Unit Three: Analyze causes of a problem

3.1 Listing all possible cause of problem

Problems can have a single underlying cause. One very effective approach to effective
problem solving is Root Cause Analysis (RCA). RCA is one of the most widely used
tools/techniques for detecting issues.

The power of Root Cause Analysis lies in its ability to analyze the situation and pinpoint
the root of the problems – rather than treating the symptoms. This systematic approach
focuses on identifying both, active problems and latent errors, which cause adverse
situations and events. It focuses on identifying the main cause of the problem.

The root cause of all problems is ignorance.”

And to be clear, “problem solving” and “improvement” are learning processes. If you
didn't learn, you didn't solve the problem, and you didn't improve anything.

3.2 Perform a Root Cause Analysis in 5 Steps

1. Define the problem.

2. Gather data.

3. Identify causal factors.

4. Determine the root cause(s).

5. Recommend and implement solution

3.3 Possible cause of problem

1. waste of overproduction (largest waste)

2. Waste of time on hand (waiting)

3. Waste of transportation.

4. Waste of processing itself.

5. Waste of stock at hand.

6. Waste of movement.

7. Waste of making defective products.

The identification and selection of appropriate options for addressing a problem should
be guided by an understanding of its cause. Such insights may also lead to the original
framing choice being changed. Often the causes of health systems problems are complex
and uncertain and it may be more appropriate to consider underlying factors without
attributing causation. The process of clarifying the cause or underlying factors is unlikely
to be simple or linear. And although it may be possible to reduce uncertainty about the
cause, it may be equally or more important to clarify uncertainty about the cause.
Strategies for clarifying the cause of health system problems include using either broader
or more specific frameworks, brainstorming, reviewing relevant research evidence, and
interviews with key informants.

3.4 Analyzing cause using 4M1E

Cause and effect analysis concerned Man, Machine, Material, Method and Environment
(4M1E) which were applied in this process.

It was revealed that the number of tentative causes was 12 factors as shown in Table 2 .
These factors were used for further analyzing the relationship between cause and related
effect using the cause and effect matrix.

3.5 Using creative idea generation eliminate critical root cause

Creativity can be an important trait of an entrepreneur. In that discussion, we learned about
creativity’s role in innovation solving . Here, we will look in more depth at creativity’s role in .
Let’s first formally define creativity problemas the development of original ideas to solve an
issue. The intent of being an entrepreneur is to break away from practical norms and use
imagination to embrace quick and effective solutions to an existing problem, usually outside the
corporate environment. An idea is a thought, suggestion, or a mental image about a
possible outcome or course of action that can be used to help achieve a particular goal.
Ideas can be tangible or intangible. Tangible ideas Intangible ideas are those that are well-

formed and that can be clearly described, expressed, or put into action. are the
opposite; they are not easily defined or clear in the person's mind. Idea generation is a
creative process that is used to form new ideas or concepts and to help convert
intangible ideas into tangible ones. This process is also referred to as ideation. Idea
generation involves coming up with many ideas in a group setting, finding ways to use
these ideas, and then transferring the ideas to real-world instances.

3.5.1 Using Creativity to Solve Problems

Entrepreneurs are faced with solving many problems as they develop their ideas for
filling gaps, whether those opportunities involve establishing a new company or starting a
new enterprise within an existing company. Some of these problems include staffing,
hiring and managing employees, handling legal compliance, funding, marketing, and
paying taxes. Beyond the mundane activities listed, the entrepreneur, or the team that
the entrepreneur puts in place, is indispensable in maintaining the ongoing creativity
behind the product line or service offered. Innovation and creativity in the business are
necessary to expand the product line or develop a groundbreaking service. It is not
necessary for the entrepreneur to feel isolated when it comes to finding creative solutions to a
problem. There are societies, tools, and new methods available to spur the creativity of
the entrepreneur that will further support the success and expansion of a new
enterprise.14 Learning and using entrepreneurial methods to solve problems alleviates the
stress many startup owners feel. The entrepreneur’s creativity will increase using
collaborative methodologies. Some entrepreneurial collaborative methodologies include
crowdsourcing, brainstorming, storyboarding, and conducting quick online surveys to test
ideas and concepts, and team creativity activities.

The four steps are as follows:

 Analyze— understand the root cause

 Plan— determine how to resolve the problem.
 Implement—Put the resolution in place.
 Evaluate—determine if the resolution is producing the desired results .

3.6 Preparing action plan suggest solution

An action plan consists of seven steps: setting objectives, assessing the objectives,
identifying action required to meet the objectives, working out how to evaluate the
activity, agreeing a timeframe for action, identifying resources (human, financial and
technical), finalizing the plan, and evaluating the results.

1. Set objectives

You need to identify clear objectives that will guide your work to achieve the resource
center’s aims. Objectives need to be achievable - do not be over-ambitious. They need
to be measurable (for example, a certain number of activities carried out within a
certain period), so that you can know whether you have achieved them.

Ask yourself:

 What do we want to achieve?

 Example of an aim: To disseminate information that will improve local health workers’
knowledge of local health problems.
  Example of an objective: To produce and distribute an information pack on malaria
diagnosis and management to all health clinics in the district the next three months.

2. Assess the objectives

Assessment helps to determine whether or not the objective is appropriate. It may result in
confirming the objective, abandoning it or revising it. Ask yourself:

 Is the objective compatible with the resource center’s aims and objectives?
 Are the necessary resources (funds, equipment, staff) available to reach this objective?
If not, are they obtainable?
 What problems might arise in working to achieve this objective?
 Example of resources needed to carry out the objective: staff time, relevant materials in
the resource center or obtainable from elsewhere, stationery, photocopier, postage.
 Example of revised objective: To produce and distribute an information pack on malaria
diagnosis and management to 20 health clinics and training institutions within the next
six months.

3. Identify action required to achieve the objective

A series of tasks needs to be identified for the objectives to be achieved. List

these as steps. Ask yourself:

 What tasks are necessary, in what order, to meet the objective Example:
 1. Plan the content of the information pack and decide how to distribute
the packs, in consultation with other staff and users.
 2. Calculate costs and staff time, and make sure that funds and time are available.
 3. Allocate responsibilities.
 4. Gather information for the pack (search resource center, contact other
organizations).
 5. Request permission from publishers to photocopy material.
 6. Photocopy material and prepare packs.
  7. Distribute packs.

4. Work out how to evaluate the activity

Plans for finding out how far the activity has achieved its objectives need to be built
into the action plan. Ask yourself:

 How will we know whether we have achieved our objectives

Example:

 Contact five clinics to see whether they have received the packs.
 Include an evaluation form in the pack, asking health workers whether the
information has improved their knowledge, how they have used the information,
and how future packs could be improved. Assess the feedback from the forms. Then
incorporate plans for evaluation into your action plan.

Then incorporate plans for evaluation into your action plan.

Example (showing plans for evaluation in bold italics):

1. Plan the content of the information pack, including evaluation forms, and decide how
to distribute the packs, in consultation with other staff and users.

2. Calculate costs and staff time, and make sure that funds and time are available.

3. Allocate responsibilities.

4. Gather information for the pack (search resource centre, contact other organisations).

5. Request permission from publishers to photocopy material. 6. Prepare evaluation forms.

7. Photocopy material, prepare packs.

8. Distribute packs.

9. Contact clinics to see if they have received packs.

10. Revise plans for distributing packs if they have not reached some clinics.

11. Assess the feedback from the evaluation forms and use it to plan future work.

5. Agree a time frame

As you identify each task, work out how long it will take and when it needs to be
done. This will help you to see whether your action plan is on schedule or whether you
need to modify the schedule. Ask yourself:

 What is the actual time required for each individual task? (Be careful not to
underestimate)
 When will each step be completed? Example: Total of 18 days over a three-month
period 6. Assess the action plan Ask yourself:
 How will you know whether the individual tasks have been achieved?
 Have you allowed for possible interruptions?
 Have you tried to do too much or too little?

6. Assess the action plan

Ask yourself:

 How will you know whether the individual tasks have been achieved?
 Have you allowed for possible interruptions?
 Have you tried to do too much or too little?

An action plan must be realistic if it is to work. It is easy to over-estimate what you

can do, leading to disappointment and failure. For example:

1. Leaflets that you had planned to include in the pack may have run out and need to
be reprinted. Can you substitute something else, or will you need to arrange for them
to be reprinted before you can finish preparing the packs?
2. The member of staff preparing the pack will take annual leave for six weeks during
the period in which the pack was planned to be prepared. Can you re-schedule the
work, or can someone else do it?

7. Finalize the action plan

Revise the action plan. Obtain feedback and comments from colleagues, and revise it
again if necessary.