Defining Problems

When T.Q. starts within an organization, it appears quite simple, "set up teams and solve a few problems", some managers say. However, as we discussed before, T.Q. is about a cultural change based on a desire to satisfy the customer and eliminate problems for good.

Education is a key pan of T.Q. If teams start to look at problems without it, they will lose their way and become disheartened. If the problem is not identified accurately, nor the correct solution selected based on data analysis, the problem will not be eliminated forever. In addition, the project has got to be controlled by an effective leader to ensure that implementation will be achieved.

Hence, this section is devoted to looking at the first step in a structured approach to the Improvement Process Cycle. By applying the methodology described and not passing from one step to another before completion, the team has a much greater probability of finishing the task successfully.

STEP 1: DEFINE THE PROBLEM

The first stage in the process of eliminating a problem is to define the problem carefully and precisely. Once this is done ft is easy to quantify the problem in terms of any deviation of the output from requirements.

You should aim to arrive at a definition of the problem which will allow anybody else to understand it, without misconceptions. To do this you must avoid some common pitfalls.

DON'T JUMP TO CONCLUSIONS

Avoid the temptation of guessing what the cause of the difficulty might be and using this as a quick way of stating the nature of the problem. You run the risk of jumping to the wrong conclusion and causing delays and misunderstandings later in the process.

Let us look at an everyday example. If you have difficulty starting your car on cold mornings, you might define the problem as the car has a worn out battery. This is not an accurate description of the problem but a guess as to the most likely cause and the ultimate solution.

There are many other possible reasons for the cars poor performance   it could be a bad connection or the alternator which needs attention. Yet the garage may simply change the battery in response to your suggestion. if your hunch was wrong, you will have wasted time and money. The problems would be better defined as the car will not start on one or four occasions when the temperature falls below 0 degrees C.

DON'T BE TOO GENERAL

The definition should provide unambiguous and objective details of the problem. Imagine that you reject an output, say a batch of color, and send it back to the manufacturing area. It is not enough to define the reasons for rejection as merely poor quality, or not up to required standards. You must specify exactly what the deviation from requirements is   for instance contamination is evident.

AVOID BLAMING PEOPLE

The aim of the Problem Solving Discipline is not to apportion blame, but to understand the problem well enough to propose effective solutions. So always point to the process and not to the people operating the process. Most people do not respond well to negative criticism   they do not like to be called failures. It is essential that an atmosphere of openness is encouraged, in which all employees are happy to raise problems knowing that their difficulties will be treated seriously and even handedly.

Actions

Outputs

1. Quantity the problem

The benefits of eliminating the problem

2. Define the scope of the problem

An unambiguous and simple problem definition in writing

Do not proceed to Step 2 -  Analyzing for Root Causes until all the above outputs are available and recorded.

 

PROBLEM DEFINITION SHEET

STATEMENT OF THE PROBLEM

QUANTIFICATION
CURRENT SITUATION

DESIRED SITUATION

MEASURES
CURRENT PERFORMANCE

TARGET PERFORMANCE

QUALIFYING CONDITIONS - WHEN, WHERE, WHO, SINCE WHEN, ETC.

POTENTIAL BENEFITS
FINANCIAL

OTHER