1.5 - About University

7.3P ROBLEM S OLVING: A SYSTEMATIC A PPROACHTO F INDING C AUSEInspired by Ben Tregoe and Chuck Kepner.Problems seem to occupy the lion’s share of a leader’s day. Here are some examples.➠ The new copiers jam a few times a day. People are saying it’s because you purchased thelow-bidding brand.➠ The new valves seem to have higher maintenance costs than expected. It is being suggestedthat all maintenance people attend a costly training program so they can maintainthe valves correctly.➠ Absenteeism is much higher on certain days of the month than on others. The CEOsays we need to send supervisors to a Progressive Discipline workshop.➠ Purchasers of your product seem to be getting ill when they use it in a certain city. Ithas been suggested the product be withdrawn across the country.Themes common to all these problems include:• Performance expectations not being met.• People are jumping to cause, blame, or expensive solutions.This tool outlines a systematic process for getting at the most probable cause of problemslike these before taking expensive and often misdirected action. Here is an outline of the process,with explanations in italics.Step ➊ Clearly define the problem. Begin by specifying the expected performance, theactual performance, and the difference between the two.Step ➋ Gather data about what is happening and what is not happening.Is happening Is not Happening What’s unique? Any changes?What?Where?When?How much?What units or people arehaving the problem?Where are the units orpeople having theproblem?When are the units orpeople having theproblem?What is the problem’sfingerprint, the degree orpattern of the problem?What units or peoplewould you expect to havethe problem but do not?Where are the units orpeople not having theproblem?When are the units orpeople not having theproblem?What could be the degreeor pattern of the problembut is not?Anything distinctiveabout the units or peoplewho have the problemand those that don’t?Same question as above.Same question as above.What is distinctive aboutthe degree or pattern thatyou are experiencing,compared to what it couldbe but is not?What changes mightaccount for what isunique about thisproblem?Same question as above.Same question as above.Same question as above.SECTION 7 TOOLS FOR PROBLEM SOLVING, DECISION MAKING, AND QUALITY 207