Tool 143: Problem Analysis

AKA

Cause Analysis

Classification

Analyzing/Trending (AT)

Tool description

The problem analysis tool is often the first attempt by a problem-solving team to document what is known and, on the basis of this preliminary data, what other or additional information needs to be collected to assist in the problem-solving process. A completed problem analysis document also aids in the understanding of the problem by team participants and process owners.

Typical application

• To document initial problem information and observations for a problem-solving team.

• To capture all relevant data for input into the problem-solving process.

• To promote a common understanding of the problem's significance.

Problem-solving phase

→	Select and define problem or opportunity
→	Identify and analyze causes or potential change
→	Develop and plan possible solutions or change
	Implement and evaluate solution or change
	Measure and report solution or change results
	Recognize and reward team efforts

Typically used by

	Research/statistics
	Creativity/innovation
	Engineering
2	Project management
	Manufacturing
	Marketing/sales
3	Administration/documentation
	Servicing/support
	Customer/quality metrics
1	Change management

links to other tools

before

• Data Collection Strategy

• Process Selection Matrix

• Problem Specification

• Checksheet

• 5W2H method

after

• Information Needs Analysis

• Pareto Chart

• Cause and Effect Diagram

• Potential Problem Analysis (PPA)

• Variance Analysis

Notes and key points

• The suggested problem analysis form can be modified to more closely reflect a certain type of organization or the intended use by problem-solving or process improvement teams.

Step-by-step procedure

• STEP 1 The facilitator explains the problem analysis process and asks participants to examine a provided problem analysis form.

• STEP 2 Using a whiteboard or flip charts, the facilitator records information provided on the problem issue. Information may also have come from documents introduced into the meeting.

• STEP 3 Next, the recorded information is selectively used to complete the problem analysis form. See example Employee Opinion Survey: Dissatisfaction with Work Schedules.

• STEP 4 Team consensus provides the basis for agreement on the final wording to be entered on the problem analysis form, tasks 1–8. Some information may need to be verified or collected in order to fully complete the form as shown in the example.

• STEP 5 The form is dated, next steps are discussed, and, as an outcome of this discussion, action items are assigned to all team participants to continue the problem-solving process.

Example of tool application

Employee Opinion Survey: Dissatisfaction with Work Schedules

Problem Analysis Form
Team:Dollar Savers	Date: xx/xx/xx	Contact: J.M. Walters	Dept: HR
Prepare a concise problem statement The 1997 EOS results reflect a 32% increase in employee dissatisfaction with existing work schedules. Work schedules were changed to increase production. Describe the primary purpose of the solution To improve employee job satisfaction and morale To prevent a downturn of productivity, attendance To maintain a high standard of quality Determine the problem's significance in terms of customers and impact Customers will experience delivery delays, slipped schedules. Dissatisfied employees often experience more defects, have decreased output rates, and overall lower performance. The company will experience delays, less revenues, increased costs in overtime. State symptoms, effects, conditions, and other relevant information Manufacturing department reports decreased productivity and missed due dates Quality department reports an increase in defects, rework, and scrap metrics Human resources department reports increased turnover and absenteeism Identify probable causes, contributing factors, key variances The work schedules were changed to allow a third shift to meet increased demand. Shifts are 6–3, 3–10, and 10–6 around the clock Departments report increased tardiness. Name customers, employees, process owners, decision makers Customers: hardware stores (machine tools) Employees: assembly line operators, inspectors Process owners: manufacturing, engineering, quality departments List information needs and due dates Collect productivity and quality results data (8/15) Collect from HR: demographics, turnover, attendance, overtime (8/31) Survey all manufacturing and quality assurance employees (10/10) Propose potential solutions Expand facilities, purchase additional equipment to open an additional assembly line Establish flextime in the organization Outsource subassembly type work
Note: Attach additional pages, or relevant supporting data.