Apply Problem Solving Techniques
Apply Problem Solving Techniques
During the troubleshooting process, gather as much information from the customer as possible. The customer should provide
you with the basic facts about the problem. Here is a list of some of the important information to gather from the customer:
1.3.2 Documenting Problems
Document the information obtained from the customer in the work order and in the repair book. Write down anything that you
think might be important for you or another technician. Often, the small details can lead to the solution of a difficult or
complicated problem. It is now time to verify the customer’s description of the problem by gathering data from the
computer.
Operation Sheet – 1
Step one is about diagnosing the problem – the context, background and symptoms of the issue. Once the group has a
clear understanding of what the problem is, they investigate the wider symptoms to discover the implications of the
problem, who it affects, and how urgent/important it is to resolve the symptoms.
Brainstorming
Interviewing
Questionnaires
As this step continues, the PS group will constantly revise the definition of the problem. As more symptoms are found,
it clarifies what the real problem is.
Step Two: Determine the Root Cause(s) of the Problem
Once all the symptoms are found and the problem diagnosed and an initial definition agreed, the PS group begins to
explore what has caused the problem. In this step the problem-solving team will use tools such as:
Fishbone diagrams
Pareto analysis
Affinity diagrams
These techniques help collect the information in a structured way, and focus in on the underlying causes of the
problem. This is called the root cause.
At this stage, the group may return to step one to revise the definition of the problem.
Step Three: Develop Alternative Solutions
Analytical, creative problem solving is about creating a variety of solutions, not just one. Often the most obvious
answer is not the most effective solution to the problem. The PS group focuses on:
Finding as many solutions to the problem, no matter how outlandish they may seem.
Looking at how each solution relates to the root cause and symptoms of the problem.
Deciding if different solutions can be merged to give a better answer to the problem.
At this stage it is not about finding one solution, but eliminating the options that will prove less effective at dealing
with both the symptoms and the root cause.
Step Four: Select a Solution
In the fourth step, groups evaluate all the selected, potential solutions, and narrow it down to one. This step applies two
key questions.
1. Which solution is most feasible?
2. Which solution is favored by those who will implement and use it?
Once the solution has been chosen, initial project planning begins and establishes:
The project manager.
Who else needs to be involved to implement the solution?
When the project will start.
The key milestones
What actions need to be taken before implementing the solution
What actions need to be taken during the implementing the solution
Why are these actions necessary?
The group may use tools, such as a Gantt chart, timeline or log frame. Between Steps Five and during Step Six the
operational/technical implementation of the chosen solution takes place.
Step Six: Evaluate the Outcome
The project implementation now needs to be monitored by the group to ensure their recommendations are followed.
Monitoring includes checking:
Milestones are met
Costs are contained
Necessary work is completed
Many working groups skip Step Six as they believe that the project itself will cover the issues above, but this often
results in the desired outcome not being achieved.
Effective groups designate feedback mechanisms to detect if the project is going off course. They also ensure the
project is not introducing new problems. This step relies on:
The collection of data
Accurate, defined reporting mechanisms