Solving the Problem
Now that you know how to call and conduct a problem solving meeting, let's go over some important techniques used in the problem solving process.
1. Brainstorming. By encouraging the open expression of any and all ideas, the perspective of all those involved in solving the problem can contribute to identifying possible options to solve the problem and then selecting the best solution from those possibilities.
2. Patience. When people get into a rush to solve a problem, often the underlying causes are never understood and the correct resolution is overlooked. A patient, methodical approach to the matter will help avoid any mistakes that could make the problem worse or lay the groundwork for additional issues to arise.
3. Apollo Root Cause Analysis. This technique seeks to acknowledge that most outcomes have multiple root causes at their root, and seeks to catalog conditions and actions that could contribute to a given problem.
3. Data collection. By making sure relevant information is collected, team members can be more likely to develop suitable response
4. Consider the effect proposed solutions may have on the project as a whole.
5. Pareto Analysis. The generalized rule that 80% of results are obtained through 20 % of the work also applies to problems. in other words, 80% of problems are generated by just 20% of the root causes. This rule was named after an Italian named Vilfredo Pareto who observed a similar distribution of income in his nation. Pareto Analysis generates a table of the frequency of every known cause and plots them on a bar chart with a line representing the cumulative total. This analysis is practical way to address the most significant causes first when dealing with problems.
6. Process evaluation. Problems can be approached by breaking systems into sections which can be analyzed for the source of the problem.
7. Word analysis. By focusing on the essential questions; who, what, where, why, when, and how; team members can gather the essential facts about a problem without dealing with confusing details.
8. Fishbone (Ishikawa) diagrams. These diagrams resemble the skeletal structure of some fish and chart causes to their known effects while analyzing a defect. Different sets of questions are used to build a cause and effect Fishbone diagram depending on whether the problem in question deals with manufacturing or services. By visualizing every cause and associated effect, managers can more easily understand the source of problems.