 Introduction Problem solving consists of a few basic actions. Once you understand the component actions you can use them in just about any situation. The first action is to decide what type of problem you face. There are four types of problems
The Deviation Problem
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| A deviation problem occurs when you deviate from your planned path (black arrows) to an incorrect path (green arrows) and you have to get the plan 'back on line'. This situation happens when a task is not monitored, staff are not supervised and/or an original plan lacked clarity.
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The Improvement Problem
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| An improvement problem is not a fault in your system, but where you believe you can do things better, faster, cheaper. In the arrowed example, the same amount of work is being completed by black and green, but black is more efficient.
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Problem Avoidance
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| Problem avoidance is where you anticipate areas within your business that could seriously affect your ability to trade - long or short term - and you have ready answers to the problems before they occur. The classic scenario in the office is to back up your computer files in case of accident, theft etc.
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The Creative Problem
| A creative problem is where you have to design, build, implement anything that needs the creative skills of the business workers and/or outside agencies. In the arrowed example, how can the black arrows overcome the obstacle in it's path? |
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The above diagrams show you how to categorize a problem and how to look for problems. The earlier you identify a problem, the easier, cheaper and faster you can rectify the situation.
Once you have identified the problem you need to use a system to resolve the problem. Whatever you call this process: problem analysis, problem solving or project management the system is nearly always the same.
The following seven points serve as a complete system.
Example For this example, we will use a situation in an office where two people have the responsibility for word processing, but the work is always days behind. In each category we have given you some ideas, by no means all of them. This article is to get you thinking!
1. Trigger
What causes you to deal with a problem?
Wait for problem to arise Set a limit of two days backlog of WP work before being classed as a problem Anticipate problem before two days backlog, due to increase in business
2. Ball Park Evaluation When you identify a problem it would be impractical to conduct a full analysis every time. But you can have a 'brain-storm' with your colleagues and staff to identify 'ball park benefits' or indeed discover no benefits at all in altering your resent system. If you discover that you only get a backlog once a month due to end of month figures, you could do nothing, or stagger the end of month WP work over a few days. However, if you discover that it is a common occurrence and answers to the problem are not readily available, you have to go to the next stage.
3. First Analysis
In the first analysis do not look at cost. You are still trying to identify the problem from a number of angles. You need all the facts, and all the options.
Needs of the Business
What are the business needs from the WP staff. What do you want them to do in the short and medium term.
Performance (Staff and Task)
What should the staff be capable of doing. Are the staff capable and sufficiently trained. Has the task changed from the original format. Do the staff understand the task. Is the problem a staff or task related issue.
System 1
What is the current system and procedure for WP work. And since you have to now look at this problem, how can you improve the WP system and procedure.
4. Second Analysis System 2
What is the required system as a result of the first analysis: this may be that you offer overtime at the end of each month and allow the end of month figures to be 1-2 days late. What is the desired system: this may be that you employ an office junior to take some of the load and cross train the junior in another evolving task.
Cost
What would be the cost of implementing the results of the first analysis, and can this be implemented immediately or only when your budget allows. Can you improve productivity over a spell to counter the cost of implementation.
5. Planning Short Term - Definite
Allow end of month reports to be 1-2 days late for a period not exceeding three months.
Medium Term - Goals
Allow overtime to a period not exceeding six months from short term implementation.
Long Term - Projections
Employ office junior within twelve months of short term implementation.
6. Implementation
Set start date: in this case immediate. Notify, and explain solution to all concerned. Some would say to get all those involved to agree to the solution (even if just to agree that they can achieve your targets).
7. Maintenance
Put in place a monitoring system that will notify you if certain parameters are exceeded, such as the backlog not reducing, or even increasing. Have easy ways for the staff to report issues/problems as they arise. Have supervisory monitoring of the new system.
And finally decide what will Trigger (1. above) any future problem with the WP.
Note
We have purposely made this article relatively easy for you to see the 'problem' move through the seven points above. That said, 90% of problems can be handled with this system, and with good results. The main issue with business problems is not getting problem solving down to a science, but that you are prepared to improve the way you do something.
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