Problem Solving

innovative bearing solutions
Problem Solving
Today
• Over view of problem solving techniques
• Please ask questions
• Please fill in feedback sheets

Time Table
09:00 - 09:15 Introduction (15)
09:15 - 10:45 Process Maps (90)
10:45 - 11:00 Break (15)
11:00 - 12:30 Creative Thinking (90)

12:30 - 13:30 Lunch (60)
13:30 – 14:00 Data Collection (30)

14:00 – 15:00 5 Whys (60)
15:00 – 15:15 Break (30)
15:15 – 16:00 Fishbone Diagrams (45)

16:00 – 16:30 hypothesis testing (30)
16:30 – 17:00 Recap (15)
Problem Solving
“The problem is not that there are problems. The problem is expecting otherwise
and thinking that having problems is a problem.”
Theodore Ruskin
“It's not a problem that we have a problem. It's a problem if we don't deal with the
problem.”
Mary Kay Utech
“Most people spend more time and energy going around problems than in trying
to solve them.”
Henry Ford
“No problem can stand the assault of sustained thinking.”

Voltaire
Points to Remember
• Don’t preconceive the answer
• Use real data not anecdotes
• Clearly define the problem “a well

defined problem is already half
solved”
• Solve one problem at a time
• Write it down
Process Maps
What is a Process Map
• A diagram that clearly identifies the

main
steps involved in completing a process.
• A description of the way things are

done.
• A ‘User Guide’ to our organisation.

What is a Process?
• A mechanism by which raw
materials are converted into
more valuable items.
• A transformation of inputs into

outputs.
• A description of something we
do and the deliverables we
produce.
• Even if a process isn’t defined

there is one in place
Why Process Map
• Provides a visual picture of how the process works
• Helps the whole team to understand the process
• Shows how all the steps in a process are related
• Identifies critical points, bottlenecks & problem areas
• Eatables opportunities for improvement to be discovered more easily
• Identifies points where measurements should be taken
See what is really going on

Process Maps
• Current statue mapping
• Future state mapping
• Process sequence chart
• Value Stream mapping
• Brown Paper flowcharts
• Swim lane flowchart

Flow Chart Symbols
Simple Process Flowchart
Sound
Asleep
Alarm Goes
Off
Too Yes Hit snooze

tired? Alarm
No
Get out of
bed
Have a
great day!!
Examining Flow Charts
In analyzing process maps, look for

– Process inefficiencies such as delays, rework, rejects, etc.
– Wide separation of decisions from work activity
– Frequently repeated steps
– Shared responsibility among several people
– Excessive control points such as numerous layers of approval
Questions to ask:
– “What value does this activity add?”
– “Which stakeholder benefits?”
– “Does the client care enough to pay for it?”
Actions that can be taken
– Combined
– Run in parallel rather than serial
– Completed faster or with reduced labor costs through automation
– Eliminated
Make a cup of tea
Fishbone Diagrams
What is a Fishbone diagram?
• Fishbone/Ishikawa/cause-and-
effect diagram
• The fishbone diagram is an

analysis tool that provides a
systematic way of looking at
effects and the causes that
create or contribute to those
effects
innovative bearing solutions When should a fishbone diagram
be used?
• Need to study a problem/issue to
determine the root cause?
• Want to study all the possible reasons

why a process is beginning to have
difficulties, problems, or breakdowns?
• Need to identify areas for data

collection?
• Want to study why a process is not

performing properly or producing the
desired results?
innovative bearing solutions How is a fishbone diagram
constructed?
• State the problem in the form of a

question
• Select categories
– The 4 M’s:
• Methods, Machines, Materials,
Manpower
– The 4 P’s:
• Place, Procedure, People, Policies
– The 4 S’s:
• Surroundings, Suppliers,
Systems, Skills
• Brain storm factors
• Prioritise causes
Fish Bone Example
Hypothesis testing
Hypothesis Testing
• Why use hypothesis testing
– Where we have a limited set of
data
– Where it is not possible to
conclude an answer from the
data available
• What is hypothesis testing

– A statistical method of proving a
statement
– A way of exploring all likely
causes to a problem
• How do we generate hypothesis for

problem solving
– Use a fishbone diagram to scope
likely causes
How to Create a Hypothesis
 A hypothesis states relation ship and sets out conditions to prove if that
relation ship is correct
 Ultra violet light may cause skin cancer – This is not a good
hypothesis
 If skin cancer is related to ultraviolet light , then people with a

high exposure to uv light will have a higher frequency of skin cancer
– this is a good hypothesis
 Set a condition to prove if the hypothesis is right.
 Try to use numbers where possible

5 Whys
What is the 5 Whys method
• The 5 Whys is a question-asking
method used to explore the
cause/effect relationships of a
particular problem
• By repeatedly asking the

question "Why" (five is a good
rule of thumb), you can
determine the root cause of a
problem
• Although this technique is called

"5 Whys," you may find that you
will need to ask the question
fewer or more times than five
before you find the issue related
to a problem.
Why Use 5 Whys
• Help identify the root cause of a problem.
• Determine the relationship between different root causes of a problem.
• One of the simplest tools; easy to complete without statistical analysis.
How to Use 5 Whys
• Write down the specific problem. Writing the issue helps you formalize the
problem and describe it completely. It also helps a team focus on the same
problem.
• Ask "Why" the problem happens and write the answer down below the problem
• If the answer you just provided doesn't identify the root cause of the problem
that you wrote down in step 1, ask Why again and write that answer down
• Loop back to step 3 until the team is in agreement that the problem's root cause
is identified. Again, this may take fewer or more times than five Whys.
Be careful not to “lead” the questioning to a preconceived “why.”

Validating 5 Whys
To validate those potential root-causes that are under your control, you can apply
the following validations to your answers or root causes. Ask the following
questions for every possible root-cause you identify at all levels of the 5 Whys:
• It there any proof (something you can measure or observe) to support this root-
cause determination?
• Is there any history or knowledge to indicate that the possible root-case could
actually produce such a Problem?
• Is there anything “underneath” the possible root-cause that could be a more

probable root cause?
• Is there anything that this possible root-cause requires in order to produce the
Problem?
• Are there any other causes that could possibly produce the same Problem?
3 Legged 5 Whys
• Specific Leg
Why did this specific situation happen? This is the normal non-conformance being
analyzed using the Five Why Procedure.
• Detection Leg
Why was this situation overlooked? This asks why didn’t our in-place detection
procedures catch this.
• Systemic Leg
Why did the possibility exist for this situation to occur? This asks you to look at what
about the larger organization, systems, or procedures creates an environment in
which this non-conformance occurred?
Graphical Analysis
Pareto Analysis
Measles Chart
Run Chart
• Displays process performance over

time
• An average line, representing the

average of all the y values recorded
• Several variables may be tracked on a

single chart, with each variable having
its own line. The chart is then called a
multiple run chart
• Run charts can also be used to track

improvements that have been put into
place, checking their success
Box Plots
• Box plots
• Box plots are

useful for
identifying
outliers and for
comparing
Spaghetti Diagram
• Used to show
movement
• The more complicated

the more waste
Data Collection
Plan Data Collection
• Define What to Measure
• Define How to Measure
• Who will do it
• Sample plan
Data Collection Tools
• Check sheets
• Tally Charts
• Measles Charts
Critical Success Factors
Before Collecting Data:
• Try out the data collection form

– Can it be misinterpreted?
– Does it provide all the necessary data?
• Train the data collectors

– Especially if judgement is required
• Walk the process

– Always go and see for yourself
• Check the measurement system

– We must be confident in any data collected
Establish Baseline Performance
• Measure process performance before any improvements are implemented
• Use the baseline to verify the effectiveness of process improvement
Recap

Problem Solving

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innovative bearing solutions

• Over view of problem solving techniques

• Please ask questions

• Please fill in feedback sheets

11:00 - 12:30 Creative Thinking (90)

13:30 – 14:00 Data Collection (30)

15:15 – 16:00 Fishbone Diagrams (45)

“No problem can stand the assault of sustained thinking.”

• Don’t preconceive the answer

• Use real data not anecdotes

• Clearly define the problem “a well

• Solve one problem at a time

• A diagram that clearly identifies the

• A description of the way things are

• A ‘User Guide’ to our organisation.

• A transformation of inputs into

• Even if a process isn’t defined

• Helps the whole team to understand the process

• Shows how all the steps in a process are related

• Identifies critical points, bottlenecks & problem areas

• Eatables opportunities for improvement to be discovered more easily

• Identifies points where measurements should be taken

See what is really going on

• Current statue mapping

• Future state mapping

• Process sequence chart

• Value Stream mapping

• Brown Paper flowcharts

• Swim lane flowchart

Too Yes Hit snooze

In analyzing process maps, look for

• The fishbone diagram is an

• Want to study all the possible reasons

• Need to identify areas for data

• Want to study why a process is not

• State the problem in the form of a

• Brain storm factors

• What is hypothesis testing

• How do we generate hypothesis for

 If skin cancer is related to ultraviolet light , then people with a

 Set a condition to prove if the hypothesis is right.

 Try to use numbers where possible

• By repeatedly asking the

• Although this technique is called

Be careful not to “lead” the questioning to a preconceived “why.”

• Is there anything “underneath” the possible root-cause that could be a more

• Displays process performance over

• An average line, representing the

• Several variables may be tracked on a

• Run charts can also be used to track

• Box plots are

• The more complicated

Before Collecting Data:

• Try out the data collection form

• Train the data collectors

• Walk the process

• Check the measurement system

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