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– Methodologies and Techniques –
⇓ Introduction to Problem Solving
⇓ What is Problem Solving
⇓ Problem Solving Services
⇓ Learn More About Problem Solving
In the current world market, consumers and organizations have a vast amount of choices regarding the brand or manufacturer of products, parts and materials available to them. In order to not merely survive but thrive in this ever increasingly competitive market, an organization must provide the most value and the highest quality possible. Most organizations have effective quality systems in place. Unfortunately, we cannot always prevent or detect problems before they reach the customer. Whether your customer is a Tier 1 automotive manufacturer or the end user, problems sometimes occur. Even the companies held up as benchmarks for quality in their industry eventually encounter problems with their product or process. The most important factors at that time are how timely and effectively the problem is resolved and prevented from re-occurring. Problems happen so we must be skillful and systematic in resolving the problems as they arise.
Problem Solving is the process undertaken to find solutions to complex or difficult issues by taking an analytical approach using scientific methods. Effective problem solving requires the issue to be recognized and fully understood by the problem solver(s). Then, various problem solving methods and tools can be used to drive down to the root cause of the issue and take appropriate corrective actions to not only fix the problem, but to ensure it does not re-occur. Recurring problems are expensive, drive down brand equity and can damage the supplier / customer relationship. Customers could determine that your organization is not capable of resolving problems within your products or processes. There are many problem solving tools and approaches that are all effective if used properly. The following is a sample list with a brief description of each method.
5 Why is a problem solving method that asks the question “Why” enough times until you get down to the root cause of a problem. The 5 Why exercise can be used as a stand- alone tool or applied within a larger problem solving activity. 5 Why is commonly used during the Analyze phase of the DMAIC process and the Plan phase of the PDCA process. The responses should be based on facts or data and should focus on process or systems errors. The facilitator should ask the team if the cause identified were corrected, could the failure mode or problem still occur. If the answer is yes, then move on to the second “Why” and then the third, fourth, fifth and so on until the answer is no.
Eight Disciplines of Problem Solving (8D) is a detailed problem solving method primarily used within the automotive industry but has more recently been utilized by other industries. 8D is typically a team exercise utilized mainly by quality engineers or managers and other professionals. The 8D approach employs statistical analysis of the process and stresses the importance of determining the root causes of the problem. The basic elements of the 8D method are to identify the problem, form a team, determine root causes, develop corrective actions, both interim and permanent, and ultimately, to prevent the problem from reoccurring. It is also an effective tool for use during product and process improvement initiatives.
The A3 Report has its roots in the PDCA method. The A3 Report format is an effective tool for communicating all pertinent information with greater visual impact. A3 gained its name from the size of paper used during the exercise. By literally writing and drawing it all out on one sheet, it clearly communicates what is being done at each step of the problem solving activity improving team communication. The A3 format is a valuable problem solving and critical thinking tool that can foster continuous improvement.
Corrective Action Preventive Action (CAPA) is usually part of an overall Quality Management System (QMS) . The Corrective / Preventive Action process is generally a documented procedure used to collect and analyze information, identify any non-conformances and take appropriate action (corrective or preventive) to resolve problems and prevent recurrence. The CAPA process closely follows the PDCA methodology of Plan, Do, Check, Act. The use of data to drive actions is prevalent in most CAPA systems. In some cases, Statistical Process Control (SPC) data is incorporated into the process. Corrective actions are directed at eliminating known causes of failure or other product or process issues. Preventive actions are derived from structured risk analysis and focused on eliminating the cause of a potential failure.
The Is / Is Not tool is adaptable in that it can be used as a stand-alone problem solving tool or by establishing boundaries during a larger problem solving activity using one of the methodologies discussed above. It may be used to define the problem and determine the scope of what will be considered and what will not be considered during the problem solving exercise. The Is / Is Not simply asks the questions about the problem and determines what the problem is and is not. For example, a manufacturer starts getting feedback from their dealers of a particular problem. By entering the answers to the questions in a basic diagram, you can identify the scope of the problem and then determine where to apply resources and focus on the real problem.
The Is / Is Not tool produces results by allowing you to focus on the facts of the problem, and specifically on the boundaries created by determining what is and is not involved. Your team can then focus their efforts and attention on the likely causes and take action.
Plan-Do-Check-Act (PDCA) is also sometimes referred to as the Shewert circle is an excellent method for problem solving or continuous improvement. The basics of the PDCA cycle are to Plan or identify the problem. Do or perform a process study or root cause analysis to determine cause and potential improvements. Check or measure the results of the corrective action or improvement. And then Act, take action based upon the results of the study. The PDCA is not a straight line but a circle or cycle. Once the actions have been validated then use the knowledge acquired to plan additional improvements and begin the cycle again.
No matter which method you select, they all have some basic steps in common. The problem must be defined, the root causes identified, effective temporary and permanent countermeasures put in place, the results measured, monitored and validated. Through this process, you can resolve a problem and prevent recurrence. While problem solving methods are valuable tools in your quality toolbox, some of them can be applied to a product or process before a failure occurs or during a continuous improvement initiative (i.e. Kaizen ). By using these tools, a potential failure may be foreseen, analyzed, and actions can be taken to prevent the failure from ever occurring. Tools such as Failure Modes and Effects Analysis (FMEA) , both Design FMEA and Process FMEA , can be utilized to reduce the likelihood of failures occurring.
At Quality-One, we offer many services directed at helping you resolve any current problems or prevent problems from occurring. Our experienced team of highly trained professionals will provide a customized approach for developing your people and processes based on your unique problem solving needs. At Quality-One our services include:
Quality-One offers Quality and Reliability Support for Product and Process Development through Consulting, Training and Project Support. Quality-One provides Knowledge, Guidance and Direction in Quality and Reliability activities, tailored to your unique wants, needs and desires. Let us help you Discover the Value of Problem Solving Consulting, Problem Solving Training or Problem Solving Project Support.
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This paper discusses the key role that the problem solving process plays in most quality assurance programs. In this discussion, problem solving is represented as a four step process. The use of each of the four steps in health care quality assurance is examined.
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Quality improvement through problem solving.
First published 25 Oct. 2014 Latest update 31 Oct. 2021
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A quality problem is defined as any instance where the desired quality characteristic is not present or not up to the intended level. In other words, it is an instance of failure to conform to standards or specifications. It can also be considered as the “Quality Gap”.
It is disappointing to encounter problems despite putting in a good design and scrupulous control. However, problems should be seen as a challenge to put out a better product or service. Problems should not be brushed off or ignored but efforts need to be made to know what problems exist and how serious. Each problem should be subjected to further inquiry regarding why they happen and what can be done to avoid them.
The first step is to identify, clarify and verify the existence of a quality problem. Then, an approach must be found to solve these problems. The problem solving process is based on the scientific approach. The approach is depicted below as a cycle of recurring activities. Outline of The Problem Solving Steps
a. Problem Identification via Statistical Quality Control The main way to identify problems is by detecting non-conformance through quality control. According to J.M Juran, in ‘Quality by Design’, Quality control is “the regulatory process through which we measure the actual performance, compare it with standards and act on the difference”. In the last part of this definition, Juran has incorporated quality improvement as part of control. A defective product / unsatisfactory result can occur by chance. Knowing the frequency of occurrence is therefore important. Statistical Quality control is the detection of the rate of non-conformance in a sizable quantity of products produced or delivered. In clinical practice, statistical quality control takes the form of Clinical or Medical audit.
b. Customer Complaints Through stringent quality control non-conformant items are rejected. If however substantial numbers of customers are still unhappy, there is a problem in the quality control or the design. Customer opinion regarding quality should be actively sought for through Customer Satisfaction Surveys or Complaint Boxes c. Employee Complaints Any complaint from employees about the process, the equipment or the work environment, should be considered as a problem. To encourage reporting, complaints can be disguised as Employee suggestion (see later). d. Incident Reporting Incidents occurring during production, delivery and use of products should be identified as problems and studied closely. The occurrence of incidents should be reported by employees and sought from customer complaints.
To be effective, the problem solving process need to be orderly and scientific in approach. The first step is to identify, clarify and verify the existence of a quality problem. The causes must then be found. Consequently, methods must be found to solve these problems. The approach is depicted below as a cycle of activities. Often not all aspects of a problem can be corrected at any one time. Also, new problems keep on being detected. Therefore quality improvement efforts is continuous. It is appropriate perhaps to name it as “The Problem Solving Cycle”.
The problem solving exercise needs to be approached from two distinct perspectives:
The context within which the problem occurs need to be known. The possible causes are postulated from a knowledge of the input, processes, and environment. Data is then collected to clarify what factors are in operation when the defective product was made or unsatisfactory service was delivered. The corrective action or remedy involves a level of experimentation outside of the operations domain. Only after the suggested remedial action is proven to be effective is it adopted.
Therefore, even though the changes are meant to be gradual, the problem solving approach need to be taken as a project. There is a need for proper planning, organization, scheduling, and control.
“The Quality Improvement Cycle”
The steps of the Problem Solving exercise, is elaborated below:
Step 1. Assess Quality of Service Collect data to measure current performance. This step is actually the activity of Quality control. In clinical medical practice medical audit is used for this purpose. Step 2. Identify Problem A Quality problem is said to occur if there is a quality gap or deficit (shortfall in quality) based on the outcome results compared to the standard set. Step 3. Analyze Problem At this step a theoretical analysis of the factors that may contribute to the occurrence is performed. Factors may include input, processes, the environment, and organization of the system as a whole. The production process / service delivery process needs to be clarified by studying existing work flow charts or redrawing them. Step 4. Postulate Causes Tools such as relations diagram (Bubble chart) and Ishikawa Herring Bone chart may be used to demonstrate and clarify cause and effect. Step 5. Identify data required and how to obtain them Theoretical postulates put forward at the previous step need to be proven by a study of actual happenings. This would require the collection of relevant data. To do this, questions of what data, where to obtain them and how must be answered. Step 6. Plan Data Collection At this stage it is necessary to know whether data required already exists or new data need to be collected (e.g., via observation). Decision must be made on data collection techniques, responsibility for data collection and data storage. Performing all these is equivalent to designing a research study. Step 7. Collect Data This step is the actual activity of data gathering and collation (put together). Step 8. Analyze Data Data that have been collected are tabulated, analysed and presented using simple statistical tools. Step 9. Derive Causes of Problems The results of data analysis are interpreted to prove or disprove postulates made previously. Collected data may also reveal or suggest other possible causes. Step 10. Plan Corrective/Remedial Measures Strategies for Improvement need to be formulated and planned with care. Based on the causes identified above, various factors requiring correction are identified. Alternative solutions to solving the problem may be identified and shortlisted through Employee suggestion, Literature Review and Benchmarking. In the long term, research and innovation may provide better solutions. Step 11. Carry out Remedial Measures The most effective strategy to use in implementation of remedial measures is the use of the Shewhart PDCA cycle as described below:
Application of the PDCA Cycle to Carrying out Remedial Actions
In this approach, the remedy being suggested is first planned properly and put to the test (the Do step). This test is done as simulation, trial or pilot project and data is collected to confirm it’s effectiveness or otherwise (the “Check” stage). When it is a complete success it can be adopted and institutionalized. If it is not entirely acceptable it can be amended or adapted and tried again. A complete failure warrants re-planning (back to the drawing board) and a repeat of the whole cycle. Step 12. Re-evaluate the problem Collect data to determine the frequency and seriousness of the problem. This step means the continuation of the Quality control activities. If the problem has not been solved the problem may require re-analysis or study. It may also mean that the remedial measures chosen were not carried out fully or they wee not effective. Step 13. Prevent the problem from recurring If corrective actions / measures have been successful, all changes made need to be adopted and institutionalized. This usually means that the changes are incorporated into policies, the work procedures and work culture. Continuous vigilance through quality control will ensure that the problems do not recur.
5 thoughts on “quality improvement through problem solving”.
I find this slide very interesting and helpful. Thank you Dr.
Thanks. I should be writing on other means of improving quality. I hope to do it soon.
Interesting outlines and descriptions for ease of understanding and knowledge sharing. Would you mind posting them as pdf for download, thank you.
Dr. Peter Mulatya [email protected]
Thanks for visiting my site and reading my article. I have converted the page in to PDF and MSWord. Thank you.
Hi, Dr. Abdollha, Could you help me with a mortality review operational guide and reference materials?
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Quality Glossary Definition: Five whys
The five whys and five hows techniques constitute a questioning process designed to drill down into the details of a problem or a solution and peel away the layers of symptoms. The technique was originally developed by Sakichi Toyoda who stated that "by repeating why five times, the nature of the problem as well as its solution becomes clear." The five whys are used for drilling down into a problem and the five hows are used to develop the details of a solution to a problem. Both are designed to bring clarity and refinement to a problem statement or a potential solution and get to the root cause or root solution.
While both methods are techniques to expand the horizon of a team searching for answers, there are distinct uses for five whys and five hows . However, both of these two techniques force a team to develop a better and more detailed understanding of a problem or solution and will be helpful in the root cause analysis process.
Materials needed: Chart paper and pen/markers.
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You can also search articles , case studies , and publications for five whys and five hows resources.
Digging For The Root Cause ( Six Sigma Forum Magazine ) Six Sigma training covers five popular identification tools, including the five whys technique, because some aspects of these tools are usually overlooked, such as when and where to stop and how to differentiate multiple causes through a weighing system that prevents loss of focus.
The Art of Root Cause Analysis ( Quality Progress ) A Master Back Belt discusses the process, the benefits, and the problems of using the five whys technique for root cause analysis.
Five Whys and a Why Not ( Quality Progress ) This article discusses adding a "why not?" question to the five whys line of questioning, arguing that the method will be significantly enhanced while still maintaining the simplicity of the original method.
Why Ask Why? ( Quality Progress ) Using the five whys technique is valuable to discovering latent causes because identifying them early can prevent other organizational issues.
Turning ‘Who’ Into ‘How’ ( Quality Progress ) When things go wrong, the goal should be to move away from trying to determine "who" was at fault and quickly transition into a problem-solving mindset of "how" to make things better.
Excerpted from The Public Health Quality Improvement Handbook , ASQ Quality Press.
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Les opérations représentent la force motrice d’Amazon. Ce service clé de notre activité nous permet d’exécuter et d’expédier les commandes de manière efficace afin que nos clients reçoivent leurs articles en temps et en heure. En tant que responsable de secteur, vous veillerez à ce que votre site fonctionne parfaitement afin de répondre à la demande de nos clients. Vous serez à la tête d’une équipe qui contribue à la sécurité, à l’efficacité et à la qualité de nos opérations et vous prendrez en charge un certain nombre de projets sur l’ensemble de notre réseau afin de stimuler la productivité. Key job responsibilities Créer, superviser et encourager une culture de la sécurité et du bien-être Analyser et mettre en œuvre des changements pour maintenir la qualité et la productivité à un niveau élevé et constant Superviser les projets visant à rationaliser les processus, à optimiser la productivité et à améliorer la qualité du service pour les clients dans votre périmètre de responsabilité Analyser les performances de l’équipe par rapport aux objectifs de l’entreprise et mettre en place des actions pour améliorer notre excellence opérationnelle Travailler en collaboration avec des collègues de la direction pour normaliser les pratiques des équipes A day in the life Vous travaillerez en équipe sur l’un de nos sites, en veillant à ce qu’il soit aussi productif que possible. Vous aurez pour tâche principale d’instaurer une culture de la sécurité et de faire respecter les normes de qualité et de performance de l’équipe. Vous superviserez également les améliorations apportées aux processus dans votre secteur et en assurerez la mise en œuvre. Vos missions seront variées au cours d’une journée type : gestion de l’équipe, pilotage des opérations quotidiennes, amélioration des processus, missions d’urgence à grande échelle, etc. Vous servirez également d’exemple et de mentor aux nouveaux managers. About the team Notre centre de traitement des commandes (Customer Fulfilment, ou CF), est l’endroit où tout a commencé pour Amazon. D’une modeste équipe de libraires, le CF est devenu une équipe mondiale spécialisée qui traite plus de 1,5 million de commandes chaque jour. L’équipe CF est le moteur de notre entreprise et ses efforts nous ont permis de nous tourner vers de nouvelles régions et de proposer de nouveaux services. Avec l’aide des technologies émergentes, nous sommes en permanence à la recherche de solutions nouvelles pour proposer une gamme de produits plus large et de meilleure qualité, livrée rapidement et à un prix abordable. L’équipe CF est le premier maillon de la chaîne qui permet aux clients d’obtenir les produits à la vitesse qui fait notre réputation. Nous sommes basés dans les centres de traitement des commandes, qui sont au cœur du réseau des opérations d’Amazon. Nos centres sont parfois appelés le « premier kilomètre », car c’est là que la plupart des colis Amazon commencent leur voyage. Nous aidons à gérer les stocks dynamiques et à faciliter les livraisons rapides, 24 heures sur 24, 7 jours sur 7. Nos centres de traitement des commandes regroupent des profils variés et les opportunités y sont nombreuses. Certains membres de l’équipe travaillent avec des produits physiques, tandis que d’autres analysent des données. Ensemble, nous travaillons pour que chacun puisse prendre des décisions éclairées dans toute l’entreprise.
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Quality Glossary Definition: Eight disciplines (8D) model. The eight disciplines (8D) model is a problem solving approach typically employed by quality engineers or other professionals, and is most commonly used by the automotive industry but has also been successfully applied in healthcare, retail, finance, government, and manufacturing. The ...
Finding a suitable solution for issues can be accomplished by following the basic four-step problem-solving process and methodology outlined below. Step. Characteristics. 1. Define the problem. Differentiate fact from opinion. Specify underlying causes. Consult each faction involved for information. State the problem specifically.
Quality Glossary Definition: Seven tools of quality "The Old Seven." "The First Seven." "The Basic Seven." Quality pros have many names for these seven basic tools of quality, first emphasized by Kaoru Ishikawa, a professor of engineering at Tokyo University and the father of "quality circles."Start your quality journey by mastering these tools, and you'll have a name for them too: indispensable.
The 8D problem solving process is a detailed, team oriented approach to solving critical problems in the production process. The goals of this method are to find the root cause of a problem, develop containment actions to protect customers and take corrective action to prevent similar problems in the future. The strength of the 8D process lies ...
Quality professionals are frequently required to engage in two areas that are as certain as death and taxes. The first is involvement in activities intended to result in continuous improvement, and the second is problem-solving. There are numerous models, approaches, tools and techniques available to help quality professionals solve problems ...
A quality assurance system underscores an organization's credibility, while also improving work processes and efficiency. ISO is a driving force behind QA practices and mapping the processes used to implement QA. QA is often associated with the ISO 9000 family of standards. Many companies use ISO 9001 to ensure that their quality assurance ...
Root Cause Analysis (RCA) is a comprehensive term encompassing a collection of problem solving methods used to identify the real cause of a non-conformance or quality problem. Root Cause Analysis is the process of defining, understanding and solving a problem. The root cause has also been described as an underlying or fundamental cause of a non ...
Stratification. Histogram. Pareto chart (80-20 rule) Scatter diagram. Control chart (Shewhart chart) The ability to identify and resolve quality-related issues quickly and efficiently is essential to anyone working in quality assurance or process improvement. But statistical quality control can quickly get complex and unwieldy for the average ...
Reacting faster with a systematic approach to problem-solving. No matter how robust your planning phase is, problems and defects will occur. When an unexpected issue arises that can impact product quality, it's essential to react immediately. However, reacting fast is only effective if we deeply analyze the root causes and implement measures ...
Type. CQI and IRCA Certified Training. Level. Foundation. This course provides understanding of the fundamental tools, techniques and structured methodologies for problem solving and the capability to participate as a member of a problem-solving team in the application of the key tools to support the development of robust and sustainable solutions.
The 7 Quality Tools are widely applied by many industries for product and process improvements, and to solve critical quality problems. 7QC tools are extensively used in various Problem Solving Techniques which are listed below: 8D Problem Solving Methodology. PDCA Deming Cycle for Continuous improvement in product and processes.
Solving Quality Issues and Problems: Go Beyond Root Cause to 'Real' Cause. There is a tendency in the quality management field to confuse the root cause of a problem with the problem's real cause. A root cause is objective evidence of a quality problem. The real cause of a quality problem, however, is the actual finding or nonconformance.
Quality management leaders in every organization are expected to perform so many tasks daily, from problem-solving to improving process efficiency to tracking quality metrics to much, much more. It's a lot— but there is good news. There are a variety of Quality management Tools that can make these tasks a lot easier.
A root cause is defined as a factor that caused a nonconformance and should be permanently eliminated through process improvement. The root cause is the core issue—the highest-level cause—that sets in motion the entire cause-and-effect reaction that ultimately leads to the problem (s). Root cause analysis (RCA) is defined as a collective ...
4) Develop and verify a solution. The more challenging the problem, the more demand for an in-depth analysis and synthesis of ideas into concepts that deliver value. The key to effective problem solving comes down to becoming more innovative. That is, including psychological factors, valuing idealistic thinking, becoming more resourceful ...
Quality assurance is necessary to maintain quality and services in the pharmaceutical and life science industries. Quality assurance demonstrates that the logic and practice of problem solving can integrate both program efficacy and regulatory compliance. This title is divided into three parts; the first part discusses the process by which a problem in regulated industry is identified, for ...
1) Prevent - Predict - Protect. 2) Problem - Containment - System. When a customer request one of these 5y analysis from you, you apply the 5 why problem solving template tool to each of the 3 elements. So for Prevent - Predict - Protect method you apply a 5Y approach separately to Prevent, Predict and Protect processes at your company.
At Quality-One our services include: Consulting to provide assistance or guidance in developing a plan to deploy a new problem solving initiative. Training to help your teams understand and drive improvement. Support in building and implementing your selected problem solving process, which may include Facilitation, Auditing and / or Contract ...
Quality Assurance, Health Care / organization & administration*. United States. This paper discusses the key role that the problem solving process plays in most quality assurance programs. In this discussion, problem solving is represented as a four step process. The use of each of the four steps in health care quality assurance is examined.
Step 2. Identify Problem. A Quality problem is said to occur if there is a quality gap or deficit (shortfall in quality) based on the outcome results compared to the standard set. Step 3. Analyze Problem. At this step a theoretical analysis of the factors that may contribute to the occurrence is performed.
Five Whys and Five Hows. Quality Glossary Definition: Five whys. The five whys and five hows techniques constitute a questioning process designed to drill down into the details of a problem or a solution and peel away the layers of symptoms.The technique was originally developed by Sakichi Toyoda who stated that "by repeating why five times, the nature of the problem as well as its solution ...
Problem solving and process improvement work best when conducted as part of a quality assurance (QA) program in which standards are developed and quality indicators are moni-tored. Nevertheless, the problem-solving steps presented herein can be applied whenever and however an opportunity for improving quality arises. Gap = Problem or ...
Quality assurance is necessary to maintain quality and services in the pharmaceutical and life science industries. Quality assurance demonstrates that the logic and practice of problem solving can integrate both program efficacy and regulatory compliance. This title is divided into three parts; the first part discusses the process by which a ...
Les opérations représentent la force motrice d'Amazon. Ce service clé de notre activité nous permet d'exécuter et d'expédier les commandes de manière efficace afin que nos clients reçoivent leurs articles en temps et en heure. En tant que responsable de secteur, vous veillerez à ce que votre site fonctionne parfaitement afin de répondre à la demande de nos clients. Vous serez ...