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Solving Problems Related To Work Activities

This document provides guidance on solving work-related problems through a structured problem-solving process. It outlines the key steps as identifying the problem parameters, analyzing the root cause, enumerating options, and identifying the best solution. For root cause analysis, it describes the Five Whys method and Ishikawa diagram approaches. The Five Whys involves asking "why" repeatedly to uncover the deepest root cause, while the Ishikawa diagram maps causes across different categories that lead to the problem. Finally, it discusses determining corrective actions by brainstorming options, considering their strengths and weaknesses, and creating an action plan that is specific, measurable, attainable, and time-bound.

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Jenny A
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1K views24 pages

Solving Problems Related To Work Activities

This document provides guidance on solving work-related problems through a structured problem-solving process. It outlines the key steps as identifying the problem parameters, analyzing the root cause, enumerating options, and identifying the best solution. For root cause analysis, it describes the Five Whys method and Ishikawa diagram approaches. The Five Whys involves asking "why" repeatedly to uncover the deepest root cause, while the Ishikawa diagram maps causes across different categories that lead to the problem. Finally, it discusses determining corrective actions by brainstorming options, considering their strengths and weaknesses, and creating an action plan that is specific, measurable, attainable, and time-bound.

Uploaded by

Jenny A
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Solving Problems Related to

Work Activities
What
is
Problem?
It is something which required to be answered and solved.

Solution?
An action or process of solving a problem.
Steps in Problem
Solving
1. Identification of the problem parameters;
2. Analysis of the root cause of the problem;
3. Enumerating options to resolve the problem;
4. Identifying which option is best ; and
5. Finalizing the solution.
Identification of Problem
Parameters
 Define the scope of the problem. Consider these
questions.
1. How big is the problem?
2. How urgent is it?

 Again, Knowing the five W’s are essential to understand


the problem.
Aside from five W’s; Identify the what is not?. Known
also as the Is-Is Not Analysis.
What is Is-Is Not
Analysis?
Is-Is Not Analysis

A method of narrowing down or focusing by successively asking both


'What is it' and 'What is it not’.

For example, It is a supplier's problem, it is not an internal problem. It


is supply problem with resistors, it is not a supply problem with
capacitors. And so on.
The NOT column determines what the
problem solvers may consider as not part of the
problem.
THE PROBLEM IS… THE PROBLEM IS NOT…
What Low Budget No budget at all
Where Operations Team Other departments
Who All employees under the team Isolated to just staff

When Since third quarter of 2017 From second quarter of 2017 and
earlier
Why High allowance of employees Lost clients, nor high other expenses

Check if there are variances (observed differences) from what is normal and what
is currently happening. Once the problem is clear. Is-Is Not Analysis can be stated
as : “There is low budget problem that affects all employees in the Operations
team. The problem started third quarter of 2017 because of the high allowance of
employees.”
Type of Problem
Causes
1. Apparent causes – are actions or situations that immediately cause
the problem. They can also be actions or situations that happen
before a problem occurs. The apparent cause may easily be seen as
the cause but may not always be the main issue;
2. The root cause is the action, condition, or event that directly
creates an actual problem or undesirable condition. It is possible to
have several root causes for one problem; and
3. Contributing causes do not cause the problem but increases the risk
of the problem to happen.
Root Cause Analysis
(RCA)
A root cause is defined as a factor that caused a compliance and
should be permanently eliminated through process improvement.

Root cause analysis (RCA) is defined as a collective term that


describes a wide range of approaches, tools, and techniques used to
uncover causes of problems.

Root Cause Analysis is an in-depth process or technique


identifying the most basic factor(s) for
performance (problem). underlying a variation in
Three Basic Types of Causes in
RCA
Physical causes – Tangible, material items failed in some way (for
example, a car's brakes stopped working).

Human causes – People did something wrong or did not do


something that was needed. Human causes typically lead to physical
causes (for example, no one filled the brake fluid, which led to the
brakes failing).

Organizational causes – A system, process, or policy that people use


to make decisions or do their work is faulty (for example, no one
person was responsible for vehicle maintenance, and everyone
assumed someone else had filled the brake fluid).
Root Cause Analysis
(RCA)
There are a lot of techniques in identifying the root cause of the
problem. Two examples of root cause analysis methods are :

 Five Why’s Method


 Ishikawa Diagram or Fishbone Analysis.
Five Why’s
Method
It is used for solving simple problems with only one root cause. It
requires that the problem solver identify several apparent causes or a
chain of apparent causes. It is done by asking the question Why? five
times.

Example, a store does not open on time at 8 a.m. Customers wait


outside the store until it opens at a later time.
The store does not open on time at 8 a.m.

Why ? (1) Because employees come to work late.

Why ? (2) Because they did not wake up with time to


spare for travel.

Why ? (3) Because they slept late.

Why ? (4)
Because they returned from work late.

Why ? (5)
Because they rendered three hours overtime.
Five Why’s
Method
The Five Why’s Method first identified the problem, then asked why:
Why does the store not open at 8 a.m.? The answer: because
employees come to work late. But that just an apparent cause.
Ask again, this time: Why are employees coming to work late?
The answer: Because they woke up late, thus, their travel time is
compromised. Yet, this is just another apparent cause. The rule is to at
least ask five times.
By the fifth time, you will get the possible root cause. Thus, the
problem’s root cause in the example is employees are rendering three
hours overtime. If this cause is addressed, then the problem can be
permanently resolved. If the manager of the store stopped on the first
apparent cause, then he or she will just give a memo or suspend
employees. This action will not address the main problem.
Five Why’s
Method
Final Analysis: Now that he or she knows that too much overtime is the
main issue, he or she will stop overtime work and consider hiring part-
time employees to work on the extra hours. If employees go home early,
then, they can rest better, and go to work early.
Afterwards, develop a Cause statement: The store does not open on time
at 8 a.m. because employees render three hours overtime that affects
their rest period.
Ishikawa Diagram or the
Fishbone Analysis

The Ishikawa, Cause and Effect or Fishbone Analysis is used


if a problem has several root causes from different aspects
of the company. It is also involves asking “Why”? Several
times (at least three) but leans towards a certain direction.
Ishikawa Diagram or the
Fishbone Analysis
Problem may be rooted from various factors, such as:
 Process, the procedures or steps towards the goal;
 People, the staff who works on the production;
 Management, those who lead, supervise, or
has
administrative duties in the company;
 Environment, either internal (as in the
location) or
external (weather , surroundings of the company, etc.);
Equipment, the machineries involved in the
problem; and
 Materials, items used to produced the goal.
Equipment Process People

Apparent Cause

Problem

Materials Environment Management


Ishikawa Diagram or
the Fishbone
Analysis
The method explains the six aspects represented with
branches that lead towards the problem. The branches are
steamed with apparent causes, which are further identified
with root causes. Each root causes is then listed down and
addressed by the appropriate department.
Determining a Corrective
Action
To provide options to resolve the problem. Brainstorming can be done.

Brainstorming – provides a venue that encourages everyone to participate


and contribute fully, resulting to a good deal of creative solutions.

Allow everyone to express what they think can solve the problem.
Once it is all listed. Determine the strengths and weaknesses of each
option. To identify the most appropriate solution to the problem.
Determining Corrective
Action
For example, looking back on the cause statement we have:

The store does not open on time at 8:am because employee render three
hours overtime that affects their rest period. The leader may come up with
the following options:

 Hire part-time employees who will cover for the three hours of the shift.
 Close the store earlier so no need for employees during that time.
 Sanction those coming in to work late.
Identify the strengths and weaknesses of each option. The leader
filled it out based on his or her experience in the store.
Options Strengths Weakness
Hire part-time employees Simple solution: • Historically, part-
who will cover for the just time employees are less
three hours of the shift recruit new people committed to the job

• Can be costly as new


uniforms will be issued and
other benefits have to be
given

Close the store earlier so Much more simpler Lower sales since the store will
no need for employees solution: close the store lose customers coming in at
during the time early; no need to hire those last hours
anyone new or pay
overtime

Sanction those coming in Personal will be Employees may be demotivated


to work late disciplined not to be late – they work extra hours and get
sanctioned if they need rest
Determining Corrective
Action
After listing the pros and cons of each option, you can now examine each option more
thoroughly and determine which option will solve the problem and not sacrifice the needs of
the company. Create an action plan/goal that is:
 Specific
 Measurable
 Attainable
 And Has a deadline

Always check the following factors:


 Clear objectives: The action plan must answer the five W’s and one H.
 Resources available. Creating action plans is easy – but check if you have the resources
to do so.
◦ Do you have enough supplies to execute the action?
◦ Or do you have budget to approve hiring more people to address production?
 Timelines. Are you in a rush to solve the problem? Are your operations heavily affected by
the problem?
Implementing the
Once a Solution
corrective action has been identified, the leader must either
implement the solution or recommend the solution to higher authority.
If you are authorized or required to implement the solution on your own,
then, prepare a report, call a meeting and present your solution to the
team.
Start with how you identified the problem, then, root cause, and the
options considered. Finally present the solution and delegate, if needed.
If you are supposed to just recommend the solution, then prepare the
report and send it to your manager. In any case, set a follow-up meeting to
check for the progress of the tasks or if the problem has been resolved.

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