problem solving techniques in maintenance

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4 Common Maintenance Problems and How to Resolve Them

Many maintenance departments today “fight fires” instead of approaching their problems systematically. Prevention is a far better goal than trying to solve problems as they arise. While this strategy may be a little costly at first, it is not nearly as expensive as allowing problems to occur.

Maintenance problem-solving is primarily concerned with four areas: maintaining critical systems, fixing the problem quickly and faster than the last time, determining what is causing the breakdown to happen so frequently, and identifying the 20 percent of breakdowns that are consuming 80 percent of your resources.

This article focuses on the four common types of maintenance problems with the ultimate goal of helping you to prevent or at least minimize each type.

problem solving techniques in maintenance

Problems vs. Difficulties

A problem is a situation that can be characterized by a gap between your existing circumstances and where you do or do not want to be. The gap cannot be eliminated or maintained through obvious methods. Some analysis and creativity are required to define a situation as a “problem.” Visualizing a problem as a gap can be a useful technique. Usually you want to overcome the gap, but sometimes you wish to maintain it. An example would be painting an object to prevent deterioration.

If you can see a solution and all it takes is good planning, then the situation confronting you should be termed a “difficulty” rather than a problem. Of course, if you are experiencing many of these difficulties, there may be a common root cause that could define a problem.

Where Maintenance Issues Originate

Issues are caused by your goals or a lack of them. You may have an overall goal of wanting your plant to run efficiently with few interruptions, but unless you translate that general goal into viable subgoals, you will experience problems. Establishing specific subgoals is essential if you wish to control the magnitude and number of the inevitable problems. Otherwise, having no goals or only general ones will magnify those problems. Often a disturbance (problem) will force you to ask, “What (unrecognized) goal do I have that is being thwarted by this situation?” Asking this question may cause you to reassess the goal.

4 Types of Maintenance Problems

The four common types of maintenance problems can be categorized as identification, cause/effect, means and ends. Let’s discuss each of these in turn.

Identification

When you don’t understand a natural phenomenon, a question or a method of doing things, your natural inclination is one of curiosity. Industrial maintenance is the same way. You must identify (understand) everything in your department or plant or have someone on staff who does. When a problem occurs, you need to identify where and when it happened as well as where and when it did not. More importantly, you need to identify why you do things a certain way while always on the hunt for a better approach.

In school, you are taught the canned approach to solving problems. While this is important, it only covers problems that are recognized. What about the real-world situations? Industrial maintenance often presents situations that are so confusing that problems are camouflaged. Sorting out the mess means finding the basic problem that spawns all the other effects. This is not easy, as you may solve the wrong problem or try to alleviate symptoms caused by the basic problem. For example, you may put coolers on hot hydraulic systems instead of locating the valve or cylinder that is allowing fluid to flow back to the tank.

Identification problems become relevant not only when trying to understand a situation but also when confusion reigns and the problem is hidden by a mass of effects. The former should be attacked by curiosity and the latter by analysis. These types of problems can also appear when a manager finally asks the question, “What are we spending most of our time on and how could we minimize it?”

problem solving techniques in maintenance

Cause and Effect

To properly solve cause-and-effect problems, you must first learn how to distinguish between cause and effect. Effects are things you perceive with your senses or detect through condition monitoring techniques. They accompany or precede a machine failure .

Typical effects are excessive heat, vibration and noise. A failed bearing or gear is also an effect. Simply changing the component is concentrating on the effect. While this often must be done to restore operation, forgetting about the reason for the failure is neglecting the cause. For instance, excessive heat in a hydraulic system is an effect and a predictor of problems. Concentrating on cooling the system rather than discovering the cause of the excessive heat is an invitation to problems but an all too common solution. Attack the symptom, but don’t forget to unearth the root cause. Remember, symptom is a synonym for effect.

Means problems are generally characterized by questions beginning with “how” such as “How can I accomplish that?” or “How can I improve that?” They leave the choice of means open-ended. With a means problem, you are trying to decide how to achieve a goal. The problem of selecting a goal or end has already been solved, so you are now focusing on how to achieve it.

Typical questions that characterize means problems include how to reduce excessive lubricant failures, how to decrease lubricant costs while maintaining good quality, how to lessen machine downtime, how to improve safety and how to change the department mindset to prevention mode. Solving a means problem often involves finding an expert, but you should never assume the current method is the final answer. Improvement is always possible.

Problems of ends or goals can be characterized by the question, “What goal should I pursue?” As mentioned previously, your goals may be very general at first but must be translated into detailed subgoals to truly matter. Common questions to ask might include which metrics should be used to gauge progress, which 20 percent of the problems are generating 80 percent of the efforts, what are the critical parts of systems that must be constantly monitored, and how are problems categorized (critical, important and projects for correction).

Levels of Problem-solving

In addition to recognizing the four problem types, you must also be aware that problem-solving can be divided into four levels of sophistication:

  • reaction or acting on the problem when it occurs and then forgetting about it until the next time;
  • adaptation or learning to live with the problem by adjusting to the symptoms;
  • anticipation, which includes attacking root causes with preventive techniques; and
  • a proactive approach, which involves changing the conditions that spawned the problem in the first place.

These four levels merely describe approaches that can be used on maintenance problems. One is not better than the others but must be selected based on the severity of the problem. Of course, if a maintenance department always focuses on reaction, it might consider moving to a higher level for recurring problems.

Categories of Objectives

Your objectives will determine the problems you experience. Just as there are different levels of sophistication in problem-solving, there are different levels of objectives. These objectives are the ones you set for yourself or your department. The farther down you move on the following list, the smaller the resultant problems should be.

Short-term Routine Objectives (Supervision)

Routine objectives include maintaining things as they are, handling normal (expected) problems, reacting quickly, having lots of spares and adapting to the problem (learning to live with it).

Medium-term Corrective Objectives (Management)

Corrective objectives usually involve the elimination of accepted problems or modifying a design to solve an inherent problem.

Long-term Improvement Objectives (Leadership)

Improvement objectives might consist of requesting new equipment, changing the way things are done, concentrating on prevention and providing better training.

Most problems have an immediate phase (or crisis) and must be addressed now. However, managers who want to move to the leadership objectives will try to prevent or minimize a recurrence. While supervisors and management are concerned with doing things right, leadership concerns itself with doing the right things. Remember, setting objectives determines the problems you will encounter. Setting the right objectives will minimize those problems. In the typical plant, supervisors and management trump leadership.

Preventing Maintenance Problems

Your prevention efforts must be comprehensive and cover all areas from which problems may arise, such as personnel, maintenance practices, hardware and systems. These categories are most useful when solving cause/effect problems. However, they may also be used to keep a manager focused on all aspects of maintenance.

problem solving techniques in maintenance

Cause-and-Effect Methods

Two important techniques for establishing a problem’s true cause are the Ishikawa diagram and the Kepner-Tregoe method. These techniques are especially useful with cause/effect problems that defy solution.

Kepner-Tregoe Method of Problem-solving

  • Compare “what should be” with “what actually is.”
  • The deviation is the problem.
  • Identify the problem in terms of what, where (the “is”), when and extent.
  • Identify what lies outside the problem in terms of what, where (the “is not”), when and extent.
  • Compare the “is” with the “is not” to identify changes and distinctions.
  • Find the most likely cause. The most likely cause of a deviation is one that exactly explains all the facts in the problem. If one fact can’t be explained, omit that cause.
  • Look for something that has changed from normal operation.

The Ishikawa diagram helps you focus on the different aspects of a problem so the listed causes will not be concentrated in one or two areas. For instance, most problems can be broken down into four areas: personnel, maintenance practices, hardware and systems. Some problems may be divisible into more than four, but with some imagination, most should yield at least these four. These categories force you to look at a situation from multiple perspectives to generate possible causes.

Some refer to these diagrams as fishbone diagrams or cause-and-effect (C-E) diagrams. They encourage you to list as many causes as possible. To do this, you must withhold judgment until the listing is complete to assure no one jumps to conclusions.

By contrast, the Kepner-Tregoe method relies on describing what the problem is, what it is not, where it occurs and where it does not. In effect, you are building a fence around the problem to keep important information inside (and under review) while keeping out extraneous information. Your main thrust is to identify what has changed. The true cause will account for all effects. If one effect could not be caused by the selected cause, that cause must be discarded.

A New Mindset

Prevention requires maintenance management to develop a new mindset and make a conscious decision to move away from fighting fires. By understanding the four basic types of maintenance problems, the different levels of problem-solving and the three categories of objectives, you will be better prepared to achieve this new mindset.

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Tools for Improving Maintenance strategies and failure analysis processes

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Predictive tools.

Reliability Centred Maintenance. RCM

Reliability Centred Maintenance is defined by John Moubray as "a process used to determine what must be done to ensure that the physical asset continues to fulfil its intended functions in its present operating context" (1993, pg.7). RCM was born from the airline industry in the US in the early 70's in response to the statutory maintenance requirements that had to be applied to larger aircraft such as Boeings 747. It was determined that the cost of applying the standards to these aircraft would make them uneconomical to operate (Smith and Hinchcliffe, 2004). The basis of RCM is to ensure equipment maintains its function and the process requires that the following seven questions be answered (Moubray, 1993).

1. What is the function of the equipment and what are the required performance standards? 2. In what ways can it fail to perform its function? 3. What could cause each functional failure? 4. What happens when the failure occurs? 5. In what way does the failure matter? 6. What can be done to prevent the failure? 7. What has to be done if the failure can't be prevented?

Smith and Mobley (2008) highlight the following types of asset management strategies that may be developed from an RCM process.

1. Condition based tasks. E.g. Oil is sampled from a transformer and the results of the analysis determine if further maintenance is required. 2. Scheduled restoration. E.g. A Sheave bank running in a corrosive environment that requires overhaul at fixed intervals. 3. Scheduled Discard. E.g. The replacement of oil in a combustion engine. 4. Failure finding task. E.g. Calibration of instrumentation. The fault may not be discovered until the calibration is done. 5. One-time change. Typically a one off redesign.

RCM in its purest form is a resource hungry process that should only be applied to the most critical of assets. The results from the process if performed properly and coupled with assessment of historical failures will produce efficient and effective maintenance strategies, but this will be at the expense of a significant amount of time for plant staff and the project analyst.

Failure Modes and Effects Analysis. FMEA.

A Failure Mode and Effects Analysis is an integral part of the RCM process and deals with questions 2, 3 and 4 of the 7 RCM questions listed above. Teng and Ho (1996) define FMEA as a technique that identifies the potential failure modes of a device or product, determines the effects of these failures and assesses the criticality of the failure. The Teng and Ho model is shown in figure 1.

Fig 1. FMEA flowchart.

An FMEA completed on DC machines in an Australian Steel mill revealed the following most likely causes of DC machine failure to be:

1. Contamination of motor by Dust, Dirt fumes etc. 2. Inadequate maintenance practices. (Internal and contract) 3. Inadequate brush tension 4. Over tensioning of belts or shaft misalignment. 5. Overheating due to ineffective ventilation 6. Neutral axis and compounding issues. 7. Overloading. 8. Inadequate lubrication (Too much or not enough). 9. Incorrect or ineffective protection devices.

These findings were used to improve the existing PM's with excellent results. Over a 3 year period there was a 70% reduction in DC motors that failed in service.

Planned Maintenance Optimisation. PMO

Planned Maintenance Optimisation is a process where existing PM inspections  and failure history are used to form the basis of a new set of strategies. This can provide a similar output to classical RCM in far less time. As unknown failure modes are not addressed in the first instance the process allows for input of potential failure modes after the initial assessment. This process couples the PMO top down approach with the RCM bottom up approach and in many cases will be the best option for mature businesses with existing PM systems and access to failure history. New businesses with no existing systems or failure history will need to apply more classical methods such as a RCM or a knowledge based process.

Event trees and Fault trees.

Event and fault trees are not aimed at determining root cause, but are meant to determine the probability of an event occurring. From the probability rating you can then determine which parts of a system require attention.

Fig 2. Example of an event tree.

Fig 3. Example of a fault tree.

Problem solving tools.

Smith and Mobley (2008, pg., 79) define Root Cause Analysis as "The systematic evaluation of problems to find the basic causes that, when corrected, prevent or significantly reduce the likelihood of recurrence."

Latino (2006, pg., 3) promotes the steps to "Root Cause Analysis" as being:

1. Identification of the actual problem. 2. Identify the cause and effects that combine to cause the undesirable event. 3. Data collection to support the cause and effect relationship. 4. Identification of physical, human and latent (System) causes that are associated with the undesirable event. 5. Development of corrective actions to prevent the re-occurrence of the problem. 6. Communication of the lessons learned to relevant areas in the organisation.

Latino discusses many other forms of problem analysis, which he classifies as "shallow analysis" because not all of the steps are completed as listed above. Figure 4. compares suggested shallow analysis processes with RCA to highlight the differences.

Fig. 4. Comparison of RCA to "shallow analysis" processes.

5-Why analysis.

The 5 why process is an integral part of "Kaizen" in the Toyota Production System, (Liker, 2004) and the Lean manufacturing philosophy. The process is based on the assumption that if you ask "why" five times to a specific issue you will determine the root cause of the problem. Actions are then to be put in place to eliminate the root cause.

Latino and Latino (2006) suggest that the 5 "why's" should  been changed to "how could", as "why" can imply that there is only one answer. "How could" suggests that there could be numerous reasons as to why the problem occurred.  Latino and Latino also suggest that the 5-why approach is often used by people in isolation and is rarely backed up with evidence. This could lead to answers that do not address the root causes.

Practical Problem Solving (PPS)

Practical Problem solving is an extension of the 5 why process in that it adds steps to either side of this process. The process is defined by Liker (2004) as follows:

1. Initial problem perception. 2. Clarify the Problem. 3. Locate the point of cause of the problem. 4. Use 5 why to find the root cause from the direct causes. 5. Determine countermeasures to eliminate the problem. 6. Evaluate whether the countermeasures were effective. 7. Standardise the process.

PPS is used on a daily basis in businesses that apply LEAN manufacturing philosophies. It is a simple process that delivers actions that lead to continuous improvement in all aspects of manufacturing.

Cause and effect diagrams. (Ishikawa)

The cause and effect diagram was developed in the 60's and was the brainchild of Kaoru Ishikawa. The diagram is fundamentally a brainstorming tool that clusters possible causes of a problem into broad headings. These causes are then assessed to determine the most likely causes of the problem so solutions can be developed.  The cause and effect diagram is useful to determine "what could" have caused a problem. This tool can be considered as "shallow analysis" and should not be seen as a complete tool for use on complex problems.

Fig 5. Cause and effect diagram.

SCRA (Symptom, Cause, Remedy, Action.) The system contains four steps for improvement and introduces a number of tools that can be used through each step of the process as detailed below:

Symptom. Define the problem, Measure the problem, prove the need, set the goal.

Tools that can be used: Run charts, surveys, interviews, flow charts, paretos, check sheets, histograms, box plots.

Cause. Collect the data, analyse it, define and test possible causes, determine the key root causes, determine the improvement avaliable.

Tools that can be used: Check sheets, histogram, cause and effect diagram, 5 why's, Brainstorm etc.

Remedy. Formulate and evaluate solutions and choose the best solution.

Tools that can be used: Brainstorming, cause and effect, driver tree, FMEA, force field analysis, evaluation matrix, cost benefit analysis etc.

Action. Plan, Do, Check, Adjust and hold the gains made.

Tools that can be used: Action plan, implementation monitoring chart, KPI's, checklists, SOP's, control charts, audits etc.

The SCRA methodology is a conglomerate of a number of different but well-known improvement tools collated under a single heading.

Six Sigma is a set of practices that was developed by Motorola in the 80's and is closely linked to the TQM philosophy of involving all in the process of reducing variation and eliminating defects (Arnheiter E.D & Maleyeff J, 2005). The Six Sigma process steps are called  "DMAIC" and in relation to equipment reliability could be applied to maintenance in the following ways:

1. Define. Select and define appropriate projects that align with the needs of the business. This may be determining what equipment requires strategy re-development based on poor reliability. 2. Measure process variables, such as the MTBF and re-occurring failure modes of a piece of equipment. 3. Analyse the data gathered using graphical techniques to understand the causes of the failures. 4. Improve the assets reliability by applying continuous improvement techniques such RCM and RCA. 5. Control the improvements by implementing a good work management system and embedding follow up reporting in the system (Smith & Mobley 2008; Senapati, 2004).

Like SCRA, the six-sigma process utilises different tools, of which, many have been included in this review

Pareto analysis.

The Pareto principal, also known as the 80/20 rule, highlights that some things are more important than others (Latino and Latino, 2006). In relation to maintenance, an example of the rule could state: "80% of plant downtime applies to 20% of the installed equipment".  The significance of the 80/20 rule is that if the top 20% of losses can be identified and then eliminated improvements will be made in the shortest timeframe. This is an extremely powerful tool and arguably the most common method used to determine where improvements need to be focussed. It is a must in the toolkit of Maintenance Reliability professionals.

Failure reporting.

Formal failure reports are the traditional way of presenting investigations into failures and are generally an after- the-event communication exercise more than a tool to determine the failure cause. Typical headings are used within these reports are:

1. Project Title 2. Equipment hierarchical location. 3. Work order no. 4. Problem Statement. 5. Potential costs associated with the issue. 6. Observations. 7. Process followed. This includes collating data and analysing it to diagnose the cause of the problem. 8. Findings. 9. Are existing strategies in place to address the findings? 10. Conclusion. 11. Actions. 12. Information for further reference.

In Conclusion.

All of the tools discussed have their place in predicting or analysing failures, and this review is by no means comprehensive. Numerous other problem solving tools such as Brainstorming, checklists, flowcharts, 4Why2How etc. exist and this review process has shown that it is worthwhile having many of these tools available, as some suit situations better than others.

Of all the tools mentioned it is the Authors view that the Toyota based Practical Problem Solving tool will deliver the most consistent flow of maintenance improvements.

Arnheiter, Edward D. and Maleyeff, John. "The integration of lean management and Six Sigma".  The TQM Magazine, Vol.17 no. 1, 2005 pp.5-18. © Emerald Group Publishing Limited 0954-478X.

Liker, J.K 2004, "The Toyota Way. 14 management principles from the worlds greatest manufacturer."   McGraw-Hill publishing, New York.

Latino, R.J & Latino K.C. 2006,  "Root Cause Analysis, Improving Performance for Bottom-Line Results" Third edition. CRC Press, Taylor and Frances Group, FL, USA.

Moubray, J 1991 "Reliability-centred Maintenance" Butterworth-Heinemann Ltd, Oxford.

Smith, M. Hinchcliffe, Glen, R.  2004. "RCM, Gateway to world class maintenance." Elsevier Butterworth-Heinemann, MA,USA.

Smith, R & Mobley, R .K  2008, " Rules of thumb for Maintenance and Reliability Engineers." Butterworth-Heinemann, MA, USA.

Teng, Gary S. Ho,Michael 1996.  "Failure mode and effects analysis, An integrated approach for product design and process control." International Journal of Quality & Reliability Management, Vol. 13 No. 5, 1996, pp. 8-26, © MCB University Press, 0265-671X

Mark Brunner is Reliability and Systems Superintendent- Wire for OneSteel Rod Bar and Wire in Newcastle, NSW Australia.

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Ebooks, guides, & reports • 13 min read, a guide to essential troubleshooting techniques & tips for maintenance.

IR Team

Written by IR Team

Unified communications infrastructures have always been complicated, but in today's working world, that complexity has increased in leaps and bounds for numerous reasons.

The global adoption of hybrid working models has added new meaning to the word troubleshooting, and even troubleshooting techniques have been forced to transform from reactive, after-the-fact measures, to preventive maintenance procedures.

Every business needs their UC systems running properly, and adequate measures in place to fix them when they don't. Downtime, outages, equipment failures and sub-par voice and video quality costs valuable time and money. But while there are many common problems with any number of possible causes, not all issues, or the means to fix them are immediately obvious to maintenance personnel.

In this guide, we'll cover many of the computer problems that maintenance technicians will likely face, including unexpected equipment breakdown, device and asset performance, and the basic steps to identify and fix issues.

Experiencing webcam problems? Read our guide: Camera Troubleshooting: Common Webcam Problems & How To Fix Them

What is maintenance troubleshooting.

The maintenance troubleshooting process exists solely because of unexpected equipment failure. This can include anything from a mobile device malfunction, to Network Jitter , or a computer issue, to the breakdown of entire operating systems.

Find out more about Network Latency , Jitter and Packet Loss

Maintenance troubleshooting itself is a systematic approach to problem-solving, in an attempt to determine the root cause of issues with an operating system, a particular asset within the system, or the devices, applications and software stacks associated with those systems.

The job of a maintenance team is obviously to track down where the problem occurred, fix it, and implement corrective actions to prevent it from happening again, and then test, test, test.

Effective troubleshooting methodologies involve gathering information, or data that can help with isolating the problem, diagnosing potential causes as to why the failure occurred, and implementing the right solutions to fix it.

Maintenance troubleshooting techniques

From a service provider or maintenance teams point of view, basic maintenance troubleshooting techniques consist of a multi-faceted process, involving both a human element, and the deployment of performance management technology.

There are many components to the troubleshooting process, and multiple reasons why an asset breaks down, so for the purposes of this guide, we'll reduce the process to some basic, systematic steps:

Gathering information to identify the problem and start the troubleshooting process

While this may seem glaringly obvious, gathering information on where and when a problem occurs and how to fix it, is often challenging for maintenance teams. They'll first need to determine what went wrong; for example, a repeatedly dropped connection, poor quality audio or video, or an inability to connect at all. Identifying the underlying problem, or what's actually causing the symptoms to manifest themselves could involve:

  • Inspecting log files. Log files contain data about the system, including applications and services, and this information helps troubleshoot issues or monitor system functions.
  • Asking detailed questions about when symptoms were first noticed. For example, 'Did the problem occur when you performed a specific action?' This can help reveal if there are any patterns related to the problem.
  • Possibly asking users to re-create the issue to see if something within the system has changed, which could have caused the problem, or if it's the same error that occurs repeatedly.

Read our UC Troubleshooting Guide for Pros

Establishing what causes computer problems in the first place.

Once you determine what the problem is, it's time to create a list of probable causes, from most likely to least likely. For example, question the obvious in the case of a power issue at a workstation. Is the power cord plugged into the electrical outlet, and if so, is there actually power going to the workstation? Or, if it is a power issue, could it be that your surge protector isn't turned on?

network-issues

Image source: CPacket

The above example is of course over-simplified, and to determine the probable cause of technical issues in a complex unified communication infrastructure involves much more in-depth analysis, some state-of-the-art performance management and monitoring solutions, as well as a great deal of trial and error.

A maintenance technicians checklist for tracking down problems and possible causes

console-debug-network-error-code-error.msft

Image source: Microsoft

While finding the cause of a problem can be difficult and time-consuming, a logical and methodical checklist can be extremely effective:

1. User error: Incorrect assumptions on a user's part as to how systems, equipment or applications work, can be part of the problem. It's essential to gather information, including detailed notes and user observations to see if operator error is the problem. 2. Software-related problems: Incompatible, or outdated software, duplicate system files, extension conflicts and other software issues can cause error messages, failure codes and system malfunction. It's always advisable to check for software issues before looking at the hardware aspect. Software testing can provide insight as well as detect and repair many software related issues. 3. Viruses and malware: Even with the most high-tech anti-virus software, operating systems can fall victim to infection, possibly through email attachments and other downloaded files. Maintenance troubleshooting teams should ask users if they've:  a) Recently received software from a common source or another user b) Experienced any issues before receiving this software c) Shared the file with others, and if so, are they experiencing the same problems

It's essential to determine whether all virus protection software is current, find the original source file and delete it, then reinstall all affected system and application software.

4. Hardware issues: If software, viruses and user error have been ruled out, hardware equipment breakdowns could be the remaining problem. This could be related to CMOS, RAM, hard drive, frozen screens, or even a computer failing to turn on at all. One of the obvious solutions to avoid common PC hardware problems is to prioritize preventive maintenance and deploy regular performance testing solutions.

common_network_issues-f

Image source: TechTarget

Find out more about preventative maintenance and how to test your systems with our Definitive Guide To Performance Testing

The importance of root cause analysis in maintenance troubleshooting.

At the core of basic maintenance troubleshooting techniques, is Root Cause Analysis (RCA). When something goes wrong in a major network or infrastructure, a systematic approach helps engineers, senior technicians and developers find the root of the failure and ultimately, determine the solution.

Troubleshooting using RCA is based on the premise that being reactive (or putting out fires in response to problems) is not the most effective maintenance troubleshooting technique or solution.

While an online search, or a process of elimination can often identify the solution to most common individual problems, it's just a fact that many malfunctions are more complicated and can affect multiple components. In this case, it might be necessary to identify the root cause of the problem before fixing individual issues.

RCA is about working to determine how, where, and why the issue appeared, responding to that answer, and creating a solution or series of solutions to prevent it from happening again.

root-core-analysis

Image source: Researchgate

How to perform RCA

An RCA roadmap may look slightly different across organizations and industries. But there are a few key steps that are needed to perform effective RCA:

1. Define the issue. Containing and/or isolating all parts of the problem is the first step.

2. Gather data. Once you've identified the problem, compile data and evidence to determine and properly understand what could possibly be the cause, including contributing issues.

3. Determine root problem. RCA techniques help find small clues that may reveal what went wrong.

4. Implement the solution. Using RCA techniques, you may find that there are one or several solutions which can be implemented immediately, or may require some additional work. Either way, RCA isn’t done until you’ve implemented a solution.

5. Document actions taken. After you’ve identified and solved the root problem, document the overall resolution. This documentation allows future maintenance technicians to use it as a resource.

6 Steps to performing RCA

performing-root-core-analysis

What are failure codes?

Failure codes are simply alphanumeric codes which specifically address the reason an asset breaks down.

Failure codes enable technicians to quickly access a pre-set code to explain what went wrong and fix it. Failure codes also standardize data on unexpected equipment breakdowns and help to determine what the most common causes of the failure are.

By cataloguing repairs this way, maintenance troubleshooting teams can spot the trends that will help prevent the same thing from happening again in the future.

The importance of a real time monitoring and performance management solution

Finding a computer or network problem within your UC environment, and resolving it is all part of the maintenance troubleshooting process. But the key to quickly and efficiently finding computer, network, application or equipment issues is having the right tools on hand to identify problems in real time.

As we've already mentioned, RCA techniques determine how, where, and why issues appear, and allow you to create a solution to prevent those issues from happening again. Knowledge gives you control, so the more data you collect and analyze, the greater the likelihood of developing a correct and proactive diagnosis and solution.

case-study-bristol-uni

Troubleshooting is an ongoing process, so the need for performance testing tools and real time performance monitoring to pick up and report on changes within your UC network is crucial.

Performance monitoring can not only keep track of asset performance, but help you create an asset history, which can give you an edge on maintenance troubleshooting in many ways. For example network issues can often occur within your network equipment or devices such as Firewalls, Routers, Switches, Wifi APs. Problems can be due to bad configurations, faulty connections, and even packet loss. Monitoring any SNMP-enabled network devices with a third-party real time monitoring solution will diagnose network problems affecting those devices.

case-study-juniper

How IR can help

Whether it's a faulty power cable, an incompatible device, network bottleneck or an IP address conflict, IR Collaborate delivers real-time proactive monitoring, troubleshooting, and analytics for on-prem and cloud-based collaboration systems.

Our state-of-the-art interactive dashboards provide real time visibility throughout your entire network from a single pane of glass, giving you the ability to solve issues, and repair breakdowns fast.

case-study-zigg

Why choose Collaborate for maintenance troubleshooting?

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5 Steps to Troubleshooting That Will Fix Just About Anything

Everything breaks eventually. When rebooting doesn’t solve the problem, we brainstorm causes and test them to find the issue. That is troubleshooting in a nutshell.

This article will cover w hat troubleshooting is, some common troubleshooting scenarios, and ways to streamline the process using your CMMS (computerized maintenance management system) .

What is troubleshooting?

Troubleshooting is a step-by-step approach to finding the root cause of an issue and deciding the best way to fix it to get it back in operation. Troubleshooting is not just for equipment that has completely broken down. We also use it when a machine is just not working as expected. Efficient troubleshooting is an essential part of asset management, diagnosis, and repair.  

Machines that are properly operated and regularly maintained are less likely to suffer major breakdowns. Still, there will never be a zero chance of failure. If you are using equipment, it will, at some point, need repairing. 

When and why to troubleshoot?

It may seem obvious that troubleshooting occurs whenever there is any kind of, well, trouble. But anticipating the different types of problems that may arise can help you streamline your response. Broadly speaking, troubleshooting is done in the following instances:

when to troubleshoot

1) Device failure

This is the big one: the most urgent reason to troubleshoot. The machine is broken, entirely out of commission , and needs to be fixed pronto to keep working. This can have a knock-on effect in a company by bringing all operations to a grinding halt and putting everything on hold. 

The fact is, unplanned downtime is expensive for companies, often costing them hundreds of thousands of dollars per minute. Suppose you’ve got a capable maintenance team that knows how to troubleshoot effectively. In that case, you can reduce high-severity outages and save the company money.

Utilizing a modern CMMS like Limble for troubleshooting checklists can help reduce downtime. As an added bonus, each member of your team becomes more valuable to you when they have experience troubleshooting efficiently and effectively.

2) Unexpected operation

Every machine has a defined set of functions it can perform. Most devices don’t do things exactly the same way every time because of limitations in engineering and human error (as hard as we may try to avoid it). Even with these slight variations in performance, the machine can operate smoothly. This is considered its normal operation range . 

If the machine starts to run outside these ranges, we may have a problem, and it needs to be on your crew’s radar. These situations are not as urgent as a total failure. Still, unexpected operations should be reported to fix the problem before a real issue comes up . 

Take the cooling fans in your plant, for example. Imagine they are running and pushing out cool air, but every so often, they stop blowing for a few minutes (or the air isn’t as cold as it should be). Other equipment might overheat because of that malfunction and eventually start to break down. Fixing the fan as soon as you know about it will save the company time and a lot of money. 

Getting operational users to log faults when they come up can be a great way to get to the problems early and avoid total failure. Using your CMMS to log the problem will give you a written history of what happened and how it was fixed, making troubleshooting time in the future that much easier. 

3) Other anomalies

The machine is working within the ideal operating range and is delivering the expected output. However, an operator has spotted some anomaly. It could be a strange sound, a weird smell, visible smoke, excessive vibration, etc. Such anomalies should also be investigated within an appropriate time window

[limblequote]The process for reporting problems should never be made into a tedious task. It is the only way to ensure people use it. Limble users can email, phone, scan a QR code or log a fault in person. The system even has a central account that will transform emails into work requests and creates a central hub where history can be recorded and referred to later.[/limblequote]

problem solving techniques in maintenance

With detailed asset history logs and troubleshooting experience, users can take care of things independently. This will free up more time for your team to focus on things that matter more.

What are the benefits of troubleshooting?

There are a lot of costs that come with reactive maintenance and a lack of troubleshooting know-how. What we don’t always consider is that these costs go beyond pure dollars and cents. 

A penny saved is a penny earned 

The immediate costs are the most apparent costs linked to maintenance and repairs . These are the actual, unplanned dollars that it costs to repair broken and faulty equipment. Expenses like these often cause the finance team to be up in arms and get them wondering why maintenance is so costly. 

In the long term, repeated breakdowns, failures, and stops in production can lead to the need to bring in expensive vendors in for repairs and replacement of the asset. 

Being able to troubleshoot well and having all the information you need at your fingertips will give you the leverage to reframe the conversation and relationship. Instead of Finance coming to you wondering why everything you need costs so much money, you can say, “Hey, look at how much we’ve saved you. This could have cost hundreds, if not thousands more”. 

Now, as far as Finance is concerned, you’re the hero instead of the villian.

The show must go on 

Downtime is expensive — more expensive than just the cost of fixing the machine. When you’ve got equipment that’s broken down, it stops your revenue-producing activities in their tracks. Every minute you can’t operate is more money out the window. The faster your maintenance crew can get running again, the more money you stand to save.

problem solving techniques in maintenance

In a study by Vanson Borne of GE Digital for ServiceMax surveying 450 services and IT decision-makers from around the world, they found that: 

  • Of the 82 percent of companies that have experienced unplanned downtime over the past three years, those outages lasted an average of four hours and cost an average of $2 million.
  • Unplanned downtime results in loss of customer trust and productivity — 46 percent couldn’t deliver services to customers, 37 percent lost production time on a critical asset, and 29 percent were totally unable to service or support specific equipment or assets.

Your reputation on the line

Continued breakdowns and halts in production can lead to reputation damage and a lack of trust from your team and customers. If your company can’t guarantee delivery of products and services, your customers will go to someone who can. 

When employees cannot do their jobs because the equipment they need doesn’t work and cannot get help, they get frustrated. Losing customers can eventually mean job cuts. No one wants to work in a place where there is job uncertainty. 

But when you’ve got a maintenance crew that’s effective at troubleshooting with a great system to back them up, they help uphold your company’s reputation, which helps drive brand loyalty.

[limblequote]In 2019, California’s Pacific Gas and Electric was forced to cut power to over 2 million people to finally catch up on deferred maintenance that they hadn’t gotten to for years. The lack of maintenance was proven to have led to the downed power lines that caused two dozen deadly wildfires . More than likely, there were minor problems along the way that, if caught, could have aided in avoiding these disasters. PG&E later filed bankruptcy after being held liable for tens of billions of dollars in damages. [/limblequote]

When we don’t troubleshoot effectively, problems get worse. Things pile up, and maintenance becomes reactive, not proactive. Things slip through the cracks or are brushed under the rug, which can lead to devastating consequences. 

Replace or repair dilemma

It sometimes makes more sense to replace equipment instead of repairing it. But, it isn’t always easy to ask the finance department to shell out money for new equipment, especially if it wasn’t part of the original budget. 

By tracking maintenance and repairs in a CMMS with functional reporting, you can produce factual information about the planned and unplanned maintenance, costs , frequency of breakdown, and loss of productivity of any asset. 

Limble’s custom reporting will help you tell the story more easily to your friends in Finance. You can measure how much downtime an asset is causing and how much that is costing the company. Show that to Finance, and all of a sudden, the argument is easily won. The cost of replacement is justified.

Limble CMMS custom dashboard

Example of a custom dashboard in Limble CMMS

Troubleshooting the same device over and over can be extremely annoying. Having data to backup your recommendation for replacement can save everyone a lot of time, money, and headaches. 

Free Essential Guide to CMMS

Discover everything you need to know about CMMS in this comprehensive guide. Begin your maintenance journey now!

problem solving techniques in maintenance

Who performs troubleshooting?

Often, the most experienced technicians are the ones doing the troubleshooting. Unfortunately, 60% of these maintenance professionals are retiring in the coming few years. 

What makes these technicians so good at what they do? Many of them have learned through trial and error what are the best troubleshooting techniques for each piece of equipment. There is massive value in having those senior technicians running the troubleshooting teams and creating checklists that hit on the most common issues.

The problem is that when all these experienced technicians retire, they take their knowledge with them. There is already a big labor shortage in the industry. Suppose we haven’t codified the information into a central hub (like Limble). In that case, we risk losing valuable historical info when they leave.  

Limble’s ability to track historical knowledge of assets makes it easy for a technician to see the entire work history of the asset. Users can also add notes and “quirks” about the machine that would usually take a lot of trial and error to uncover, saving a lot of time. 

Depending on the complexity of the machine, your maintenance crew can train experienced users for straightforward troubleshooting tasks. They will need to perform visual checks , general troubleshooting, and other maintenance tasks to do this. It is an approach known as autonomous maintenance .

If users or operators are troubleshooting, you need an easy-to-understand, user-friendly method for collecting and saving as much information as possible. This can make current and future repairs far less complicated. 

All this info (work order, maintenance history, checklists, manuals, etc.) lives inside Limble CMMS. Having the right information easily accessible can significantly speed up the troubleshooting process.

Troubleshooting steps

Troubleshooting is a step-by-step process. Below, we break it down into six simple to follow steps. It doesn’t matter if you are an advanced or inexperienced professional; you will follow the same systematic approach every time.

troubleshooting steps

Step 1: Define the problem

The first step of solving any problem is to know what type of problem it is and define it well. A clear definition is fundamental when troubleshooting. 

When looking at a problem, you need to know what you are up against and the possible causes. Is it machine failure, an unexpected operation, user error, or a random anomaly? What happened that alerted you to the problem? 

Some equipment will have built-in ways of letting you know; alarms can sound, red lights flash, or a warning can go off when certain parts overheat. These signals can help with problem-solving. Other equipment just stops working. 

Whatever the case may be, you have to identify and define the problem before you can move forward. 

Step 2: Collect relevant information  

You need to gather all the available information about the machine and its operations.  You’ll need the machine manual, any data regarding operations. For example, how often the machine is used, by whom, for what, and how long. You will also need the maintenance history, problem reports, etc. 

A modern CMMS like Limble should have the option to keep a digital copy of all the documents, history, and information. If communication with the Original Equipment Manufacturer (OEM) is possible, the maintenance crew can discuss the issue first. Sometimes calling the OEM is the fastest and easiest way to get the right help.

Step 3: Analyze collected data

Using all the information you have gathered, available checklists, and as much technical know-how as you can muster, you can now try to determine the root cause of the problem . Seek out expertise from other maintenance troubleshooters or the person who reported the fault. It’s much easier to solve a problem that you have seen before.

Think about recent changes to the asset. Ask yourself: 

  • Did we use new replacement parts? 
  • Has there been an upgrade lately? 
  • Did we change the type of input material we use? 
  • Has the device been used in a different way than usual? 
  • Has there been an electrical surge? 

Recent changes to the system or environment can often explain why the problem has come up. 

If you still have no clue what caused the problem after analyzing the data, you need to go back to Step 2 and collect more info. It is possible to overlook things or disregard something as unimportant during the first round of the information-gathering process.

After this exercise, the person performing troubleshooting should form an educated guess and put forward some solutions. 

Step 4: Propose a solution and test it

Using what you know from above, you can create your plan of attack. You will get to the solution through a process of elimination and trial and error. In some cases, you may be able to test your theory on a smaller scale asset. You may have multiple options to try. Start with the simplest one first and work from there. 

Take the following into account:

  • potential safety concerns
  • all the required resources and associated costs
  • how complex the implementation will be 
  • the long-term outlook for the machine
  • any personal biases person performing the troubleshooting may have

Keep testing until you are sure that you have found the right solution. If nothing works, you will need to rethink what the actual cause is.

Step 5: Implement the solution 

Once you have accurately diagnosed the problem, found the solution, and tested it, it’s time to get your hands dirty and fix it. Even if your solution worked during testing, it is important to test it again. Ensure the asset is working the way it should before you pack up and sign off. You’ll also want to make a note of all the steps you take as you make them, so you don’t forget what you’ve done.

dirty job meme

Bonus step: It’s fixed! You’re a hero! Now what? 

It sounds obvious, but it is crucial to document the solution and add it to the asset log in your CMMS. It’s easy to get carried away working and forget to document your findings. “Ah, I’ll do it next time,” you might think. But what if you don’t remember next time?!? Then we’re in trouble.

As you’re going through the process, take the time to do it right and save yourself the trouble next time. 

A practical maintenance toolkit holds as much information about an asset as possible. In Limble, tracking an asset’s history is ridiculously easy. You can see all related Work Orders, Parts, who did work most recently – you can even manually add notes and images taken with your phone.

asset log entry in CMMS example

Example of an asset log entry in Limble CMMS

By keeping a record of every step, from reporting the fault or failure to the five steps above, you can create a clear path through the troubleshooting journey to repair or, in some cases, show the need to replace the asset. 

Imagine how easy it will be to fix if the problem happens again! 

Ways to make troubleshooting easier

We are here to make your job easier. When it comes to troubleshooting, it can feel overwhelming and disorganized. 

There are many tools available to help you and your crew get to the bottom of any problem. Below are a few of the commonly used tools and resources for effective troubleshooting. 

Troubleshooting checklists 

Checklists are a great way to approach common problems methodically and help standardize the process . They do the heavy lifting for you. When you’ve got a lot going on it can be risky to rely on your own brain to remember all of the steps. Having a checklist means that you don’t have to.

Maintenance platforms like Limble also let you create and store troubleshooting checklists that can be accessed on mobile devices and used in the field. 

Maintenance engineers can work with experienced technicians to identify problematic assets and create step-by-step troubleshooting instructions that include warnings and images for specific assets/issues. When you finish, you can attach each checklist to the corresponding piece of machinery.  

A modern CMMS 

Having the right CMMS can streamline, organize, and automate your maintenance

operations. A modern CMMS will save you and your team time and your company a lot of money.

As a centralized repository of maintenance data, a CMMS keeps a lot of helpful information used during the troubleshooting process like:

  • OEM manuals
  • contact information for machine and parts vendors
  • maintenance logs and reports
  • details of the work request sent to report the problem
  • troubleshooting and other maintenance checklists
  • past and current machine-condition and performance data gathered through CBM sensors

[limblequote]Limble CMMS uses QR codes to give your users easy access to all the information about the equipment with a simple scan of their phone. They can scan the code on the side of the equipment and quickly report faults to your team with the correct asset already attached to the work order. [/limblequote]

Having quick and easy access to this information can significantly speed up the troubleshooting process and reduce the loss of institutional knowledge when technicians retire or move on. These are just a few of many reasons why more and more organizations are implementing cloud-based maintenance solutions.

The future of troubleshooting

Factories are becoming more automated, and machines need fewer operators. Because of these changes, the number of technicians required for troubleshooting and equipment maintenance is growing. 

Luckily, technology is making troubleshooting easier, faster, and less dangerous. Here are some solutions that are making their way to many plant floors. 

A robot with a crystal ball 

Can you imagine a world where computers fix themselves? Machine learning is a step towards this. It gives systems the ability to learn and get better at things without being programmed. It can help predict possible problems and is a big part of predictive maintenance . 

When it comes to troubleshooting, machine learning is helping us analyze large amounts of data and identify/predict possible causes of faults and failures.

Some organizations are already taking things a step further and testing something called prescriptive analytics. In the context of troubleshooting, prescriptive analytics aims to help machines diagnose themselves and then present possible solutions based on that self-diagnosis.

Enhancing the real world with AR 

Augmented reality (AR) combines computer-generated imagery with the actual equipment to give an additional layer of information. You can overlay parts and look into things that you ordinarily wouldn’t be able to. 

All you need is a phone or tablet loaded with the software. Hold it over the machine, and the program will pull up all the different layers for you to look at. 

If you are in the middle of a diagnosis, this can be a great way to check if everything is where it should be or make sure that it is in good working order.

Augmented reality

Augmented reality in quality control. Source: Metrology.news

AR allows your maintenance team to see all the information about a component on the screen. It can also show you tips, warnings, and next steps, improving quality and safety during the troubleshooting process. 

Simulations and virtual reality

Thought AR was cool? Check this out.

Virtual Reality (VR) takes you into a world of endless possibilities as you are whisked into a simulated environment of the machine you are working on. In this virtual environment, expensive equipment can’t get damaged, and you can’t get hurt. 

It’s a great way to learn, play, experiment and practice before having to return to the real world to fix the actual machine. You can have a 100% immersive experience fixing things. It’s like turning your job into a video game. 

Digital (non-evil) twin

A digital twin is a virtual copy of your machine. The sensors installed on your machine send data about its condition and performance. This cloud-based copy analyzes this data (that is coming from dozens or hundreds of different production floors that use the same type of machine) and uses it to advance technology, predict failures, and find ways to repair problems from a distance.

 digital twin

Digital twin in manufacturing. Source: Siemens

If a failure happens at your location, the OEM can compare it against the data from all the other machines of the same kind. Based on the meta analysis, the OEM can identify if a similar incident happened to a machine at some other plant – and propose a potential solution.

Troubleshooting: A maintenance professional’s best friend

In the best-case scenario, a malfunctioning device will result in a mild annoyance. In the worst-case scenario, it can cause a safety incident and have a debilitating effect on a business’s bottom line.

If you have any troubleshooting questions, jump to the comment section below. If you want to learn more about Limble CMMS, you can contact us directly or start a free trial .

problem solving techniques in maintenance

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Problem-solving techniques for a high-performance team

While most people associate lean with tools and principles such as value stream mapping, one-piece flow, kanban, 5-S, Total Productive Maintenance and kaizen events, few people think about the more mundane aspects of lean. Problem solving is one of the keys to a successful lean implementation because it empowers all of those involved.

Lean manufacturing has a unique way of solving problems. It does not just look at the effect of the problem and try to cover it with a Band-Aid. Rather, the root cause of the problem is identified and the root cause, as well as all contributing factors, is eliminated from the system, process or infrastructure in order to permanently solve the problems. What is the difference in these two approaches? Simple, when you find and rectify the root causes, the problem will be solved forever. Even other problems occurring due to these root causes will be eliminated in this effort.

It is very clear now that we must find out the root causes of the problems before we think about rectifying them in lean manufacturing environments. So, how should we do this? What are the tools available to perform these tasks? Let’s look at what problem solving is about. We’ll begin by asking the question: “What is a problem?” A good definition of a problem is a variation from a recognized standard. In other words, you need to know how things should be before you can recognize a possible cause for them not being that way. After a problem has been recognized, a formal problem-solving process should be applied.

High performance work teams typically use four problem-solving tools: 1. Plan, Do, Check, Act (PDCA) 2. 5-Why Analysis 3. Ishakawa (Fishbone) Diagram 4. Simplified Failure Modes and Effects Analysis (SFMEA)

Plan, Do, Check, Act (PDCA) The Deming PDCA cycle provides effective guidelines for successful problem solving. The cycle includes:

Plan Clearly Define the Problem (P1) “A problem clearly stated is a problem half solved”. Although it seems like a trivial step, the team should not take this step lightly. It is important to begin this problem-solving journey with a clear, concise problem statement. If this is not done properly, it could lead to one of the following: excessive time in cause identification due to a broad problem statement, predisposing the team to a particular solution, or problem solving turns into solution implementation rather than root-cause identification and remedy.

Collect Evidence of Problem (P2) This activity focuses on obtaining information/data to clearly demonstrate that the problem does exist. In the case of team problem solving, this should be a quick exercise since the reliability engineering function must have been looking at data in order to create the team. The output of this activity will be a list of evidence statements (or graphs) to illustrate that the problem exists, its size and the chronic nature of it.

Identification of Impacts or Opportunities (P3) This part of the Plan segment focuses on identifying the benefits if this problem solving is successful. This activity needs to be thought of in two different perspectives because Project Team work can take the form of control work, e.g. fixing a problem that stands in the way of expected results or pure improvement (attempting to take results to a new level of performance). In each case the output of this activity will be a list of statements. The impact statements and opportunity statements should be stated in terms of loss of dollars, time, “product”, rework, processing time and/or morale.

Measurement of Problem (P4) Before problem solving proceeds, it is important for the team to do a quick check on the issue of how valid or reliable the data is on which the team is making the decision to tackle the problem. For the parameter(s) that are being used as evidence of the problem, is there any information known by the team that would question the validity, accuracy or reliability of the data? This question should be examined whether we are relying on an instrument, a recorder or people to record information or data. If the team suspects that there are significant issues that “cloud” the data, then these measurement problems need to be addressed, fixed and new measures obtained before proceeding with the other segments of PDCA.

Measure(s) of Effectiveness (P5) At this point, the team needs to identify how they intend to measure success of their problem-solving efforts. This is one of the most important steps in PDCA and one that certainly differentiates it from traditional problem solving . The strategy is to agree on what and how, to obtain the benchmark “before” reading, perform the PDCA activities and re-measure or obtain the “after” measure. At that point, the team will need to decide whether they need to recycle through PDCA in order to achieve their pre-stated objective.

Do Generate Possible Causes (D1) To avoid falling into the mode of solution implementation or trial and error problem solving, the team needs to start with a “blank slate” and from a fresh perspective lay out all possible causes of the problem. From this point, the team can use data and its collective knowledge and experience to sort through the most feasible or likely major causes. Proceeding in this manner will help ensure that the team will ultimately get at root causes of problems and won’t stop at the treatment of other symptoms. The best tool to facilitate this thinking is the Cause and Effect Diagram done by those people most knowledgeable and closest to the problem.

Broke-Need-Fixing Causes Identified, Worked On (D2) Before proceeding to carry out either an Action Plan (for Cause Remedies) or an Experimental Test Plan, there are often parts of the process that are “broke”. This could take on many different forms.

Write Experimental Test or Action Plan (D3/4) Depending upon the type of problem being worked on, the PDCA strategy will take one of two different directions at this point. The direction is based on whether it is a “data-based” problem or “data-limited” problem. Shown in the table below is the distinction between these two strategies and in particular, the difference between an Action Plan and Experimental Test Plan. Note that in some cases, it will be necessary to use a combination of Action Plans and Experimental Test Plans. That is, for some cause areas an Action Plan is appropriate and for other causes within the same problem, carrying out an Experimental Test Plan is the best route.

Write Action Plan for Cause Remedies (D3) In order to get to the point of writing the Action Plan, the team needs to brainstorm possible solutions or remedies for each of the “cause areas” and reach consensus on the prioritized solutions. This work can be carried out as a team or split into sub-teams. Either way, the entire team will have to reach agreement on proposed remedies and agree to the Action Plan. The Action Plan will be implemented in the Check segment.

Write Experimental Test Plan (D4) The Experimental Test Plan is a document which shows the experimental test(s) to be carried out. This will verify whether a root cause that has been identified really does impact the dependent variable of interest. Sometimes this can be one test that will test all causes at once or it could be a series of tests.

Note: If there is a suspicion that there is an interaction between causes, those causes should be included in the same test.

The Experimental Test Plan should reflect:

Time/length of test

How the cause factors will be altered during the trials

Dependent variable (variable interested in affecting) of interest

Any noise variables that must be tracked

Items to be kept constant

Everyone involved in the Experimental Test Plan(s) should be informed before the test is run. This should include:

Purpose of the test

Experimental Test Plan (details)

How they will be involved

Key factors to ensure good results

When solutions have been worked up, the team should coordinate trial implementation of the solutions and the “switch on/off” data analysis technique.

Resources Identified (D5) Once the Experimental Test Plan or the Action Plan is written, it will be fairly obvious to the team what resources are needed to conduct the work. For resources not on the team, the team should construct a list of who is needed, for what reason, the time frame and the approximate amount of time that will be needed. This information will be given to the Management Team.

Revised PDCA Timetable (D6) At this point, the team has a much better feel for what is to be involved in the remainder of its PDCA activities. They should adjust the rough timetables that had been projected in the Plan segment. This information should be updated on the team Plan, as well as taken to the Management Team.

Management Team Review/Approval (D7) The team has reached a critical point in the PDCA cycle. The activities they are about to carry out will have obvious impact and consequences to the department. For this reason, it is crucial to make a presentation to the Management Team before proceeding. This can be done by the team leader or the entire team. The content/purpose of this presentation is:

Present team outputs to date

Explain logic leading up to the work completed to date

  • Present and get Management Team approval for
− Measure of Effectiveness with “before” measure − Priority causes − Action Plan (for Cause Remedies) or Experimental Test Plan − Revised PDCA timetable

Check Carry out Experimental Test or Action Plan (C1/C2) Depending upon the nature of the problem, the team will be carrying out either of these steps:

Conduct Experimental Test Plan(s) to test and verify root causes or

Work through the details of the appropriate solutions for each cause area. Then, through data, verify to see if those solutions were effective.

Carry out Action Plan (C1) In the case of Action Plans, where solutions have been worked up and agreed to by the team, the “switch on/switch off” techniques will need to be used to verify that the solutions are appropriate and effective. To follow this strategy, the team needs to identify the dependent variable – the variable that the team is trying to impact through changes in cause factors.

Carry out Experimental Test Plan (C2) During the Check segment, the Experimental Tests to check all of the major prioritized causes are to be conducted, data analyzed and conclusions drawn and agreed to by the team.

Analyze Data from Experimental or Action Plan (C3) Typically, one person from the team is assigned the responsibility to perform the analysis of the data from the Test Plan. When necessary, this person should use the department or plant resource available to give guidance on the proper data analysis tools and/or the interpretation of outputs. The specific tools that should be used will depend upon the nature of the Test Plan.

Decisions-Back to Do Stage or Proceed (C4) After reviewing the data analysis conclusions about the suspected causes or solutions that were tested, the team needs to make a critical decision of what action to take based on this information.

Implementation Plan to Make Change Permanent (C5) The data analysis step could have been performed in either of the following contexts:

After the Action Plan (solutions) was carried out, data analysis was performed to see if the dependent variable was impacted. If the conclusions were favorable, the team could then go on to develop the Implementation Plan.

The Experimental Test Plan was conducted; data was analyzed to verify causes. If the conclusions were favorable (significant causes identified), the team must then develop solutions to overcome those causes before proceeding to develop the Implementation Plan. (e.g., It was just discovered through the Test Plan that technician differences contribute to measurement error.)

Force Field on Implementation (C6) Once the Implementation Plan is written, the team should do a Force Field Analysis on factors pulling for and factors pulling against a successful implementation – success in the sense that the results seen in the test situation will be realized on a permanent basis once the solutions are implemented.

Management Team Review/Approval (C7) The team has reached a very critical point in the PDCA cycle and needs to meet with the Management Team before proceeding. This meeting is extremely important, because the team will be going forward with permanent changes to be made in operations. The Management Team not only needs to approve these changes but also the way in which they will be implemented.

Act Carry out Implementation Plan (A1) If the team has written a complete, clear and well thought through Implementation Plan, it will be very obvious what work needs to be done, by whom and when to carry out the Act segment of the PDCA cycle. The team should give significant attention to assure communications and training is carried out thoroughly, so department members will know what is changing, why the change is being made and what they need to do specifically to make implementation a success.

Post-Measure of Effectiveness (A2) After all changes have been made and sufficient time has passed for the results of these changes to have an effect, the team needs to go out and gather data on all of the Measures of Effectiveness. The data then needs to be analyzed to see if a significant shift has occurred .

Analyze Results vs. Team Objectives (A3) In the previous step, the team looked at whether the Measure(s) of Effectiveness had been impacted in any significant way by the permanent implementation of the changes. The team cannot stop here. If the answer to that question is favorable, then the team needs to verify if the amount of improvement was large enough to meet the team objective.

Team Feedback Gathered (A4) Once the team decision has been made that the PDCA cycle has been successfully completed (based on Measure of Effectiveness change), the team needs to present this information to the Management Team. Before this is done, the team leader needs to gather feedback from the team. This feedback will be in the form of a questionnaire that all team members (including the team leader) should fill out. The results will be tallied by the team leader and recorded on form A3.

Management Team Close-out Meeting (A5) Before disbanding, the team needs to conduct a close-out meeting with the Management Team. The major areas to be covered in this meeting are:

Wrap up any implementation loose ends

Review Measure of Effectiveness results, compare to team objective

Ensure team documentation is complete and in order

Share team member feedback on team experiences (standardized forms and informal discussion)

5-Why Problem Solving When you have a problem, go to the place where the problem occurred and ask the question “Why” five times. In this way, you will find the root causes of the problem and you can start treating them and rectifying the problem.

5-Why analysis is a technique that doesn’t involve data segmentation, hypothesis testing, regression or other advanced statistical tools, and in many cases can be completed without a data collection plan. By repeatedly asking the question “Why” at least five times, you can peel away the layers of symptoms which can lead to the root cause of a problem.

Here is a simple example of applying the 5-Why analysis to determine the root cause of a problem. Let’s suppose that you received a large number of customer returns for a particular product. Let’s attack this problem using the five whys:

1. Question: Why are the customers returning the product? Answer: 90 percent of the returns are for dents in the control panel.

2. Question: Why are there dents in the control panel? Answer: The control panels are inspected as part of the shipping process. Thus, they must be damaged during shipping.

3. Question: Why are they damaged in shipment? Answer: Because they are not packed to the packaging specification.

4. Question: Why are they not being packed per the packaging spec? Answer: Because shipping does not have the packaging spec.

5. Question: Why doesn’t shipping have the packaging spec? Answer: Because it is not part of the normal product release process to furnish shipping with any specifications.

Using the five whys in this case revealed that a flaw in the product release process resulted in customers’ returning of a product.

Ishikawa Diagram In some cases, a problem can be due to more than one root cause or may have multiple forcing functions that either singularly, or in combination, will result in the problem. The 5-Why process may not provide the ability to address these more complex problems. The pictorial representation of this root cause analysis can be achieved using an Ishikawa or Cause and Effect Diagram . Because of its shape, this process is also called a Fishbone Diagram . This helps people communicate the root cause and the potential contributing factors and/or forcing function in a simple, straightforward graphic format. This method is very clear way of representing the relationship between the root cause of the problem and all of the possible factors that may be associated with the problem.

The Cause and Effect Diagram or Fishbone Diagram is a graphical tool for identifying the relationship between a problem and its potential causes. One of the most effective ways of constructing such a diagram is to brainstorm potential causes in a team environment. For example, a cause and effect diagram might be used to determine possible causes of a recurring defect in a manufacturing process.

The Fishbone Diagram is drawn to resemble the skeleton of a fish, with the issue (problem or process condition) on the right side. The major cause categories are written in the boxes on the left side of Cause and Effect Diagram. Summarize the major causes under the categories. These categories are usually Methods, Measurements, Machines, Materials and People.

Under each category, identify potential causes for the problem relating to the category. For example, if the fact that incorrect parts are being delivered to the assembly is a potential cause for the problem being addressed, that would be listed as a branch under “Materials.”

Both Fishbone Diagrams and the Five Why analysis are simple, very useful methods for problem solving. One of the first steps to creating a Lean culture is to turn every employee into a problem solver. This should begin with teaching the use of “The Five Why’s” on a regular basis.

Simplified Failure Modes and Effects Analysis Simplified Failure Modes and Effects Analysis (SFMEA) is a top-down method of analyzing a design, and is widely used in industry. In the U.S., automotive companies such as Chrysler, Ford and General Motors require that this type of analysis be carried out. There are many different company and industry standards, but one of the most widely used is the Automotive Industry Action Group(AIAG). Using this standard you start by considering each component or functional block in the system and how it can fail, referred to as failure modes. You then determine the effect of each failure mode, and the severity on the function of the system. Then you determine the likelihood of occurrence and of detecting the failure. The procedure is to calculate the Risk Priority Number, or RPN, using the formula: RPN = Severity × Occurrence × Detection

The second stage is to consider corrective actions which can reduce the severity or occurrence, or increase detection. Typically, you start with the higher RPN values, which indicate the most severe problems, and work downwards. The RPN is then recalculated after the corrective actions have been determined. The intention is to get the RPN to the lowest value.

Conclusion These four tools can be effectively utilized by natural work teams to resolve most problems that could confront them as part of their day-to-day activities. None require special skills. Instead, they rely on native knowledge, common sense and logic. The combined knowledge, experience and skills of the team is more than adequate for success.

Daily problem-solving tips in a lean organization:

Keep what may seem like ‘little problems’ from adding up and becoming big problems in the future. The only way to work on tomorrow’s problems is to work on the problems today while they are still small.

Use visual management and standard work tools to catch problems before they start adding up.

Build the skills, tools and systems needed to deal with those problems as soon as possible.

Start using 5-Why analysis. Continue asking “Why?” at different stages in order to dig deeper into the root cause of a problem.

Use Plan-Do-Check-Act, or PDCA. Without fully understanding the cause of what is happening in a situation, an organization will not have the control in its processes in order to sustain lean.

Understand that the small problems are a valuable contribution for future results.

About the author: Keith Mobley is a consultant with Life Cycle Engineering. He has earned an international reputation as one of the premier consultants in the fields of plant performance optimization, reliability engineering, predictive maintenance and effective management. He has more than 35 years of direct experience in corporate management, process design and troubleshooting. For the past 16 years, he has helped hundreds of clients worldwide achieve and sustain world-class performance. Mobley is actively involved in numerous professional organizations. Currently, he is a member of the technical advisory boards of: American National Standards Institute (ANSI), International Standards Organization (ISO) as well as American Society of Mechanical Engineers (ASME) and others. He is also a Distinguished Lecturer for ASME International. To learn more, visit www.LCE.com .

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Please note you do not have access to teaching notes, problem-solving approaches in maintenance cost management: a literature review.

Journal of Quality in Maintenance Engineering

ISSN : 1355-2511

Article publication date: 10 October 2016

The purpose of this paper is to investigate the use of problem-solving approaches in maintenance cost management (MCM). In particular, the paper aims to examine characteristics of MCM models and to identify patterns for classification of problem-solving approaches.

Design/methodology/approach

This paper reflects an extensive and detailed literature survey of 68 (quantitative or qualitative) cost models within the scope of MCM published in the period from 1969 to 2013. The reviewed papers have been critically examined and classified based on implementing a morphological analysis which employs eight criteria and associated expressions. In addition, the survey identified two main perspectives of problem solving: first, synoptic/incremental and second, heuristics/meta-heuristics.

The literature survey revealed the patterns for classification of the MCM models, especially the characteristics of the models for problem-solving in association with the type of modeling, focus of purpose, extent and scope of application, and reaction and dynamics of parameters. Majority of the surveyed approaches is mathematical, respectively, synoptic. Incremental approaches are much less and only few are combined (i.e. synoptic and incremental). A set of features is identified for proper classification, selection, and coexistence of the two approaches.

Research limitations/implications

This paper provides a basis for further study of heuristic and meta-heuristic approaches to problem-solving. Especially the coexistence of heuristic, synoptic, and incremental approaches needs to be further investigated.

Practical implications

The detected dominance of synoptic approaches in literature – especially in the case of specific application areas – contrasts to some extent to the needs of maintenance managers in practice. Hence the findings of this paper particularly address the need for further investigation on combining problem-solving approaches for improving planning, monitoring, and controlling phases of MCM. Continuous improvement of MCM, especially problem-solving and decision-making activities, is tailored to the use of maintenance knowledge assets. In particular, maintenance management systems and processes are knowledge driven. Thus, combining problem-solving approaches with knowledge management methods is of interest, especially for continuous learning from past experiences in MCM.

Originality/value

This paper provides a unique study of 68 problem-solving approaches in MCM, based on a morphological analysis. Hence suitable criteria and their expressions are provided. The paper reveals the opportunities for further interdisciplinary research in the maintenance cost life cycle.

  • Problem-solving
  • (Meta-)Heuristic
  • Incremental
  • Maintenance cost management
  • Planning, Synoptic
  • Controlling

Ansari, F. , Fathi, M. and Seidenberg, U. (2016), "Problem-solving approaches in maintenance cost management: a literature review", Journal of Quality in Maintenance Engineering , Vol. 22 No. 4, pp. 334-352. https://doi.org/10.1108/JQME-04-2015-0012

Emerald Group Publishing Limited

Copyright © 2016, Emerald Group Publishing Limited

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35 problem-solving techniques and methods for solving complex problems

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All teams and organizations encounter challenges as they grow. There are problems that might occur for teams when it comes to miscommunication or resolving business-critical issues . You may face challenges around growth , design , user engagement, and even team culture and happiness. In short, problem-solving techniques should be part of every team’s skillset.

Problem-solving methods are primarily designed to help a group or team through a process of first identifying problems and challenges , ideating possible solutions , and then evaluating the most suitable .

Finding effective solutions to complex problems isn’t easy, but by using the right process and techniques, you can help your team be more efficient in the process.

So how do you develop strategies that are engaging, and empower your team to solve problems effectively?

In this blog post, we share a series of problem-solving tools you can use in your next workshop or team meeting. You’ll also find some tips for facilitating the process and how to enable others to solve complex problems.

Let’s get started! 

How do you identify problems?

How do you identify the right solution.

  • Tips for more effective problem-solving

Complete problem-solving methods

  • Problem-solving techniques to identify and analyze problems
  • Problem-solving techniques for developing solutions

Problem-solving warm-up activities

Closing activities for a problem-solving process.

Before you can move towards finding the right solution for a given problem, you first need to identify and define the problem you wish to solve. 

Here, you want to clearly articulate what the problem is and allow your group to do the same. Remember that everyone in a group is likely to have differing perspectives and alignment is necessary in order to help the group move forward. 

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 scary for people to stand up and contribute, especially if the problems or challenges are emotive or personal in nature. Be sure to try and create a psychologically safe space for these kinds of discussions.

Remember that problem analysis and further discussion are also important. Not taking the time to fully analyze and discuss a challenge can result in the development of solutions that are not fit for purpose or do not address the underlying issue.

Successfully identifying and then analyzing a problem means facilitating a group through activities designed to help them clearly and honestly articulate their thoughts and produce usable insight.

With this data, you might then produce a problem statement that clearly describes the problem you wish to be addressed and also state the goal of any process you undertake to tackle this issue.  

Finding solutions is the end goal of any process. Complex organizational challenges can only be solved with an appropriate solution but discovering them requires using the right problem-solving tool.

After you’ve explored a problem and discussed ideas, you need to help a team discuss and choose the right solution. Consensus tools and methods such as those below help a group explore possible solutions before then voting for the best. They’re a great way to tap into the collective intelligence of the group for great results!

Remember that the process is often iterative. Great problem solvers often roadtest a viable solution in a measured way to see what works too. While you might not get the right solution on your first try, the methods below help teams land on the most likely to succeed solution while also holding space for improvement.

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

In 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!

problem solving techniques in maintenance

Tips for more 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.

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!

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
  • Lightning Decision Jam
  • Problem Definition Process
  • Discovery & Action Dialogue
Design Sprint 2.0
  • Open Space Technology

1. 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.

2. 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   The problem with anything that requires creative thinking is that it’s easy to get lost—lose focus and fall into the trap of having useless, open-ended, unstructured discussions. Here’s the most effective solution I’ve found: Replace all open, unstructured discussion with a clear process. What to use this exercise for: Anything which requires a group of people to make decisions, solve problems or discuss challenges. It’s always good to frame an LDJ session with a broad topic, here are some examples: The conversion flow of our checkout Our internal design process How we organise events Keeping up with our competition Improving sales flow

3. 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.

4. 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.

5. World Cafe

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.

6. 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.

7. 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.

8. 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!

  • The Creativity Dice
  • Fishbone Analysis
  • Problem Tree
  • SWOT Analysis
  • Agreement-Certainty Matrix
  • The Journalistic Six
  • LEGO Challenge
  • What, So What, Now What?
  • Journalists

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.

10. 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.

11. 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.

12. 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.

13. 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.

14. 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.

16. Speed Boat

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.

17. 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.

18. 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.

19. 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!

20. 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 developing 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 narrow down to the correct solution.

Use these problem-solving techniques when you want to help your team find consensus, compare possible solutions, and move towards taking action on a particular problem.

  • Improved Solutions
  • Four-Step Sketch
  • 15% Solutions
  • How-Now-Wow matrix
  • Impact Effort Matrix

21. 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.

22. 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.

23. 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

24. 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.

25. 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.

26. 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.

27. Dotmocracy

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.

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
  • Doodling Together
  • Show and Tell
  • Constellations
  • Draw a Tree

28. 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.

29. 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.

30. 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.

31. 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.

32. 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.

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
  • Who What When Matrix
  • Response Cards

How do I conclude a problem-solving process?

All good things must come to an end. With the bulk of the work done, it can be tempting to conclude your workshop swiftly and without a moment to debrief and align. This can be problematic in that it doesn’t allow your team to fully process the results or reflect on the process.

At the end of an effective session, your team will have gone through a process that, while productive, can be exhausting. It’s important to give your group a moment to take a breath, ensure that they are clear on future actions, and provide short feedback before leaving the space. 

The primary purpose of any problem-solving method is to generate solutions and then implement them. Be sure to take the opportunity to ensure everyone is aligned and ready to effectively implement the solutions you produced in the workshop.

Remember that every process can be improved and by giving a short moment to collect feedback in the session, you can further refine your problem-solving methods and see further success in the future too.

33. 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.

34. 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.

35. 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.

Save time and effort discovering the right solutions

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!

problem solving techniques in maintenance

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 creative 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! 

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thank you very much for these excellent techniques

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problem solving techniques in maintenance

Facilitation skills can be applied in a variety of contexts, such as meetings, events, or in the classroom. Arguably, the setting in which facilitation skills shine the most is the design and running of workshops.  Workshops are dedicated spaces for interaction and learning. They are generally very hands-on, including activities such as simulations or games designed to practice specific skills. Leading workshops is an exciting, rewarding experience! In this piece we will go through some of the essential elements of workshop facilitation: What are workshops? Workshops are a time set aside for a group of people to learn new skills, come up with the best ideas, and solve problems together.…

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problem solving techniques in maintenance

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problem solving techniques in maintenance

Root Cause for Maintenance - Problem Solving

Industrial Maintenance & Technology

Basic Maintenance Skills

Course Length

Max Attendees

Course Description

The course will give participants a chance to develop and implement permanent solutions to persistent machine failures and problems. The course will help maintenance personnel more quickly discover the true causes, not the symptoms, of failures. Also, the training addresses a systematic way of troubleshooting a problem with practical techniques and tools that work.  This course will provide individual exercises as well as group activities throughout the day for the participants.

Course Objectives

  • Learn a practical approach to troubleshooting and problem-solving
  • Gather basic problem solving techniques such as fishbone diagrams, flowcharts and checksheets
  • Understand the “5-Why” technique, the positives and pitfalls, and the best way to use it to find the root cause
  • Learn and implement error / mistake proofing systems/tools
  • Gain teamwork skills working on solving class exercises
  • Reduce downtime and prevent recurrences of failures by standardizing troubleshooting and problem solving methods

Course Outline

  • Differentiate between Root Causes of a Problem and Symptoms.
  • Learn a structured way of Troubleshooting and Problem Solving for Maintenance
  • ERIC (Examine, Repair, Investigate, Correct)
  • 5 “M”s of a Process (and breakdown)
  • Troubleshooting Charts, Flowcharts
  • Gather and Analyze the Numbers (Data)
  • Five “Why”
  • Brainstorming and Cause-And-Effect Diagrams
  • Correct Problem
  • Prevention Systems
  • Error Proof/Mistake Proof
  • Communicate

Problem Solving Techniques: Your Ultimate Guide with Examples

problem solving techniques in maintenance

Problem-solving is an essential skill we all need in our personal and professional lives. Whether you're facing a complex issue at work or trying to resolve a conflict at home, knowing how to identify and solve problems effectively is invaluable. 

In this blog post, we'll explore various problem-solving techniques that can help you tackle challenges confidently and efficiently, accompanied by real-life examples.

How to Identify Problems?

Before diving into the techniques, let's briefly discuss identifying problems. Recognizing that a problem exists is often the first and most crucial step in the problem-solving process. Here are some tips for identifying problems:

Pay Attention to Signs

Look for signs of trouble or discrepancies in your surroundings, projects, or relationships. These can be indicators of underlying issues.

Example:  In a project management context, consistently missing deadlines or decreasing team morale could be signs of underlying problems.

Listen Actively

Be a good listener and encourage open communication with others. People often voice their concerns or frustrations, which can help you identify problems early on.

Example:  In a family setting, if a family member repeatedly expresses frustration with household chores, it might indicate a problem with task distribution or communication.

Data Analysis

Analyze data and performance metrics to detect anomalies or trends that signal problems.

Example:  A sales department's decline in monthly sales figures may signal a problem with the sales strategy or market conditions.

Self-Reflection

Regularly self-reflect on your experiences and challenges. This can help you identify personal issues that need attention.

Example:  If you consistently feel overwhelmed and stressed, it may indicate a problem with time management or work-life balance.

Now, let's explore various problem-solving techniques with real-life examples that can be applied depending on the nature and complexity of the problem.

Types of Problem-Solving Techniques

Lightning decision jam.

Technique:  Lightning Decision Jam is a rapid problem-solving technique involving gathering a diverse group of individuals to brainstorm solutions to a problem quickly. It's a great way to generate creative ideas and make quick decisions.

Example:  Imagine a software development team facing a critical bug in their application. They organize a Lightning Decision Jam, bringing developers, testers, and designers together. In just one hour, they generate innovative solutions and decide on a fix that gets the application up and running smoothly.

Technique:  The 5 Whys is a simple yet powerful technique that involves asking "Why?" repeatedly to get to the root cause of a problem. By addressing the underlying issues, you can prevent the problem from recurring.

Example:  In a manufacturing plant, there's a recurring issue of defective products. By asking "Why?" multiple times, the team discovers that the root cause is a malfunctioning machine that isn't properly maintained. They address this issue, reducing defects and improving product quality.

SWOT Analysis

Technique:  SWOT (Strengths, Weaknesses, Opportunities, Threats) Analysis is a structured approach to evaluating a situation. It helps you identify internal strengths and weaknesses and external opportunities and threats, enabling you to make informed decisions.

Example:  A small business owner conducts a SWOT analysis for their company. They identify that their strength lies in a loyal customer base, but a weakness is their limited online presence. Recognizing the opportunity in e-commerce, they decided to invest in building an online store to reach a broader audience.

Fishbone Analysis

Technique:  Also known as Ishikawa or Cause-and-Effect Analysis, this technique helps you visualize the potential causes of a problem. It's beneficial for exploring complex issues with multiple contributing factors.

Example:  In a hospital, the Fishbone Analysis is used to investigate increased patient falls. The analysis uncovers several causes, including inadequate staff training and slippery floors. By addressing these root causes, the hospital reduces patient falls significantly.

Problem Tree

Technique:  The Problem Tree technique visually represents a problem and its various branches, including causes and effects. This approach aids in understanding the problem's scope and interconnections.

Example:  An environmental organization uses a Problem Tree to address deforestation. They identify the root cause as illegal logging, which has cascading effects such as habitat destruction and climate change. This visualization helps them develop a comprehensive conservation strategy.

Brainstorming

Technique:  Brainstorming is a classic technique for generating various ideas and solutions. It encourages creative thinking and collaboration among team members.

Example:  A marketing team is brainstorming ideas for a new advertising campaign. By allowing team members to suggest concepts freely, they generate a list of innovative campaign ideas that resonate with their target audience.

Root-Cause Analysis

Technique:  Root-cause analysis aims to identify the fundamental cause of a problem. It involves in-depth investigation and is often used for critical issues or recurring problems.

Example:  In an IT department, recurring network outages disrupt operations. A root-cause analysis reveals that the outages are due to outdated network equipment. By replacing the equipment, the department eliminates the recurring problem.

Design Thinking

Technique:  Design Thinking is a human-centered approach to problem-solving that emphasizes empathy and iterative prototyping. It's beneficial for addressing complex, user-centric problems.

Example:  A nonprofit organization uses Design Thinking to improve the user experience of their website. They conduct interviews with users to understand their needs and pain points, leading to a website redesign that better serves their audience.

Six Thinking Hats

Technique:  Developed by Edward de Bono , the Six Thinking Hats method assigns different "hats" to participants, each representing a different perspective (e.g., logical thinking, emotions, creativity). This technique helps explore problems from various angles.

Example:  A corporate team applies the Six Thinking Hats method to evaluate a potential merger. They make a well-informed decision by systematically considering factors such as financial viability, employee morale, and customer impact.

Working Backwards

Technique:  Working Backwards is a technique often used in product development. It involves starting with the desired outcome and working backward to identify the steps required to achieve it.

Example:  A tech company wants to create a groundbreaking smartphone. They begin by envisioning the perfect user experience and then reverse-engineer the technology and features needed to make it a reality.

Trial & Error

Technique:  Sometimes, trial and error can be a valid problem-solving approach. It's especially useful when dealing with unfamiliar or novel problems.

Example:  A chef experimenting with a new recipe for a signature dish uses trial and error to refine the ingredients and cooking techniques until he achieves the desired taste and presentation.

Problem-solving is an essential skill that can be honed and improved over time. By familiarizing yourself with these problem-solving techniques and their real-life examples, you'll be better equipped to effectively address a wide range of challenges.

Remember that the choice of technique should depend on the specific problem you're facing. Whether it's a lightning-fast decision jam or a thorough root-cause analysis, having a diverse toolkit of problem-solving techniques at your disposal will empower you to tackle problems confidently and successfully.

So, the next time you encounter an issue, don't panic—apply the correct technique, and you'll be well on your way to finding a solution.

problem solving techniques in maintenance

Shiva is a subject matter expert in communication, marketing, productivity, and learning systems. He has previously contributed to many blogs and newsletters, including Validated, Mental Models, HackerNoon, and several brands. You can find Shiva on  LinkedIn  or email him at shiva(at)routine.co.

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Status.net

What is Problem Solving? (Steps, Techniques, Examples)

By Status.net Editorial Team on May 7, 2023 — 5 minutes to read

What Is Problem Solving?

Definition and importance.

Problem solving is the process of finding solutions to obstacles or challenges you encounter in your life or work. It is a crucial skill that allows you to tackle complex situations, adapt to changes, and overcome difficulties with ease. Mastering this ability will contribute to both your personal and professional growth, leading to more successful outcomes and better decision-making.

Problem-Solving Steps

The problem-solving process typically includes the following steps:

  • Identify the issue : Recognize the problem that needs to be solved.
  • Analyze the situation : Examine the issue in depth, gather all relevant information, and consider any limitations or constraints that may be present.
  • Generate potential solutions : Brainstorm a list of possible solutions to the issue, without immediately judging or evaluating them.
  • Evaluate options : Weigh the pros and cons of each potential solution, considering factors such as feasibility, effectiveness, and potential risks.
  • Select the best solution : Choose the option that best addresses the problem and aligns with your objectives.
  • Implement the solution : Put the selected solution into action and monitor the results to ensure it resolves the issue.
  • Review and learn : Reflect on the problem-solving process, identify any improvements or adjustments that can be made, and apply these learnings to future situations.

Defining the Problem

To start tackling a problem, first, identify and understand it. Analyzing the issue thoroughly helps to clarify its scope and nature. Ask questions to gather information and consider the problem from various angles. Some strategies to define the problem include:

  • Brainstorming with others
  • Asking the 5 Ws and 1 H (Who, What, When, Where, Why, and How)
  • Analyzing cause and effect
  • Creating a problem statement

Generating Solutions

Once the problem is clearly understood, brainstorm possible solutions. Think creatively and keep an open mind, as well as considering lessons from past experiences. Consider:

  • Creating a list of potential ideas to solve the problem
  • Grouping and categorizing similar solutions
  • Prioritizing potential solutions based on feasibility, cost, and resources required
  • Involving others to share diverse opinions and inputs

Evaluating and Selecting Solutions

Evaluate each potential solution, weighing its pros and cons. To facilitate decision-making, use techniques such as:

  • SWOT analysis (Strengths, Weaknesses, Opportunities, Threats)
  • Decision-making matrices
  • Pros and cons lists
  • Risk assessments

After evaluating, choose the most suitable solution based on effectiveness, cost, and time constraints.

Implementing and Monitoring the Solution

Implement the chosen solution and monitor its progress. Key actions include:

  • Communicating the solution to relevant parties
  • Setting timelines and milestones
  • Assigning tasks and responsibilities
  • Monitoring the solution and making adjustments as necessary
  • Evaluating the effectiveness of the solution after implementation

Utilize feedback from stakeholders and consider potential improvements. Remember that problem-solving is an ongoing process that can always be refined and enhanced.

Problem-Solving Techniques

During each step, you may find it helpful to utilize various problem-solving techniques, such as:

  • Brainstorming : A free-flowing, open-minded session where ideas are generated and listed without judgment, to encourage creativity and innovative thinking.
  • Root cause analysis : A method that explores the underlying causes of a problem to find the most effective solution rather than addressing superficial symptoms.
  • SWOT analysis : A tool used to evaluate the strengths, weaknesses, opportunities, and threats related to a problem or decision, providing a comprehensive view of the situation.
  • Mind mapping : A visual technique that uses diagrams to organize and connect ideas, helping to identify patterns, relationships, and possible solutions.

Brainstorming

When facing a problem, start by conducting a brainstorming session. Gather your team and encourage an open discussion where everyone contributes ideas, no matter how outlandish they may seem. This helps you:

  • Generate a diverse range of solutions
  • Encourage all team members to participate
  • Foster creative thinking

When brainstorming, remember to:

  • Reserve judgment until the session is over
  • Encourage wild ideas
  • Combine and improve upon ideas

Root Cause Analysis

For effective problem-solving, identifying the root cause of the issue at hand is crucial. Try these methods:

  • 5 Whys : Ask “why” five times to get to the underlying cause.
  • Fishbone Diagram : Create a diagram representing the problem and break it down into categories of potential causes.
  • Pareto Analysis : Determine the few most significant causes underlying the majority of problems.

SWOT Analysis

SWOT analysis helps you examine the Strengths, Weaknesses, Opportunities, and Threats related to your problem. To perform a SWOT analysis:

  • List your problem’s strengths, such as relevant resources or strong partnerships.
  • Identify its weaknesses, such as knowledge gaps or limited resources.
  • Explore opportunities, like trends or new technologies, that could help solve the problem.
  • Recognize potential threats, like competition or regulatory barriers.

SWOT analysis aids in understanding the internal and external factors affecting the problem, which can help guide your solution.

Mind Mapping

A mind map is a visual representation of your problem and potential solutions. It enables you to organize information in a structured and intuitive manner. To create a mind map:

  • Write the problem in the center of a blank page.
  • Draw branches from the central problem to related sub-problems or contributing factors.
  • Add more branches to represent potential solutions or further ideas.

Mind mapping allows you to visually see connections between ideas and promotes creativity in problem-solving.

Examples of Problem Solving in Various Contexts

In the business world, you might encounter problems related to finances, operations, or communication. Applying problem-solving skills in these situations could look like:

  • Identifying areas of improvement in your company’s financial performance and implementing cost-saving measures
  • Resolving internal conflicts among team members by listening and understanding different perspectives, then proposing and negotiating solutions
  • Streamlining a process for better productivity by removing redundancies, automating tasks, or re-allocating resources

In educational contexts, problem-solving can be seen in various aspects, such as:

  • Addressing a gap in students’ understanding by employing diverse teaching methods to cater to different learning styles
  • Developing a strategy for successful time management to balance academic responsibilities and extracurricular activities
  • Seeking resources and support to provide equal opportunities for learners with special needs or disabilities

Everyday life is full of challenges that require problem-solving skills. Some examples include:

  • Overcoming a personal obstacle, such as improving your fitness level, by establishing achievable goals, measuring progress, and adjusting your approach accordingly
  • Navigating a new environment or city by researching your surroundings, asking for directions, or using technology like GPS to guide you
  • Dealing with a sudden change, like a change in your work schedule, by assessing the situation, identifying potential impacts, and adapting your plans to accommodate the change.
  • How to Resolve Employee Conflict at Work [Steps, Tips, Examples]
  • How to Write Inspiring Core Values? 5 Steps with Examples
  • 30 Employee Feedback Examples (Positive & Negative)

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The Relationship Problem Solving Skills to Critical Thinking Skills in Aircraft Maintenance: A Conceptual Study

Profile image of Bayu Cahyo

2020, Proceedings of the International Joint Conference on Science and Engineering (IJCSE 2020)

Aircraft maintenance is one of the essential elements of aviation. Maintenance is all activities carried out to maintain the aircraft, aircraft components, and equipment in an airworthy condition including inspection, repair, service, overhaul, and part replacement. Aircraft maintenance serves to ensure the proper operation of the aircraft in airworthy condition. Improper performance in aircraft maintenance, which is not appropriate with applicable standards and procedures, this will jeopardize flight safety. Airplane mechanics or aircraft technicians have a significant role in aviation. They are the people who act to support and ensure the safety of the aircraft. The aircraft mechanic profession has a pretty heavy responsibility to carry out aircraft maintenance and repairs to fly correctly and safely. In the aircraft maintenance activity, the roles and responsibilities of an aircraft mechanic, such as 1) Maintaining and repairing the system and mechanics of the aircraft 2)...

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