Problem solving is the process of finding solutions to difficult or complex issues. Identifying a problem is the first and most crucial step. Since you can't solve problems and less you know about. With current problems, there's a gap between actual and expected performance that is disrupting operations right now. These potential problems you're able to anticipate possible gaps before they cause trouble. That gives you the chance to keep them from happening. Problems are solved by eliminating the cause of the gap or often than not. This is easier said than done. Identifying and removing the cause of anything but the simplest problems, is usually difficult and requires considerable data and thought. Problem solving is often a process of trial and error in which several solutions are tried before one works. But you can reduce the amount of trilinear required by following a systematic process. Solving problems systematically keeps you from jumping to a conclusion before fully investigating and considering the issues involved. We propose following a 9 step process. Step 1, state the problem clearly, be specific. General statements like we have a quality problem are not very helpful. Saying last month, the defect rate was 20% too high is much better. Step 2, collect information, gather data on every aspect of the problem and investigate each one thoroughly. Step 3, list as many possible causes as you can. Since change causes problems, start by identifying every change that you possibly can. Don't ignore is very small changes as they can come sometimes make a big difference. Step 4, work through your list and eliminate them one by one until you identify the most likely cause or causes. Consider the difference each would make if returned to its correct state. Step 5, suggest as many solutions as you can. More often than not, there is more than one possible solution. Not all of them work, so get as many as you can. Step 6, evaluate the pros and cons of each solution. Base your judgments on facts. Review the information you collected, and consult anyone who can provide some guidance. Step 7, choose the solution you think is best by comparing the chances of success to the risks of failure. The best solution will have more strengths and weaknesses. For example, if two solutions are equally likely to succeed but one is more expensive, take the cheaper one. Step 8, make an action plan to carry out your solution. Don't make the mistake of rushing implementation without a plan. Decide what needs to be done when, how, by whom, with what amount of resources, and so forth. Don't forget that things may go wrong with your plan and prepare accordingly. And finally step 9, implement the solution and follow up. Put the decision into action and see what happens. If the problem is fixed, good for you, if not try something different. Use failures as opportunities to learn. And when it comes to problem solving, the old saying 2 heads are better than one is frequently true. Groups often come up with better solutions than an individual can on their own. Multiple people thinking about potential causes and solutions, are likely to come up with more of each than one person can on their own. When it's time to choose a solution, group discussion can help weigh the pros and cons of each one. However, group problem solving is not always the best choice. It can even be counterproductive depending on the circumstances. When a supervisor needs to decide whether to solve a problem on their own or with a group, they should ask a few questions. First, whose problem is it? If it is specific to the supervisor, they should solve it, if it effects other people user group. Second, how much time is available? Groups almost always work slower than individuals. If time is short, the supervisor better handle it on their own. How important is expertise? If the supervisor is an expert, they should handle it, if not experts should be brought in for assistance. Can others actually add anything to this decision? If not, don't include them. When the supervisor accept suggestions, not everyone welcomes other peoples opinions. If a supervisor isn't willing to listen to anyone else, don't involve them, they help others to participate. If others are expected to help implement the decision their involvement may help them to better understand what needs to be done. How much coordination of effort is needed? Involve employees if they need to coordinate their actions with others. Finally, does the problem solving process have potential learning value? If employees can learn something significant through participation, they should.
