Problem Solving

1. Problem Solving

2. "There is no such thing as a problem, merely a situation where the solution is not apparent.“

3. 3 Categories of problems • Diagnostic – e.g. working on what’s gone wrong with something and then producing a solution • Design – e.g. identifying what needs to be done to develop a product or system then planning how it will be done • Contingency – e.g. organising an event, who does what, when, how

4. Tackling a problem • determine the problem and the outcome desired; • generate as many ideas as possible; • select the best idea; and • set both an action plan and a contingency plan.

5. 6 Steps for a solution • Analyse the current situation - what is the problem and why is it a problem. • Define your objectives - what are you trying to achieve. • Determine the reasons for the problem - How did the problem occur and what actions will eradicate it. • Develop a solution strategy and alternatives - What courses of action are available which will get rid of the problem. • Compare your strategy to your objectives - will the courses of action available achieve your objectives. • Decide on the best option and implement.

6. What does the "solved" problem look like? • What do you want to happen when the problem is "solved"? • How will people feel when it's solved?

7. Generate Ideas • What seems like new ideas are the result of making new combinations of old ideas. • Things change so fast that we can't solve today's problems with yesterday's answers. • There's almost always more than one right answer. • Sometimes we must unlearn what we know. Instead of assuming you know the answer, wait until you gather all the facts. • Look at things the same as everyone else, but think differently.

8. Build an Action Plan • Outline what the outcome is, • Who is responsible, • How the job will be monitored, • What the resources are, and • When the deadline is. • Document your plan

9. Contingency planning • Always expect the unexpected.

10. Techniques • Brainstorming • SWOT analyses • Risk Assessment • Flow Charts • What if …..? • Force-field analysis • Cost-benefit analysis • Taking different viewpoints • Mind maps • Time lines • Decision trees

11. Brainstorming • Encourage wild ideas • All ideas are of equal value • Build on the ideas put forward by others postpone judgement of ideas • Evaluate

12. SWOT analyses • Strengths, • Weaknesses, • Opportunities, • Threats

13. Risk Assessment • Resources – money, time • Health & Safety • Other activities – knock on effect

14. Technique • Identify all possible risks • Who/what would it effect • Determine Likelihood and severity • Determine how to minimise risk

15. Flow Charts (Process Charts) Highlights the key steps in a process by helping to: • Showing how the different stages relate to each other • Identify where the process could be improved – by removing unnecessary stage • Identify the sequence of operation.

16. Technique • List the processes • Classify each process • Arrange them in the sequence they take place • Draw flow chart

17. What if …..? • A way of getting different angles on a problem • A good question to ask yourself or others • Determining possible problems before they occur.

18. Technique • Ask this of all the options you or others can think of • Look at the possible consequences • Do some calculations on a spreadsheet

19. Force-field analysis • Looks at the forces either driving or restraining situations

20. Technique • Define the current situation • Define the desired situation • Identify forces driving change • Identify forces restraining change • Consider what can be done to: • Make the most positive forces • Limit the effect of negative forces • Identify goals to take the process forward

21. Cost-benefit analysis • A technique for comparing and evaluating opinion • Used to determine whether the cost of an option outweighs the likely benefit.

22. Technique • Identify all costs involved with the option • Identify all benefits - financial and non-financial • Calculate the financial costs and benefits • Determine which brings the greater benefits cost wise and overall.

23. Taking different viewpoints • No two people look at a problem in the same way • A problem for one person may not be for another • Different people will look at things from a different viewpoint.

24. Technique • Look at the situation from someone who has a different point of interest • What would you do if you were in their position?

25. Mind Maps • Utilises the fact that the brain works by linking key concepts together • Shows visually different ways of tackling a problem

26. Technique • Using a blank piece of paper or white board, put the problem in the centre • Thinking of different parts of the problem put them around the problem linked by a line • Draw lines to where there are other links • Parts of the problem can be approached in the same way

27. Poor quality materials Defective Components Poor workmanship Poor supervision Workforce not trained sufficiently

28. Time lines Show: • The sequence of activities • How long each one lasts • How activities relate to one another on a timescale

29. Stage 1 Stage 1 Stage 2 Stage 2 Stage 3 Stage 3 Sub-stage

30. Technique • List the tasks to be done • Place them in sequential order • Allocate time for each task • Draw time-line (or produce bar chart).

31. Decision trees • Shows the options in visual form

32. Technique • Identify the different options available • Draw a small square at the left hand side of a piece of paper • Working towards the right insert courses of action with a line from the square • If the result is another decision needs to be made another square is drawn and other lines from it • If the result is uncertain a circle is drawn and a number of diagonal lines to show the possible outcomes

33. Can we afford a new piece of plant? Have we the money? Yes Can we afford to pay it back? Could we borrow it? No Yes Yes No No