The document outlines a structured approach to problem identification and solving, emphasizing the importance of data collection from stakeholders and environmental scans. It details the steps involved in defining the problem, identifying root causes using methods like the 5 Whys, and developing actionable solutions through the Plan-Do-Check-Act (PDCA) methodology. Key takeaways include the necessity of understanding the problem's context and symptoms, and the importance of engaging relevant stakeholders throughout the process.

1. PROBLEM IDENTIFICATION AND
PROBLEM SOLVING

2. SESSION OUTLINE
 Problem identification steps
 Problem solving steps
 Plan-Do-Check-Act methodology for root cause analysis

3. KEYTERMS

4. EXAMPLE: IDENTIFYINGTHE UNDERLYING PUBLIC HEALTH
PROBLEM
 In a city, women in Neighborhood A were getting adequate prenatal care, but women
in Neighborhood B were not. However, the neighborhoods had the same risk factors
for not getting adequate prenatal care.
 To learn more about this issue, researchers asked stakeholders to provide data on
why Neighborhood B had such low rates of prenatal care. Local clinicians said there
was an increase in the number of missed appointments in that neighborhood over
the past few years.
 What was the problem and how was it identified?

5. WHY IS PROBLEM IDENTIFICATION IMPORTANT?

6. HOW TO IDENTIFY THE PROBLEM?
1. collect data and talk with stakeholders.
Combining existing research and information from your stakeholders can offer some
insight into the problem and its causes.
 Consider data sources that could help you more clearly define the problem. Start by
doing an environmental scan, a literature review, and if necessary, surveys in the
community.

7. HOW TO IDENTIFY THE PROBLEM?
 2. Develop your problem statement.
Describe how the problem occurs, how serious it is, and its
outcomes and impacts. Doing this can also help you identify any
gaps in the data you have gathered.The problem statement you
develop might include:

8. HOW TO KNOW A SUCCESSFUL PROBLEM IDENTIFICATION
 Collected information about the problem by combining existing research and information from your stakeholders, and
collected new data from the community if necessary
 Involved all relevant stakeholders when defining the problem
 Data collected identifies the root cause of the problem and provides a complete picture of it
 Problem statement includes:
 Who is affected
 How big the problem is
 What contributes to the problem
 When and where the problem is most likely to occur
 Problem phrased in a way that helps illuminate possible policy solutions

10. STEP 1: DEFINE THE PROBLEM
 The context, it’s background and it’s symptoms (through brainstorming,
interviewing or questionnaires)
 Identify root causes, limiting assumptions, system and organizational
boundaries and interfaces
 Identify resources

11. STEP 2: DETERMINETHE ROOT CAUSES OFTHE PROBLEM
 Explore what has caused the problem
 May use:
 Fishbone diagram
 Pareto analysis
 Affinity diagram

13. STEP 3: IDENTIFICATION OF ALTERNATIVES
 Alternatives: optional courses of action from which a
decision maker is expected to choose that are obtained
from memory, vendor serach, research and development

15. STEP 4:WEIGH ALTERNATIVES
 Criteria: the characteristics or requirments that each alternative must
possess to a greater or lesser extent.
 Usually the alternatives are rated on how well they possess each criterion
 These decision criteria identify what will guide the decision-making
process.
 They are the important facts relevant to the problem as defined

17. FEASIBILITY IS ASCERTAINED BY DECIDING IF A SOLUTION:
 Can be implemented within an acceptable timeframe?
 Is cost effective, reliable and realistic?
 Will make resource usage more effective?
 Can adapt to conditions as they evolve and change?
 Its risks are manageable?
 Acceptance by the people who will use and implement the solution is key to success.

27. STEP 5: IMPLEMENTATION
 Once the solution has been chosen, initial project planning begins and
establishes:

28. STEP SIX: EVALUATETHE OUTCOME

29. Problems
• Firefighting as a last resort not the goal—back to not avoiding
problems, make them visible.
• How you take past problems and prevent them from
happening again. Error-proofing.

30. • Obtain history of problem.
• Observe process where problem is occurring
(Observation Walk).
• Identify place in process where problem originates.
Define the Problem

31. Root Cause Analysis:
5 Whys
Why?
Question:
Why?
Why?
Why?
Why?

32. Root Cause Analysis:
5 Whys
Why did the auto accident happen?

33. One Possible Explanation
1. Why was there a rear-end collision?
A: Snow-covered road
2. Why did the snow on the road cause the accident?
A: The tires skid on slippery snow
3. Why did the tires skid?
A: The anti-lock brakes didn’t work right
4. Why didn’t the anti-lock brakes work right?
A: Hit brakes too fast
5. Why did the driver hit the brakes so fast?
A: Driving too close for the conditions

34. 5 Whys Root Cause Analysis
• What did you learn from this activity?

35. Root Cause Analysis: 5 Whys
Why?
Why?
Wasn’t the drywall
installed in room 101?
Elec./Comm. conduit not
completed.
Did not have material
needed to complete work.
Wasn’t the conduit
installed?
Why?
Wasn’t the material
available?
Materials ordered late.
Why?
Were materials
ordered late?
Open RFI regarding a
discrepancy in plans/specs.
Why?
Did the RFI remain
open?
RFI submitted late, lack
of urgency.

36. First Run Studies
Plan – Do – Check – Act

37. Plan – D – C - A
Plan what we are going to do.
Determine:
- Where we are?
- Where we need to be.
- How will we close this gap?
Identify potential solutions.
Plan

38. Plan – Do – C - A
Test a few solutions (more than one)
Do

39. Plan – Do – Check - A
• Determine if you have reached where you need to be.
• Establish on-going measures of success.
Check

40. Plan – Do – Check - Act
•Establish Controls / Establish On-going Measurement.
•Otherwise complete Cycle #2.
Act

41. Summary
• Obtaining the history of the problem is essential to defining
the problem.
• Observing the process where it takes place is important for
defining the problem.
• Using the 5 Whys is useful for identifying the root cause.
• PDCA is a powerful approach for structuring the problem-
solving process.
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42. THANKYOU