ROOT CAUSE PROBLEM SOLVING
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Root-Cause Problem Solving creates lasting value and builds a culture that avoids continuous firefighting by effectively preventing fires from starting.
1 | BUILDING PROBLEM SOLVING CULTURE THAT LASTS
1 | BUILDING PROBLEM SOLVING CULTURE THAT LASTS
Through a combination of blind spots and habitual behaviors, leaders can unwittingly impede the very changes they want to see.
BENEFITS OF ROOT CAUSE PROBLEM SOLVING
BENEFITS OF ROOT CAUSE PROBLEM SOLVING
Companies that engage their employees in root cause problem solving:
Create cultural motivation.
Improve organizational performance.
Create constructive strategy to diminish frustration.
2 | FIVE steps
2 | FIVE steps
STEP 1 - IDENTIFYING PROBLEMS
STEP 1 - IDENTIFYING PROBLEMS
The Five Common Traits that Leaders need to develop for effective problem solving:
Openness to talking about Problems.
See Problems as “Opportunities”
Willingness to see problems wherever they may be.
Understanding that small problems matter.
Commitment to approaching problems methodically
Recognition that observations are often more valuable than data.
Identifying a problem is only step 1 of a 5 step process of root cause problem solving.
STEP 2 - FIVE WHYS TO GET TO THE ROOT CAUSE
STEP 2 - FIVE WHYS TO GET TO THE ROOT CAUSE
"The basis of Toyota’s scientific approach is to ask why five times whenever we find a problem … By repeating why five times, the nature of the problem as well as its solution becomes clear." Taiichi Ohno.
Use the “Five-Why Methodology” to get to the Root Cause of the problem.
Example:
This example is a very rudimentary, everyday example of using the Five Whys methodology to solve a personal problem, but this method may be applied to a variety of applications personal or professional.
STEP 3 - DESIGN POSSIBLE SOLUTIONS
STEP 3 - DESIGN POSSIBLE SOLUTIONS
Once you know the root of the issue, you need to design solutions that aim at this root issue. The point of this step is to draft multiple possible solutions. It can be tempting to try to one-and-done this step trying to come up with one single solution that is the best solution, but this is not the most affective approach:
Sometimes the best solution is not as obvious or not your first choice.
Sometimes there may be multiple solutions that need to be implemented.
You have to have bad ideas in order to land on a truly good idea.
This step may also involve a Problem Solving Session when it involves multiple stakeholders but is not always necessary. For high stakes problems, it is advisable to council with other stakeholders before implementing any proposed solution.
STEP 3.5 - PROBLEM SOLVING SESSION STRATEGY AND RUBRIC
STEP 3.5 - PROBLEM SOLVING SESSION STRATEGY AND RUBRIC
A Problem Solving Session (PSS) is a meeting where all the leg work is owned and completed by one party in advance, then brought to the stakeholders together for quick and effective decision making.
The PSS Strategy:
A Single Individual fully owns a problem through steps 1-3 of the RCPS process.
The owner builds an outline leading to likely successful possible solutions
Owner sets up a meeting with key stakeholders.
Meeting is 30 minutes to come to a decision on action items, even if the action item is to further Root cause and design more possible solutions for a later PSS.
Owner owns deadlines for each individual with action item and sets a follow up mtg to see through fulfillment.
STEP 4 - TEST SOLUTIONS
STEP 4 - TEST SOLUTIONS
This step gets a little tricky which is why it is easy to overlook. We need to make sure that our chosen solution(s) are going to be effective long term. How can we do this?
Set objectives to meet for the solution(s) to be considered successful.
Try phrasing it out like this "I will consider the solution(s) successful if [objective 1, 2, etc.] are achieved.
Remember timelines and costs. A solution should ideally cut time or cost in most cases.
Be scientific. If the chosen solution(s) isn't working, it is okay to go back to step 3 and design brand new solutions to test.
Sometimes you may even need to go back to step 2 and reassess the root cause.
Do not move on to Step 5 and sustain the solution until you have thoroughly tested it.
STEP 5 - SUSTAIN, SHARE AND CONTINUOUSLY IMPROVE
STEP 5 - SUSTAIN, SHARE AND CONTINUOUSLY IMPROVE
Once you've landed on the correct solution, you should celebrate the win, of course, but you also need to enact some type of maintenance on the solution:
Write it into your policies, SOPS, or otherwise make it a permanent feature.
You don't want your solution to fade away or not be fully adopted if it is effective.
Remember that this solution may still need to be refined over time.
Even when the best solution is chosen, it is unlikely that this best solution is in its best and final form.
3 | FOCUS ON THE RIGHT PROBLEMS
3 | FOCUS ON THE RIGHT PROBLEMS
PARKING LOT
PARKING LOT
The easiest way to get side tracked is to focus on low impact issues. We can utilize a system where we can "parking lot" some of these issues in favor of working on high impact issues.
Using the PARKING LOT to determine which problems to work on, which to pick up at a later time, and which to avoid putting time in to altogether.
Focus on the High Impact, High Ease of Implementation Problems
Avoid the Low Impact, Low Ease of Implementation Problems.
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