits. 

• High impact, high effort: to be carefully evaluated. 
• Low impact, high effort: not recommended. 
  

Step 4: Action plan definition and monitoring

The implementation of problem solving concludes with the creation of an action plan, using the 5W2H method : 

• What: what will happen? 

• Why: in view of what goal? 

• Who: who will be involved in the solution? 

• Where: where will it happen? 

• How: how will it take place? 

• How much: how much time will be required? 

The addition of the second H makes it possible to transform the tool from qualitative to quantitative, by defining SMART indicators. Answering these questions makes it possible to create a simple, concise action plan, useful for translating goals into concrete, motivated, and monitorable actions. 

An effective problem solving process allows critical business issues to be addressed in a structured way, ensuring sustainable results over time. The application of the SPDCA method, combined with analysis and prioritisation tools, makes it possible to eliminate the root causes of problems, improving the quality and efficiency of business processes.