disciplined approach to problem solving

Eight Disciplines of Problem Solving (8D)

– Eight Disciplines of Problem Solving –

⇓   Introduction to 8D

⇓   What is 8D

⇓   Why Apply 8D

⇓   When to Apply 8D

⇓   How to Apply 8D

Introduction to Eight Disciplines of Problem Solving (8D)

The Eight Disciplines of Problem Solving (8D) is a problem solving methodology designed to find the root cause of a problem, devise a short-term fix and implement a long-term solution to prevent recurring problems. When it’s clear that your product is defective or isn’t satisfying your customers, an 8D is an excellent first step to improving Quality and Reliability.

Ford Motor Company developed this problem solving methodology, then known as Team Oriented Problem Solving (TOPS), in the 1980s. The early usage of 8D proved so effective that it was adopted by Ford as the primary method of documenting problem solving efforts, and the company continues to use 8D today.

8D has become very popular among manufacturers because it is effective and reasonably easy to teach. Below you’ll find the benefits of an 8D, when it is appropriate to perform and how it is performed.

What is Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is a detailed, team oriented approach to solving critical problems in the production process. The goals of this method are to find the root cause of a problem, develop containment actions to protect customers and take corrective action to prevent similar problems in the future.

The strength of the 8D process lies in its structure, discipline and methodology. 8D uses a composite methodology, utilizing best practices from various existing approaches. It is a problem solving method that drives systemic change, improving an entire process in order to avoid not only the problem at hand but also other issues that may stem from a systemic failure.

8D has grown to be one of the most popular problem solving methodologies used for Manufacturing, Assembly and Services around the globe. Read on to learn about the reasons why the Eight Disciplines of Problem Solving may be a good fit for your company.

Why Apply Eight Disciplines of Problem Solving (8D)

The 8D methodology is so popular in part because it offers your engineering team a consistent, easy-to-learn and thorough approach to solving whatever problems might arise at various stages in your production process. When properly applied, you can expect the following benefits:

• Improved team oriented problem solving skills rather than reliance on the individual
• Increased familiarity with a structure for problem solving
• Creation and expansion of a database of past failures and lessons learned to prevent problems in the future
• Better understanding of how to use basic statistical tools required for problem solving
• Improved effectiveness and efficiency at problem solving
• A practical understanding of Root Cause Analysis (RCA)
• Problem solving effort may be adopted into the processes and methods of the organization
• Improved skills for implementing corrective action
• Better ability to identify necessary systemic changes and subsequent inputs for change
• More candid and open communication in problem solving discussion, increasing effectiveness
• An improvement in management’s understanding of problems and problem resolution

8D was created to represent the best practices in problem solving. When performed correctly, this methodology not only improves the Quality and Reliability of your products but also prepares your engineering team for future problems.

When to Apply Eight Disciplines of Problem Solving (8D)

The 8D problem solving process is typically required when:

• Safety or Regulatory issues has been discovered
• Customer complaints are received
• Warranty Concerns have indicated greater-than-expected failure rates
• Internal rejects, waste, scrap, poor performance or test failures are present at unacceptable levels

How to Apply Eight Disciplines of Problem Solving (8D)

The 8D process alternates inductive and deductive problem solving tools to relentlessly move forward toward a solution. The Quality-One approach uses a core team of three individuals for inductive activities with data driven tools and then a larger Subject Matter Expert (SME) group for the deductive activities through brainstorming, data-gathering and experimentation.

D0: Prepare and Plan for the 8D

Proper planning will always translate to a better start. Thus, before 8D analysis begins, it is always a good idea to ask an expert first for their impressions. After receiving feedback, the following criterion should be applied prior to forming a team:

Collect information on the symptoms

Use a Symptoms Checklist to ask the correct questions

Identify the need for an Emergency Response Action (ERA), which protects the customer from further exposure to the undesired symptoms

D1: Form a Team

A Cross Functional Team (CFT) is made up of members from many disciplines. Quality-One takes this principle one step further by having two levels of CFT:

• The Core Team Structure should involve three people on the respective subjects: product, process and data
• Additional Subject Matter Experts are brought in at various times to assist with brainstorming, data collection and analysis

Teams require proper preparation. Setting the ground rules is paramount. Implementation of disciplines like checklists, forms and techniques will ensure steady progress.  8D must always have two key members: a Leader and a Champion / Sponsor:

• The Leader is the person who knows the 8D process and can lead the team through it (although not always the most knowledgeable about the problem being studied)
• The Champion or Sponsor is the one person who can affect change by agreeing with the findings and can provide final approval on such changes

D2: Describe the Problem

The 8D method’s initial focus is to properly describe the problem utilizing the known data and placing it into specific categories for future comparisons. The “Is” data supports the facts whereas the “Is Not” data does not. As the “Is Not” data is collected, many possible reasons for failure are able to be eliminated. This approach utilizes the following tools:

• Problem Statement
• Affinity Diagram (Deductive tool)
• Fishbone/Ishikawa Diagram (Deductive tool)
• Problem Description

D3: Interim Containment Action

In the interim, before the permanent corrective action has been determined, an action to protect the customer can be taken. The Interim Containment Action (ICA) is temporary and is typically removed after the Permanent Correct Action (PCA) is taken.

• Verification of effectiveness of the ICA is always recommended to prevent any additional customer dissatisfaction calls

D4: Root Cause Analysis (RCA) and Escape Point

The root cause must be identified to take permanent action to eliminate it. The root cause definition requires that it can be turned on or off, at will. Activities in D4 include:

• Comparative Analysis listing differences and changes between “Is” and “Is Not”
• Development of Root Cause Theories based on remaining items
• Verification of the Root Cause through data collection
• Review Process Flow Diagram for location of the root cause
• Determine Escape Point, which is the closest point in the process where the root cause could have been found but was not

D5: Permanent Corrective Action (PCA)

The PCA is directed toward the root cause and removes / changes the conditions of the product or process that was responsible for the problem. Activities in D5 include:

• Establish the Acceptance Criteria which include Mandatory Requirements and Wants
• Perform a Risk Assessment /  Failure Mode and Effects Analysis (FMEA) on the PCA choices
• Based on risk assessment, make a balanced choice for PCA
• Select control-point improvement for the Escape Point
• Verification of Effectiveness for both the PCA and the Escape Point are required

D6: Implement and Validate the Permanent Corrective Action

To successfully implement a permanent change, proper planning is essential. A project plan should encompass: communication, steps to complete, measurement of success and lessons learned. Activities in D6 include:

• Develop Project Plan for Implementation
• Communicate the plan to all stakeholders
• Validation of improvements using measurement

D7: Prevent Recurrence

D7 affords the opportunity to preserve and share the knowledge, preventing problems on similar products, processes, locations or families. Updating documents and procedures / work instructions are expected at this step to improve future use. Activities in D7 include:

• Review Similar Products and Processes for problem prevention
• Develop / Update Procedures and Work Instructions for Systems Prevention
• Capture Standard Work / Practice and reuse
• Assure FMEA updates have been completed
• Assure Control Plans have been updated

D8: Closure and Team Celebration

Teams require feedback to allow for satisfactory closure. Recognizing both team and individual efforts and allowing the team to see the previous and new state solidifies the value of the 8D process. Activities in D8 include:

• Archive the 8D Documents for future reference
• Document Lessons Learned on how to make problem solving better
• Before and After Comparison of issue
• Celebrate Successful Completion

8D and Root Cause Analysis (RCA)

The 8D process has Root Cause Analysis (RCA) imbedded within it. All problem solving techniques include RCA within their structure. The steps and techniques within 8D which correspond to Root Cause Analysis are as follows:

• Problem Symptom is quantified and converted to “Object and Defect”
• Problem Symptom is converted to Problem Statement using Repeated Whys
• Possible and Potential Causes are collected using deductive tools (i.e. Fishbone or Affinity Diagram)
• Problem Statement is converted into Problem Description using Is / Is Not
• Problem Description reduces the number of items on the deductive tool (from step 3)
• Comparative Analysis between the Is and Is Not items (note changes and time)
• Root Cause theories are developed from remaining possible causes on deductive tool and coupled with changes from Is / Is Not
• Compare theories with current data and develop experiments for Root Cause Verification
• Test and confirm the Root Causes

Example: Multiple Why Technique

The Multiple / Repeated Why (Similar to 5 Why) is an inductive tool, which means facts are required to proceed to a more detailed level. The steps required to determine problem statement are:

• Problem Symptom is defined as an Object and Defect i.e. “Passenger Injury”
• Why? In every case “SUV’s Roll Over”
• Why? In every case, it was preceded by a “Blown Tire”
• Why? Many explanations may be applied, therefore the team cannot continue with another repeated why past “Blown Tire”
• Therefore, the Problem Statement is “Blown Tire”
• Why? Low (Air) Pressure, Tire Defect (Degradation of an Interface) and High (Ambient) Temperature
• Counter measures assigned to low pressure and tire defect

This example uses only 4 of the 5 Whys to determine the root causes without going further into the systemic reasons that supported the failure. The Repeated Why is one way to depict this failure chain. Fault Tree Analysis (FTA) could also be used.

Learn More About Eight Disciplines of Problem Solving (8D)

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No Problem at All: Diagnosing the 8 Disciplines of Problem Solving

When problems appear, discipline is vital. Disciplines also help, and the eight disciplines of problem-solving (also referred to as the 8Ds) offer a proven process improvement structure that provides a framework for identifying root causes, eliminating them, and preventing reoccurrence.

The enduring popularity of the 8Ds attests to their power. It’s a tried and tested format on which you can rely — no matter what has gone wrong elsewhere.

How the 8 Disciplines of Problem Solving Evolved

In the 1980s, the Ford Motor Company published its manual, Team Oriented Problem Solving   (TOPS), the first articulation of the 8Ds. Eventually, it refined the original procedures into the current 8Ds.

Ford also added an initial planning stage (D0). There are now nine steps of 8D. Fortunately, the actual process is more intuitive than its numbering.

Initially developed for the auto industry, the 8D problem-solving process has been successfully adopted across multiple industries, including healthcare, government, finance, retail, and manufacturing.

How 8D Can Help You

The benefits of 8D  include:

• More effective and efficient problem solving
• A team-oriented approach
• Open communication within the team and with management
• A framework for corrective action that allows for systemic changes and continual improvement
• Intense examination of the control systems that permitted the problem
• Easy integration with process-improvement tools

You can apply the 8Ds whenever processes break down. Engineers and manufacturers often turn to them when they receive customer complaints or discover safety or regulatory issues. They also come in handy when a system’s amount of waste or a product’s failure rates hit problematic levels.

What Are the 8 Disciplines of Problem Solving?

The 8Ds provide a methodical approach to problem-solving. The sequence of nine steps will take you from the initial discovery of an issue to your celebratory toast when you fix it.

The designers added a planning stage to the original 8D methodology. This stage focuses on the one following, bringing clarity and intention to the project.

Summarize the Issue

You’ll describe it in greater detail later, but you’ve started this process because you identified a problem. What is it?

Collect the information on the problem’s symptoms and identify apparent gaps or additional needs. You might also want to consult a subject matter expert and get their input on your issue. They may be able to save you time further down the road.

Identify and Take Emergency Responses

If your house is on fire, put it out. Then you can take a hard look at the wiring.

As soon as you’ve identified a problem, take any necessary action to limit or contain a dangerous situation. Don’t overreact or prematurely make uncertain changes. Just exercise common sense.

Plan for the 8Ds

Your actual project plan will change as you make discoveries. This document is simply an outline of the project’s space within your company. It’s a theory about the necessary investment of time and other scarce resources.

Identify the resources you have and need. Sketch out schedules and note the variables that will affect them.

D1: Form Your Team

Create a team to tackle the problem.

Add the Right People

The group should be small enough to be efficient but large enough to cover all necessary process/product knowledge and technical skills. Some recommend a team of about five members. Make sure this team has the necessary authority and allotted time they need.

Identify both a team leader and a project champion in management (if necessary). Establish guidelines for harmonious group work.

This is also the time to perform team-building exercises if you want.

Review the Problem

Get team members up to date and fully on board. Review the initial brief for the project and discuss scope and priorities. Team members should all have the opportunity to voice initial concerns and complications.

D2: Define and Describe the Problem

Outline the problem in as much detail as possible, using quantifiable terms. Clarify both what the problem  is  and  is not . The latter will help you begin eliminating potential reasons for failure.

As you define the problem, you should also understand whether your situation is “something changed” or “never been there.” Has something gone off course, or has a new variable or context appeared?

Identify Critical Process Steps

Create a flowchart for the flawed process, and indicate which steps are critical to the problem at hand. In this step, you will start to approach root cause analysis, though you won’t isolate and verify a root cause until D4.

Outline Project Plan

At this point, you will develop a more detailed, high-level project plan that includes milestones, objectives, and a fuller schedule.

D3: Contain the Problem

D3 focuses on  interim  containment action rather than permanent and preventive action.

This step isn’t about emergency action, which should have been taken already. You’ve put out the house fire, but you still need to lodge your tenants elsewhere while your electricians go through the place.

Find a Temporary Solution

Take whatever action is necessary for the satisfaction of your customers or the effectiveness of your organization. You may need to develop workarounds, issue (non-emergent) recalls, or establish a resource for affected customers.

The ideal interim solution is:

• Inexpensive
• Simple and quick to implement
• Easy to reverse
• Validated by customer or employee feedback

When you’ve realized your long-term solution, you can do away with interim measures.

D4: Find the Root Cause

Root cause analysis is at the heart of most problem-solving tools and processes. It’s time to dig deep into the problem and find out what’s gumming up the works.

Develop Root Cause Theories

You’ll complete the process of elimination that you began when defining the problem. Refer to your flowchart. What could be causing the problem?

Use root cause analysis tools like the Fishbone Diagram  and the five whys . Find all possible factors that could contribute to the breakdown.

Test and Review Causes

Test each of your potential causes, collecting data until you can rule out all but one.

Identify Escape Point

In addition to finding the root cause, you need to figure out what part of the control system allowed it to escape detection and be contained. Find the point where someone or something should have caught the issue. That’s the escape point.

Correctly identifying and solving escape-point issues is essential to preventing future problems.

D5: Identify and Test Solutions

You’ve found the problem and its escape point. Of course, that’s only half the battle. Now you need to solve them — permanently and completely.

Define what “solved” looks like. Is there a threshold of minimum acceptability?

Develop Solutions

Give your team the time to consider potential approaches to both the root cause and escape point issues. The first idea may not be the best, and brainstorming tools such as affinity diagrams  can help.

Test Solutions

Make sure they work. You should also perform risk and cost analysis for any final contenders.

D6: Choose Solutions and Put Them Into Practice

Choose your best solutions, outline your implementation plan, and move forward with it. Both management and team members should sign off on the solution.

Implement, Validate, Monitor

After putting your plan into practice, check with customers and stakeholders to ensure that their concerns are fully addressed. Continue to monitor the situation to make sure the solution is sustainable and effective. You’ll also keep an eye out for any unintended consequences.

Move From the Interim to the Permanent Solution

Once you have the permanent solution up and running, you can end interim measures.

D7: Prevent Recurrence

By addressing the escape point and continuing to monitor the situation, you’re doing a fair amount to prevent an  exact  recurrence. But make sure that all contributing systems have been updated to reflect new input.

You should also preserve all documentation so that future teams have it as a resource for similar problems. Even better, prevent those similar problems.

Improve and Standardize Systems Across the Organization

Are there analogous areas of the organization that could use review? Are their policies and procedures in line with those you’ve developed?

Conduct an audit of operational procedures, management processes, and training manuals.

D8: Celebrate and Recognize Contributions

You’re not done quite yet. Recognition and validation are vital for a healthy organization, so take time to acknowledge individual contributions and the team’s accomplishments.

Perform a Final Review

Look at team output with a focus on before-and-after results. Finalize documentation and add it to the company library.

You should also take the time to reflect on your 8D experience. Explore trouble spots or areas that could use clarification for the next problem-solving team.

Reward your team appropriately. This can include anything from company-wide emails to dinner to bonuses. Even a personal email goes a long way toward making people feel like valued members of a community.

Then Do It All Again

When you make the eight disciplines of problem-solving part of your organizational DNA, you prepare to solve all kinds of problems in a streamlined, effective way.

The 8Ds integrate seamlessly with the Six Sigma methodology and make a great addition to your toolkit.

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8D Corrective Action: Mastering Problem-Solving for Continuous Improvement

May 13th, 2024

Businesses constantly refine products, services, and workflows to stay ahead. But issues can still pop up, angering customers and jacking costs while hurting a company’s image. This is where the 8D corrective action problem-solving method earns its stripes.

It was developed by Ford in the 80s and has since spread widely across manufacturing, healthcare, aerospace, and more.

The 8D approach is a methodical process combining pros from different parts of the company, analytical tools, and fact-based decision-making.

By following its eight systematic steps, organizations can expertly handle thorny problems. They uncover root causes and implement lasting fixes addressing immediate concerns while fueling constant upgrades to prevent repeat issues.

Key Highlights

• Understanding the origins and history of the 8D corrective action methodology, its benefits, and when to apply it for optimal results.
• Exploring the eight disciplined steps of the 8D corrective action process.
• Integrating the 8D methodology with quality management systems, leveraging Enterprise Quality Management Software (EQMS) to streamline workflows.
• Examining case studies and examples from various industries, including manufacturing, service, healthcare, and the automotive sector.

Understanding the 8D Corrective Action Problem-Solving Methodology

The Eight Disciplines (8D) methodology is a structured, team-based approach to problem-solving that aims to identify the root causes of issues and implement effective corrective actions. 

It is a comprehensive framework that combines analytical tools, cross-functional collaboration, and a disciplined mindset to tackle complex problems systematically.

The 8D process establishes a step-by-step approach that guides organizations through eight distinct disciplines, each building upon the previous one. 

Origins and History of 8D Corrective Action

The origins of the 8D methodology can be traced back to the 1980s when it was developed and pioneered by Ford Motor Company. 

Initially referred to as “ Team Oriented Problem Solving ” (TOPS), this approach was designed to address the recurring quality issues that plagued the automotive industry at the time.

Recognizing the limitations of traditional problem-solving techniques, Ford sought to establish a more robust and effective framework that would not only resolve immediate concerns but also drive continuous improvement and prevent future issues. 

The 8D methodology quickly gained traction within Ford and was subsequently adopted as the company’s primary approach for documenting and addressing problem-solving efforts.

As the benefits of the 8D corrective action process became evident, it rapidly gained popularity among other manufacturers and industries, transcending its automotive roots. 

Today, the 8D methodology is widely employed across various sectors, including manufacturing, healthcare, aerospace, and service industries, among others.

Benefits of Using 8D Corrective Action

Implementing the 8D problem-solving methodology offers numerous benefits to organizations, including:

1. Systematic Approach : The structured nature of the 8D process ensures a consistent and comprehensive approach to problem-solving, reducing the risk of overlooking critical factors or jumping to premature conclusions.

2. Root Cause Identification : By emphasizing root cause analysis , the 8D methodology goes beyond addressing surface-level symptoms and focuses on identifying and eliminating the underlying causes of problems.

3. Cross-Functional Collaboration : The team-based approach fosters cross-functional collaboration, leveraging diverse perspectives and expertise from various departments, leading to more robust and well-rounded solutions.

4. Preventive Measures : The 8D corrective action process incorporates preventive actions to mitigate the recurrence of similar issues, promoting a culture of continuous improvement and proactive problem-solving.

5. Improved Quality and Reliability : By addressing root causes and implementing corrective actions, organizations can enhance the quality and reliability of their products, services, and processes, leading to increased customer satisfaction and cost savings.

6. Knowledge Sharing and Organizational Learning : The documentation and archiving of 8D processes facilitate knowledge sharing and organizational learning, enabling teams to build upon past experiences and lessons learned.

When to Apply 8D Corrective Action

The 8D problem-solving methodology is particularly valuable in situations where:

• Root Cause Analysis is Required: When issues persist despite initial troubleshooting efforts, or when the underlying causes are not immediately apparent, the 8D process can provide a structured approach to root cause analysis.
• Recurring Problems: If an organization experiences recurring problems or quality issues, the 8D methodology can help identify and eliminate the root causes, preventing future occurrences.
• Quality Issues with Significant Impact: When quality issues have a substantial impact on customer satisfaction, safety, regulatory compliance, or financial performance, the rigorous 8D approach can be employed to address the problem comprehensively.
• Complex Problems: For intricate problems involving multiple factors, processes, or departments, the cross-functional nature of the 8D team and the systematic approach can facilitate a thorough investigation and effective solution development.

By understanding the core principles, benefits, and appropriate application scenarios of the 8D problem-solving methodology, organizations can leverage this powerful framework to drive continuous improvement , enhance quality, and maintain a competitive edge in their respective industries.

The Eight Disciplines (8D) Process

At the heart of the 8D corrective action methodology lies a structured, step-by-step approach that guides organizations through eight distinct disciplines. 

Each discipline builds upon the previous one, ensuring a thorough investigation, analysis, and resolution of the problem at hand.

The eight disciplines of the 8D process are designed to facilitate a systematic and disciplined approach to problem-solving, leveraging cross-functional collaboration, analytical tools, and data-driven decision-making. 

D0: Planning and Preparation

Before embarking on the 8D corrective action journey, proper planning and preparation are crucial. This initial step, often referred to as Discipline Zero (D0), lays the foundation for a successful problem-solving effort.

During D0, the team gathers relevant information about the problem, assesses the need for interim containment actions, and establishes the prerequisites for forming an effective cross-functional team. 

This stage involves collecting data on symptoms, identifying potential risks, and ensuring that the necessary resources and support are in place to execute the 8D process effectively.

D1: Team Formation

The first formal discipline of the 8D process focuses on assembling a cross-functional team with the collective knowledge, skills, and expertise required to tackle the problem at hand. 

Effective team formation is critical to the success of the 8D corrective action effort, as it ensures diverse perspectives and a comprehensive understanding of the issue.

During D1, team members are carefully selected from various departments or functions, such as product engineering, process engineering, quality assurance, and data analysis.

Best practices in team formation involve considering factors such as technical expertise, problem-solving skills, interpersonal abilities, and the availability and commitment of potential team members. 

Establishing ground rules, communication protocols, and team-building exercises can further enhance collaboration and effective teamwork.

D2: Problem Description

In Discipline 2, the team focuses on accurately describing the problem, utilizing quantitative data and evidence-based approaches. 

This step is crucial, as it establishes a shared understanding of the issue and guides the subsequent steps of the 8D process.

The problem description involves defining the problem statement in specific, measurable terms, identifying the affected product or process, and quantifying the impact on operations, quality, customer satisfaction, and costs. 

Tools such as the “ 5 Whys ” technique, Ishikawa (fishbone) diagrams , and “ Is/Is Not ” analysis can aid in this process, helping to capture relevant details and categorize information.

D3: Interim Containment Actions

While the team works towards identifying and implementing permanent solutions, Discipline 3 focuses on implementing interim containment actions to mitigate the immediate impact of the problem and protect customers from further exposure.

Interim containment actions are temporary measures designed to isolate the problem and prevent it from causing further harm or spreading to other areas, processes, or products. 

These actions may include segregating defective products, implementing additional inspections or checks, or introducing manual oversight until permanent corrective actions are in place.

It is essential to verify the effectiveness of interim containment actions and monitor their implementation to ensure that they are successful in containing the problem and minimizing its impact on operations and customers.

D4: Root Cause Analysis

At the core of the 8D corrective action process lies Discipline 4, which focuses on identifying the root causes of the problem through rigorous analysis and data-driven investigation. 

This step is crucial, as it lays the foundation for developing effective and sustainable corrective actions.

During root cause analysis, the team employs various analytical tools and techniques, such as comparative analysis , fault tree analysis , and root cause verification experiments. 

These methods help to isolate and verify the underlying causes of the problem, separating symptoms from true root causes.

Thorough documentation and verification of root causes are essential in this discipline, ensuring that the team has a solid foundation for developing effective corrective actions.

D5: Permanent Corrective Actions (PCAs)

Building upon the insights gained from root cause analysis , Discipline 5 focuses on selecting and verifying permanent corrective actions (PCAs) that address the identified root causes and mitigate the risk of future occurrences.

During this stage, the team evaluates potential corrective actions based on their effectiveness in addressing the root causes, as well as their feasibility, cost, and potential impact on other processes or systems. 

Risk assessment tools, such as Failure Mode and Effects Analysis (FMEA), can aid in this evaluation process.

Once the most appropriate corrective actions have been selected, the team verifies their effectiveness through pilot testing , simulations, or other validation methods. 

This step ensures that the proposed solutions will indeed resolve the problem and prevent its recurrence without introducing unintended consequences.

Detailed planning and documentation of the corrective actions, including acceptance criteria, implementation timelines, and responsibilities, are critical components of Discipline 5.

D6: Implementation and Validation

In Discipline 6, the team focuses on implementing the selected permanent corrective actions and validating their effectiveness in resolving the problem and preventing future occurrences.

This stage involves developing a comprehensive project plan that outlines the steps, timelines, and resources required for successful implementation. 

Effective communication and coordination with all relevant stakeholders, including cross-functional teams and management, are essential to ensure a smooth transition and minimize disruptions.

During implementation, the team closely monitors the progress and performance of the corrective actions, gathering data and feedback to validate their effectiveness. 

This validation process may involve conducting simulations, inspections, or collecting performance metrics to assess the impact of the implemented solutions.

If the validation process reveals any shortcomings or unintended consequences, the team may need to revisit the corrective actions, make adjustments, or conduct further root cause analysis to address any remaining issues.

D7: Preventive Actions

Discipline 7 of the 8D process focuses on taking preventive measures to ensure that the lessons learned and improvements made during the problem-solving journey are embedded into the organization’s processes, systems, and culture.

In this stage, the team reviews similar products, processes, or areas that could be affected by the same or similar root causes, identifying opportunities to apply preventive actions more broadly. 

This proactive approach helps to mitigate the risk of future occurrences and promotes a culture of continuous improvement .

Effective implementation of preventive actions requires cross-functional collaboration, clear communication, and ongoing monitoring to ensure their sustained effectiveness.

D8: Closure and Celebration

The final discipline of the 8D process, D8, serves as a critical step in recognizing the team’s efforts, sharing lessons learned, and celebrating the successful resolution of the problem.

During this stage, the team conducts a final review of the problem-solving journey, documenting key lessons and insights that can be applied to future projects. 

This documentation not only preserves institutional knowledge but also facilitates continuous improvement by enabling the organization to build upon past experiences.

Equally important is the recognition and celebration of the team’s achievements. By acknowledging the collective efforts, dedication, and collaboration of team members, organizations can foster a positive and supportive culture that values problem-solving and continuous improvement.

Formal recognition events, such as team presentations or awards ceremonies, can be organized to showcase the team’s accomplishments and highlight the impact of their work on the organization’s quality, customer satisfaction, and overall performance.

By completing the eight disciplines of the 8D process, organizations can effectively navigate complex problems, identify root causes, implement sustainable solutions, and establish a foundation for continuous improvement and organizational learning.

Integrating 8D Corrective Action with Quality Management Systems

While the 8D problem-solving methodology offers a robust framework for addressing quality issues and driving continuous improvement, its effectiveness can be further amplified by integrating it with an organization’s quality management systems . 

Leveraging enterprise-level software solutions can streamline the 8D process, enhance collaboration, and foster a culture of continuous improvement.

The Role of EQMS in 8D Corrective Action

Enterprise Quality Management Software (EQMS) plays a pivotal role in supporting the successful implementation of the 8D corrective action methodology. 

By utilizing an EQMS, teams can benefit from features such as:

• Standardized 8D Workflows: Pre-configured 8D workflows and templates ensure consistency and adherence to best practices, guiding teams through each discipline with clearly defined tasks, responsibilities, and timelines.
• Collaboration and Communication: EQMS platforms facilitate cross-functional collaboration by providing secure document sharing, real-time updates, and centralized communication channels, ensuring that all stakeholders remain informed and engaged throughout the 8D process.
• Data Management and Reporting: Comprehensive data management capabilities within an EQMS enable teams to easily capture, analyze, and report on quality data, facilitating data-driven decision-making and root cause analysis during the 8D process.
• Integration with Quality Systems: EQMS solutions often integrate with other quality management systems, such as corrective and preventive action (CAPA) systems, enabling seamless information sharing and ensuring that the insights gained from the 8D process are incorporated into broader quality improvement initiatives.

Automating 8D Corrective Action Workflows

One of the key advantages of leveraging an EQMS is the ability to automate 8D workflows, streamlining the process and reducing the administrative burden on teams. 

Automated workflows also facilitate consistent documentation and record-keeping, which is essential for maintaining compliance with industry regulations and standards, as well as enabling knowledge sharing and organizational learning.

Data-Driven Decision-making

The 8D corrective action methodology heavily relies on data-driven decision-making, particularly during the root cause analysis and corrective action selection phases. 

An EQMS provides teams with powerful data analysis and reporting capabilities, enabling them to quickly identify trends, patterns, and correlations that can inform their decision-making process.

Continuous Improvement Culture

Ultimately, the integration of the 8D methodology with an EQMS fosters a culture of continuous improvement within an organization. 

The insights gained from the 8D process, coupled with the robust reporting and analytics capabilities of an EQMS, provide organizations with a wealth of data and knowledge that can be leveraged to drive ongoing process optimization and quality enhancement initiatives.

Case Studies and Examples of 8D Corrective Action

To illustrate the practical application and impact of the 8D problem-solving methodology, let us explore a few real-world case studies and examples from various industries. 

These examples will showcase how organizations have successfully leveraged the 8D approach to address quality issues, resolve complex problems, and drive continuous improvement.

Manufacturing Quality Issues

In the manufacturing sector, where quality and reliability are paramount, the 8D methodology has proven invaluable in addressing a wide range of issues. 

One notable example is a leading automotive parts manufacturer that faced recurring quality issues with a critical component, resulting in costly rework and customer dissatisfaction.

By implementing the 8D process, a cross-functional team was assembled to investigate the problem. Through root cause analysis , they identified a flaw in the supplier’s raw material handling processes, leading to inconsistencies in the component’s material properties.

The team implemented interim containment actions to segregate and inspect incoming materials, while also working with the supplier to implement permanent corrective actions, such as upgrading their material handling equipment and revising their quality control procedures.

Service Industry Applications of 8D Corrective Action

While the 8D corrective action approach is often associated with manufacturing, it has also proven valuable in the service industry, where quality and process excellence are equally critical. 

A prominent financial institution faced challenges with excessive customer complaints related to billing errors and account discrepancies.

By implementing the 8D methodology, a cross-functional team analyzed the problem, identifying root causes such as outdated software systems, inadequate training for customer service representatives, and inefficient data entry processes.

The team implemented interim containment actions, including manual account audits and increased customer communication, while also developing permanent corrective actions, such as upgrading their billing software, revising training programs, and streamlining data entry procedures.

Healthcare and Life Sciences

In the healthcare and life sciences industries, where patient safety and regulatory compliance are paramount, the 8D methodology has proven invaluable in addressing quality issues and mitigating risks.

A prominent pharmaceutical company faced a recurring issue with contamination in one of its drug products, posing potential health risks and regulatory concerns.

By implementing the 8D corrective action process, a cross-functional team investigated the issue, identifying root causes related to inadequate environmental controls in the manufacturing facility and inconsistencies in the cleaning and sterilization procedures.

Interim containment actions included quarantining and recalling affected product batches, while permanent corrective actions focused on upgrading the facility’s HVAC systems, revising cleaning and sterilization protocols, and implementing enhanced environmental monitoring.

Automotive Industry (origin of 8D Corrective Action)

It is fitting to revisit the automotive industry, where the 8D methodology originated. In a recent case study, a major automaker faced recurring issues with engine failures in one of their popular vehicle models, leading to costly warranty claims and customer dissatisfaction.

By implementing the 8D process, a cross-functional team investigated the issue, identifying root causes related to a design flaw in the engine’s cooling system and inadequate testing procedures during the product development phase.

Interim containment actions included issuing technical service bulletins and providing temporary cooling system modifications for affected vehicles.

Permanent corrective actions focused on redesigning the engine’s cooling system, implementing more rigorous testing protocols, and enhancing communication between the engineering and manufacturing teams.

Through the 8D process and integration with their quality management practices, the automaker successfully resolved the engine failure issue, regained customer trust, and enhanced their overall product quality and reliability.

The 8D corrective action problem-solving method has proven extremely useful for handling thorny quality issues, continuously upgrading workflows, and cultivating an excellence culture in businesses.

By pairing its structured team approach with analytical tools and fact-based choices, the 8D process empowers companies to uncover root causes. It also helps implement lasting fixes and prevent repeating mistakes through establishing protective measures.

As the case studies and examples show, it’s been put to great use across many industries from manufacturing to healthcare where it originated in automotive.

Its flexibility and power have made 8D valued for boosting quality, improving customer satisfaction and staying ahead competitively no matter the market.

The Eight Disciplines methodology remains a strong tool for companies serious about excellence, innovation, and customer focus.

By wholeheartedly embracing this robust framework and blending it with modern quality practices, businesses can expertly handle complex problems. They can also unlock fresh opportunities and build the foundation for sustainable success.

In other words, don’t sleep on 8D corrective action problem-solving. Its fact-based, team-centric transformation approach strengthens any organization now and into the future.

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The Art of Effective Problem Solving: A Step-by-Step Guide

Author: Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

Whether we realise it or not, problem solving skills are an important part of our daily lives. From resolving a minor annoyance at home to tackling complex business challenges at work, our ability to solve problems has a significant impact on our success and happiness. However, not everyone is naturally gifted at problem-solving, and even those who are can always improve their skills. In this blog post, we will go over the art of effective problem-solving step by step.

You will learn how to define a problem, gather information, assess alternatives, and implement a solution, all while honing your critical thinking and creative problem-solving skills. Whether you’re a seasoned problem solver or just getting started, this guide will arm you with the knowledge and tools you need to face any challenge with confidence. So let’s get started!

Problem Solving Methodologies

Individuals and organisations can use a variety of problem-solving methodologies to address complex challenges. 8D and A3 problem solving techniques are two popular methodologies in the Lean Six Sigma framework.

Methodology of 8D (Eight Discipline) Problem Solving:

The 8D problem solving methodology is a systematic, team-based approach to problem solving. It is a method that guides a team through eight distinct steps to solve a problem in a systematic and comprehensive manner.

The 8D process consists of the following steps:

• Form a team: Assemble a group of people who have the necessary expertise to work on the problem.
• Define the issue: Clearly identify and define the problem, including the root cause and the customer impact.
• Create a temporary containment plan: Put in place a plan to lessen the impact of the problem until a permanent solution can be found.
• Identify the root cause: To identify the underlying causes of the problem, use root cause analysis techniques such as Fishbone diagrams and Pareto charts.
• Create and test long-term corrective actions: Create and test a long-term solution to eliminate the root cause of the problem.
• Implement and validate the permanent solution: Implement and validate the permanent solution’s effectiveness.
• Prevent recurrence: Put in place measures to keep the problem from recurring.
• Recognize and reward the team: Recognize and reward the team for its efforts.

Download the 8D Problem Solving Template

A3 Problem Solving Method:

The A3 problem solving technique is a visual, team-based problem-solving approach that is frequently used in Lean Six Sigma projects. The A3 report is a one-page document that clearly and concisely outlines the problem, root cause analysis, and proposed solution.

The A3 problem-solving procedure consists of the following steps:

• Determine the issue: Define the issue clearly, including its impact on the customer.
• Perform root cause analysis: Identify the underlying causes of the problem using root cause analysis techniques.
• Create and implement a solution: Create and implement a solution that addresses the problem’s root cause.
• Monitor and improve the solution: Keep an eye on the solution’s effectiveness and make any necessary changes.

Subsequently, in the Lean Six Sigma framework, the 8D and A3 problem solving methodologies are two popular approaches to problem solving. Both methodologies provide a structured, team-based problem-solving approach that guides individuals through a comprehensive and systematic process of identifying, analysing, and resolving problems in an effective and efficient manner.

Step 1 – Define the Problem

The definition of the problem is the first step in effective problem solving. This may appear to be a simple task, but it is actually quite difficult. This is because problems are frequently complex and multi-layered, making it easy to confuse symptoms with the underlying cause. To avoid this pitfall, it is critical to thoroughly understand the problem.

To begin, ask yourself some clarifying questions:

• What exactly is the issue?
• What are the problem’s symptoms or consequences?
• Who or what is impacted by the issue?
• When and where does the issue arise?

Answering these questions will assist you in determining the scope of the problem. However, simply describing the problem is not always sufficient; you must also identify the root cause. The root cause is the underlying cause of the problem and is usually the key to resolving it permanently.

Try asking “why” questions to find the root cause:

• What causes the problem?
• Why does it continue?
• Why does it have the effects that it does?

By repeatedly asking “ why ,” you’ll eventually get to the bottom of the problem. This is an important step in the problem-solving process because it ensures that you’re dealing with the root cause rather than just the symptoms.

Once you have a firm grasp on the issue, it is time to divide it into smaller, more manageable chunks. This makes tackling the problem easier and reduces the risk of becoming overwhelmed. For example, if you’re attempting to solve a complex business problem, you might divide it into smaller components like market research, product development, and sales strategies.

To summarise step 1, defining the problem is an important first step in effective problem-solving. You will be able to identify the root cause and break it down into manageable parts if you take the time to thoroughly understand the problem. This will prepare you for the next step in the problem-solving process, which is gathering information and brainstorming ideas.

Step 2 – Gather Information and Brainstorm Ideas

Gathering information and brainstorming ideas is the next step in effective problem solving. This entails researching the problem and relevant information, collaborating with others, and coming up with a variety of potential solutions. This increases your chances of finding the best solution to the problem.

Begin by researching the problem and relevant information. This could include reading articles, conducting surveys, or consulting with experts. The goal is to collect as much information as possible in order to better understand the problem and possible solutions.

Next, work with others to gather a variety of perspectives. Brainstorming with others can be an excellent way to come up with new and creative ideas. Encourage everyone to share their thoughts and ideas when working in a group, and make an effort to actively listen to what others have to say. Be open to new and unconventional ideas and resist the urge to dismiss them too quickly.

Finally, use brainstorming to generate a wide range of potential solutions. This is the place where you can let your imagination run wild. At this stage, don’t worry about the feasibility or practicality of the solutions; instead, focus on generating as many ideas as possible. Write down everything that comes to mind, no matter how ridiculous or unusual it may appear. This can be done individually or in groups.

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the next step in the problem-solving process, which we’ll go over in greater detail in the following section.

Step 3 – Evaluate Options and Choose the Best Solution

Once you’ve compiled a list of potential solutions, it’s time to assess them and select the best one. This is the third step in effective problem solving, and it entails weighing the advantages and disadvantages of each solution, considering their feasibility and practicability, and selecting the solution that is most likely to solve the problem effectively.

To begin, weigh the advantages and disadvantages of each solution. This will assist you in determining the potential outcomes of each solution and deciding which is the best option. For example, a quick and easy solution may not be the most effective in the long run, whereas a more complex and time-consuming solution may be more effective in solving the problem in the long run.

Consider each solution’s feasibility and practicability. Consider the following:

• Can the solution be implemented within the available resources, time, and budget?
• What are the possible barriers to implementing the solution?
• Is the solution feasible in today’s political, economic, and social environment?

You’ll be able to tell which solutions are likely to succeed and which aren’t by assessing their feasibility and practicability.

Finally, choose the solution that is most likely to effectively solve the problem. This solution should be based on the criteria you’ve established, such as the advantages and disadvantages of each solution, their feasibility and practicability, and your overall goals.

It is critical to remember that there is no one-size-fits-all solution to problems. What is effective for one person or situation may not be effective for another. This is why it is critical to consider a wide range of solutions and evaluate each one based on its ability to effectively solve the problem.

Step 4 – Implement and Monitor the Solution

When you’ve decided on the best solution, it’s time to put it into action. The fourth and final step in effective problem solving is to put the solution into action, monitor its progress, and make any necessary adjustments.

To begin, implement the solution. This may entail delegating tasks, developing a strategy, and allocating resources. Ascertain that everyone involved understands their role and responsibilities in the solution’s implementation.

Next, keep an eye on the solution’s progress. This may entail scheduling regular check-ins, tracking metrics, and soliciting feedback from others. You will be able to identify any potential roadblocks and make any necessary adjustments in a timely manner if you monitor the progress of the solution.

Finally, make any necessary modifications to the solution. This could entail changing the solution, altering the plan of action, or delegating different tasks. Be willing to make changes if they will improve the solution or help it solve the problem more effectively.

It’s important to remember that problem solving is an iterative process, and there may be times when you need to start from scratch. This is especially true if the initial solution does not effectively solve the problem. In these situations, it’s critical to be adaptable and flexible and to keep trying new solutions until you find the one that works best.

To summarise, effective problem solving is a critical skill that can assist individuals and organisations in overcoming challenges and achieving their objectives. Effective problem solving consists of four key steps: defining the problem, generating potential solutions, evaluating alternatives and selecting the best solution, and implementing the solution.

You can increase your chances of success in problem solving by following these steps and considering factors such as the pros and cons of each solution, their feasibility and practicability, and making any necessary adjustments. Furthermore, keep in mind that problem solving is an iterative process, and there may be times when you need to go back to the beginning and restart. Maintain your adaptability and try new solutions until you find the one that works best for you.

• Novick, L.R. and Bassok, M., 2005.  Problem Solving . Cambridge University Press.

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Daniel Croft

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website www.learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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Explained: 8 Disciplines of Problem Solving for Improved Product Quality

Table of content.

1 What Exactly is an 8D Problem-Solving Method?

2 Benefits of Implementing 8D Problem-Solving Approach

3 Steps Involved in 8 Disciplines of Problem Solving for Improved Product Quality

For manufacturers, it is quite common to encounter quality issues in products and services repeatedly. This may result in numerous problems. Some of them can be directly reported by customers while some may be identified by an internal audit team. In any case, quality issues may hamper the brand reputation and customer loyalty.

That’s the reason; the method of 8 disciplines was introduced to manage the quality issues by addressing their root cause and preventing the recurrence.

What Exactly is an 8D Problem-Solving Method?

8D is commonly referred to as “8 Disciplines” or “8 Critical Steps” for solving quality problems . It is a team-oriented method of managing quality issues, which is highly disciplined and effective. Based on the teamwork, this method offers stepwise guidelines to identify the root cause, define and implement the segregation actions, and finally develop and implement CAPA to mitigate the problem lastingly.

Benefits of Implementing 8D Problem-Solving Approach

8 Disciplines are an effective approach especially for manufacturers regardless of the industry they serve. It drives multiple benefits such as:

• Identification of real factors that led to the problem.
• Address the potential causes that could result in an undesirable situation or challenge.
• Allowing the team to perform a detailed analysis before making any conclusions.
• Preventing the recurrences of similar product and process quality issues.

Steps Involved in 8 Disciplines of Problem Solving for Improved Product Quality

D1: team building.

You should create a separate team to resolve the quality issues and improve the overall implementation process. All the team members should be competent enough in terms of skills and knowledge to perform the duty assigned. In addition to the competency of the team, it is very important to understand the number of members required to efficiently manage the quality issues.

D2: Stating the Problem

Make sure you state all the details of a particular problem clearly and thoroughly to validate and verify the problem from all the possible resources including who, when, where, etc. It is also called the 5W2H methodology. It includes all the details like:

• (W)ho reported the problem?
• (W)hat is the actual problem?
• (W)hen exactly the problem started?
• (W)here it happened?
• (W)hy it is happening? (Complete Explanation Required)
• (H)ow often the problem has occurred? (To Understand the Pattern)
• (H)ow much quantity of products is affected?

Hence, stating the problem simply won’t work. You will have to describe it for creating and implementing an appropriate action plan.

D3: Define the Interim Containment Action

Once you have tracked all the details of the problem occurred, you need to identify the appropriate containment measures to prevent the problem from becoming continued adversity. The focus should be on the main issue rather than the symptoms. You can discontinue production, in case of defective products, to prevent any harm to customers.

D4: Determine the Root Cause

Kickstart the process by listing all the potential causes to determine the root cause of the problem. You can test and check every probability to identify the actual cause of the problem. Then, you can proceed to define the relevant corrective actions. The most commonly used method is 5M1E. These 6 elements are reevaluated every time a disturbance in the product quality is observed. The six elements are Man, Machine, Material, Method, Measurement, and Environment.

However, you can use multiple tools in the process of identifying the root cause of the problem. Some of the commonly used tools are Pareto Charts, Affinity Diagram, Brainstorming Session, 5-Whys Process, Fishbone Diagram, Fault Tree Analysis, Statistical Analysis, ANOVA, DOE, Regression Analysis, Hypothesis Testing, GR&R, Flow Charts, Audits, and FMEA .

D5: Define the Permanent Corrective Actions

Define the scope of improvements with a list of all the possible solutions. You must remember it is not about mitigating the issues for once; it is about implement the corrective actions that can resolve the issue permanently. You must focus on long-term corrective measures to avoid recurrences and other respective problems. Moreover, you should verify the improvements done if they are effective enough.

D6: Resolve the Issue and Perform Effectiveness Review

Once you have implemented the 5th Discipline and eliminated the root cause of the problem, verify the result. It will help you understand the effects of the solution implemented on the production processes. Remember that the effectiveness review is not a one-time activity; it should be an ongoing process to drive continuous improvement.

D7: Prevent the Recurrence and Standardize the Processes

The problem once resolved shouldn’t occur again and you have to ensure that in the Discipline 7. For this, you need to standardize all the processes, systems, and procedures. You can use a quality management software system to do standardization right. This will further help you to identify the changes required at every level or stage and maintain the continuous improvement cycle.

D8: Appreciate your Team

If all the disciplines are followed and implemented rigorously and you have noticed improvements, it’s time to appreciate your team for their sincere efforts. Also, plan the future activities in orientation with continual improvement to improve your business bottom line. Keeping your team involved makes them feel an important part of the process and they are likely to contribute best efforts.

Truth be told, the 8D process is quite an effective method than all other problem-solving methods. Implemented appropriately, all the process and problem-related quality issues can be easily implemented.

[Bonus Tip: Don’t keep appreciation discipline limited to say thanks to your team. Communicate with them openly to understand their needs whether they need any training or any other assistance to match the competency required to perform the jobs and duties assigned. It may work as a permanent corrective action as well.

You can also implement a training management system to manage their training needs effectively and efficiently. It is preferable to go for a cloud-based training software like Qualityze that offers them a flexible way of learning new skills regardless of the geographical locations they are placed at.

Besides all the important steps we have discussed above, you should know three important things about the 8D process and report that will be of great help in the long term.

• The 8D report is not for your customers. It is just for you to identify the root cause of a problem, resolve the same, and prevent the recurrence. Customers will evaluate everything with the quality delivered to them. However, you can keep and maintain the records to prove that you hear the customer complaints and concerns seriously and addressed them at earliest. It works as evidence for FDA visits.
• Implementing the 8D problem-solving approach is possible when the organization’s top management encourages it with complete authorization and commitment. On the other hand, the involvement of all other team members is equally important. Make sure you have established standardized quality management systems, processes, and procedures to bring the entire organization together to meet the business quality objectives.
• Always prepare a valid 8D report since it will help you improve the product quality and build more customer confidence in your brand. It is key to achieve customer satisfaction. Hence, record the entire process step-by-step to make most of the results you get.

Hope this post has helped you understand the benefits of implementing the 8D problem-solving process for your business. You can automate and standardize this approach using Qualityze Enterprise Quality Management Suite .

If you want to know how our software can help, get in touch with our customer success team at [email protected] or call us on 1-877-207-8616.

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Understanding 8D: A Guide to the 8 Disciplines of Problem Solving

• Ossian Muscad
• March 23, 2022

Last Updated on March 13, 2024 by Ossian Muscad

Exploring the 8 Disciplines (8D) of problem-solving unveils a systematic approach designed to address and resolve issues in a structured manner. This method, developed by Ford Motor Company, is now widely adopted across various industries to promote better product quality, efficiency, and satisfaction. By following the 8D process, teams can effectively pinpoint the root causes of problems, develop interim and permanent solutions, and ensure issues do not recur. This guide aims to offer a comprehensive overview of each discipline, illustrating how they collectively forge a path toward sustainable problem resolution and continuous improvement.

What is the 8D Methodology?

The 8D Methodology is a rigorous and structured problem-solving process that emphasizes not just identifying and solving problems but also preventing them from reoccurring. It was initially developed in the automotive industry but has since been adopted by various sectors to enhance product quality and operational efficiency. This eight-step process is meticulously designed to find the root cause of a problem, implement a temporary fix, and then develop a long-term solution to ensure the issue does not recur.

The beauty of the 8D process lies in its comprehensive approach. It’s not about quickly patching up issues but thoroughly understanding them, addressing their causes, and implementing preventive measures to foster continuous improvement in any operational environment. By utilizing the 8D methodology, companies can achieve sustainable problem resolution and enhance their overall performance.

The 8 Disciplines of Problem Solving

The 8 Disciplines (8D) of problem-solving form a comprehensive process aimed at identifying, correcting, and eliminating recurring issues within any organization. This methodology encourages teams to take collective responsibility for problem resolution, fostering a culture of continuous improvement and collaboration.

Through its structured approach, the 8D process not only addresses immediate concerns but also implements strategies to prevent future occurrences, ensuring long-term solutions and improved operational efficiency. The following are the 8 disciplines that make up this process:

D1: Create a Team

The first discipline, Create a Team , involves assembling a group of individuals tasked with addressing the problem at hand. This foundational step stresses the importance of diversity within the team, advocating for the inclusion of members with varied roles, backgrounds, and areas of expertise.

Such diversity is crucial as it ensures a holistic understanding of the issue, enabling the team to explore different perspectives and solutions that might not be evident to those with similar skills and experiences. By leveraging each team member’s unique strengths and knowledge, the team is better equipped to tackle complex problems comprehensively and effectively.

This initial stage sets the tone for the collaborative effort required in subsequent disciplines, emphasizing teamwork and collective responsibility in the problem-solving process. Make sure to select a team leader who has strong communication skills and can facilitate the smooth functioning of the team.

D2: Describe the Problem

In the second discipline, Describe the Problem , the focus shifts to clearly defining the issue at hand. This crucial step is accomplished by creating a comprehensive problem statement. A well-crafted problem statement acts as a guiding light for the team, outlining the nature of the problem in a manner that is both succinct and straightforward. The statement must be clear, concise, and easy to understand, enabling every team member to grasp the essence of the problem without ambiguity.

This clarity helps ensure that all efforts are directed towards addressing the actual issue, thereby preventing the misallocation of resources and efforts on misidentified or peripheral concerns. Essentially, the problem statement sets the stage for targeted and effective problem-solving activities in the subsequent stages of the 8D process.

D3: Develop a Containment Plan

The third discipline within the 8D problem-solving process is developing a Containment Plan . This critical step involves devising and implementing immediate actions to contain the problem and prevent it from further impacting operations or quality. The containment plan is designed to be a temporary yet effective measure to control the situation until a permanent solution is put in place.

It’s essential for this plan to be specific and meticulously tailored to the nuances of the problem at hand. The effectiveness of a containment plan hinges on its ability to precisely address the immediate effects of the issue, ensuring they are isolated and managed effectively without causing additional complications. This step underscores the importance of swift and decisive action in safeguarding quality and operational stability while the team works on identifying and implementing a long-term resolution.

D4: Determine/Verify Root Causes

The fourth step of the 8D problem-solving process, Determine/Verify Root Causes , focuses on identifying the primary cause(s) of the issue at hand. This essential phase employs various analytical tools and techniques to drill down to the root of the problem. Among the most effective tools are cause and effect diagrams, also known as fishbone diagrams and the Five Whys Analysis. Cause and effect diagrams assist teams in visually mapping out the potential causes of a problem across different categories, leading to a comprehensive understanding of the issue.

The Five Whys Analysis, on the other hand, encourages a deeper inquiry into the problem by asking “why” repeatedly until the fundamental cause is uncovered. By leveraging these techniques, teams can pinpoint the exact factors contributing to the problem, setting the stage for developing targeted and effective solutions in the subsequent disciplines. This step is crucial as it ensures the problem-solving efforts are accurately focused, preventing the recurrence of the issue by addressing its root cause.

D5: Verify Permanent Solutions

The fifth discipline in the 8D Problem-Solving process is Verify Permanent Solutions . This pivotal stage involves implementing and rigorously testing the proposed solutions to ensure their efficacy. It’s not enough for a solution to appear effective in theory; it must demonstrate its ability to resolve the issue in the real-world environment where the problem occurs. To accomplish this, the team enacts the solution on a trial basis, monitoring its performance and impact closely.

Additionally, a critical aspect of this discipline is creating a plan for ongoing monitoring and sustainability of the solution’s results. This plan outlines how the solution will be integrated into regular operations and the measures that will be put in place to ensure the problem does not recur. It may include routine checks, performance metrics, and feedback loops designed to catch any signs of the issue re-emerging, allowing for timely adjustments.

Through thorough verification and a clear plan for sustainability, the team can confidently move forward, knowing their solution is not just a temporary fix but a permanent improvement to the problem at hand.

D6: Define and Implement Corrective Actions

The sixth discipline of the 8D Problem-Solving process, Define and Implement Corrective Actions , is a critical phase where the focus shifts to identifying and enacting measures to prevent the recurrence of the problem. This entails developing a corrective action plan that embodies the principles of specificity, measurability, achievability, relevance, and a clear timeline.

Such a plan ensures that the solution not only addresses the immediate issue but also fortifies the process against similar future problems. Actions may include changes to processes, training or retraining of staff, modifications to equipment, or any number of other interventions designed to correct the root cause identified in Discipline D4.

Key to this discipline is not just the identification and implementation of these corrective measures but also the establishment of clear metrics for success and timelines, ensuring the actions taken are grounded in scalability and sustainability. Through careful planning and execution, this step helps to guarantee that the solution has a lasting impact, safeguarding the quality and efficiency of operations long-term.

D7: Prevent Recurrence

The seventh discipline in the 8D Problem-Solving process is Prevent Recurrence . This crucial step ensures that the root causes of the issue, once identified and addressed, do not lead to the same or similar problems in the future.

Preventing recurrence involves a comprehensive approach that may include the creation or revision of standard operating procedures (SOPs), ensuring these guidelines are clear, detailed, and accessible to all relevant parties. Equally important is the training or retraining of employees to familiarize them with the new or updated procedures, thus equipping them with the knowledge and skills necessary to maintain the improvements over time.

Additionally, conducting regular audits of the processes and systems involved can help in identifying potential weaknesses before they result in further issues. Through these proactive measures, an organization can secure a more resilient and reliable operational process, effectively reducing the likelihood of problem recurrence and promoting continuous improvement.

D8: Celebrate Success

The eighth and final discipline of the 8D Problem-Solving process, Celebrate Success , emphasizes the importance of acknowledging and appreciating the team’s hard work and dedication throughout the problem-solving endeavor. This step is crucial as it not only serves to recognize the individuals and groups who contributed significantly to resolving the issue but also reinforces the value of collaborative effort and continuous improvement within the organization.

Celebrating success can take various forms, from formal recognition in company meetings or newsletters to informal team gatherings or rewards. It’s a moment to reflect on the lessons learned, the obstacles overcome, and the positive impact of the implemented solution on the company’s operations. By celebrating these achievements, organizations foster a culture of appreciation and motivation, encouraging teams to engage proactively in future problem-solving efforts with enthusiasm and commitment.

Why Should You 8D in Your Business?

Employing 8D methodology in your business operations can significantly benefit problem-solving, quality control, and process improvement. This is especially pertinent in industries where inconsistencies can lead to substantial repercussions. Below are the key reasons why businesses should adopt the 8D approach.

• Efficient Problem-Solving: The 8D methodology offers a systematic and comprehensive approach to problem-solving. By dissecting the issue into manageable parts and tackling each part methodically, businesses can efficiently address problems while minimizing the risk of oversight.
• Enhanced Quality Control: Incorporating 8D into your business processes promotes a culture of quality. The methodology focuses on identifying root causes and implementing permanent solutions, thereby preventing recurring issues and fostering continuous improvement.
• Effective Team Collaboration: 8D encourages collaboration and team engagement. By assembling a team of diverse expertise to tackle each problem, businesses can leverage a wider range of perspectives and insights to reach an optimal solution.
• Proactive Prevention: The 8D process emphasizes solving the current problem and preventing future recurrences. This proactive approach assists businesses in staying ahead of potential issues, saving time and resources, and fostering a proactive mindset within the team.
• Improves Customer Satisfaction: By enabling businesses to identify and eliminate product or process defects, 8D ultimately contributes to improving customer satisfaction. A robust, efficient problem-solving process can enhance a company’s reputation for quality and reliability, strengthening customer trust and loyalty.

The 8D methodology, when applied correctly, can be a powerful tool for improving business processes, enhancing product quality, and driving customer satisfaction. It fosters a proactive, systematic approach to problem-solving that can benefit businesses across various industries.

Tips to Maximize Your 8D Process

Maximizing the effectiveness of your 8D Process can lead to remarkable improvements in problem-solving efficiency, quality control, and overall operational excellence. By adopting key strategies and integrating them into every step of the 8D methodology, organizations can ensure a more thorough, actionable, and sustainable solution to any challenge. Here are five essential tips to enhance your 8D Process.

Prioritize Team Training

Investing in comprehensive training for your 8D teams is crucial. Team members should possess a deep understanding of the 8D methodology and skills in problem identification, root cause analysis, and solution implementation. Regular training sessions will keep these skills sharp and ensure all team members are on the same page, fostering a more efficient and effective problem-solving process.

Establish Clear Communication Channels

Clear, consistent communication among team members and across departments is fundamental to the 8D Process. Utilizing digital tools and platforms for collaboration can facilitate the sharing of updates, ideas, and feedback in real time. Ensuring that everyone involved has access to relevant information and can communicate effectively will prevent misunderstandings and speed up the problem-solving process.

Utilize Data and Technology

Harnessing the power of data analytics and technological advancements can significantly boost the efficiency and accuracy of your 8D Process. Implement tools for data collection and analysis to identify trends, predict potential issues, and support decision-making. Technology can also streamline documentation, tracking, and reporting, making every step of the process more manageable and transparent.

Foster a Culture of Continuous Improvement

Encouraging a mindset of continuous improvement and open-mindedness toward change is vital. The 8D Process should not be seen as a one-time task but as part of an ongoing effort to enhance all aspects of the organization. Reward innovation, celebrate successes, and learn from setbacks to build a resilient and proactive team culture.

Regularly Review and Adapt the Process

The business environment is dynamic, and processes that worked yesterday may not be as effective today. Regularly reviewing and analyzing the effectiveness of your 8D Process, including feedback from team members and outcome assessments, enables you to make necessary adjustments. Adaptability ensures that your process remains aligned with current challenges and business goals, sustaining its relevance and impact over time.

Frequently Asked Questions (FAQs)

Q1: what does the “8d” in 8d problem solving stand for.

The “8D” stands for the eight disciplines or steps of the problem-solving process, which are designed to address and resolve issues, improving overall business performance. The eight disciplines mentioned are the foundation that helps guide the 8D methodology and make it a structured, systematic problem-solving approach.

Q2: Who should be involved in the 8D Process?

The 8D Process should involve a cross-functional team that includes members from different departments and expertise areas. This ensures a comprehensive approach to problem-solving, leveraging various perspectives and skills. Some key roles in the 8D Process may include team leader, problem owner, data analyst, and solution implementer.

Q3: Can 8D be applied to any industry or business?

Yes, the 8D methodology is versatile and can be adapted to virtually any industry or business sector. Its principles of problem identification, analysis, and resolution are universally applicable to any organization looking to improve its operations.

Q4: How long does it typically take to complete an 8D Process?

The duration of an 8D Process can vary significantly depending on the complexity of the problem, the effectiveness of the team, and the solutions implemented. Some problems may be resolved in a matter of weeks, while others might take several months.

Q5: Is documentation important in the 8D Process?

Documentation is critical in the 8D Process. Thorough documentation ensures that every step is recorded, facilitates communication among team members, and provides a reference point for future problem-solving efforts.

Q6: How does the 8D Methodology integrate with other quality improvement processes?

The 8D Methodology can complement and enhance other quality improvement processes, such as Six Sigma and Lean Manufacturing. By focusing on problem-solving and root cause analysis, the 8D Process can be incorporated into broader quality initiatives, driving continuous improvement across all operations.

Streamline Your 8D Process with DATAMYTE

DATAMYTE is a quality management platform with low-code capabilities. Our Digital Clipboard , in particular, is a low-code workflow automation software that features a workflow, checklist, and smart form builder. This tool lets you quickly create templates for the 8D Process, making it easier to standardize and streamline your problem-solving efforts.

DATAMYTE also lets you conduct layered process audits, a high-frequency evaluation of critical process steps, focusing on areas with the highest failure risk or non-compliance. Conducting LPA with DATAMYTE lets you effectively identify and correct potential defects before they become major quality issues.

With DATAMYTE , you have an all-in-one solution for managing quality and continuous improvement initiatives, including the 8D Process. Our platform offers everything from data collection and analytics to corrective action workflows, facilitating a seamless and efficient problem-solving process. Book a demo now to learn more.

If you’re going to solve problems, doing it systematically with an established process like the 8D Methodology can significantly enhance your problem-solving efficiency and effectiveness. By fostering clear communication, utilizing data, promoting a culture of continuous improvement, and being open to adapting the process as needed, organizations can tackle challenges head-on and prevent them from recurring.

The 8D Process is not limited to addressing immediate problems; it is a tool for achieving long-term, sustainable improvement across all aspects of an organization. Implementing these strategies will not only solve the current issues more effectively but also equip your team with the skills and mindset to face future challenges with confidence.

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The Basics of Structured Problem-Solving Methodologies: DMAIC & 8D

Topics: Minitab Engage

When it comes to solving a problem, organizations want to get to the root cause of the problem, as quickly as possible. They also want to ensure that they find the most effective solution to that problem, make sure the solution is implemented fully, and is sustained into the future so that the problem no longer occurs. The best way to do this is by implementing structured problem-solving. In this blog post, we’ll briefly cover structured problem-solving and the best improvement methodologies to achieve operational excellence. Before we dive into ways Minitab can help, let’s first cover the basics of problem-solving.

WHAT IS STRUCTURED PROBLEM-SOLVING?

Structured problem-solving is a disciplined approach that breaks down the problem-solving process into discrete steps with clear objectives. This method enables you to tackle complex problems, while ensuring you’re resolving the right ones. It also ensures that you fully understand those problems, you've considered the reasonable solutions, and are effectively implementing and sustaining them.

WHAT IS A STRUCTURED PROBLEM-SOLVING METHODOLOGY?

A structured problem-solving methodology is a technique that consists of a series of phases that a project must pass through before it gets completed. The goal of a methodology is to highlight the intention behind solving a particular problem and offers a strategic way to resolve it. WHAT ARE THE BEST PROBLEM-SOLVING METHODOLOGIES?

That depends on the problem you’re trying to solve for your improvement initiative. The structure and discipline of completing all the steps in each methodology is more important than the specific methodology chosen. To help you easily visualize these methodologies, we’ve created the Periodic Table of Problem-Solving Methodologies. Now let’s cover two important methodologies for successful process improvement and problem prevention: DMAIC and 8D .

8D is known as the Eight Disciplines of problem-solving. It consists of eight steps to solve difficult, recurring, or critical problems. The methodology consists of problem-solving tools to help you identify, correct, and eliminate the source of problems within your organization. If the problem you’re trying to solve is complex and needs to be resolved quickly, 8D might be the right methodology to implement for your organization. Each methodology could be supported with a project template, where its roadmap corresponds to the set of phases in that methodology. It is a best practice to complete each step of a given methodology, before moving on to the next one.

MINITAB ENGAGE, YOUR SOLUTION TO EFFECTIVE PROBLEM-SOLVING

Minitab Engage TM was built to help organizations drive innovation and improvement initiatives. What makes our solution unique is that it combines structured problem-solving methodologies with tools and dashboards to help you plan, execute, and measure your innovation initiatives! There are many problem-solving methodologies and tools to help you get started. We have the ultimate end-to-end improvement solution to help you reach innovation success.

Ready to explore structured problem-solving?

Download our free eBook to discover the top methodologies and tools to help you accelerate your innovation programs.

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How to Solve Any Problem with the Eight Disciplines (8D)

What’s the best way to solve product and process-related problems? According to Ford Motor Company’s Team Orientated Problem Solving program (TOPS) , you need to take an 8-D perspective. It’s not as complicated as it may sound. The 8Ds or disciplines, target three basic aims: identify the problem, correct it, and make sure it doesn’t happen again.

Since the eight disciplines were first defined, the philosophy has been adjusted with the addition of a “0” discipline , so we’re really looking at nine steps or disciplines to guide you on your path to problem-solving success. Don’t be deterred by the word “discipline,” the process outlined in the eight (or nine) disciplines provides a straightforward template for problem-solving, and you don’t need any special training to follow it.

D0: Prepare For Problem Solving

Nobody likes putting out fires, but preparedness can avert disaster. The D0 step is the added discipline that gives us a total of nine, and it was tacked on after the eight disciplines had already been formulated.

The need for this additional step will be apparent to anyone who has faced a potential business disaster. Panicking isn’t a solution, and since the kind of problems we address with 8D methodology aren’t predictable, its good to be prepared for the unexpected and be ready to face it with a cool head. Knowing how you’ll respond in emergencies helps you to act faster.

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Once you’ve taken this vital step, you can begin working on any problems that arise without losing your cool.

D1: You Need the Right Team

You need inside information from the people best-acquainted with the process or product that proved to be dysfunctional. It’s important that they understand what role they’ll play in fixing the problem. You should let them know that you’re not looking to pin blame on someone – you’re a project team working on solving the problem.

To complete all eight disciplines, you need a committed and knowledgeable team composed of members who are as eager to solve the problem and prevent its recurrence as you are. Communication is key. When things go wrong, those with the most intimate knowledge of the product or process are waiting for the ax to fall. They will feel responsible for the problem, but that works in your favor when you allow them an opportunity to be part of the solution.

D2: Define What the Problem Is

Knowing what the problem you’re working on might seem obvious – but it usually isn’t. To avoid miscommunication between your team, you need to clearly define what the problem (and the definition should cover all the bases). Just saying “A component is faulty,” for example, isn’t a clear enough definition. To get all the details you need to effectively define a problem, you need to use the 5W2H approach. In a nutshell, you need to figure out…

• Who is directly affected by the problem? Is it your customers? Is it a problem that was picked up internally?
• What is the problem? Pinpoint it as finely as you can. A customer who has a customer service or technical complaint might have one or more reasons to be unhappy. Exactly what was it that didn’t work?
• When was the problem first picked up?
• Where did it happen? Your problem-solving approach is a bit like a game of Cluedo. Defining the problem means you need to know the location as well as the person, the particulars of the problem, and its timing.
• Why did it happen? Your team may have more than one explanation as to why the problem happened. Record all the possible reasons they can think of.
• How did it happen? Circumstances are important too. This piece of information is vital because it might point towards an overlooked scenario that you’ll need to take into account in future.
• How many / much ? Quantification forms the basis of measurement . It will also help you to determine how effective your problem-solving efforts have been once you’ve implemented solutions.

D3: What Interim Measures Can You take to Contain or Limit the Consequences of the Problem?

Letting a potentially problematic system run or producing potentially defective products will only amplify the problem you’re trying to solve. Interim measures could be as drastic as stopping production. This, however, is sometimes mandatory. It’s better to delay shipment rather than ship a defective product.

Damage control is not a permanent solution, but at least it ensures that you’ve limited the negative effects the problem has on your customers and your business. Allowing work to continue as normal when you know that there’s a problem isn’t an option you can risk.

While you and your team search for solutions, you need to know that further harm to your business reputation isn’t happening. Decide on the right strategy to temporarily curtail the issue and implement it as soon as possible and move on to D4 .

D4: What Caused the Problem?

Identifying the root cause of a problem can be trickier than it seems on the surface. There’ll usually be a chain of events leading up to an issue, and solving the problem requires you to track the chain of events that led up to it all the way back to the single set of circumstances that triggered it.

For example, a clothing manufacturer discovers that the seams of its jackets are coming apart. It would be easy to blame the person who was in charge of the stitching, but perhaps the machine was faulty, and its just possible that the machine was faulty because of the type of cotton that was fed into it, and the wrong cotton was fed into it because there was a mix-up in the stores, but the stores only made their error because the supplier didn’t label packages properly.

Use the 6m method to help you track problems to their source:

• Man or Manpower : If it seems that human error is to blame, what caused the mistake? Was the operator aware of what is required? Did he or she have sufficient training to meet the requirements of the job? What if he or she wasn’t physically up to the task?
• Machine : If you thought that working with machines was any easier, think again. There is a multitude of reasons why machines might fail. Is the right equipment being used? Was the equipment correctly calibrated? Has the machine been adequately maintained so that it is in good working order?
• Materials : As any manufacturer will know, you can’t make good quality products out of poor materials. But were the right materials being used? Did they have the right physical or chemical properties?
• Method : your staff could be well-trained, your machines well-maintained, and your materials of a suitable standard, but if the methods used aren’t up to scratch, you aren’t going to get the desired results.
• Measurement : If you ever added a tablespoon of salt to a recipe that required a teaspoon, you’ll know that using the correct, standard measurements are necessary if you want to get good results.
• Environment : The workplace environment: temperature, humidity, light, and cleanliness can also be to blame when problems arise.

Other than the 6m method, you could also try using the 5 Whys analysis.  It’s a problem-solving methodology that helps you find the rootcausee of an issue by asking “why” enough times.

D5: Decide on Appropriate Corrective Action

Now that you and your team are confident that you’ve pinpointed the cause of the problem you encountered, it’s time to start working on the determination of solutions. This could involve generating a list of possible actions and thinning it down to the ones you think likely to be the most effective. Your aim is to remove the cause of the problem, and that could entail anything from a simple intervention to a multi-faceted improvement plan.

Whatever solutions you choose, you need to be sure that the measures you implement will continue being implemented in the long-term. This may involve setting up a system of checks and balances, additional quality control measures, or extra steps to be incorporated into standard workflows.

D6: Act and Confirm that Your Action Corrected the Problem

Having come this far with the eight disciplines approach to problem-solving, you might feel that it’s time to celebrate success, but you still need to wait a little longer. This is only the fifth of the eight disciplines, so although you’ve come a long way, your job isn’t done yet. Implementing the sixth discipline (corrective action) is even more important than deciding what ought to be done.

Communicate with affected employees so that they can understand the importance of any changes that are likely to affect them, why you’re making these changes, and what problem you’re working to eliminate. But even once they’re doing everything according to the new methods you’ve devised with your team, you still need to be sure that you’ve correctly identified and dealt with the gremlin that’s the cause of your woes.

That means careful monitoring of the “what” that started you on your problem-solving journey. Have you eliminated the problem? Keep tabs on your outputs in the long-term to be sure that you have.

D7: Prevent the Recurrence of the Problem and Entrench New Standards

So far, you and your team have hit the spot. You’ve identified why things went wrong, and you’ve successfully introduced changes that address the root cause of the problem that set you all to work. But you haven’t reached the final step just yet. By introducing new methods, you’ve effectively introduced a new standard, and you want that standard to be upheld. Your company’s reputation depends on it.

The work you’ve done has shown that you need to make changes to the way your company does things. You’ve implemented the modifications you and your team thought necessary with success. But these changes need to be incorporated into long-term business processes so that they become second-nature. There will certainly be changes to policies, procedures , and workflows even if they’re as simple as adding a new quality-control step to a process.

The Change management process can be tough, even if you’re only improving or changing a single process . Be sure everyone’s on the same page and follow up. To make this step easier, you can try either documenting your new processes or adopting workflow management software .

Workflow software can help enforce any changes you make to the new process – rather than having to manually explain the change to the employee, you can simply let the software do it for you.

D8: Eight Disciplines Reached. Celebrate Success With your Team

Without your problem-solving team, you would never have come this far or been this successful. By putting your heads together, you have permanently resolved a knotty problem. That’s reason to celebrate, and it’s also time to thank each team member for his or her contributions to the process. Each of them deserves recognition, and that recognition should be formal and organization-wide.

It’s also time to renew you and your team’s commitment to continuous improvement a commitment no organization should be without. Giving thanks where they are due will encourage future efforts, both within your team and across the organization. Who doesn’t want to be a hero? The eight disciplines approach to problem-solving depends on your team, and they deserve the recognition you give them.

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But then if you’re reading something that doesn’t make sense, how are you supposed to make informed buying decisions?

We have a lot to say about workflow and we truly believe in continuos improvement. But it’s not really about us. We publish these articles to help you find Tallyfy, and to provide you with information that will help you make informed buying decisions.

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40 problem-solving techniques and processes

All teams and organizations encounter challenges. Approaching those challenges without a structured problem solving process can end up making things worse.

Proven problem solving techniques such as those outlined below can guide your group through a process of identifying problems and challenges , ideating on possible solutions , and then evaluating and implementing the most suitable .

In this post, you'll find problem-solving tools you can use to develop effective solutions. You'll also find some tips for facilitating the problem solving process and solving complex problems.

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What is problem solving?

Problem solving is a process of finding and implementing a solution to a challenge or obstacle. In most contexts, this means going through a problem solving process that begins with identifying the issue, exploring its root causes, ideating and refining possible solutions before implementing and measuring the impact of that solution.

For simple or small problems, it can be tempting to skip straight to implementing what you believe is the right solution. The danger with this approach is that without exploring the true causes of the issue, it might just occur again or your chosen solution may cause other issues.

Particularly in the world of work, good problem solving means using data to back up each step of the process, bringing in new perspectives and effectively measuring the impact of your solution.

Effective problem solving can help ensure that your team or organization is well positioned to overcome challenges, be resilient to change and create innovation. In my experience, problem solving is a combination of skillset, mindset and process, and it’s especially vital for leaders to cultivate this skill.

What is the seven step problem solving process?

A problem solving process is a step-by-step framework from going from discovering a problem all the way through to implementing a solution.

With practice, this framework can become intuitive, and innovative companies tend to have a consistent and ongoing ability to discover and tackle challenges when they come up.

You might see everything from a four step problem solving process through to seven steps. While all these processes cover roughly the same ground, I’ve found a seven step problem solving process is helpful for making all key steps legible.

We’ll outline that process here and then follow with techniques you can use to explore and work on that step of the problem solving process with a group.

The seven-step problem solving process is:

1. Problem identification 

The first stage of any problem solving process is to identify the problem(s) you need to solve. This often looks like using group discussions and activities to help a group surface and effectively articulate the challenges they’re facing and wish to resolve.

Be sure to align with your team on the exact definition and nature of the problem you’re solving. An effective process is one where everyone is pulling in the same direction – ensure clarity and alignment now to help avoid misunderstandings later.

2. Problem analysis and refinement

The process of problem analysis means ensuring that the problem you are seeking to solve is  the   right problem . Choosing the right problem to solve means you are on the right path to creating the right solution.

At this stage, you may look deeper at the problem you identified to try and discover the root cause at the level of people or process. You may also spend some time sourcing data, consulting relevant parties and creating and refining a problem statement.

Problem refinement means adjusting scope or focus of the problem you will be aiming to solve based on what comes up during your analysis. As you analyze data sources, you might discover that the root cause means you need to adjust your problem statement. Alternatively, you might find that your original problem statement is too big to be meaningful approached within your current project.

Remember that the goal of any problem refinement is to help set the stage for effective solution development and deployment. Set the right focus and get buy-in from your team here and you’ll be well positioned to move forward with confidence.

3. Solution generation

Once your group has nailed down the particulars of the problem you wish to solve, you want to encourage a free flow of ideas connecting to solving that problem. This can take the form of problem solving games that encourage creative thinking or techniquess designed to produce working prototypes of possible solutions. 

The key to ensuring the success of this stage of the problem solving process is to encourage quick, creative thinking and create an open space where all ideas are considered. The best solutions can often come from unlikely places and by using problem solving techniques that celebrate invention, you might come up with solution gold. 

4. Solution development

No solution is perfect right out of the gate. It’s important to discuss and develop the solutions your group has come up with over the course of following the previous problem solving steps in order to arrive at the best possible solution. Problem solving games used in this stage involve lots of critical thinking, measuring potential effort and impact, and looking at possible solutions analytically. 

During this stage, you will often ask your team to iterate and improve upon your front-running solutions and develop them further. Remember that problem solving strategies always benefit from a multitude of voices and opinions, and not to let ego get involved when it comes to choosing which solutions to develop and take further.

Finding the best solution is the goal of all problem solving workshops and here is the place to ensure that your solution is well thought out, sufficiently robust and fit for purpose. 

5. Decision making and planning

Nearly there! Once you’ve got a set of possible, you’ll need to make a decision on which to implement. This can be a consensus-based group decision or it might be for a leader or major stakeholder to decide. You’ll find a set of effective decision making methods below.

Once your group has reached consensus and selected a solution, there are some additional actions that also need to be decided upon. You’ll want to work on allocating ownership of the project, figure out who will do what, how the success of the solution will be measured and decide the next course of action.

Set clear accountabilities, actions, timeframes, and follow-ups for your chosen solution. Make these decisions and set clear next-steps in the problem solving workshop so that everyone is aligned and you can move forward effectively as a group. 

Ensuring that you plan for the roll-out of a solution is one of the most important problem solving steps. Without adequate planning or oversight, it can prove impossible to measure success or iterate further if the problem was not solved. 

6. Solution implementation 

This is what we were waiting for! All problem solving processes have the end goal of implementing an effective and impactful solution that your group has confidence in.

Project management and communication skills are key here – your solution may need to adjust when out in the wild or you might discover new challenges along the way. For some solutions, you might also implement a test with a small group and monitor results before rolling it out to an entire company.

You should have a clear owner for your solution who will oversee the plans you made together and help ensure they’re put into place. This person will often coordinate the implementation team and set-up processes to measure the efficacy of your solution too.

7. Solution evaluation 

So you and your team developed a great solution to a problem and have a gut feeling it’s been solved. Work done, right? Wrong. All problem solving strategies benefit from evaluation, consideration, and feedback.

You might find that the solution does not work for everyone, might create new problems, or is potentially so successful that you will want to roll it out to larger teams or as part of other initiatives. 

None of that is possible without taking the time to evaluate the success of the solution you developed in your problem solving model and adjust if necessary.

Remember that the problem solving process is often iterative and it can be common to not solve complex issues on the first try. Even when this is the case, you and your team will have generated learning that will be important for future problem solving workshops or in other parts of the organization. 

It’s also worth underlining how important record keeping is throughout the problem solving process. If a solution didn’t work, you need to have the data and records to see why that was the case. If you go back to the drawing board, notes from the previous workshop can help save time.

What does an effective problem solving process look like?

Every effective problem solving process begins with an agenda . In our experience, a well-structured problem solving workshop is one of the best methods for successfully guiding a group from exploring a problem to implementing a solution.

The format of a workshop ensures that you can get buy-in from your group, encourage free-thinking and solution exploration before making a decision on what to implement following the session.

This Design Sprint 2.0 template is an effective problem solving process from top agency AJ&Smart. It’s a great format for the entire problem solving process, with four-days of workshops designed to surface issues, explore solutions and even test a solution.

Check it for an example of how you might structure and run a problem solving process and feel free to copy and adjust it your needs!

For a shorter process you can run in a single afternoon, this remote problem solving agenda will guide you effectively in just a couple of hours.

Whatever the length of your workshop, by using SessionLab, it’s easy to go from an idea to a complete agenda . Start by dragging and dropping your core problem solving activities into place . Add timings, breaks and necessary materials before sharing your agenda with your colleagues.

The resulting agenda will be your guide to an effective and productive problem solving session that will also help you stay organized on the day!

Complete problem-solving methods

In this section, we’ll look at in-depth problem-solving methods that provide a complete end-to-end process for developing effective solutions. These will help guide your team from the discovery and definition of a problem through to delivering the right solution.

If you’re looking for an all-encompassing method or problem-solving model, these processes are a great place to start. They’ll ask your team to challenge preconceived ideas and adopt a mindset for solving problems more effectively.

Six Thinking Hats

Individual approaches to solving a problem can be very different based on what team or role an individual holds. It can be easy for existing biases or perspectives to find their way into the mix, or for internal politics to direct a conversation.

Six Thinking Hats is a classic method for identifying the problems that need to be solved and enables your team to consider them from different angles, whether that is by focusing on facts and data, creative solutions, or by considering why a particular solution might not work.

Like all problem-solving frameworks, Six Thinking Hats is effective at helping teams remove roadblocks from a conversation or discussion and come to terms with all the aspects necessary to solve complex problems.

The Six Thinking Hats   #creative thinking   #meeting facilitation   #problem solving   #issue resolution   #idea generation   #conflict resolution   The Six Thinking Hats are used by individuals and groups to separate out conflicting styles of thinking. They enable and encourage a group of people to think constructively together in exploring and implementing change, rather than using argument to fight over who is right and who is wrong.

Lightning Decision Jam

Featured courtesy of Jonathan Courtney of AJ&Smart Berlin, Lightning Decision Jam is one of those strategies that should be in every facilitation toolbox. Exploring problems and finding solutions is often creative in nature, though as with any creative process, there is the potential to lose focus and get lost.

Unstructured discussions might get you there in the end, but it’s much more effective to use a method that creates a clear process and team focus.

In Lightning Decision Jam, participants are invited to begin by writing challenges, concerns, or mistakes on post-its without discussing them before then being invited by the moderator to present them to the group.

From there, the team vote on which problems to solve and are guided through steps that will allow them to reframe those problems, create solutions and then decide what to execute on. 

By deciding the problems that need to be solved as a team before moving on, this group process is great for ensuring the whole team is aligned and can take ownership over the next stages. 

Lightning Decision Jam (LDJ)   #action   #decision making   #problem solving   #issue analysis   #innovation   #design   #remote-friendly   It doesn’t matter where you work and what your job role is, if you work with other people together as a team, you will always encounter the same challenges: Unclear goals and miscommunication that cause busy work and overtime Unstructured meetings that leave attendants tired, confused and without clear outcomes. Frustration builds up because internal challenges to productivity are not addressed Sudden changes in priorities lead to a loss of focus and momentum Muddled compromise takes the place of clear decision- making, leaving everybody to come up with their own interpretation. In short, a lack of structure leads to a waste of time and effort, projects that drag on for too long and frustrated, burnt out teams. AJ&Smart has worked with some of the most innovative, productive companies in the world. What sets their teams apart from others is not better tools, bigger talent or more beautiful offices. The secret sauce to becoming a more productive, more creative and happier team is simple: Replace all open discussion or brainstorming with a structured process that leads to more ideas, clearer decisions and better outcomes. When a good process provides guardrails and a clear path to follow, it becomes easier to come up with ideas, make decisions and solve problems. This is why AJ&Smart created Lightning Decision Jam (LDJ). It’s a simple and short, but powerful group exercise that can be run either in-person, in the same room, or remotely with distributed teams.

Problem Definition Process

While problems can be complex, the problem-solving methods you use to identify and solve those problems can often be simple in design. 

By taking the time to truly identify and define a problem before asking the group to reframe the challenge as an opportunity, this method is a great way to enable change.

Begin by identifying a focus question and exploring the ways in which it manifests before splitting into five teams who will each consider the problem using a different method: escape, reversal, exaggeration, distortion or wishful. Teams develop a problem objective and create ideas in line with their method before then feeding them back to the group.

This method is great for enabling in-depth discussions while also creating space for finding creative solutions too!

Problem Definition   #problem solving   #idea generation   #creativity   #online   #remote-friendly   A problem solving technique to define a problem, challenge or opportunity and to generate ideas.

The 5 Whys 

Sometimes, a group needs to go further with their strategies and analyze the root cause at the heart of organizational issues. An RCA or root cause analysis is the process of identifying what is at the heart of business problems or recurring challenges. 

The 5 Whys is a simple and effective method of helping a group go find the root cause of any problem or challenge and conduct analysis that will deliver results. 

By beginning with the creation of a problem statement and going through five stages to refine it, The 5 Whys provides everything you need to truly discover the cause of an issue.

The 5 Whys   #hyperisland   #innovation   This simple and powerful method is useful for getting to the core of a problem or challenge. As the title suggests, the group defines a problems, then asks the question “why” five times, often using the resulting explanation as a starting point for creative problem solving.

World Cafe is a simple but powerful facilitation technique to help bigger groups to focus their energy and attention on solving complex problems.

World Cafe enables this approach by creating a relaxed atmosphere where participants are able to self-organize and explore topics relevant and important to them which are themed around a central problem-solving purpose. Create the right atmosphere by modeling your space after a cafe and after guiding the group through the method, let them take the lead!

Making problem-solving a part of your organization’s culture in the long term can be a difficult undertaking. More approachable formats like World Cafe can be especially effective in bringing people unfamiliar with workshops into the fold. 

World Cafe   #hyperisland   #innovation   #issue analysis   World Café is a simple yet powerful method, originated by Juanita Brown, for enabling meaningful conversations driven completely by participants and the topics that are relevant and important to them. Facilitators create a cafe-style space and provide simple guidelines. Participants then self-organize and explore a set of relevant topics or questions for conversation.

Discovery & Action Dialogue (DAD)

One of the best approaches is to create a safe space for a group to share and discover practices and behaviors that can help them find their own solutions.

With DAD, you can help a group choose which problems they wish to solve and which approaches they will take to do so. It’s great at helping remove resistance to change and can help get buy-in at every level too!

This process of enabling frontline ownership is great in ensuring follow-through and is one of the methods you will want in your toolbox as a facilitator.

Discovery & Action Dialogue (DAD)   #idea generation   #liberating structures   #action   #issue analysis   #remote-friendly   DADs make it easy for a group or community to discover practices and behaviors that enable some individuals (without access to special resources and facing the same constraints) to find better solutions than their peers to common problems. These are called positive deviant (PD) behaviors and practices. DADs make it possible for people in the group, unit, or community to discover by themselves these PD practices. DADs also create favorable conditions for stimulating participants’ creativity in spaces where they can feel safe to invent new and more effective practices. Resistance to change evaporates as participants are unleashed to choose freely which practices they will adopt or try and which problems they will tackle. DADs make it possible to achieve frontline ownership of solutions.

Design Sprint 2.0

Want to see how a team can solve big problems and move forward with prototyping and testing solutions in a few days? The Design Sprint 2.0 template from Jake Knapp, author of Sprint, is a complete agenda for a with proven results.

Developing the right agenda can involve difficult but necessary planning. Ensuring all the correct steps are followed can also be stressful or time-consuming depending on your level of experience.

Use this complete 4-day workshop template if you are finding there is no obvious solution to your challenge and want to focus your team around a specific problem that might require a shortcut to launching a minimum viable product or waiting for the organization-wide implementation of a solution.

Open space technology

Open space technology- developed by Harrison Owen – creates a space where large groups are invited to take ownership of their problem solving and lead individual sessions. Open space technology is a great format when you have a great deal of expertise and insight in the room and want to allow for different takes and approaches on a particular theme or problem you need to be solved.

Start by bringing your participants together to align around a central theme and focus their efforts. Explain the ground rules to help guide the problem-solving process and then invite members to identify any issue connecting to the central theme that they are interested in and are prepared to take responsibility for.

Once participants have decided on their approach to the core theme, they write their issue on a piece of paper, announce it to the group, pick a session time and place, and post the paper on the wall. As the wall fills up with sessions, the group is then invited to join the sessions that interest them the most and which they can contribute to, then you’re ready to begin!

Everyone joins the problem-solving group they’ve signed up to, record the discussion and if appropriate, findings can then be shared with the rest of the group afterward.

Open Space Technology   #action plan   #idea generation   #problem solving   #issue analysis   #large group   #online   #remote-friendly   Open Space is a methodology for large groups to create their agenda discerning important topics for discussion, suitable for conferences, community gatherings and whole system facilitation

Techniques to identify and analyze problems

Using a problem-solving method to help a team identify and analyze a problem can be a quick and effective addition to any workshop or meeting.

While further actions are always necessary, you can generate momentum and alignment easily, and these activities are a great place to get started.

We’ve put together this list of techniques to help you and your team with problem identification, analysis, and discussion that sets the foundation for developing effective solutions.

Let’s take a look!

Fishbone Analysis

Organizational or team challenges are rarely simple, and it’s important to remember that one problem can be an indication of something that goes deeper and may require further consideration to be solved.

Fishbone Analysis helps groups to dig deeper and understand the origins of a problem. It’s a great example of a root cause analysis method that is simple for everyone on a team to get their head around. 

Participants in this activity are asked to annotate a diagram of a fish, first adding the problem or issue to be worked on at the head of a fish before then brainstorming the root causes of the problem and adding them as bones on the fish. 

Using abstractions such as a diagram of a fish can really help a team break out of their regular thinking and develop a creative approach.

Fishbone Analysis   #problem solving   ##root cause analysis   #decision making   #online facilitation   A process to help identify and understand the origins of problems, issues or observations.

Problem Tree 

Encouraging visual thinking can be an essential part of many strategies. By simply reframing and clarifying problems, a group can move towards developing a problem solving model that works for them. 

In Problem Tree, groups are asked to first brainstorm a list of problems – these can be design problems, team problems or larger business problems – and then organize them into a hierarchy. The hierarchy could be from most important to least important or abstract to practical, though the key thing with problem solving games that involve this aspect is that your group has some way of managing and sorting all the issues that are raised.

Once you have a list of problems that need to be solved and have organized them accordingly, you’re then well-positioned for the next problem solving steps.

Problem tree   #define intentions   #create   #design   #issue analysis   A problem tree is a tool to clarify the hierarchy of problems addressed by the team within a design project; it represents high level problems or related sublevel problems.

SWOT Analysis

Chances are you’ve heard of the SWOT Analysis before. This problem-solving method focuses on identifying strengths, weaknesses, opportunities, and threats is a tried and tested method for both individuals and teams.

Start by creating a desired end state or outcome and bare this in mind – any process solving model is made more effective by knowing what you are moving towards. Create a quadrant made up of the four categories of a SWOT analysis and ask participants to generate ideas based on each of those quadrants.

Once you have those ideas assembled in their quadrants, cluster them together based on their affinity with other ideas. These clusters are then used to facilitate group conversations and move things forward. 

SWOT analysis   #gamestorming   #problem solving   #action   #meeting facilitation   The SWOT Analysis is a long-standing technique of looking at what we have, with respect to the desired end state, as well as what we could improve on. It gives us an opportunity to gauge approaching opportunities and dangers, and assess the seriousness of the conditions that affect our future. When we understand those conditions, we can influence what comes next.

Agreement-Certainty Matrix

Not every problem-solving approach is right for every challenge, and deciding on the right method for the challenge at hand is a key part of being an effective team.

The Agreement Certainty matrix helps teams align on the nature of the challenges facing them. By sorting problems from simple to chaotic, your team can understand what methods are suitable for each problem and what they can do to ensure effective results. 

If you are already using Liberating Structures techniques as part of your problem-solving strategy, the Agreement-Certainty Matrix can be an invaluable addition to your process. We’ve found it particularly if you are having issues with recurring problems in your organization and want to go deeper in understanding the root cause. 

Agreement-Certainty Matrix   #issue analysis   #liberating structures   #problem solving   You can help individuals or groups avoid the frequent mistake of trying to solve a problem with methods that are not adapted to the nature of their challenge. The combination of two questions makes it possible to easily sort challenges into four categories: simple, complicated, complex , and chaotic .  A problem is simple when it can be solved reliably with practices that are easy to duplicate.  It is complicated when experts are required to devise a sophisticated solution that will yield the desired results predictably.  A problem is complex when there are several valid ways to proceed but outcomes are not predictable in detail.  Chaotic is when the context is too turbulent to identify a path forward.  A loose analogy may be used to describe these differences: simple is like following a recipe, complicated like sending a rocket to the moon, complex like raising a child, and chaotic is like the game “Pin the Tail on the Donkey.”  The Liberating Structures Matching Matrix in Chapter 5 can be used as the first step to clarify the nature of a challenge and avoid the mismatches between problems and solutions that are frequently at the root of chronic, recurring problems.

Organizing and charting a team’s progress can be important in ensuring its success. SQUID (Sequential Question and Insight Diagram) is a great model that allows a team to effectively switch between giving questions and answers and develop the skills they need to stay on track throughout the process. 

Begin with two different colored sticky notes – one for questions and one for answers – and with your central topic (the head of the squid) on the board. Ask the group to first come up with a series of questions connected to their best guess of how to approach the topic. Ask the group to come up with answers to those questions, fix them to the board and connect them with a line. After some discussion, go back to question mode by responding to the generated answers or other points on the board.

It’s rewarding to see a diagram grow throughout the exercise, and a completed SQUID can provide a visual resource for future effort and as an example for other teams.

SQUID   #gamestorming   #project planning   #issue analysis   #problem solving   When exploring an information space, it’s important for a group to know where they are at any given time. By using SQUID, a group charts out the territory as they go and can navigate accordingly. SQUID stands for Sequential Question and Insight Diagram.

To continue with our nautical theme, Speed Boat is a short and sweet activity that can help a team quickly identify what employees, clients or service users might have a problem with and analyze what might be standing in the way of achieving a solution.

Methods that allow for a group to make observations, have insights and obtain those eureka moments quickly are invaluable when trying to solve complex problems.

In Speed Boat, the approach is to first consider what anchors and challenges might be holding an organization (or boat) back. Bonus points if you are able to identify any sharks in the water and develop ideas that can also deal with competitors!   

Speed Boat   #gamestorming   #problem solving   #action   Speedboat is a short and sweet way to identify what your employees or clients don’t like about your product/service or what’s standing in the way of a desired goal.

The Journalistic Six

Some of the most effective ways of solving problems is by encouraging teams to be more inclusive and diverse in their thinking.

Based on the six key questions journalism students are taught to answer in articles and news stories, The Journalistic Six helps create teams to see the whole picture. By using who, what, when, where, why, and how to facilitate the conversation and encourage creative thinking, your team can make sure that the problem identification and problem analysis stages of the are covered exhaustively and thoughtfully. Reporter’s notebook and dictaphone optional.

The Journalistic Six – Who What When Where Why How   #idea generation   #issue analysis   #problem solving   #online   #creative thinking   #remote-friendly   A questioning method for generating, explaining, investigating ideas.

Individual and group perspectives are incredibly important, but what happens if people are set in their minds and need a change of perspective in order to approach a problem more effectively?

Flip It is a method we love because it is both simple to understand and run, and allows groups to understand how their perspectives and biases are formed. 

Participants in Flip It are first invited to consider concerns, issues, or problems from a perspective of fear and write them on a flip chart. Then, the group is asked to consider those same issues from a perspective of hope and flip their understanding.  

No problem and solution is free from existing bias and by changing perspectives with Flip It, you can then develop a problem solving model quickly and effectively.

Flip It!   #gamestorming   #problem solving   #action   Often, a change in a problem or situation comes simply from a change in our perspectives. Flip It! is a quick game designed to show players that perspectives are made, not born.

LEGO Challenge

Now for an activity that is a little out of the (toy) box. LEGO Serious Play is a facilitation methodology that can be used to improve creative thinking and problem-solving skills. 

The LEGO Challenge includes giving each member of the team an assignment that is hidden from the rest of the group while they create a structure without speaking.

What the LEGO challenge brings to the table is a fun working example of working with stakeholders who might not be on the same page to solve problems. Also, it’s LEGO! Who doesn’t love LEGO! 

LEGO Challenge   #hyperisland   #team   A team-building activity in which groups must work together to build a structure out of LEGO, but each individual has a secret “assignment” which makes the collaborative process more challenging. It emphasizes group communication, leadership dynamics, conflict, cooperation, patience and problem solving strategy.

What, So What, Now What?

If not carefully managed, the problem identification and problem analysis stages of the problem-solving process can actually create more problems and misunderstandings.

The What, So What, Now What? problem-solving activity is designed to help collect insights and move forward while also eliminating the possibility of disagreement when it comes to identifying, clarifying, and analyzing organizational or work problems. 

Facilitation is all about bringing groups together so that might work on a shared goal and the best problem-solving strategies ensure that teams are aligned in purpose, if not initially in opinion or insight.

Throughout the three steps of this game, you give everyone on a team to reflect on a problem by asking what happened, why it is important, and what actions should then be taken. 

This can be a great activity for bringing our individual perceptions about a problem or challenge and contextualizing it in a larger group setting. This is one of the most important problem-solving skills you can bring to your organization.

W³ – What, So What, Now What?   #issue analysis   #innovation   #liberating structures   You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What . The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!

Journalists  

Problem analysis can be one of the most important and decisive stages of all problem-solving tools. Sometimes, a team can become bogged down in the details and are unable to move forward.

Journalists is an activity that can avoid a group from getting stuck in the problem identification or problem analysis stages of the process.

In Journalists, the group is invited to draft the front page of a fictional newspaper and figure out what stories deserve to be on the cover and what headlines those stories will have. By reframing how your problems and challenges are approached, you can help a team move productively through the process and be better prepared for the steps to follow.

Journalists   #vision   #big picture   #issue analysis   #remote-friendly   This is an exercise to use when the group gets stuck in details and struggles to see the big picture. Also good for defining a vision.

Problem-solving techniques for brainstorming solutions

Now you have the context and background of the problem you are trying to solving, now comes the time to start ideating and thinking about how you’ll solve the issue.

Here, you’ll want to encourage creative, free thinking and speed. Get as many ideas out as possible and explore different perspectives so you have the raw material for the next step.

Looking at a problem from a new angle can be one of the most effective ways of creating an effective solution. TRIZ is a problem-solving tool that asks the group to consider what they must not do in order to solve a challenge.

By reversing the discussion, new topics and taboo subjects often emerge, allowing the group to think more deeply and create ideas that confront the status quo in a safe and meaningful way. If you’re working on a problem that you’ve tried to solve before, TRIZ is a great problem-solving method to help your team get unblocked.

Making Space with TRIZ   #issue analysis   #liberating structures   #issue resolution   You can clear space for innovation by helping a group let go of what it knows (but rarely admits) limits its success and by inviting creative destruction. TRIZ makes it possible to challenge sacred cows safely and encourages heretical thinking. The question “What must we stop doing to make progress on our deepest purpose?” induces seriously fun yet very courageous conversations. Since laughter often erupts, issues that are otherwise taboo get a chance to be aired and confronted. With creative destruction come opportunities for renewal as local action and innovation rush in to fill the vacuum. Whoosh!

Mindspin  

Brainstorming is part of the bread and butter of the problem-solving process and all problem-solving strategies benefit from getting ideas out and challenging a team to generate solutions quickly. 

With Mindspin, participants are encouraged not only to generate ideas but to do so under time constraints and by slamming down cards and passing them on. By doing multiple rounds, your team can begin with a free generation of possible solutions before moving on to developing those solutions and encouraging further ideation. 

This is one of our favorite problem-solving activities and can be great for keeping the energy up throughout the workshop. Remember the importance of helping people become engaged in the process – energizing problem-solving techniques like Mindspin can help ensure your team stays engaged and happy, even when the problems they’re coming together to solve are complex. 

MindSpin   #teampedia   #idea generation   #problem solving   #action   A fast and loud method to enhance brainstorming within a team. Since this activity has more than round ideas that are repetitive can be ruled out leaving more creative and innovative answers to the challenge.

The Creativity Dice

One of the most useful problem solving skills you can teach your team is of approaching challenges with creativity, flexibility, and openness. Games like The Creativity Dice allow teams to overcome the potential hurdle of too much linear thinking and approach the process with a sense of fun and speed. 

In The Creativity Dice, participants are organized around a topic and roll a dice to determine what they will work on for a period of 3 minutes at a time. They might roll a 3 and work on investigating factual information on the chosen topic. They might roll a 1 and work on identifying the specific goals, standards, or criteria for the session.

Encouraging rapid work and iteration while asking participants to be flexible are great skills to cultivate. Having a stage for idea incubation in this game is also important. Moments of pause can help ensure the ideas that are put forward are the most suitable. 

The Creativity Dice   #creativity   #problem solving   #thiagi   #issue analysis   Too much linear thinking is hazardous to creative problem solving. To be creative, you should approach the problem (or the opportunity) from different points of view. You should leave a thought hanging in mid-air and move to another. This skipping around prevents premature closure and lets your brain incubate one line of thought while you consciously pursue another.

Idea and Concept Development

Brainstorming without structure can quickly become chaotic or frustrating. In a problem-solving context, having an ideation framework to follow can help ensure your team is both creative and disciplined.

In this method, you’ll find an idea generation process that encourages your group to brainstorm effectively before developing their ideas and begin clustering them together. By using concepts such as Yes and…, more is more and postponing judgement, you can create the ideal conditions for brainstorming with ease.

Idea & Concept Development   #hyperisland   #innovation   #idea generation   Ideation and Concept Development is a process for groups to work creatively and collaboratively to generate creative ideas. It’s a general approach that can be adapted and customized to suit many different scenarios. It includes basic principles for idea generation and several steps for groups to work with. It also includes steps for idea selection and development.

Problem-solving techniques for developing and refining solutions 

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to develop and refine your ideas in order to bring them closer to a solution that actually solves the problem.

Use these problem-solving techniques when you want to help your team think through their ideas and refine them as part of your problem solving process.

Improved Solutions

After a team has successfully identified a problem and come up with a few solutions, it can be tempting to call the work of the problem-solving process complete. That said, the first solution is not necessarily the best, and by including a further review and reflection activity into your problem-solving model, you can ensure your group reaches the best possible result. 

One of a number of problem-solving games from Thiagi Group, Improved Solutions helps you go the extra mile and develop suggested solutions with close consideration and peer review. By supporting the discussion of several problems at once and by shifting team roles throughout, this problem-solving technique is a dynamic way of finding the best solution. 

Improved Solutions   #creativity   #thiagi   #problem solving   #action   #team   You can improve any solution by objectively reviewing its strengths and weaknesses and making suitable adjustments. In this creativity framegame, you improve the solutions to several problems. To maintain objective detachment, you deal with a different problem during each of six rounds and assume different roles (problem owner, consultant, basher, booster, enhancer, and evaluator) during each round. At the conclusion of the activity, each player ends up with two solutions to her problem.

Four Step Sketch

Creative thinking and visual ideation does not need to be confined to the opening stages of your problem-solving strategies. Exercises that include sketching and prototyping on paper can be effective at the solution finding and development stage of the process, and can be great for keeping a team engaged. 

By going from simple notes to a crazy 8s round that involves rapidly sketching 8 variations on their ideas before then producing a final solution sketch, the group is able to iterate quickly and visually. Problem-solving techniques like Four-Step Sketch are great if you have a group of different thinkers and want to change things up from a more textual or discussion-based approach.

Four-Step Sketch   #design sprint   #innovation   #idea generation   #remote-friendly   The four-step sketch is an exercise that helps people to create well-formed concepts through a structured process that includes: Review key information Start design work on paper,  Consider multiple variations , Create a detailed solution . This exercise is preceded by a set of other activities allowing the group to clarify the challenge they want to solve. See how the Four Step Sketch exercise fits into a Design Sprint

Ensuring that everyone in a group is able to contribute to a discussion is vital during any problem solving process. Not only does this ensure all bases are covered, but its then easier to get buy-in and accountability when people have been able to contribute to the process.

1-2-4-All is a tried and tested facilitation technique where participants are asked to first brainstorm on a topic on their own. Next, they discuss and share ideas in a pair before moving into a small group. Those groups are then asked to present the best idea from their discussion to the rest of the team.

This method can be used in many different contexts effectively, though I find it particularly shines in the idea development stage of the process. Giving each participant time to concretize their ideas and develop them in progressively larger groups can create a great space for both innovation and psychological safety.

1-2-4-All   #idea generation   #liberating structures   #issue analysis   With this facilitation technique you can immediately include everyone regardless of how large the group is. You can generate better ideas and more of them faster than ever before. You can tap the know-how and imagination that is distributed widely in places not known in advance. Open, generative conversation unfolds. Ideas and solutions are sifted in rapid fashion. Most importantly, participants own the ideas, so follow-up and implementation is simplified. No buy-in strategies needed! Simple and elegant!

15% Solutions

Some problems are simpler than others and with the right problem-solving activities, you can empower people to take immediate actions that can help create organizational change. 

Part of the liberating structures toolkit, 15% solutions is a problem-solving technique that focuses on finding and implementing solutions quickly. A process of iterating and making small changes quickly can help generate momentum and an appetite for solving complex problems.

Problem-solving strategies can live and die on whether people are onboard. Getting some quick wins is a great way of getting people behind the process.   

It can be extremely empowering for a team to realize that problem-solving techniques can be deployed quickly and easily and delineate between things they can positively impact and those things they cannot change. 

15% Solutions   #action   #liberating structures   #remote-friendly   You can reveal the actions, however small, that everyone can do immediately. At a minimum, these will create momentum, and that may make a BIG difference.  15% Solutions show that there is no reason to wait around, feel powerless, or fearful. They help people pick it up a level. They get individuals and the group to focus on what is within their discretion instead of what they cannot change.  With a very simple question, you can flip the conversation to what can be done and find solutions to big problems that are often distributed widely in places not known in advance. Shifting a few grains of sand may trigger a landslide and change the whole landscape.

Problem-solving techniques for making decisions and planning

After your group is happy with the possible solutions you’ve developed, now comes the time to choose which to implement. There’s more than one way to make a decision and the best option is often dependant on the needs and set-up of your group.

Sometimes, it’s the case that you’ll want to vote as a group on what is likely to be the most impactful solution. Other times, it might be down to a decision maker or major stakeholder to make the final decision. Whatever your process, here’s some techniques you can use to help you make a decision during your problem solving process.

How-Now-Wow Matrix

The problem-solving process is often creative, as complex problems usually require a change of thinking and creative response in order to find the best solutions. While it’s common for the first stages to encourage creative thinking, groups can often gravitate to familiar solutions when it comes to the end of the process. 

When selecting solutions, you don’t want to lose your creative energy! The How-Now-Wow Matrix from Gamestorming is a great problem-solving activity that enables a group to stay creative and think out of the box when it comes to selecting the right solution for a given problem.

Problem-solving techniques that encourage creative thinking and the ideation and selection of new solutions can be the most effective in organisational change. Give the How-Now-Wow Matrix a go, and not just for how pleasant it is to say out loud. 

How-Now-Wow Matrix   #gamestorming   #idea generation   #remote-friendly   When people want to develop new ideas, they most often think out of the box in the brainstorming or divergent phase. However, when it comes to convergence, people often end up picking ideas that are most familiar to them. This is called a ‘creative paradox’ or a ‘creadox’. The How-Now-Wow matrix is an idea selection tool that breaks the creadox by forcing people to weigh each idea on 2 parameters.

Impact and Effort Matrix

All problem-solving techniques hope to not only find solutions to a given problem or challenge but to find the best solution. When it comes to finding a solution, groups are invited to put on their decision-making hats and really think about how a proposed idea would work in practice. 

The Impact and Effort Matrix is one of the problem-solving techniques that fall into this camp, empowering participants to first generate ideas and then categorize them into a 2×2 matrix based on impact and effort.

Activities that invite critical thinking while remaining simple are invaluable. Use the Impact and Effort Matrix to move from ideation and towards evaluating potential solutions before then committing to them. 

Impact and Effort Matrix   #gamestorming   #decision making   #action   #remote-friendly   In this decision-making exercise, possible actions are mapped based on two factors: effort required to implement and potential impact. Categorizing ideas along these lines is a useful technique in decision making, as it obliges contributors to balance and evaluate suggested actions before committing to them.

If you’ve followed each of the problem-solving steps with your group successfully, you should move towards the end of your process with heaps of possible solutions developed with a specific problem in mind. But how do you help a group go from ideation to putting a solution into action? 

Dotmocracy – or Dot Voting -is a tried and tested method of helping a team in the problem-solving process make decisions and put actions in place with a degree of oversight and consensus. 

One of the problem-solving techniques that should be in every facilitator’s toolbox, Dot Voting is fast and effective and can help identify the most popular and best solutions and help bring a group to a decision effectively. 

Dotmocracy   #action   #decision making   #group prioritization   #hyperisland   #remote-friendly   Dotmocracy is a simple method for group prioritization or decision-making. It is not an activity on its own, but a method to use in processes where prioritization or decision-making is the aim. The method supports a group to quickly see which options are most popular or relevant. The options or ideas are written on post-its and stuck up on a wall for the whole group to see. Each person votes for the options they think are the strongest, and that information is used to inform a decision.

Straddling the gap between decision making and planning, MoSCoW is a simple and effective method that allows a group team to easily prioritize a set of possible options.

Use this method in a problem solving process by collecting and summarizing all your possible solutions and then categorize them into 4 sections: “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”.

This method is particularly useful when its less about choosing one possible solution and more about prioritorizing which to do first and which may not fit in the scope of your project. In my experience, complex challenges often require multiple small fixes, and this method can be a great way to move from a pile of things you’d all like to do to a structured plan.

MoSCoW   #define intentions   #create   #design   #action   #remote-friendly   MoSCoW is a method that allows the team to prioritize the different features that they will work on. Features are then categorized into “Must have”, “Should have”, “Could have”, or “Would like but won‘t get”. To be used at the beginning of a timeslot (for example during Sprint planning) and when planning is needed.

When it comes to managing the rollout of a solution, clarity and accountability are key factors in ensuring the success of the project. The RAACI chart is a simple but effective model for setting roles and responsibilities as part of a planning session.

Start by listing each person involved in the project and put them into the following groups in order to make it clear who is responsible for what during the rollout of your solution.

• Responsibility  (Which person and/or team will be taking action?)
• Authority  (At what “point” must the responsible person check in before going further?)
• Accountability  (Who must the responsible person check in with?)
• Consultation  (Who must be consulted by the responsible person before decisions are made?)
• Information  (Who must be informed of decisions, once made?)

Ensure this information is easily accessible and use it to inform who does what and who is looped into discussions and kept up to date.

RAACI   #roles and responsibility   #teamwork   #project management   Clarifying roles and responsibilities, levels of autonomy/latitude in decision making, and levels of engagement among diverse stakeholders.

Problem-solving warm-up activities

All facilitators know that warm-ups and icebreakers are useful for any workshop or group process. Problem-solving workshops are no different.

Use these problem-solving techniques to warm up a group and prepare them for the rest of the process. Activating your group by tapping into some of the top problem-solving skills can be one of the best ways to see great outcomes from your session.

Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process. Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute. 

If you are running a series of meetings, setting a consistent pattern of checking in and checking out can really help your team get into a groove. We recommend this opening-closing activity for small to medium-sized groups though it can work with large groups if they’re disciplined!

Check-in / Check-out   #team   #opening   #closing   #hyperisland   #remote-friendly   Either checking-in or checking-out is a simple way for a team to open or close a process, symbolically and in a collaborative way. Checking-in/out invites each member in a group to be present, seen and heard, and to express a reflection or a feeling. Checking-in emphasizes presence, focus and group commitment; checking-out emphasizes reflection and symbolic closure.

Doodling Together  

Thinking creatively and not being afraid to make suggestions are important problem-solving skills for any group or team, and warming up by encouraging these behaviors is a great way to start. 

Doodling Together is one of our favorite creative ice breaker games – it’s quick, effective, and fun and can make all following problem-solving steps easier by encouraging a group to collaborate visually. By passing cards and adding additional items as they go, the workshop group gets into a groove of co-creation and idea development that is crucial to finding solutions to problems. 

Doodling Together   #collaboration   #creativity   #teamwork   #fun   #team   #visual methods   #energiser   #icebreaker   #remote-friendly   Create wild, weird and often funny postcards together & establish a group’s creative confidence.

Show and Tell

You might remember some version of Show and Tell from being a kid in school and it’s a great problem-solving activity to kick off a session.

Asking participants to prepare a little something before a workshop by bringing an object for show and tell can help them warm up before the session has even begun! Games that include a physical object can also help encourage early engagement before moving onto more big-picture thinking.

By asking your participants to tell stories about why they chose to bring a particular item to the group, you can help teams see things from new perspectives and see both differences and similarities in the way they approach a topic. Great groundwork for approaching a problem-solving process as a team! 

Show and Tell   #gamestorming   #action   #opening   #meeting facilitation   Show and Tell taps into the power of metaphors to reveal players’ underlying assumptions and associations around a topic The aim of the game is to get a deeper understanding of stakeholders’ perspectives on anything—a new project, an organizational restructuring, a shift in the company’s vision or team dynamic.

Constellations

Who doesn’t love stars? Constellations is a great warm-up activity for any workshop as it gets people up off their feet, energized, and ready to engage in new ways with established topics. It’s also great for showing existing beliefs, biases, and patterns that can come into play as part of your session.

Using warm-up games that help build trust and connection while also allowing for non-verbal responses can be great for easing people into the problem-solving process and encouraging engagement from everyone in the group. Constellations is great in large spaces that allow for movement and is definitely a practical exercise to allow the group to see patterns that are otherwise invisible. 

Constellations   #trust   #connection   #opening   #coaching   #patterns   #system   Individuals express their response to a statement or idea by standing closer or further from a central object. Used with teams to reveal system, hidden patterns, perspectives.

Draw a Tree

Problem-solving games that help raise group awareness through a central, unifying metaphor can be effective ways to warm-up a group in any problem-solving model.

Draw a Tree is a simple warm-up activity you can use in any group and which can provide a quick jolt of energy. Start by asking your participants to draw a tree in just 45 seconds – they can choose whether it will be abstract or realistic. 

Once the timer is up, ask the group how many people included the roots of the tree and use this as a means to discuss how we can ignore important parts of any system simply because they are not visible.

All problem-solving strategies are made more effective by thinking of problems critically and by exposing things that may not normally come to light. Warm-up games like Draw a Tree are great in that they quickly demonstrate some key problem-solving skills in an accessible and effective way.

Draw a Tree   #thiagi   #opening   #perspectives   #remote-friendly   With this game you can raise awarness about being more mindful, and aware of the environment we live in.

Closing activities for a problem-solving process

Each step of the problem-solving workshop benefits from an intelligent deployment of activities, games, and techniques. Bringing your session to an effective close helps ensure that solutions are followed through on and that you also celebrate what has been achieved.

Here are some problem-solving activities you can use to effectively close a workshop or meeting and ensure the great work you’ve done can continue afterward.

One Breath Feedback

Maintaining attention and focus during the closing stages of a problem-solving workshop can be tricky and so being concise when giving feedback can be important. It’s easy to incur “death by feedback” should some team members go on for too long sharing their perspectives in a quick feedback round. 

One Breath Feedback is a great closing activity for workshops. You give everyone an opportunity to provide feedback on what they’ve done but only in the space of a single breath. This keeps feedback short and to the point and means that everyone is encouraged to provide the most important piece of feedback to them. 

One breath feedback   #closing   #feedback   #action   This is a feedback round in just one breath that excels in maintaining attention: each participants is able to speak during just one breath … for most people that’s around 20 to 25 seconds … unless of course you’ve been a deep sea diver in which case you’ll be able to do it for longer.

Who What When Matrix 

Matrices feature as part of many effective problem-solving strategies and with good reason. They are easily recognizable, simple to use, and generate results.

The Who What When Matrix is a great tool to use when closing your problem-solving session by attributing a who, what and when to the actions and solutions you have decided upon. The resulting matrix is a simple, easy-to-follow way of ensuring your team can move forward. 

Great solutions can’t be enacted without action and ownership. Your problem-solving process should include a stage for allocating tasks to individuals or teams and creating a realistic timeframe for those solutions to be implemented or checked out. Use this method to keep the solution implementation process clear and simple for all involved. 

Who/What/When Matrix   #gamestorming   #action   #project planning   With Who/What/When matrix, you can connect people with clear actions they have defined and have committed to.

Response cards

Group discussion can comprise the bulk of most problem-solving activities and by the end of the process, you might find that your team is talked out! 

Providing a means for your team to give feedback with short written notes can ensure everyone is head and can contribute without the need to stand up and talk. Depending on the needs of the group, giving an alternative can help ensure everyone can contribute to your problem-solving model in the way that makes the most sense for them.

Response Cards is a great way to close a workshop if you are looking for a gentle warm-down and want to get some swift discussion around some of the feedback that is raised. 

Response Cards   #debriefing   #closing   #structured sharing   #questions and answers   #thiagi   #action   It can be hard to involve everyone during a closing of a session. Some might stay in the background or get unheard because of louder participants. However, with the use of Response Cards, everyone will be involved in providing feedback or clarify questions at the end of a session.

Tips for effective problem solving

Problem-solving activities are only one part of the puzzle. While a great method can help unlock your team’s ability to solve problems, without a thoughtful approach and strong facilitation the solutions may not be fit for purpose.

Let’s take a look at some problem-solving tips you can apply to any process to help it be a success!

Clearly define the problem

Jumping straight to solutions can be tempting, though without first clearly articulating a problem, the solution might not be the right one. Many of the problem-solving activities below include sections where the problem is explored and clearly defined before moving on.

This is a vital part of the problem-solving process and taking the time to fully define an issue can save time and effort later. A clear definition helps identify irrelevant information and it also ensures that your team sets off on the right track.

Don’t jump to conclusions

It’s easy for groups to exhibit cognitive bias or have preconceived ideas about both problems and potential solutions. Be sure to back up any problem statements or potential solutions with facts, research, and adequate forethought.

The best techniques ask participants to be methodical and challenge preconceived notions. Make sure you give the group enough time and space to collect relevant information and consider the problem in a new way. By approaching the process with a clear, rational mindset, you’ll often find that better solutions are more forthcoming.  

Try different approaches  

Problems come in all shapes and sizes and so too should the methods you use to solve them. If you find that one approach isn’t yielding results and your team isn’t finding different solutions, try mixing it up. You’ll be surprised at how using a new creative activity can unblock your team and generate great solutions.

Don’t take it personally 

Depending on the nature of your team or organizational problems, it’s easy for conversations to get heated. While it’s good for participants to be engaged in the discussions, ensure that emotions don’t run too high and that blame isn’t thrown around while finding solutions.

You’re all in it together, and even if your team or area is seeing problems, that isn’t necessarily a disparagement of you personally. Using facilitation skills to manage group dynamics is one effective method of helping conversations be more constructive.

Get the right people in the room

Your problem-solving method is often only as effective as the group using it. Getting the right people on the job and managing the number of people present is important too!

If the group is too small, you may not get enough different perspectives to effectively solve a problem. If the group is too large, you can go round and round during the ideation stages.

Creating the right group makeup is also important in ensuring you have the necessary expertise and skillset to both identify and follow up on potential solutions. Carefully consider who to include at each stage to help ensure your problem-solving method is followed and positioned for success.

Create psychologically safe spaces for discussion

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner.

It can be tough for people to stand up and contribute if the problems or challenges are emotive or personal in nature. Try and create a psychologically safe space for these kinds of discussions and where possible, create regular opportunities for challenges to be brought up organically.

Document everything

The best solutions can take refinement, iteration, and reflection to come out. Get into a habit of documenting your process in order to keep all the learnings from the session and to allow ideas to mature and develop. Many of the methods below involve the creation of documents or shared resources. Be sure to keep and share these so everyone can benefit from the work done!

Bring a facilitator 

Facilitation is all about making group processes easier. With a subject as potentially emotive and important as problem-solving, having an impartial third party in the form of a facilitator can make all the difference in finding great solutions and keeping the process moving. Consider bringing a facilitator to your problem-solving session to get better results and generate meaningful solutions!

Develop your problem-solving skills

It takes time and practice to be an effective problem solver. While some roles or participants might more naturally gravitate towards problem-solving, it can take development and planning to help everyone create better solutions.

You might develop a training program, run a problem-solving workshop or simply ask your team to practice using the techniques below. Check out our post on problem-solving skills to see how you and your group can develop the right mental process and be more resilient to issues too!

Design a great agenda

Workshops are a great format for solving problems. With the right approach, you can focus a group and help them find the solutions to their own problems. But designing a process can be time-consuming and finding the right activities can be difficult.

Check out our workshop planning guide to level-up your agenda design and start running more effective workshops. Need inspiration? Check out templates designed by expert facilitators to help you kickstart your process!

Save time and effort creating an effective problem solving process

A structured problem solving process is a surefire way of solving tough problems, discovering creative solutions and driving organizational change. But how can you design for successful outcomes?

With SessionLab, it’s easy to design engaging workshops that deliver results. Drag, drop and reorder blocks  to build your agenda. When you make changes or update your agenda, your session  timing   adjusts automatically , saving you time on manual adjustments.

Collaborating with stakeholders or clients? Share your agenda with a single click and collaborate in real-time. No more sending documents back and forth over email.

Explore  how to use SessionLab  to design effective problem solving workshops or  watch this five minute video  to see the planner in action!

Over to you

The problem-solving process can often be as complicated and multifaceted as the problems they are set-up to solve. With the right problem-solving techniques and a mix of exercises designed to guide discussion and generate purposeful ideas, we hope we’ve given you the tools to find the best solutions as simply and easily as possible.

Is there a problem-solving technique that you are missing here? Do you have a favorite activity or method you use when facilitating? Let us know in the comments below, we’d love to hear from you! 

James Smart is Head of Content at SessionLab. He’s also a creative facilitator who has run workshops and designed courses for establishments like the National Centre for Writing, UK. He especially enjoys working with young people and empowering others in their creative practice.

thank you very much for these excellent techniques

Certainly wonderful article, very detailed. Shared!

Your list of techniques for problem solving can be helpfully extended by adding TRIZ to the list of techniques. TRIZ has 40 problem solving techniques derived from methods inventros and patent holders used to get new patents. About 10-12 are general approaches. many organization sponsor classes in TRIZ that are used to solve business problems or general organiztational problems. You can take a look at TRIZ and dwonload a free internet booklet to see if you feel it shound be included per your selection process.

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About this content

A problem can be defined as a gap in performance (actual vs. expected). Problem solving is therefore the act of identifying the possible causes of that “gap” and implementing countermeasures that aim at mitigating or eliminating them, so that the performance can meet expectations.

In life as well as in the work we do, we are frequently faced with problems, sometimes daily. Not all problems are equal and not all of them can benefit from the same approach to problem solving. This is why it’s helpful identify early on what approach to problem solving would be best fit for the problem at hand:

• Plan-Do-Study-Act (PDSA)
• Complex Problem Solving
• Innovation (or research)

How it works

When faced with a problem, ask the following questions to identify what approach is best suited for the type of problem you are addressing:

• Are you addressing a self-evident process with a simple solution?
• Are you making a change and want to track the before/after improvement results?
• Are you solving a problem that appears to have multiple causes?
• Are you implementing a new process or service?

Follow the respective clue to learn more about the best approach for each type of questions problem resolution.

What approach should I use?

When to use it

• Quick action is preferred or necessary
• The cause of the problem is self-evident
• Proposed solution is small, easily testable, and not risky
• The change is easily reversible

How to use it

• Ask: how can I improve the process? How can I make the process better, faster, cheaper?
• Use visual management to make a process clearer
• Simplify a process to make it more efficient
• Use less costly supplies or methods to save costs

Examples of when to use Just do it

• Implementing a policy or revising an outdated policy
• Switching to a vastly cheaper and better technology or supply
• Implementing a previously non-existent checklist
• Eliminating a redundant or non-value added step

Just Do It worksheet: Click here to download

• Application of the scientific method in testing a change
• Use of pre and post change to measure success of intervention
• Focus on continuous improvement in the process

Plan: What change are you going to make?

• Who is going to do what and by when?
• Have a clear objective, a goal (often called AIM statement)

Do: How are you going to make it?

• What resources will you need?
• What method of improvement will you use?

Study: Did you see an improvement?

• How long will you observe the change?
• Did you achieve the set objectives?

Act: Adopt the change, revise the plan, discard

Examples of when to use PDSA

• Testing the cost effectiveness and impact on quality of a new surgical implant compared to the currently used one
• Confirming the before and after financial impact of adding one more service line

PDSA worksheet: Click here to download

• The cause of the problem is unknown
• The countermeasures are difficult to adopt
• Disciplined approach to problem solving is preferred
• Multiple stakeholders or departments needs to be involved
• Use a structured approach to problem solving such as A3, DMAIC, 8D, etc.
• Usually they follow similar steps identified below:

Examples of when to use complex problem solving

• Length of stay in a unit is higher than national average
• Staff reports feeling of burnout and lack engagement that results in high turnover

A3 Problem Solving worksheet: Click here to download

• A new way to deliver a product or service or a new product or service to address a need
• New knowledge on how to treat disease or improve patient care that requires IRB approval
• Data and statistical analysis are necessary
• Funded by internal or external research grants
• Innovate with the intended customer in mind
• Think in terms of minimum viable product (MVP)
• Leverage Agile development principles

Examples of when to innovate

• Implementing Covid-19 testing sites in the community
• Transition employees from on site working to work from home, with minimal disruption

Carolyn Brayko

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Returning to First Principles: Disciplined Problem Solving

Article summary

What do we mean by first principles, here are signs you should start working from first principles..

• Here's how to approach problem-solving from first principles.

Go back to first principles.

Computers and software systems are complex and there are a myriad of ways things can go wrong. One way to realign ourselves with the fundamental factors that guide our decision-making and the foundation of our understanding is by returning to first principles when solving problems. I was recently reminded of the importance of applying a disciplined, no-assumption-left-unquestioned, first-principles approach while troubleshooting some client networking challenges. I wanted to share this reminder.

This blog post will discuss the concept of first principles and how to recognize when it’s necessary to start from the most basic of foundations.

First principles represent the fundamental truths or building blocks that form the basis of our understanding in any domain. Instead of relying on analogies, accepted wisdom, or conventional methods, first principles involve questioning every assumption and breaking down complex problems into their most basic components. By distilling problems to their core, we can address their root causes and find fundamentally sound solutions that do not necessarily depend on the constraints of experience or the status quo. (Thanks, ChatGPT)

In my own words, it means verifying all the little pieces of the puzzle you either thought were fine or weren’t sure could impact the problem you’re trying to solve. Taken to the extreme, there’s an obvious scope problem — we can’t document and verify the nanometer-scale physics happening inside a CPU in some cloud data center when our code throws an exception. But, most of us have some intuition about where to start and how far might be too far.

When faced with a challenge, it might be time to return to first principles if:

There is no map.

It’s difficult to mentally iterate through possible causes if you don’t understand the context and factors at play. Having a map of the area surrounding a problem in some concrete form is an incredibly useful grounding tool. The more complex the problem and the more factors at play, the more important this map becomes.

There is no compass.

Given a compass, I can walk north one mile without a map. But someone else had to build the compass and tell me how far and in which direction to walk. Obtaining a troubleshooting guide in the middle of a complex technical problem can be a lot like that compass, guiding the team without needing to map the whole area. But without a provided compass, the team needs to determine those plans on their own.

The experimental search space is large.

There are numerous unknowns and potential solutions. That makes exploring alternatives challenging without a fundamental understanding of what drives the problem. Simply put, you’re not lucky to guess your way out of it. Every hypothesis is a one-in-a-million chance. (So, you’re saying there’s a chance!)

Here’s how to approach problem-solving from first principles.

To leverage the power of first principles thinking, follow these steps:

Identify the problem.

Clearly define the challenge you are facing, specifying the scope and implications. Stay away from solutions at this step. Describe the problems based on real observations, not assumptions. Gather more data about the problem from logs, users, etc. Do your best to make the problem known and reproducible.

Break it down to its most basic components.

Dissect the problem into its fundamental elements, making it simpler to address each part individually. You may not feel certain at this point whether you’re dealing with one or multiple problems, but at least you can separate problems based on separate manifestations.

Investigate assumptions.

Question and scrutinize all underlying assumptions. Spend more time on the less proven assumptions (e.g., suspect your own code before Microsoft’s DNS implementation). Document them so you can question them again later.

Develop foundational principles.

Establish core truths or concepts that lie at the heart of the issue, based on evidence and logical reasoning. Make diagrams, document proven assumptions, and run experiments to flesh out the context around the problem. This is the world-building phase — writing the Silmarillion if you will — where all the foundation you require is laid out, even if most people only care about the fruit it bears. (Is it fixed? Great!)

Hypothesize a solution and test it.

Create a solution hypothesis that aligns with your established foundational principles. Ensure that it addresses the root causes of the problem. Do good science and test your hypotheses until you’re confident in the solution. Be sure to consider what problems could be caused by fixing the current one.

First principles thinking offers a powerful, systematic approach to problem-solving. By analyzing fundamental assumptions and breaking down complex problems into simpler components, we can develop solutions based on sound reasoning and aligned with our most basic understanding of the problem at hand. The time and effort invested in returning to first principles may very well provide the clarity and direction necessary to navigate through uncertainty and complex problems. Importantly, this type of disciplined problem-solving is much more repeatable than counting on luck and good guesses.

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More From Forbes

The power of cross-disciplinary problem-solving and collaboration.

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Thai Son Nguyen has spent the last 18 years building a world-class digital transformation and eCommerce service provider through SmartOSC.

We’re at the halfway mark for the year, which means, at this moment in time, our teams find themselves reflecting on the past six months so that they can gain fresh perspectives for moving forward. Through this reflection, we have noticed a recurring topic come up in conversations with our teams, clients, partners and podcast guests all from different parts of the globe: the value of cross-disciplinary learning and collaboration.

As the world continues to evolve at a rapid rate, roles continue to transform, and customer expectations rise, embracing the idea that organizations can be environments for learning is vital for improving our ability to solve the complex problems that we will face. By championing cross-disciplinary learning and collaboration, leaders can set the stage for their businesses to not only survive but to thrive in an ever-evolving world where adaptability is a prominent skill.

According to a 2021 Microsoft study , there was a reported 25% decrease in cross-functional collaboration during the pandemic, while at the same time, interactions within stronger tie groups became more frequent, resulting in less time being spent collaborating with wider teams. As more and more teams work within hybrid models, it is more important than ever not to get stuck within the mindset that teams should be of one discipline alone. In short, don’t try to solve any problem from the comfort of silos. There is value to be found in shaking up the status quo and merging teams for cross-learning opportunities and allowing team members to understand and have an awareness of the value that it can bring.

As businesses continue to evolve and adapt to new technologies and emerging market demands, it has also become clear that a single-discipline way of thinking is no longer sustainable. The problems that we face are interdisciplinary by nature, so it makes sense for us to approach them in the same way.

For World Health Day, our company explored the topic of AI technology within the healthcare sector. In a three-part mini-podcast series, we spoke to doctors around the world to understand how technology was integrating with their organizations. We asked a physician, now-MedTech consultant Avneesh Khare , what one thing he wished he'd known sooner in his career. His response focused on the importance of interdisciplinary collaboration and learning from people outside the industry. "I realized this when I started exploring artificial intelligence, and I realized that as healthcare becomes more complex, it’s really essential to work with experts from other disciplines like engineering, technology and computer science to be able to provide better and comprehensive care for patients to improve their outcomes."

The same can be said of other industries—whether you work in e-commerce like I do or some other field. Cross-disciplinary problem-solving and collaboration are something all leaders should be focused on currently.

How can leaders foster cross-disciplinary collaboration?

Firstly, be open to exploring the benefits of shifting from traditional office structures where specialized teams stay in their own lanes. This can seem easier said than done, but without having to spend months rearranging your office structure, the seed of this can be planted through shifting mindsets and creating awareness of the benefits of cross-learning through team projects, campaigns and more.

This isn’t a new idea. Some of the world’s biggest brands have practiced this in some way for decades. For instance, in the 1980s, General Electric gained fame for their revolutionary methodology for reducing bureaucracy, which they called the Work-Out system . This system aimed to overcome the barriers of job ranks, function and culture to foster "boundaryless" behavior to solve problems, improve product offerings, partnerships and find innovative ways to do business.

First used to reduce meetings, reports and the number of approvals needed to make a decision, this practice was conducted in four simple steps, which still stand the test of time.

1. Bring together the people who know the issues best.

2. Challenge them to develop creative solutions.

3. Make yes or no decisions on the solutions immediately in a public forum.

4. Empower people to carry out the solutions.

Years later, the core of this system has been used in new ways with global giants such as Amazon, Apple, Netflix and more. To spark innovation, Amazon has a Two-Pizza Teams philosophy that encourages small, diverse and autonomous teams to use their varied skill sets and expertise to work together on specific projects. As noted by Tom Godden , Enterprise Strategist at AWS , "To truly become a high-performing agile organization, you must look at your organization structure differently and be willing to change your mindset and behavior."

Similarly, companies like Google follow a ”non-zero-sum” approach to management which allows for the lines of communication to run from all directions instead of being fixed to reporting relationships within a team's hierarchy. This takes away a hierarchical mindset and creates space to cross-pollinate ideas, make decisions faster and harness more creativity and innovation.

Whether it’s through shifting mindsets, adopting proven methodologies or following in the footsteps of industry giants, it is possible and necessary for organizations to create a culture of continuous learning and collaboration so that they can break down the barriers to success to move forward. We need interdisciplinary approaches to the problems of today, so let’s work together to challenge traditional structures and ways of thinking to unlock and shape a better tomorrow.

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