How to solve the problems?

Mon 9 May 2022
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What is problem solving?

"Problems are opportunities in work clothes."
- quote by Henry H. Kaiser -

Problems are the focus for many people at work every day. Are you solving a problem for a client (internal or external), supporting problem solvers or discovering new problems to solve? The problems you face can be big or small, simple or complex, and easy or difficult. Having good, solid problem-solving skills can make a huge difference to your career.

 

How do you solve problems?

A fundamental part of the manager's role is to find effective ways of solving the problems they face. The Maintenance Manager is no exception to this rule - quite the opposite.

Dealing with the symptoms (the apparent aspects) of a problem may seem productive. But if the real root cause of the problem is not identified, it is likely to come back again and again.

Gaining a high level of confidence in one's own or one's team's ability to solve problems is crucial. Much of this confidence comes from having a good process to use to address a problem. With a good process, you can solve problems quickly and effectively. Without a process, your solutions are likely to be ineffective, or you will get stuck and do nothing, sometimes with disastrous consequences.

 

There are four basic steps to solving a problem:

  1. Define the problem
  2. Identify the causes
  3. Identify possible solutions, choose one or more
  4. Implement the chosen solution(s) and check the effectiveness


Which tools or methods to choose?

5 whys : ishikawa, causal link diagram, tripod-bee-tree, event mapping, change analysis, ... The list is long. Some tools are simple or even simplistic but do not allow to tackle all types of problems. Others are more complete and allow a wider variety of problems to be addressed. For the latter, practical training is required to master the analysis process or to lead an analysis team.

 

The 7 key elements your analysis tools or methods should have :

  1. The tool must allow for a clear and precise definition of the problem. It must be possible to list the observable facts in a precise and synthetic manner. This seems obvious, yet attempts to solve poorly defined problems are still all too common.
  2. The tool must provide an analytical framework for creating a factual causal chain and must allow the various hypotheses to be rigorously tested.
  3. It must be possible to integrate human errors into the analysis with a view to focusing on organisational improvement while avoiding guilt.
  4. The tool must not only be an analysis tool, but also a communication tool. As such, the causal chain, effects, severity of the problem, potential threats and actions taken should be clearly visible and understood. This is important in communicating with management but also with the different stakeholders of the problem. In addition, linking the (near) failures to the company's objectives should actively raise awareness throughout the organisation.
  5. The method must clarify the way in which the causes and/or hypotheses are worded and visualised, so that they are described in a concrete and specific way and not as generalisations or opinions.
  6. Ideally, it should be possible to distinguish very clearly between direct causes, causes linked to overcoming existing preventive measures (often but not exclusively linked to human error) and circumstances or contributing factors (which are causes without being anomalies).
  7. The tool must provide rigour and traceability in the comparison of hypotheses with observable facts. The rejection or acceptance of certain hypotheses should ideally be explained with concrete evidence

 

Conclusions

Although there are several methods, tools or combinations of tools that can be used to respond to the various key elements listed above, it must be noted that unfortunately they are not always identified, promoted and/or applied in companies:

  1. Either because of a lack of knowledge of the different tools/methods and the advantages and disadvantages associated with each.
  2. Or because of a lack of perception of the added value of such tools. It is indeed not uncommon - and certainly in the world of Maintenance - to have to deal with people who practice trial and error and who consider these analytical approaches as a waste of time. However, this is a cognitive bias that is damaging to the company and - if not in the short term - certainly in the long term. As with many things, training, knowledge and know-how are important contributing factors to the success of a company. The acquisition of problem-solving skills falls into the "high return on investment" category.

By Pascal Pourbaix, member of the Walloon Committee of BEMAS and Director of ARKADIUM SRL

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