Problem SolvingProblem Solving

• Objective of Problem Solving

• OODA Loop

• Problem Solving Process–Types of “problems”

–8 Steps

OverviewOverview

• Objective– Help airmen focus on problem-solving skills that

affect:• Mission

• Workcenters

• People

– Approach aimed at:• Increasing combat capability

• Making AF more effective & efficient

Objective of Problem SolvingObjective of Problem Solving

Objective of Problem SolvingObjective of Problem Solving

• Remove Waste and Inefficiencies

• Increase:– Productivity– Asset Availability

• Improve:– Response Time and Agility– Energy Efficiency

• Sustain Safe and Reliable Operations

• Originated by Col John Boyd (USAF)

• A.K.A. “Decision Cycle”

• “Forty-Second Boyd”– Begin from disadvantaged position

– Defeat any pilot < 40 sec.

OODA LoopOODA Loop

• Four Overlapping & Interacting Processes–Observe: Current Situation & Form Theories

–Orient: Set Improvement Targets & Determine Root Causes

–Decide: Develop Solutions

–Act: Implement & Evaluate

OODA LoopOODA Loop

Problem Solving ProcessProblem Solving Process

• Types of “problems”– Something is broken, how do we fix it?

– Is there opportunity to make something better?

–Why did something happen? Find the answer

– New initiative to implement

Problem Solving ProcessProblem Solving Process

• Step 1: Clarify & Validate the Problem– Recognize the Correct Problem• Go to source• Observe first-hand

– State the Problem: ensures everyone working effectively towards same goals

– Tools• Go & See• Value Stream Mapping (flow chart)• Voice of Customer

Problem Solving ProcessProblem Solving Process

• Step 2: Breakdown Problem/ID Gaps– Gather & Review Key Data

– Six Characteristics of Metrics (B-SMART)• Balanced

• Specific

• Measurable

• Attainable

• Results Focused

• Timely

Problem Solving ProcessProblem Solving Process

• Step 2: Breakdown Problem/ID Gaps– Value & Waste Analysis • 8 Types of Waste

–Defects - Intellect–Over-production - Motion–Waiting - Excess

Inventory–Non-standard over processing– Transportation

• Always look for waste in processes• Customer determines end value

Problem Solving ProcessProblem Solving Process

• Step 3: Set Improvement Targets– Strategic: Visions of what the organization strives

to become

– Tactical: Define performance level necessary to make strategic vision a reality

Problem Solving ProcessProblem Solving Process

• Step 4: Determine Root Cause–Most vital step

– Avoid efforts directed towards symptoms

– Find deepest point (root) w/in sphere of influence

– Brainstorm• Quantity, not quality

• Hitchhike/Piggyback ideas

• Make list: record ideas

• Mitigate barriers (habit, fear, inertia, & prejudice)

Problem Solving ProcessProblem Solving Process

• Step 4: Determine Root Cause– Most vital step

– Avoid efforts directed towards symptoms

– Find deepest point (root) w/in sphere of influence

– Brainstorm

– Tools• 5 Whys

• Cause & Effect Diagram

• Control Chart

• Pareto Analysis

Problem Solving ProcessProblem Solving Process

• Step 5: Develop Countermeasures– Focus on selecting best solution(s)

– Have common & agreeable criteria

– Factors of analyzing criteria• Effectiveness (will it work or prevent reoccurrence?)

• Feasibility (cost, resources, time, etc.)

• Impact (job, team, mission, Air Force, etc.)

– Action plan• Clear & detailed

• Consensus & ownership

Problem Solving ProcessProblem Solving Process

• Step 6: See Countermeasures Through– Collect data according to action plan• Monitor system

• Determine performance of tasks

• Are you hitting the targets

– Implement contingency plans

– Provide training

Problem Solving ProcessProblem Solving Process

• Step 7: Confirm Results & Process– Review & reassess the solution

– Ensure plan produced intended results

–Monitor project for performance• Baseline (Steps 1 & 2)

• B-SMART (Step 3)

• “Where you thought you would be”

• Meeting targets by deadlines

– Return to previous steps as necessary

Problem Solving ProcessProblem Solving Process

• Step 8: Standardize Successful Processes–Most commonly skipped

– Answer these questions:• What is needed to standardize improvements?

• Do you have documentation?– Tech order changes

– Air Force Instruction (AFI) changes

– Operating Instruction (OI) changes

– Restart Problem Solving Process or OODA

Problem Solving ProcessProblem Solving Process

• Objective of Problem Solving

• OODA Loop

• Problem Solving Process–Forms

–8 Steps

SummarySummary

Problem Solving ProcessProblem Solving Process