Management Voice Index
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Many service organisations are starting to emulate the manufacturing sector in taking a structured approach to getting things right first time. In the daily struggle to deal with problems, it is too easy to use a sticking plaster approach – in the long run though, the answer is

An Effective Problem Solving Process

Problem solving processes are not designed to be used for huge issues that require major investment, though they can be helpful. They are intended to be used

• for continuous improvement
• by all or most of the workforce as part of their approach to work
• to tackle small issues affecting the team or individuals work

There are a range of structures for solving problems around. 3C has been working with one client on implementing DMAIC – Define, Measure, Analyse, Improve, Control – across the workforce.

Whatever the name of your approach to problem solving, the critical factor is that it should be a coherent process that captures the following elements:

• A clear understanding of what the problem is, with defined boundaries
• Sizing and scoping process that enables everyone involved to recognise the scale of the problem
• An investigation that identifies the causes rather than the symptoms of the problem
• Developing a range of possible solutions and a practical approach to choosing the best solution or a good solution
• Ongoing monitoring to see that the expected improvements actually happen once a solution has been implemented

Using a Process

Most problem solving processes fail because they aren't fully applied. Perhaps the problem is poorly defined in the first place, or the investigation is skipped because everyone thinks they know what the real problem is about.

Using a process can be pretty quick, if you have the information you need to hand. However, if time is needed to get some more data or information, it is important that this time is allowed, otherwise you are back to sticking plasters again.

Top Tips

• Apply the process in full
• Allow time to gather any information you need
• The greater the impact of the problem, the more time you should allow to really think it through
• Ensure people with relevant expertise or experience are involved. This may be as simple as asking the people who raised the problem to talk it over in more detail
• And most important, don't think you know the answer before you begin.

Putting time into solving problems effectively has a great return on investment for you and for the organisation!

Management Voice Index
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