the anatomy of problem solving
TRANSCRIPT
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Problem Solving
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What is Problem Solving?
“higher-order cognitive process that requires the modulation and control of more routine or fundamental skills” (Goldstein & Levin, 1987)
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Why is it hard?
Intransparency (lack of clarity of the situation) commencement opacity continuation opacity
Polytely (multiple goals) inexpressiveness opposition transience
Complexity (large numbers of items, interrelations, and decisions) enumerability connectivity (hierarchy relation, communication relation, allocation
relation) heterogeneity
Dynamics (time considerations) temporal constraints temporal sensitivity phase effects dynamic unpredictability
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Problem CycleProblemRecognition
ProblemObservation
ProblemAnalysis
DevelopSolution
ValidateSolution
SustainSolution
ProblemEvaluation
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Problem Cycle
Problem Recognition – Define the problem Problem Observation – Clarify the current
situation Problem Analysis – Thoroughly analyse all
data Develop Solution – Design a plan of action Validation Solution – Analyze the results Sustain Solution – Maintenance Problem Evaluation – Evaluation and
Follow up
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Problem CycleProblemRecognition
ProblemObservation
ProblemAnalysis
DevelopSolution
ValidateSolution
SustainSolution
ProblemEvaluation
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Problem Recognition
Define the problem clearly Ask the following questions
What is our objective? Why are we here? What is the impact?
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Problem Recognition
It is vital to assess the impact that the problem is having on your environment
Assess the sense of urgency this problem justifies
What skills are needed to solve this problem?
Has this problem been solved before? LOOK BEFORE YOU LEAP
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Problem Recognition
Describe or define the problem Identify the specific symptoms
associated with the problem You may need to conduct an
investigation You may have to study and learn
about the system or process that is at fault, and know how it should be working
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Problem Recognition
You may need to draw a picture
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Problem CycleProblemRecognition
ProblemObservation
ProblemAnalysis
DevelopSolution
ValidateSolution
SustainSolution
ProblemEvaluation
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Problem Observation
Consider all the available information Event logs Historical Timeline System Failure timeline Eye-witness accounts Visual Inspection Smells ? Sounds ?
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Problem Observation
What is the frequency of failure? Constant Failure: easy to identify
problem, probably a major component Intermittent Failure: Harder to
categorise, difficult to predict and hard to solve
Conditional Failure: It is possible to predict when problems will occur (e.g. range, temperature)
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Problem Observation
Annotate you findings Writing things down, it can be very helpful It can allow other people to help List what your theories are List tests that you have undertaken List tests to take Avoids shot-gunning, easter-egging, and
swaptronics - replacing unrelated components more or less at random in hopes that a malfunction will go away
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Problem Observation
Modify the problem statement on the basis of your findings.
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Problem CycleProblemRecognition
ProblemObservation
ProblemAnalysis
DevelopSolution
ValidateSolution
SustainSolution
ProblemEvaluation
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Problem Analysis
THIS IS THE HARD BIT Change location to think about the
problem in detail Get some sleep if necessary Never assume, leave no rock unturned
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Problem Analysis
Analyse all the data collected Do we want a temporary or permanent
solution to the problem? Temporary: Containment strategy Permanent: Root-cause analysis
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Problem Analysis
Root Cause Analysis What are the possible causes?
CAF, OPV, APC, C&S Random Word Creativity Quotes Mindmaps Six Thinking Hats Leonardo – 100 questions, stream of
consciousness,
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Problem Analysis
Root Cause Analysis Kepner-Tregoe Problem Analysis 5 Whys Ishikawa diagram Pareto analysis Fault tree analysis Failure mode and effects analysis
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Problem Analysis
Apply the KISS principle
Try to avoid Knee-jerk analysis: hasty analysis
without considering all the issues Analysis paralysis: too much data, too
many options, information overload
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Problem CycleProblemRecognition
ProblemObservation
ProblemAnalysis
DevelopSolution
ValidateSolution
SustainSolution
ProblemEvaluation
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Problem Analysis
Create a list of potential solutions Do not deviate from the data
CAF, OPV, APC, C&S Random Word Creativity Quotes Mindmaps Six Thinking Hats Leonardo – 100 questions, stream of
consciousness,
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Develop Solution
Evaluate the solutions Which is easiest to implement? Who will be impacted by each? Are all solutions safe? What is the action plan for each?
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Problem CycleProblemRecognition
ProblemObservation
ProblemAnalysis
DevelopSolution
ValidateSolution
SustainSolution
ProblemEvaluation
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Validate Solution
Did the selected solution actually solve the problem?
Have the desired goals been achieved?
Have the results been properly documented?
What side-effects has occurred?
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Validate Solution
If the problem hasn’t been solved What is the contingency plan? Is further investigation required? Make sure the real problem is being
solved
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Problem CycleProblemRecognition
ProblemObservation
ProblemAnalysis
DevelopSolution
ValidateSolution
SustainSolution
ProblemEvaluation
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Sustain Solution
This is an important phase that is often overlooked
What changes in your procedures (or maintenance schedule) should you undertake on the basis of the problem solved and the data collected?
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Problem CycleProblemRecognition
ProblemObservation
ProblemAnalysis
DevelopSolution
ValidateSolution
SustainSolution
ProblemEvaluation
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Problem Evaluation
A good problem-solving process should have uncovered other issues With your environment With your approaches to problem solving Take time to review all documentation What lessons were learned?