Problem Solving - Common Pitfalls

By: Sachin Pargaonkar

 I have been fortunate to work for different organizations and especially in variety of functions like Supplier Development/Purchasing, Supply Chain, Operations, Quality, Lean-Sigma etc. As I look back and reflect – ONE skill that I have realized everyone (at all levels) , irrespective of the function should have and be good at, is – Problem Solving. Problem Solving is the core of continuous improvement.

While this thought may not be new, there are common pitfalls that I have observed over a period of time that, if avoided , could help problem solving become more efficient and effective. 

1) Tools: Problem solving tools are means to an end, not the end itself. Often we find, an individual jumping to tools like Fishbone, 5 WHY, Fault Tree, T tests before understanding the nature of the problem. Imagine a car mechanic using the first available tool that he/she has vs diagnosing the issue first. Tools should help channel your thoughts and selection should be based on the key question – what are we trying to learn / discover?

2) Problem Statement: In “7 Habits of Highly Effective people” Stephen Covey while explaining the seventh habit – ‘Sharpen the Saw’ emphasizes on sharpening the saw vs cutting with the saw example. If you spend a lot of time sharpening the saw, you will spend little time with the actual cutting. Similarly, the more time you spend on building / understanding the problem statement – less time you would need solving it.

3) Lack of a scientific method : Let’s face it, problem solving is a scientific process of Induction and Deduction. Either you are start with a theory in mind and prove that theory with data (Deduction) OR you start with data and form a theory (Induction). Unless you go through this process of induction and deduction, you cannot truly solve a problem. Problems solving tools should act as enablers on this journey and not become the journey itself.

3) Facilitator vs Subject Matter expert: Many a times, a role like Lean-Six Sigma expert is handed over the problem to solve. While such roles can be great facilitators, SMEs in the room provide the theories. Unless you have a theory, you cannot start your journey of problem solving. SMEs bring critical thinking to the table, facilitators bring the methodology. Its always the combination that works.

4) Always … Always .. Plot the data ? : Indeed, always plot the data, but many a times just like with tool selection , selections of plots is critically important to get the ‘insights’ from the data. A run chart may do the trick in some case vs Pareto or Multi-Vari may be a better plot in others. One size never fits all in problem solving. It’s not just enough to get the data – the key is in ‘making sense of the data’.

5) Understanding the root cause: Assignable cause and root cause are different. Assignable cause is the one that ‘directly’ causes the problem. Root cause is related to the process that ‘allowed’ the problem to happen. Unless one can connect the problem to the true root cause related to the ‘process’, one cannot eliminate the root of the problem. Many a times this journey ends earlier not leading to the true root cause only to find that problem repeats at a later time.

6) Lack of PDCA and Sustainment: Problem solving process is a journey and it needs to go through the complete Deming cycle to ensure success. ‘C’ of PDCA is often missed. Before you horizontally deploy the solution, checking the validity of the solution could save you time and money. Also, the solution should eliminate the root cause and should be sustainable. Band-Aid solutions don’t last or end up creating ‘hidden factories’ with tons of non-value add.

In summary, Problem Solving is both an art and science – the more time you spend with it – the better you become !!