The document outlines structured business problem-solving best practices, tools, and methodologies utilized by SSCG, a global management consulting firm. It delves into various problem-solving techniques, common barriers to effective problem-solving, and emphasizes the importance of innovation and continuous improvement for businesses facing disruption from global megatrends. Additionally, it provides an overview of SSCG's consultancy framework and services aimed at helping clients achieve sustainable growth and competitiveness.

1. Structured Business Problem Solving
Best Practice, Tools and Methodologies
1

2. Contents
 SSCG Overview 3
 SSCG Services Across a Range of Sectors 4
 Global Megatrends Continue to Disrupt Businesses 6
 Definition 8
 The Philosophy 9
 Common Problem Solving Techniques 12
 Key Barriers to Effective Problem Solving 13
 80/20 Problem Solving Pareto Principle 14
 Problem Solving Cycle 15
 Approaches to Problem Solving 16
 Common Methodologies 19
 The 5 Why’s 20
 Logic Tree Principle 21
 PDCA - Deming Management Cycle 22
 The 7 Steps 23
 Six Sigma 24
 8 Disciplines (8D) 26
 9 Key Takeaways 27
 SSCG Problem Solving Consulting 28
.
2

3. SSCG Overview
3
SSCG is global management consulting and professional firm.
We provide advisory, consulting and operation support across
the public sector, private, business services, automotive , oil and
gas, and manufacturing sectors.
Our solutions are designed to help our clients make distinctive
transformations , drive sustainable growth with increased trust,
confidence and greater collaboration. We provide informed
perspective on the issues faced by our clients. The insights and
quality solutions delivered to support our clients unlock new
investment opportunities and drive consumer values and build
confidence in the markets and economies..
Our Innovation offerings help clients develop a wide array of
capabilities to achieve market-leading revenue and profitability
growth. We have successfully helped many businesses develop
new innovative businesses, products and services. We also help
our clients build lasting internal capabilities that enable
sustained, consistent results. Our unrivalled experience in
delivering Innovation capabilities is underpinned by deep
knowledge on how to move businesses to both optimise core
product/service innovation and development levers and find
new paths to growth..
Further, we help our clients define winning innovations and
product strategies, optimize portfolios and balance roadmaps.
info@sscg-group.com | www.sscg-group.com

4. SSCG Services Across a Range of Sectors
Financial
Services
Business
Services
Automotive &
Transport
Manufacturing
Energy, Oil and
Gas
Consumer and
Industrial
Products
In today’s business World, staying competitive means striking the right balance between having the right investment, managing risks
and exploiting opportunities. To achieve full potential, industries need fast, easy access to the market insights, data and people that
can help make the right decisions. That’s why we’ve invested in dedicated industries and assembled a pool of professionals with the
right mix of expertise, industry-focused knowledge and experience.
Through an extensive network, we offer focused services across these industries, with unique capabilities and insights. Our
commitment of time and resources means that we can anticipate market trends, identify implications and develop clear points of view
on relevant industry issues. Our network of professionals and industry experts provide highly responsive advice, perspectives and
capabilities to prepare our clients for the challenges and opportunities ahead, meet industry operational goals and compete more
effectively.
Advisory Consulting Operation
4

5. 5

6. Global megatrends continue to disrupt businesses
• Demographic and social change
• Shift in global economy
• Rapid urbanisation
• Climate change
• Resource scarcity
• Technological breakthroughs
• Disruptive innovations
• Customer engagement
• Rising market competition
• Increasing risks
• Emerging markets
• Stringent regulatory compliance
• Technology advancement
• Supply chain complexity
• Global operation
• Talent mobility and human capital
• Cost reduction
• Data
In this rapidly changing environment, every company faces
challenges. A step in the wrong direction can sometimes have
significant effects on performance and company value. We
continue to see the ongoing effects of the megatrends and the
collisions between them continue to reshape and disrupt the
global economic and commercial landscape.
Generating top-line and bottom-line growth lies at the heart of
any company’s ability to deliver shareholder and consumer
value. Leading companies today recognise that growth and
competitiveness are critical to delivering consistent business
results in all economic conditions.
The speed of change in the new economy has reinforced the
value of effective addressing market and operation challenges
and complexity. To be competitive in the global marketplace,
businesses need to deliver new products, services and
streamlined business models to market quickly, reliably and cost
effectively respond to customer needs.
6

7. 7

8. Problem Solving - A mental process and methodological
approaches for finding solutions to problems.
Problem - A deviation from an expectation or standard, a
perceived gap between the existing state and a desired state
Hypothetical /Possible Cause - Cause identified through
process variables mapping, brainstorming, fishbone diagram or
based on available knowledge or collected data that best
explains the Problem Description , how a problem of Failure
Mode may occur.
Root Cause – A verified cause that convincingly support and
explains all facts available and thus account for the problem.
Verified through various methods or tests.
Corrective Action – Solution to address or rectify deviation from
standards and desired state.
Definition
8

9. The Philosophy
• Every day we have to solve various problems in different
spheres of life. Effectiveness and quality of our decisions
depend on how conscious and structured our approach to
problem solving is.
• Dealing with obstacles and challenges is a regular part of
working life, and overcoming them isn't always easy. To
improve products, services, communications, and
interpersonal skills, and for organisation to excel, they need
to encourage creative thinking and find innovative solutions
that work.
• Although every organisation has unique business problems,
they also contend with common challenges as they strive for
profitable growth in an increasingly complex environment.
These challenges may deal with how to integrate evolving
technologies, reduce cost, improve quality , optimise process
effectiveness or how to ensure talent for the future, or how
to best support strategic ambitions, among many others.
• Problem solving should occur at all levels of the organisation.
At every level, from top to bottom, problems occur. Everyone
is an expert in the problems that occur in his or her own area
and should address these problems. Problem solving is a part
of everyone's job.
9

10. The Philosophy
• All problems should not be addressed with the same
approach. There are some problems that are easily and
suitably tackled alone. Not all decisions need to be made by
teams nor do all problems need to be solved by groups.
However, groups of people help to break mental sets (i.e.,
figuring out new ways of doing things). In addition, people
are more committed to figuring out and implementing a
solution to a problem if they are involved in the problem
solving.
• Problems are normal. Problems occur in every organisation.
In excellent companies people constantly work on solving
problems as they occur. Problems are opportunities to make
things better and should be viewed as such.
• Be hard on the problem and soft on the people involved.
When working on a problem, we should focus on solving the
problem, not on whose fault the problem is. We should avoid
personalizing the problem and blaming others.
• People should address the problems in their own areas.
Everyone has problems associated with their work area, and
they should take ownership for trying to solve these
problems instead of waiting for their supervisors or another
team to tell them what to do.
10

11. If you see a problem from a
different perspective, you’ll
be able to innovate a robust
solution. Leveraging diverse
perspectives drive creativity,
collaboration and data
driven decision making. 11

12. Common Problem Solving Techniques
Techniques
Trial and error
Divide and
conquer Hill climbing
strategy
Brainstorming
Focal objects
Lateral
thinking
Mind mapping
Hypothesis
testing
Means end
analysis
Root Cause
Analysis
Incubation
Delegation
GROW Model
TRIZ
Assumption
reversal
Analogy
12

13. Key Barriers to Effective Problem Solving
Failure to recognise the
problem Failure to understand the
problem clearly and
communicate what is
possible
Conceiving the problem
too narrowly and making
hasty choices or
responses
Failure to consider the
feasibility of the solution
Failure to consider
consequences
Failure to communicate
corrective actions and
response that resolved the
issue
Team attitudes: complacency,
lack of accountability,
ridiculing others ideas,
dysfunctions, fear of change,
lack of trust and doubts
13

14. 80/20 Problem Solving Pareto Principle
20% 80%
Pareto Analysis is a simple technique for prioritizing problem-
solving work so that the first piece of work you do resolved the
greatest number of problems.
The technique is based on the Pareto Principle (also known as
the 80/20 Rule) – the idea that 80 percent of problems may be
caused by as few as 20 percent of causes. With this tool, we're
trying to find the 20 percent of work that will generate 80
percent of the results that doing all of the work would deliver.
To use Pareto Analysis, identify and list problems and their
causes. Then score each problem and group them together by
their cause. Then add up the score for each group. Finally, work
on finding a solution to the cause of the problems in group with
the highest score.
Pareto Analysis not only shows you the most important problem
to solve, it also gives you a score showing how severe the
problem is.
14

15. Problem Solving Cycle
Define
• Problem
• Identify goals
• SMART description
• List concerns
• Strategy
• Team
Analysis
• Problem/Situation/condition
• Solution requirements
• Specification
• Evaluate criteria and
Constraints
• Differences in state
• Formulate and prove
hypothesis/causes
Develop and Innovate
• Solutions
• Improvements
• Corrective actions
• Desirable actions
Transform, change
and Re-engineer
• Process
• Service
• Product
Control and
Manage
• Change
• Quality
Evaluate
• Progress
• Outcomes
• Benefits
• Strategy
• Methodology
Continuous
Improvement
15

16. Client
Process Optimisation
Product or Service Oriented
Design Thinking
Solution Innovation
Engineering
System
Problem
Idea/Opportunity
Approaches to Problem Solving
16

17. Innovation is the art of identifying solutions to
business and client’s problems to drive value,
growth and profitability
It is about:
• Invention
• Finding solutions to problems
• Generating differentiated business values
• Building new business models, platforms and
experiences
17

18. SSCG is continually seeking
better ways of working with
clients to help them solve
their complex industry
issues, unlock new growth
opportunities and protect
their businesses. 18

19. Common Methodologies
Problem-solving methodologies are bit challenging, but there are not so many differences between these methodologies, as one could
expect. All differences are depending only on the type of problem, which has to be solved. There are various problem-solving approaches,
most common techniques are, PDCA, DMAIC, A3, 8D/PSP and most OEM have their own propriety forms and format. What problem-
solving technique should be deployed? it all depends and can be sorted problem scope: Is it a small, medium or large sized problem you
want to solve?
Problem-solving strategy for external "Corrective Action Request" from 1st, 2nd or 3rd party auditor or a customer complaint? (This could
be a written complaint in the form of NC, NCR, CAR) "Continuous Improvement" (in pursuit of perfection!), problem-solving strategy.
All these approaches have in common, that they follow a scientific and methodic way to solve the problem. In addition to that, the
different phases of each methodology can be mapped to the phases of the other ones.
Kaizen 5 Whys PDCA Hypothesis Logic Tree A3 7 steps 8D/PSP Six Sigma
Charter Why? Plan Problem statement Clarify problem Define problem Create team Define
Process walk Why? Issue hypothesis Break down problem Analyse problem Describe problem
Identify root
cause
Why? Sub issue Set targets Generate potential
solutions
Define containment
actions
Measure
Improve Why? Define root cause Analyse root cause Select and plan
solution
Analyse root cause Analyse
Sustain/Audit Why? Do Solution Develop counter measure Implement solution Define possible
corrective actions
Improve
Report
success
Check See countermeasures Evaluate solution Implement corrective
actions
Act Evaluate results and
processes
Standardise Define actions to avoid
recurrence
Control
Standardise success Congratulate team
19

20. The 5 Why’s
The 5 Why’s Analysis helps to identify the problem statement or
in some cases even the root cause.
It helps to distinguish between the symptoms of a problem and
the problem itself and encourages the team to reach an answer
that is fundamental and actionable.
.
Problem
Why?
Why?
Why?
Why?
Why?
Root Cause
20

21. Logic Tree Principle
A logic tree is a decision support tool that uses a tree-like graph
or model of decisions and their possible consequences,
including chance event outcomes, resource costs, and utility.
Help to display an algorithm that only contains conditional
control statements.
Are commonly used in operations , specifically in decision
analysis, to help identify a strategy most likely to reach a goal.
A flowchart-like structure in which each internal node
represents a "test" on an attribute , each branch represents the
outcome of the test, and each leaf node represents a class label.
The paths from root to leaf represent classification rules.
In decision analysis, a logic tree and the closely related influence
diagram are used as a visual and analytical decision support
tool, where the expected values of competing alternatives are
calculated. A decision tree should be paralleled by a probability
model as a best choice model or selection model algorithm.
Why logic tree used:
• Facilitate problem structuring
• Provide focus and transparency
• Build common understanding and build teamwork
• Focus the use of organisation framework and theories
• Decision on problem tools
Problem Statement
Issue/Hypothesis 1
Sub-issue
Sub-issue
Issue/Hypothesis 2
Sub-issue
Sub-issue
Issue/Hypothesis 3
Sub-issue
Sub-issue
21

22. PDCA - Deming Management Cycle
The PDCA Deming-Cycle, is a problem-solving approach in a
Lean environment.
PDCA is used for medium sized problems and the Act-phase
implies that the PDCA-Cycle should start again in the sense of a
continuous improvement process.
The Plan-phase should be done very carefully and therefore
should consume at least 50% of the total time of the PDCA.
Plan
• Clarify and define the problem
Do
• Analyse problem
• Root Cause Analysis
• Develop improvements
• Implement
improvement and
transform
Check
• Evaluate
• Results and processes
Act
• Standardised and lesson
learnt
INPUTS
Identify and select problem and opportunities
OUTPUTS
Outcomes
22

23. The 7 Steps
The 7-S model is a structured problem solving approach that
can be used in a wide variety of situations where an alignment
perspective is useful.
The 7-S model make use of logical tools at each step, can be
applied to elements of a team or a project as well. The
alignment issues apply, regardless of how you decide to define
the scope of the areas for analysis.
Define problem
Structure
problem
Prioritise issues
Plan analysis and
actions
Conduct analysis
Synthesise
findings
Develop
recommendations
Client problem
23

24. Six Sigma (6σ)
Six Sigma is a management methodology designed to drive
process improvements through reduction of variation.
It is rapidly becoming a cornerstone philosophy among an
increasing number of companies and organisations.
When applied effectively, Six Sigma empowers companies to
drastically improve their bottom line by designing and
monitoring everyday business activities in ways that minimize
waste and resources while increasing customer satisfaction.
DMAIC is a six sigma problem-solving approach. It is a 5-Step
PDCA used for large problems where typically a huge amount of
data is available.
DMAIC is often related with statistic tools. The duration of a
DMAIC project dependent on the complexity of the problem and
process to be improved.
24

25. 6σ Analysis in Manufacturing
DFSS
Prevent defects in product
development
25
Problem or Issues Six Sigma
Eliminate defects in production
Define
Characterise design and DoE
Optimise design
Validate design
DFMEA
Robust design or product
Measure
Production
Analyse
Problem
Improve
Eliminate causes
Control
SPC and control plan
PFMEA
Cost savings
Efficiency
Effectiveness
Good quality
Solutions
Direction to improve
manufacturing capability
Reduce product sensitivity and
production noise

26. 8 Disciplines (8D)
The eight disciplines (8D) model is a problem-solving approach,
typically employed by quality engineers or other professionals
and most commonly used by the Aerospace and automotive
industry.
The approach establishes a permanent corrective action based
on statistical analysis of the problem and focuses on the origin
of the problem by determining its root causes
The 8D/PSP Problem Solving Process is an 8-step PDCA with the
focus on fast reaction to customer complaints (e.g. a delivered
component or product failed at the customer or in the field).
The method aim to ensure that the first three steps should be
accomplished and reported to the customer in three days.
Why 8D?
• Special cause
• Non conformances
• Cause (s) unknown
• Recurring issues
• Engineering problems
• Cross functional approach required
• Prevent recurrence
• Customer complaints
D0 Preliminary problem data
D1 Team establishment
D2 Problem definition
D3 Interim Containment Action(s) (ICA)
D4 Identify Root Cause (RC)
D5 Identify Permanent Corrective Actions (PCA)
D6 Validate PCA
D7 Prevent Recurrence (PR)
D8 Closure and congratulate team
26

27. 9 Key Takeaways
Every business is faced with
problem daily. Problem
solving is a continuous
business initiative to identify
improvement opportunities.
Businesses need to solve
problems efficiently
effective and prevent
recurrence if they are to
drive sustainable growth
and competitiveness.
In problem solving, it is just
as important to understand
the problem as to seek
solutions.
Determining the
requirement for the solution
is essential before solutions
can be sought.
Problem is determined by
the customer's requirement,
not necessarily by the
solver’s view of the issue.
There are several effective
methods for devising
solutions depending on the
context. No method fit for
all.
The degree of complexity
and difficulty will determine
the most effective problem
solving method.
Many problems can be
solved quickly by utilising
simple methods such as 5
Why’s and Root Cause
Analysis.
Working efficiently in groups
can formalise and guide
structured problem solving.
27

28. SSCG Problem
Solving Consulting
We help clients solve
business problems using
hypothesis based problem
solving method.
28

29. 29

30. SSCG Consultancy Delivery Framework (SCDF)
Client Needs Diagnosis Strategy Transformation Evaluation
• Identify needs
• Validate
business needs
• Requirements
confirmation
• Situation analysis
• Due diligent
• Understand current state
• Validate area of concern
• Reality check
• Identify improvements
• Map future state
• Formulate solutions
• Determine activities
• Prioritise
• Deployment
• Integration
• Operation
• Optimisation
• Application
• Benefit realisation
• ROI
• Value added
• Business impact
• Learn
• Vision
• Goals
• Ambitions
• Targets
• Complexity
• Strategic
objectives
• Policies
• Business climate analysis
• Capability analysis
• Market and industry
competitiveness
• Value proposition
• Opportunities and
threats
• Data analysis
• Management analysis
• Process mapping
• Procedure diagnosis
• Model evaluation
• Strategy study
• System assessment
• SMART Actions
• Plan
• Business model
• Operation Model
• Processes
• Procedure
• Leadership
• Management practice
• KPIs
• Targets
• Financial
indicators
• Market share
• Customer
satisfaction
• Product quality
• Effectiveness
• Balanced
scorecard
Capabilities
People Processes Insights Technology
• Process re engineering
(BPR)
• Process Improvement
(BPI)
• Process transformation
(BPT)
• Process optimisation
• TOM innovation and
design
• System improvement
• Automation and
digitisation
30

31. How we help clients achieve strategic goals
Capabilities
Product/services
People
Processes
Technology
Intended
Outcomes
Prioritised based on
benefits, impact and
urgency
Critical
Enablers
What should be
leveraged
Innovation
Where to create new
value
Challenges
What complexities
must be overcome?
Optimum
Strategy
How do we get
there
Integrated
Planning
Reality Check
Resources
People
Financial capability
Insights and data
Technology
Systems
31

32. SSCG Problem Solving Framework (SPSF)
Define and frame
problem, ideas
Disaggregate and
structure problem
Prioritisation of
actions
Plan analysis
Conduct review and
due diligence
Synthesise findings to
identify opportunities
Develop
recommendations
and desired
capabilities
Implement
/transform
Control, review
effectiveness and
improve continuously
Client Problem
32
SSCG problem-solving model, incorporates an effective set of skills into a step-by-step process. The model combines the use of statistical
tools, such as control charts and process flow diagrams, with group problem-solving skills, such as brainstorming and consensus decision-
making. The statistical tools help us make data-based decisions at various points throughout the model. The group problem-solving skills
help us draw on the benefits of working as a team.
Solution
People
Processes
Methodology
Insights
Learning
Innovation
Technology

33. SSCG Approach to Problem Solving
Intuition
Data
Analysis
• Problem framing
• Solution innovation
• Data gathering
• Interpretation
Presentation and buy-in
• Proposal
• Recommendations
Management
• Team
• Clients
• Stakeholders
Business Needs
• Competitiveness
• Company structure
• Capital and financial
• Operation resources
Transformation
• Implementation
• Dedication
• Change
• Control
• Iteration
• Improvement
Leadership
• Vision
• Inspiration
• Ambition
Problem Solution
33

34. 34
How we can help you solve business process,
improve service and product quality issues
With diverse experience servicing businesses, industry and governments worldwide, SSCG has developed a unique methodology and
approach to problem solving and decision making consulting. If you have a business problem that needs solving? Contact us about
problem solving consulting today. We can help solve your problems in following ways.
Identify process bottlenecks
and optimise operation for
excellence.
Resolve production and
manufacturing performance
issues.
Address service and product
quality issues. Innovate new
market leading solutions.
Become a more customer-
centric and a profitable
enterprise.
Streamline support functions
and transform operating and
service delivery model.
Manage Six Sigma projects
efficiently effective

35. There are plenty of theories address business issues. Theories are great, but making it real is critical to
success. At SSCG, our business is of reality. We address clients issues with expertise from professionals
who have worked extensively in the industry. They go beyond theory to find viable, real-world ways to
take clients in new directions.
At SSCG, we continually seek better ways of working as we collaborate with clients to help them solve
complex industry issues and capitalize on opportunities to grow, optimize and protect their businesses.
We are a diverse team of consultants and industry professionals with a global mindset and a
collaborative culture.
SSCG consulting services use SCDF and SPSF methods in a deliberate, step-by step process that
organises information, judgment and experience to break down the complexities of business problems
into manageable elements. Our frameworks incorporates current advances in learning technology and
still has the flexibility to respond instantly to changes in business circumstances.
35

36. 36

37. Contact Us
37
SSCG team are here to help. For more information and to submit
RFP, contact:
Eugene Nizeyimana
CEO, SSCG Consulting and Advisory
Phone: +44 7879150562/+44 1902 752758
Email: Eugene.Nizeyimana@sscg-group.com

38. @ SSCG Copyright 2018, All Rights Reserved
Advisory | Consulting | Operation
About SSCG
SSCG is global management consulting and professional firm. We provide
engineering and management advisory across business services, automotive,
industrial manufacturing and emerging markets sectors.
We provide informed perspective on the issues faced by our clients. The
insights and quality solutions delivered to support our clients to build trust
and confidence in the markets and in economies. We combines our multi-
disciplinary approach with deep, practical industry knowledge to support our
clients meet market dynamic challenges and respond to opportunities.
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