Kepner-Tregoe
Structured Problem Solving
A Rational Approach for Improving Performance
Theo W. Black, MBA
Certified Six Sigma Master Black Belt
tb55391@msn.com
Theo.Black@Optum.com
Session Overview
Agenda The Structure of a Problem
Six-Step Problem Solving Process
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By the end of this session , you will be able to:
Define a problem
Session Use a structured approach to:
Overview Specify an expected level of performance not being
achieved (variation)
Identify causes of unacceptable performance
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Something has gone wrong without
explanation
Relating effect (Symptom) to underlying cause
Cause and Asking key questions to get to the ‘why’
Effect Thinking Tools
Problem Analysis
5 whys
FMEA (Potential Problems)
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A set of skills and tools used to explain any
situation in which
an expected level of performance is not being
What is achieved (variation)
Problem the cause of the unacceptable performance is
Analysis? unknown.
The way in which information is used to
address deviations in performance
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Cause and Effect Thinking
Critical The “Solved Problem” that isn’t
Thinking Skills The Criteria That Define A Problem
The importance of specifications
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The Structure
Gap Theory
of a Problem
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Gap 1 - Something Has Gone Wrong
Structure of a
Problem
http://www.nickols.us/forget_about_causes.htm
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Gap 2 – Raised Expectations
Structure of a
Problem
http://www.nickols.us/forget_about_causes.htm
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Gap 3 – Double Whammy
Structure of a
Problem
http://www.nickols.us/forget_about_causes.htm
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Gap 4 - It Never Did Work Right (A "Day One" Problem)
Structure of a
Problem
http://www.nickols.us/forget_about_causes.htm
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Gap 5 – Basic Engineering Problem
Structure of a
Problem
http://www.nickols.us/forget_about_causes.htm
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1. State the Problem
2. Specify the Problem (What, When, Where,
Extent, ‘Is’ vs ‘Is Not’)
The Problem 3. Develop possible causes from knowledge
Analysis and experience or distinctions and changes
Process 4. Test possible causes against the specification
5. Determine the most probable cause
6. Verify assumptions, observe, experiment, or
try a fix and monitor
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Establish Operational Definitions
Avoid
Vague/General Wording - “Low productivity
on…”, “Sub-standard performance by…”,
“This widget doesn’t work properly.”
State the Combining multiple deviations into a single
problem statement.
Problem
Do
Be specific
Name one object or kind of object, and
one malfunction of kind of malfunction
Describe what is seen, felt, heard, smelled,
tasted, that indicates there is a deviation
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‘A customer called into say they cannot get to
our sites’
Versus
‘Josh at Tyrol called at 11:30 PM to report that
State the several users at Tyrol Support get a “website not
Problem found” error when attempting to access the
following sites
http://abc.com
http://def.com ‘
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What Identify What specific object What specific object(s) does What is the distinction What is the possible cause?
has the deviation? not have the deviation? between the has and the has
not? (Changes?)
What is the problem What is not the problem What is the distinction What is the possible cause?
(deviation)? (deviation)? between the is and the is
not? (Changes?)
Where Locate Where is the Where is the problem not What is distinctive about the What is the possible cause?
problem found? found? difference in locations?
(Changes?)
When Timing When does (did) the When does (did) the problem What is distinctive about the What is the possible cause?
Specify the problem occur? not occur? difference in timing?
(Changes?)
Problem When was the
problem first
When was the problem last
observed?
What is the distinction
between these observations?
What is the possible cause?
observed? (Changes?)
Extent Magnitude How far does the How localized is the What is the distinction? What is the possible cause?
problem extend? problem? (Changes?)
How many units are How many units are not What is the distinction? What is the possible cause?
affected? affected? (Changes?)
How much of any How much of any one unit is What is the distinction? What is the possible cause?
one unit is affected? not affected? (Changes?)
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1. Problem Description (What is wrong
with what?) Problem Solving Worksheet
3. Deductions About Facts and Other Information 4. Possible Causes
Could Be But
2. Description of problem Is Is-Not 3a Distinctions 3b Changes Date List Change-How Theories
What specific object has the
deviation?
What is the deviation?
Where is the object when the
deviation is observed
(geographically)?
Where is the deviation on the
object?
Problem When was the deviation first
observed?
When since that time has the
Solving
deviation been observed? Are
the any patterns?
When in the object's history
Worksheet or life cycle, was the deviation
observed?
Extent - How many objects
have the deviation?
Extent - How many
deviations are there on each
object (unit)?
Extent - What is the trend (in
the object, in the number of
occurrences of the deviation,
in the size of the deviation,
etc.)?
5. Test causes for probability: Challenge each with "How does it explain (each) Is Is-Not fact?"
Note assumptions needed to explain the inclusion or exclusion of root causes
Note facts which exclude potential causes
6. Steps to verify (Root cause):
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Is Is Not
What ABC.com google.com
DEF.com non-my
company sites
Where Tyrol Support My Company
Help Desk
Problem When Noticed at 11:30 PM 2:35PM
Specification Extent Error Message Slow page
Site appears to be loading
completely down Partial
functionality
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Utilize Knowledge and Experience
Brainstorm to quickly gather a list of ideas
Focus on Distinctions
What is distinctive about…compared
Possible with…?
Causes Apply to all four dimensions (what, where,
when, extent)
Focus on Changes
What changed in, on, around, or about this
distinction?
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2/4/05 11:30 PM
Brian Hands checked our end and could get to
the ABC.com and other MyCompany sites.
Some 2/5/05 1:15 AM
Additional Southwestern Trucking called to report that
Information they were unable to connect to ABC.com
through their AS400
Kathy called Mike O. - everything was running
on the Tandem
Tyrol Firewall or router issue
Problem with the ISP at Tyrol
Possible
Issue due to the DRC equipment move this
Causes evening
Others?
Use the IS/IS NOT data for each dimension
Test Possible
Causes Against Eliminate (for now) those issues that do not
pass
the
Prioritize the rest of the issues to identify the
Specification Most Probable Cause
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Tyson Firewall issue
Test Possible Tyson Router issue
Causes Against Problem with the ISP at Tyson
the
Issue due to the DRC equipment move
Specification
Others
Look for a cause that explains the deviation
better than any other possible cause
Determine
Consider the assumptions
Most Probable Fewest
Cause Simplest
Most reasonable
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Direct Confirmation
Verify Substitute
Assumptions, Duplicate
Observe, Reverse
Experiment, or Try Safe, sure, cheap, easy, quick
A Fix and Monitor
Indirect Confirmation
Apollo 13 oxygen tank leak
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Causes of Inaccurate or vague information
Failure In the Insufficient rigor identifying key distinctions,
Rational changes, and/or knowledge
Problem Allowing assumptions to distort judgment
Analysis
Process This is a process, not a panacea!
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What is a Problem Specification?
How many steps does the Problem Analysis
Review Process contain?
Can you name them?
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1. Kepner, C. H. and Tregoe, B.B. 1997. The New
Rational Manager Princeton: Princeton
Research Press
2. Nichols, F. 2000. Solution Engineering: Forget
Bibliography about Causes, Focus on Solutions!
http://www.nickols.us/forget_about_causes.htm
3. Fogler, H. S. and LeBlanc, S. E. 2009. Strategies for
Creative Problem Solving Upper Saddle River:
Prentice Hall
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