Introduction to the OODA LoopIntroduction to the OODA Loopand the and the

8-Step Problem-Solving Process8-Step Problem-Solving Process

OVERVIEWOVERVIEW

• Objective of the Problem-Solving Objective of the Problem-Solving ProcessProcess

• OODA Loop Decision MakingOODA Loop Decision Making

• 8-Step Problem-Solving Process8-Step Problem-Solving Process

Problem-Solving Process Problem-Solving Process

Objective:

- Help Airmen focus their problem-solving skills on big issues that affect our mission, our workcenters, and our people

- Team centered, systematic, common-sense approach aimed at increasing combat capability and making Air Force units more effective and efficient

Problem Solving ProcessProblem Solving Process

• Remove Waste and Inefficiencies

• Increase:• Productivity• Asset Availability

• Improve:• Response Time and Agility• Energy Efficiency

• Sustain Safe and Reliable Operations

Core of Process Improvement!

SO….How do we do all this?SO….How do we do all this?

OODA LoopOODA Loop

OODA LoopOODA Loop• Originated by Col John Boyd (USAF)Originated by Col John Boyd (USAF)

• Also known as Decision CycleAlso known as Decision Cycle

• He was dubbed "Forty-Second Boyd" for his standing He was dubbed "Forty-Second Boyd" for his standing bet as an instructor pilot that beginning from a bet as an instructor pilot that beginning from a position of disadvantage, position of disadvantage, he could defeat any he could defeat any opposing pilot in air combat maneuvering in less than opposing pilot in air combat maneuvering in less than forty secondsforty seconds

OODA LoopOODA LoopFour Overlapping and Interacting ProcessesFour Overlapping and Interacting Processes

• ObserveObserve • Current SituationCurrent Situation• Form TheoriesForm Theories

• OrientOrient• Set improvement targetsSet improvement targets• Determine root causesDetermine root causes

• DecideDecide• Develop SolutionsDevelop Solutions

• Act Act • Implement and EvaluateImplement and Evaluate

OODA Loop/Eight-Step Problem-SolvingOODA Loop/Eight-Step Problem-Solving

1. Clarify The Problem

2. Break Down The Problem/Identify Performance Gaps

3. Set Improvement Target

4. Determine Root Causes

5. Develop Countermeasures

6. See Countermeasures Through

7. Confirm Results & Process

8.Standardize Successful Processes

Observe

Orient

Decide

Act

OODA

• There are different types of “PROBLEMS”There are different types of “PROBLEMS”

• Something IS broken, how do we fix it?Something IS broken, how do we fix it?

• IS there opportunity to make something better? IS there opportunity to make something better? If so, how do we improve?If so, how do we improve?

• Why did something happen? Find the answer.Why did something happen? Find the answer.

• This new initiative WILL be implemented, make it This new initiative WILL be implemented, make it happen and happen and dealdeal with any problems that come up. with any problems that come up.

The “Problem”The “Problem”

OODA

• Critical Step!Critical Step!

• Recognize the correct problem and be sure it Recognize the correct problem and be sure it is completely understood by allis completely understood by all

• State the problem by developing a “Problem State the problem by developing a “Problem Statement”Statement”

• WhatWhat• WhereWhere• WhenWhen• SignificanceSignificance

Step 1 – Clarify & Validate The ProblemStep 1 – Clarify & Validate The Problem

• Clarification/Verification ToolsClarification/Verification Tools• Go and SeeGo and See

• ““Lay eyes” on situationLay eyes” on situation

• First hand observationFirst hand observation

• Value Stream MappingValue Stream Mapping• Diagram of steps in processDiagram of steps in process

• FlowchartFlowchart

• Voice of the CustomerVoice of the Customer• SurveysSurveys

• InterviewsInterviews

• It is the customer or end user who determines valueIt is the customer or end user who determines value

OODA

Step 1 – Clarify & Validate The ProblemStep 1 – Clarify & Validate The Problem

OODA

• Don’t just start taking action!Don’t just start taking action!

• Gather and Review Key DataGather and Review Key Data• Understanding what data is necessary and what it Understanding what data is necessary and what it

means is critical to problem solvingmeans is critical to problem solving

• What is the Performance Gap?What is the Performance Gap?• Gap AnalysisGap Analysis

• Is there a Bottleneck (Constraints)?Is there a Bottleneck (Constraints)?• Bottleneck AnalysisBottleneck Analysis

Step 2 – Break Down Problem & I.D. Step 2 – Break Down Problem & I.D. Performance GapPerformance Gap

OODA

• Value and Waste AnalysisValue and Waste Analysis

-- Eight Types of Waste:-- Eight Types of Waste:

DefectsDefects

Over ProductionOver Production

WaitingWaiting

Non-standard OverprocessingNon-standard Overprocessing

TransportationTransportation

IntellectIntellect

MotionMotion

Excess InventoryExcess Inventory

-- Always look for waste in your processes -- Always look for waste in your processes

Step 2 – Break Down Problem & Step 2 – Break Down Problem & I.D. Relevant DataI.D. Relevant Data

Where You Want To Be--Desired OutcomeWhere You Want To Be--Desired Outcome

• Strategic TargetsStrategic Targets• Visions of what the organization strives to Visions of what the organization strives to

becomebecome

• Tactical TargetsTactical Targets• Define the performance level necessary to make Define the performance level necessary to make

your strategic vision a realityyour strategic vision a reality• Challenging but AchievableChallenging but Achievable

Step 3 - Set Improvement Targets Step 3 - Set Improvement Targets

OODA

• Most Most vitalvital step in the problem-solving step in the problem-solving processprocess

• Root Cause CharacteristicsRoot Cause Characteristics

• All too often Air Force leaders find themselves All too often Air Force leaders find themselves addressing problems that have been “solved” addressing problems that have been “solved” many times before. This is usually due to many times before. This is usually due to problem solving efforts being directed at the problem solving efforts being directed at the symptomssymptoms of a problem of a problem rather than at the rather than at the root causeroot cause of the problem of the problem

Determining the Root Cause is easier with Data

Step 4 – Determine Root CausesStep 4 – Determine Root Causes

OODA

- Quantity, Not Quality- Quantity, Not Quality

- Hitchhike Ideas- Hitchhike Ideas

- Withhold Judgment- Withhold Judgment

- Encourage - Encourage

FreewheelingFreewheeling

OODA

Step 4 – Determine Root CausesStep 4 – Determine Root Causes

BrainstormingBrainstorming

When you think you understand the cause of the problem ask what caused the cause. i.e. Ask “why” five times.

5 Whys?5 Whys?

Step 4 – Determine Root CausesStep 4 – Determine Root Causes

OODA

– Control ChartControl Chart

– Pareto AnalysisPareto Analysis

– Cause and Effect DiagramCause and Effect Diagram

Step 5 – Develop CountermeasuresStep 5 – Develop Countermeasures

OODA

• Selecting SolutionsSelecting Solutions• Consider quality and practicality and need to gain Consider quality and practicality and need to gain

acceptance by those that must implement itacceptance by those that must implement it

• Two tools to use: Analysis of Alternatives and Action Two tools to use: Analysis of Alternatives and Action Plans.Plans.

• Factors to consider when analyzing alternatives:Factors to consider when analyzing alternatives:• EffectivenessEffectiveness• FeasibilityFeasibility• ImpactImpact

Must be Specific, Measurable, and AttainableMust be Specific, Measurable, and Attainable

Step 5 – Develop CountermeasuresStep 5 – Develop Countermeasures

OODA

Make sure that you have created a clear and detailed plan that Make sure that you have created a clear and detailed plan that everyone can understand.everyone can understand.

MOST importantly build consensus with others by involving all of MOST importantly build consensus with others by involving all of your team appropriately to develop a sense of ownership in the your team appropriately to develop a sense of ownership in the solution and in its success.solution and in its success.

REMEMBERREMEMBERCommunicate!Communicate!

Communicate!Communicate!

Communicate!Communicate!

ACTION PLAN

Step 6 – See Countermeasures ThroughStep 6 – See Countermeasures Through

OODA

Take Action!Take Action!

• Collect Data according to the action planCollect Data according to the action plan

• Implement contingency planImplement contingency plan• Changing conditionsChanging conditions

• Provide required trainingProvide required training

Step 7 – Confirm Results & Process Step 7 – Confirm Results & Process

OODA

• Ensure the plan is producing the intended Ensure the plan is producing the intended resultsresults

• The project should be monitored for The project should be monitored for performance relative to:performance relative to:

• The baseline developed in steps 1 and 2The baseline developed in steps 1 and 2• The improvement targets established in step 3The improvement targets established in step 3• Where you thought you would be at this stageWhere you thought you would be at this stage• Meeting targets by the established deadlineMeeting targets by the established deadline

• Return to any step necessary Return to any step necessary

Step 8 – Standardize Successful ProcessesStep 8 – Standardize Successful Processes

OODA

• Most commonly skipped and under completed of the Most commonly skipped and under completed of the entire Problem Solving Processentire Problem Solving Process

• Step 8 can be defined by the answers to Several Step 8 can be defined by the answers to Several Questions:Questions:– What is needed to standardize the improvements?What is needed to standardize the improvements?

– Documentation? Tech order changes, Air Force Instruction Documentation? Tech order changes, Air Force Instruction changes, Official Instruction changeschanges, Official Instruction changes

• Were other opportunities or problems identified by the Were other opportunities or problems identified by the Problem Solving Process?Problem Solving Process?

• Restart the OODA Loop Restart the OODA Loop

SUMMARYSUMMARY

• Objective of the Problem Solving Objective of the Problem Solving ProcessProcess

• OODA Loop Decision MakingOODA Loop Decision Making

• 8-Step Problem-Solving Process8-Step Problem-Solving Process

OODA Loop/Eight-Step Problem-SolvingOODA Loop/Eight-Step Problem-Solving