1. Prepared by Mike Wicker Page 1
The Interior Reactive Problem Solving Group Mission
Provide the Interior Engineering community with problem solving techniques and analysis to
quickly identify a problem’s root cause.
8 Keys to Better Problem Solving
1. Keep it simple. Don’t let your thinking become cluttered. Don’t outsmart yourself.
2. Focus on the performance, not on possible causes. More specifically, focus on the
difference in performance in things that SHOULD perform similarly but do not.
3. Focus on the root cause – not the fix. Focus on finding the variable most responsible for
the performance (root cause), not on fixing the problem.
4. Develop and document a testing procedure to evaluate the performance you are
interested in. Do not vary from that testing method.
5. Develop and verify a measurement system for the performance you are interested in.
This is probably the most overlooked and underappreciated step.
6. Document everything you do and everything you notice. Become a court stenographer
– if someone sneezes, write it down.
7. Maintain your humility. If we knew the answer, we wouldn’t have a problem.
8. Maintain your discipline. Shortcuts are tempting, but they often lead to unclear results.
You will frequently regret moving too quickly, but will rarely regret taking your time.

2. Prepared by Mike Wicker Page 2
First Question to Answer
Is this a problem with which we have always struggled, or has it just recently become an issue? If this is
a problem we have always had, the following problem solving technique will not work. We will need to
use tolerance stack-up analysis, SPC, DFSS, DOEs, etc….
If we have experience with building parts without this problem in the past, or intermittently without this
problem currently, we can use this technique to find out how to build them problem-free again.
Begin by writing a very general problem statement. Try to keep it to little more than a noun and a verb.
If there are more than 6 words in this general problem statement, you are probably including too much
detail.
Once you have your General Problem Statement, we want to define the problem. Take note of any
details or distinctions between the object that has the problem, and other like objects that could have
the problem, but do not. Put all this information into a matrix to help keep it all straight:
PROBLEM IS DETECTABLE PROBLEM IS NOT DETECTABLE
BUT REASONABLY COULD BE
EXPECTED TO BE HERE, TOO
OBJECT
DEFECT
WHERE (GEOGRAPHICALLY)
WHERE (ON OBJECT)
WHEN (IN LIFE CYCLE)
WHEN (CALENDAR TIME)
MAGNITUDE
Fill out this matrix to the best of your ability. Once you have completed the matrix, devise a box and
ladder chart with all this information include.
Use that box and ladder chart to develop a Defined Problem Statement.
Have there been any changes that we know of to product, environment or process that might explain
WHY this is a problem now?
 Define the performance metric we are going to use to evaluate this problem. It is a great
advantage to have this metric be a variable measure.
 Define and document the measurement process/technique. Stay faithful to this process.
 Verify the measurement system using statistical techniques.
 Measure the performance metric on multiple units to develop a sample population.
 Define your comparison strategy. You want to compare something that has the problem to
something that does not. The closer those two things are to being identical in terms of design
and reproductive families, the better.
Write your Problem Statement. This statement includes the performance metric, your problem definers
and your comparison strategy.