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How to Conduct an Is Is Not Analysis

is is not analysis

If you are not well informed about it then is is not analysis is also a problem solving tool used to solve issues in similar way as FMEA , Correlation, 5 Whys, Brainstorming , Affinity Diagram, Tolerance Analysis , PDCA, and several other techniques. Basically, it is a tool for solving the problems by explaining the sensible and judicious procedure to find the root cause of the problem.

The technique prevents the user from leaping to an untrue cause. If anyone conducts this exercise, then the user will get a confirmed root cause which will assist in creating a plan to solve the issue and prevent it from recurring.

In simple words, it is the necessary tool which leads you to find the accurate cause of a problem. It is a simple method to focus and narrow down the confusions successfully by understanding “What It Is” and What It Is Not.”

For instance, if there is a problem from supplier’s end, then it is not a problem within the organization. It is an external problem from supplier’s side. It is not a problem from domestic supplier side but overseas suppliers. It is a problem with nuts, it is not a problem with bolts, and it keeps going on. Therefore, it remains to ask the questions until and unless you hit the root cause of the problem.

We hope the concept is clear now. Let’s move on towards the focus of this article, how to conduct an is/is not analyses.

Here’s How You Can Conduct an Is Is Not Analysis

It is a straightforward yet very effective tool. You can conduct the is is not analysis to comprehend the problem and the extent of it. Before diving to solve a problem in a hurry, every problem-solving method vouch for spending some significant time to understand, analyse, and plan the action.

To begin with, you have to draw two columns on a whiteboard, computer screen, or paper. Next, you will write “IS” in the left column and “Is Not” in the right one. You will write questions like What, Where, When, and How Big is the problem and answer them in the relevant “Is” and “Is Not” column. Here is a simple sample of a basic diagram below:

How to Conduct an Is Is Not Analysis

Above table depicts that how you keep on asking questions. Do not forget to describe the problem in a couple of words. So, after adding the “Is” and “Is Not,” write relevant items in “Is” and “Is Not” section. You can add your answers in either column as applicable. If there is a close decision, then you can also add a few examples to explain what falls on either side of the line.

It is not the conventional analysis which let you deliberately think about the issue and in specific the limitations of what it is, and what it is not. Hence, it assists you in keeping focus, paying attention, and ultimately results in finding the root cause of the problem. It is a very common problem that unclear limits can lead to rambling off the track and solving the not so important issues.

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How to use it

Build the basic diagram.

Draw the basic table as below. If you are working with a group, do it on a flipchart page or a whiteboard.

Add a description of the overall situation at the top of the page. Use a separate sheet if you need more than a few words.

Add 'is' and 'is not' elements

Now simply as 'What is included here?' and 'What is not included here?', writing these down in either column as appropriate. Where it is a close division, you can add examples to clarify what falls either side of the line.

The bottom line for deciding where to place any point is to ask yourself questions such as:

  • Who cares about this?
  • What will happen if we do nothing about it?
  • Do we have the authority to work on this?
  • What do I know about this already?
  • Do we care about this?
  • Will we actually do something about this?

Do be careful when asking these questions, as you may 'throw the baby out with the bathwater' if you make incorrect assumptions about such as what authority you have and what you can actually solve.

How it works

Is-Is not analysis works by making you deliberately think about the problem and in particular the boundaries of what it is or is not. It thus helps to create focus in attention and consequently is more likely to lead to the right problem being solved - it is a very common issue that an unclear boundary can lead to wandering off the path and solving unimportant problems.

is is not problem solving analysis method

Transforming Is/Is-Not Analysis into Multi-Benefit Tool

Published: February 26, 2010 by David Wetzel

is is not problem solving analysis method

With a structure to identify geography, service or product, process and the main project metric, the “is/is-not analysis” can be one of the most useful tools to sharpen the definition and scope of a Six Sigma project (see Table 1). It also has benefits for other DMAIC (Define, Measure, Analyze, Improve, Control) phases .

Specifically, the is/is-not analysis:

  • Creates a geographically searchable project problem statement
  • Describes what the project will and will not address
  • Identifies internal and external benchmarking opportunities
  • Identifies potential control groups for “better” research methods
  • Identifies project replication opportunities
  • Identifies balanced metrics
  • Protects against scope creep
  • Differentiates between core and extended team
  • Maintains team focus throughout all phases of DMAIC
  • Provides direction from/to external stakeholders

The column headed Is Not Uses reminds the project team of the benefits and uses of this analysis.

The is/is-not analysis should be completed during or immediately after project selection. This analysis validates the project and creates a specific project problem statement . Think of the analysis as a view from space that quickly zooms directly down to the continent, country, city, street and finally to the individual person walking the street. The parallel is to zoom from the company, division, plant, product, process and metric to ensure that the project is scoped correctly and is searchable.

To begin, identify the company in the first row of the Is column. Then list the company’s competitors in the corresponding Is Not column. As shown in the Is Not Uses column, these competitors represent potential external benchmarking opportunities. In the Is column of the second row, if appropriate, list the division or country. Place other divisions or countries in the Is Not portion. These represent potential internal benchmarking opportunities for analysis and potential replication opportunities. Continue zooming in geographically until the specific plant, city or department that the project applies to is reached. Do not allow team members to default to “others” as an answer to the Is Not side of the analysis. They will regret this lack of rigor in the Analyze phase.

The tables below illustrate a service or transactional example and a production or manufacturing example.

Service or Product

In the first row of the service or product section, enter the service category or product family. In the subsequent rows narrow the focus until a specific service or product is identified. This activity represents a significant opportunity to reduce scope. However, often there is reluctance to do this because of prior direction (large scope) or a directive to achieve a certain amount of dollar savings.

There are several ways to address these issues. If the project has been mandated with a large scope, then a conversation with the sponsor and other stakeholders may be in order to explain how replication or multi-generational projects can help achieve the mandatory dollar savings. Another approach is to present the need to conduct good research using control groups to more appropriately identify or validate project improvements which offer dollar savings. If the project team is tackling its first project then the case for not overwhelming the team must be made. The team is learning a new methodology (DMAIC), new tools (and methods) and new team dynamics.

Often, these explanations for reduced scope are sufficient to ease concerns and simultaneously to exceed dollar goals. It helps that most teams consistently undervalue the potential savings of their projects by two or three times the final achieved savings (i.e., additional benefits discovered, quick improvements, unexpected replication opportunities).

This section includes as many rows as needed to drill down from the high-level process to the appropriate sub-process to be improved. At the very least, this section should identify the first and last steps of that sub-process. To clearly differentiate what is not within the project’s scope, the Is Not portion should identify the steps that immediately precede and follow the steps to be addressed. This naturally creates a boundary from which core and extended team members can be identified. Prior processes can be thought of as suppliers of raw materials, data and information, human resources and finances. The after process steps indicate potential extended team members for both internal and external customers.

This section should only include the main project metric. A baseline and goal should be included. Often, a challenge at this point is to identify the amount of variation present and the goal for reducing it. The Is Not side includes potentially balanced metrics that are invaluable during the Control phase and should be further defined and documented in the Measure phase with a rigorous data management plan.

Better Project Problem Statement, Increased Success

A searchable problem statement is revealed by looking at the Is side of the finished analysis from the bottom-up. Start at the bottom of the Is side and work up through metric, process, product and geography. For the production or manufacturing example, the result is:

“Increase rolled throughput yield from 70 to 90 percent for the oven-to-inspection process steps of Line 4 for the 80-pound carriage gears manufactured in the heat treat department at the Newark, Ohio, plant of the Auto Division of TELZO Company.”

Training and facilitating this method in class with teams and/or project leaders requires only a short explanation, usually provided while they are filling in the form on flip chart paper with big markers so all can see and share. Alternatively, this analysis can be completed as part of the project selection process to gain clarity around a potential project. The is/is-not analysis is a wonderful way to narrow the scope of projects, increase chances for success, accelerate projects and realize benefits sooner.

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They are tools required to facilitate the process of problem solving, including root cause analysis and corrective action.

IS – IS NOT

“IS – IS NOT” is a problem solving tool that explain the rational process for finding the possible root cause of the problem. This technique also helps user to avoid jumping to a false cause. At the end of the IS – IS NOT exercise user gets a confirmed true cause which helps to establish a plan to fix the problem and prevent it to recur.

Please click  here  to download the full technical document.

Please click  here  to download the template of IS – IS NOT.

FMEA(Failure Modes and Effects Analysis) is an analysis tool that makes sure that all the potential problems related to product and process are predicted and addressed throughout the product and process development process

Please click  here  to download the template of FMEA.

CORRELATION

A correlation is a statistical technique, degree and an index of the relationship strength  between any two or more quantities (variables) in which they vary together over a period and it shows whether and how strongly pairs of variables are related. Possible correlations range from +1 to -1.

The 5 Why’s is a simple problem-solving technique that helps you to get to the root of a problem quickly. The technique was originally developed by Sakichi Toyoda, a Japanese inventor and industrialist. The 5 Why’s was used within the Toyota Motor Corporation during the evolution of its manufacturing methodologies and became very popular in the 1970s by the Toyota Production System, and is now used within Kaizen, Lean Manufacturing, and Six Sigma.

Please click  here  to download the template of 5 whys.

BRAINSTORMING

Brainstorming is a simple technique for gathering the ideas for developing creative solutions to problems. Brainstorming helps you to have diverse experience of all team members into play during problem solving and/or solution development. This increases the confidence and self satisfaction to all team members and a feeling of ownership of the problem which will also help to find better solutions to the problems you face.

Please click  here   to download the full technical document.

AFFINITY DIAGRAM

The affinity diagram, also known as the KJ method was developed by Dr. Kawakita Jiro. This diagram gathers together items, needs or features of similar types. It is applied in conjunction with cause-effect diagram for quality design and quality improvement processes.

TOLERANCE ANALYSIS

Tolerance Analysis is commonly associated as an engineering tool to  estimate cumulated variation of multiple component of a mechanical stack-ups and reflecting variation of total system. In general, tolerance analysis can be applied practically anywhere where process stages are happenings equentially with certain variation.

Please click   here  for the scenario and  here  for the template of it.

PDCA known as Deming Cycle or Deming Wheel, PDCA is a tool for continuous improvement of processes and products. Deming always referred to it as the “Shewhart cycle”, PDSA (Plan-Do-Study Act). Deming modified it to PDCA because he felt that “check” emphasized inspection over analysis. Current Toyota Production System / Lean manufacturing uses OPDCA where “O” is taken for observation.

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Is Is Not Analysis

When to use this problem analysis template.

When using any problem solving tool or method, one early step is to clearly define the problem.

Is / Is Not template for Problem Analysis

Use your Problem Analysis template to thoroughly analyze:

  • What the problem is
  • What it is not
  • Possible Cause Theories for the Differences between what the problem is and is not

Is Is Not Analysis - Problem Analysis template

Sample Problem Analysis Example

How to use your

Is Is Not template

Find and open your template

Find and open your Is Is Not template

(IsIsNot.xlsx)

in the same way that you find and open your other 150+ Systems2win templates.

Excel Ribbon bar > Systems2win menu

Save your working document

following the usual document storage and naming conventions established by your leaders

Open a Blank Sheet

When you're ready to start doing your own real work...

click the button to 'Open a Blank Sheet'

Excel Ribbon > Systems2win tab > Open a Blank Sheet

This blank sheet is where you will do your real work

( not on the Sample sheet — which gives you sample data that is extremely helpful for learning how to use your new tool, but is the wrong place to do your real work)

Systems2win menu > Open a BlankSheet

Rename your new sheet.

Or... Insert Sheet

As an alternative to opening a stand-alone document (as instructed above) , you also have the option to Insert Sheet into any other Excel workbook.

If English is not your preferred language

Switch to your language , just like every Systems2win Excel template.

Now your team is ready to start doing

Enter header data

Brief description of the primary purpose of this document.

The Author is the one person (or team) authorized to make changes to this document.

Revised Date

To change date format: Right-click > Format Cells > Number tab

Header Data

Any data that you want at the top of your document.

Tip: Hide unused rows. Or copy this row for unlimited user-defined header data.

Perform Problem Analysis

Enter your problem analysis data in each of the columns in the sections for What, Where, When, and Who...

Add / remove / edit your own questions that might be relevant to the puzzle you are solving.

Tip: If you want to change a default Question, simply overwrite the VLOOKUP formula with your text.

What, where, when, how big IS the problem?

What, where, when... is the problem manifesting?

Differences

What is different, unique, special, or true when you compare the IS to the IS NOT?

Has anything changed? (in, on, around, or about) When?

Is Is Not template

You'll get a lot more out of this training if you have your Is Is Not template open in front of you

See the Help and Sample sheets for examples, learning exercises, pop-up help, Excel tips, and other training aids

If more than 1 Difference per Factor - insert rows.

Possible Cause Theories

How might this difference have caused this problem?

These theories are starting points (not replacements) for root cause analysis.

If you have more than one Theory per Difference - insert rows.

Perhaps use this column to summarize 5 Whys Analysis for Possible Cause Theories.

Or perhaps use this column for your Action Plan (if you didn't insert an Action List sheet).

Hide the User Field column if not used.

Or copy it for unlimited user-defined columns.

Additional Documentation of the Problem

Optionally insert photos, sketches, flowcharts, or other visual illustrations to clarify the problem.

Optionally link to related documents.

Problem Summary Statement

Succinctly summarize your Problem Statement.

(from the IS column)

Tip: You can increase the size of the Snap To Grid textbox by resizing or inserting rows.

Problem Analysis template for Is Is Not Analysis

with many other useful problem solving tools

is is not problem solving analysis method

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Is/Is Not Analysis

  • is/is not analysis
  • fishbone analysis

Vishwadeep Khatri

Asked by Vishwadeep Khatri , March 31, 2023

Mayank Gupta

Is/Is Not analysis is a problem-solving technique used to determine the root cause of a problem or to explore a hypothesis. It requires a comparison of what is present in the system, process, or situation (the "Is" factors) with what is absent (the "Is Not" factors), in order to identify the factors that are responsible for the problem.

An application-oriented question on the topic along with responses can be seen below. The best answer was provided by Amit Simon on 31st Mar 2023.

Applause for all the respondents - Amit Simon, Suresh Kumar Gupta, Vidhya Rathinavelu, Kirpa Shanker Tiwari.

Vishwadeep Khatri

Q   552. Is/Is Not Analysis is a tool used for root cause analysis. How is it different from the other typical tools like 5 Why or Fishbone Diagram? Which situations are most suited for using this tool?

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Amit Simon QX

Amit Simon QX

5 why analysis helps to understand the underlying root cause due to which a problem is occurring, Is/Is not analysis can be used for root cause identification however it can also be used to define a complex problem. The Is/ Is not matrix helps to separate the factors that are not the problem. This helps to narrow down the scope of the problem and focus on the problem area. In a why why analysis each cause is further studied for factors that make the cause occur. Is/Is not analysis on other hand is based on getting to the most relevant factor by theory of elimination. Of course the elimination has to be done based on certain validation.

an example is attached.

Suresh Kumar Gupta

Suresh Kumar Gupta

The Is/Is Not Analysis is a tool used for root cause analysis that helps identify the possible causes of a problem by examining what is and what is not true about the problem. This technique can be particularly helpful when the cause of a problem is not immediately obvious.

The Is/Is Not Analysis is different from the other typical tools like 5 Why or Fishbone Diagram in that it focuses on gathering information about the problem by systematically identifying and exploring what is and what is not related to it. The 5 Why technique involves asking a series of "why" questions to uncover the root cause of a problem, while the Fishbone Diagram helps identify potential causes of a problem by categorizing them into various categories.

The Is/Is Not Analysis is most suited for situations where there is uncertainty or ambiguity about the cause of a problem. It can be particularly helpful when a problem is complex and has many potential causes that need to be explored. This technique can be used in any industry or field where problem-solving is required, including healthcare, engineering, manufacturing, and business. Example :-  Let's say a manufacturing company is experiencing a high defect rate in their products. They can create an Is/Is Not Analysis table to gather information about the problem. In the "Is" column, they might list the defects that are occurring, while in the "Is Not" column, they might list the aspects of the manufacturing process that are not related to the defects. By systematically exploring these two categories, they can narrow down the potential causes of the problem.

Vidhya Rathinavelu

The IS - IS not tool is a powerful problem solving tool used for identifying root causes by using a set of questions to identify the gap area. This analysis required detailing out the when, where, who, how and the extent of impact for a problem/concerns.

It is a matrix where the above information are listed down and then against each of the input for the when, where, how, who and the imapct, it is determined if the particular factor "IS" impacting or "IS NOT" impacting. Once this is identified, if there is an "IS" impacting, then the factors that impact the problem/issue are isolated. 

This tool also helps in identifying patterns. For ex: If you are looking at errors and then you are using this IS-IS not analysis against each category of errors, the cause that you may arrive at may result in a pattern. 

Thus, this tool also helps in identifying the significant few. 

kirpa Shanker Tiwari

Is /is not study help the user to avoid untrue cause. Here the user will get a confirmed root cause which help further creating a plan to solve the problem and to avoid in future. It avoid confusion in root cause and help to get exact root cause in simple way.

Other root cause analysis tools present like 5 why, fmea, fishbone  In fishbone analysis: we generally draw a cause and impact diagram which look like bones of fish as branches. This diagram help to identify the cause for particular process /root cause. FMEA is failure mode and effect analysis where risk can be quantity using risk ranking system. 5 why is a tool to ask 5 question about why it happened to deep dive into root cause. 

Is/is not actually two column study one is for is and another "is" for " is not " And to ask what when where how big the problem is. 

Example: if there is a problem from vendor end, then it is not a problem of company . It is an external problem of vendor side. It is not a problem from delhi vendor but mumbai vendor. It is a problem with lock, it is not a problem with key, and it keeps going on.

When there is need to find out exact root cause then this tool can be used

Mayank Gupta

All answers are a must read. Every respondent has highlighted some interesting observation about the Is/Is-Not Analysis. The best answer to this question has been written by Amit Simon - he has provided a relevant example and also highlighted the fact that this tool can also be used to understand a problem.

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Kepner Tregoe Method of Problem Solving

Kepner Tregoe method - toolshero

Kepner Tregoe Method of Problem Solving: this article explains the Kepner Tregoe Method , also known as the KT-method , developed by Charles Kepner and Benjamin Tregoe in a practical way. Next to what this is, this article also highlights rational processes, the importance of cause and that this method is effective. After reading, you’ll have a basic understanding of this problem solving process. Enjoy reading!

What is the Kepner Tregoe Method?

Problems occur in any given organization. Often there is pressure of time to solve the problems and it is debatable what the right way of solving these problems is.

The Kepner Tregoe method or KT-method is a problem analysis model in which the “problem” is disconnected from the “decision” . An English synonym for this problem solving method is Problem Solving and Decision Making (PSDM).

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Traditional thinking pattern

The founders Charles Kepner and Benjamin Tregoe developed a rational working method in the 1960s in which they researched and identified the troubleshooting skills of people.

Throughout the centuries mankind has learned to deal with complexity and to (directly) anticipate on this. As a consequence, the traditional thinking pattern became a part of human nature.

When solving problems people search for the answer to the following four questions:

  • What happened?
  • Why did it happen?
  • How should we act?
  • What will be the (future) result?

Kepner Tregoe method: rational processes

To break through this traditional pattern Charles Kepner and Benjamin Tregoe came up with four rational processes in which four fundamental questions are reflected:

1. Situation analysis

This clarifies the problem situation (what happened).

1.1 Problem analysis

Here the actual cause of the problem and the relationship between cause and result are searched for (why did it happen).

1.2 Decision analysis

Based on the decision making criteria, choices are made to arrive at potential problem resolutions (how should we act).

1.3 Potential Problem analysis

Kepner Tregoe Method Analysis - Toolshero

Figure 1 – Kepner Tregoe Method Analysis

Distinction

According to the KT-method, different tasks involve different problems, which in turn need different approaches. A situation analysis will clarify the distinctions in all these processes and as a result it will be possible to search for suitable solutions. This situation analysis provides an insight into necessity, priority and urgency of the various tasks.

When it has become clear which tasks are to be prioritized (action list) preparations can be made for potential problems. By using a good problem analysis in advance, a process will be created to prevent future problems or in emergencies, to limit the damage.

The strengths of this method does not stop there. Apart from the fact that problems are specified in terms such as “what, where, when and how big”, the Kepner Tregoe Method focuses on anything that cannot be the cause of the problem.

Certain causes are therefore excluded. Based on a “this is” and “this is not” analysis a clear overview of possible causes can be created and this makes the troubleshooting process consistent.

The Kepner Tregoe Method is efficient

The KT-method deploys an efficient troubleshooting process. Through research Charles Kepner and Benjamin Tregoe discovered that the registration of a problem is not a uniform process. In spite of the available information, people usually process information badly, misinterpret this or overlook important matters.

In addition, Charles Kepner and Benjamin Tregoe examined the discrepancies between successful and less successful troubleshooting.

They discovered that a predetermined logical method facilitates the search for the causes of a problem. In their “Best practice in troubleshooting” , they describe this methodology, which forms the basis for this method.

The Kepner Tregoe Method is Effective

This method is universal and is still used today in many organizations to track down problems and identify potential causes. Apart from the fact that the Kepner Tregoe Method leads to an explanation of problems, it also helps improve mutual understanding within an organization.

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It’s Your Turn

What do you think? Is the Kepner Tregoe Method applicable in today’s modern organizations? Do you recognize the practical explanation or do you have more suggestions? What are your success factors for the good Kepner Tregoe Method set up?

Share your experience and knowledge in the comments box below.

More information

  • Lussier, R. N.  (2005). Management fundamentals: concepts. applications, skill development . Cengage Learning .
  • Payne, S. L. & Marty, C.S. (1966). The Rational Manager: A Systematic Approach to Problem Solving and Decision Making . Journal of Marketing. Vol. 30 Issue 1, p97.
  • Kepner, C. H. & Tregoe, B. B. (1965). The Rational Manager . McGraw-Hill.

How to cite this article: Mulder, P. (2012). Kepner Tregoe Method . Retrieved [insert date] from Toolshero: https://www.toolshero.com/problem-solving/kepner-tregoe-method/

Original publication date: 06/30/2012 | Last update: 12/09/2023

Add a link to this page on your website: <a href=”https://www.toolshero.com/problem-solving/kepner-tregoe-method/”>Toolshero: Kepner Tregoe Method</a>

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Patty Mulder

Patty Mulder

Patty Mulder is an Dutch expert on Management Skills, Personal Effectiveness and Business Communication. She is also a Content writer, Business Coach and Company Trainer and lives in the Netherlands (Europe). Note: all her articles are written in Dutch and we translated her articles to English!

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4 responses to “kepner tregoe method of problem solving”.

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I am stunned to read that the Kepner Tregoe Method “…… IS STILL used today in many organizations to track down problems and identify potential causes…..”. I have used it all the time along my career as a manager of organizations, with extreme success. As a tool for identifying problems, as a tool for taking better decisions. So, please, I would appreciate to know what kind of system is being used now instead of an approach like K-T, to have provoked your comment about the existence of an alternative way of thinking.

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Other than KT, I also use the Analytic Hierarchy Process (AHP) Like KT, it forces discipline and analysis and it helps to explain why decisions are made with understandable background and data. Many of the old Total Quality Management tools are also useful for solving problems and making good management decisions. Nominal Group Technique, Pareto Charts, and weighted multivoting are all quite useful. ITIL is the new way of thinking, but it can be rather dry and robotic unless it is underpinned with good decision tools.

is is not problem solving analysis method

Thank you for your comment and sharing your experience Pete.

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Seems that I naturally deal with problems this way without knowing a name for it. In fact, it seems obvious to me that this approach should be taken anyway.

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Lean Six Sigma Articles, Guides, Insights, and more!

What is the Is/Is Not Analysis in Six Sigma?

By OpEx Learning Team , Last Updated December 2, 2017

is is not problem solving analysis method

Identifying the customer’s requirements correctly and developing a proper working plan according to them is a critical part of any organization’s existence, and it’s actually one of the biggest issues that companies still face even today. Indeed, it’s not a straightforward issue to resolve in some cases, especially when working with a more complex project that spans across multiple areas of action. It can be very useful to have a tool that can categorize the requirements and other factors of your current project in easily searchable categories, and this is where the Is/Is Not Analysis comes in play.

It’s a simple, yet very effective tool that can help you figure out your company’s strong and weak points very easily, and it’s a great aid when you need to come up with a good long-term plan of action for your presence on the market.

Basic Concepts

Is/Is Not Analysis is based on a simple table, in which you list a set of entities related to the operation of your organization, and you give them corresponding entries in an is or is not column. As a simple starting point, you can list your company and its competitors in the two opposing columns. Working around your competitors in this type of analysis can be very useful for determining how you should alter the course of action of your company in order to come up against them much better.

That’s actually one of the basic reasons for some companies to even use Is/Is Not Analysis in the first place, and the tool does produce great results in this regard. Keep in mind that these tables can cover multiple aspects of your organization, not just the most obvious ones. Things like geographic location and team sizes can play an important role in coming up with an accurate analysis of your current operations just as well.

You’ll want to split your analysis into several fundamental categories, covering your company’s physical properties, properties related to its service or product, as well as process and metric data. There are some minor differences in how exactly Is/Is Not Analysis may be carried out from one company to another, but the fundamental idea stays the same. Don’t get confused by the differences, and keep in mind that in many cases they’re simply a matter of alternative names and nothing more.

Categorizing Actions

A very useful application of Is/Is Not Analysis is to figure out how certain actions will impact your organization’s performance on both a small and larger scale. For example, you can list an action such as increase quota for successful runs by 10%,” and list the positive and negative impacts this will have on your operations, as well as the areas which it will not actually affect.

Often, the effects of these actions can be inferred through simple intuition as long as you’re sufficiently knowledgeable about your current operations. However, this type of in-depth analysis allows you to actually gain a deeper understanding of what happens when you put certain measures in place, and what kinds of long-term implications they might have on running your company.

When you have all of your company’s problem statements organized in a way that allows you to easily index and search through them, your operations can be simplified significantly. You’ll no longer have to guess the importance of certain requirements and how their implementation may affect your operations in the long run, and you’ll simply have all the data right in front of you in a way that makes sense.

Is/Is Not Analysis is one of the simpler, but really powerful tools Six Sigma provides you with for working with your project requirements and navigating them more easily. You can make a lot of sense of your current operations by a simple iteration of the technique, and applying it correctly over the long-term existence of your company is one of the best ways to ensure that you’ll never have to do any guesswork when working with a customer on their new project.

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35 problem-solving techniques and methods for solving complex problems

Problem solving workshop

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All teams and organizations encounter challenges as they grow. There are problems that might occur for teams when it comes to miscommunication or resolving business-critical issues . You may face challenges around growth , design , user engagement, and even team culture and happiness. In short, problem-solving techniques should be part of every team’s skillset.

Problem-solving methods are primarily designed to help a group or team through a process of first identifying problems and challenges , ideating possible solutions , and then evaluating the most suitable .

Finding effective solutions to complex problems isn’t easy, but by using the right process and techniques, you can help your team be more efficient in the process.

So how do you develop strategies that are engaging, and empower your team to solve problems effectively?

In this blog post, we share a series of problem-solving tools you can use in your next workshop or team meeting. You’ll also find some tips for facilitating the process and how to enable others to solve complex problems.

Let’s get started! 

How do you identify problems?

How do you identify the right solution.

  • Tips for more effective problem-solving

Complete problem-solving methods

  • Problem-solving techniques to identify and analyze problems
  • Problem-solving techniques for developing solutions

Problem-solving warm-up activities

Closing activities for a problem-solving process.

Before you can move towards finding the right solution for a given problem, you first need to identify and define the problem you wish to solve. 

Here, you want to clearly articulate what the problem is and allow your group to do the same. Remember that everyone in a group is likely to have differing perspectives and alignment is necessary in order to help the group move forward. 

Identifying a problem accurately also requires that all members of a group are able to contribute their views in an open and safe manner. It can be scary for people to stand up and contribute, especially if the problems or challenges are emotive or personal in nature. Be sure to try and create a psychologically safe space for these kinds of discussions.

Remember that problem analysis and further discussion are also important. Not taking the time to fully analyze and discuss a challenge can result in the development of solutions that are not fit for purpose or do not address the underlying issue.

Successfully identifying and then analyzing a problem means facilitating a group through activities designed to help them clearly and honestly articulate their thoughts and produce usable insight.

With this data, you might then produce a problem statement that clearly describes the problem you wish to be addressed and also state the goal of any process you undertake to tackle this issue.  

Finding solutions is the end goal of any process. Complex organizational challenges can only be solved with an appropriate solution but discovering them requires using the right problem-solving tool.

After you’ve explored a problem and discussed ideas, you need to help a team discuss and choose the right solution. Consensus tools and methods such as those below help a group explore possible solutions before then voting for the best. They’re a great way to tap into the collective intelligence of the group for great results!

Remember that the process is often iterative. Great problem solvers often roadtest a viable solution in a measured way to see what works too. While you might not get the right solution on your first try, the methods below help teams land on the most likely to succeed solution while also holding space for improvement.

Every effective problem solving process begins with an agenda . A well-structured workshop is one of the best methods for successfully guiding a group from exploring a problem to implementing a solution.

In SessionLab, it’s easy to go from an idea to a complete agenda . Start by dragging and dropping your core problem solving activities into place . Add timings, breaks and necessary materials before sharing your agenda with your colleagues.

The resulting agenda will be your guide to an effective and productive problem solving session that will also help you stay organized on the day!

is is not problem solving analysis method

Tips for more effective problem solving

Problem-solving activities are only one part of the puzzle. While a great method can help unlock your team’s ability to solve problems, without a thoughtful approach and strong facilitation the solutions may not be fit for purpose.

Let’s take a look at some problem-solving tips you can apply to any process to help it be a success!

Clearly define the problem

Jumping straight to solutions can be tempting, though without first clearly articulating a problem, the solution might not be the right one. Many of the problem-solving activities below include sections where the problem is explored and clearly defined before moving on.

This is a vital part of the problem-solving process and taking the time to fully define an issue can save time and effort later. A clear definition helps identify irrelevant information and it also ensures that your team sets off on the right track.

Don’t jump to conclusions

It’s easy for groups to exhibit cognitive bias or have preconceived ideas about both problems and potential solutions. Be sure to back up any problem statements or potential solutions with facts, research, and adequate forethought.

The best techniques ask participants to be methodical and challenge preconceived notions. Make sure you give the group enough time and space to collect relevant information and consider the problem in a new way. By approaching the process with a clear, rational mindset, you’ll often find that better solutions are more forthcoming.  

Try different approaches  

Problems come in all shapes and sizes and so too should the methods you use to solve them. If you find that one approach isn’t yielding results and your team isn’t finding different solutions, try mixing it up. You’ll be surprised at how using a new creative activity can unblock your team and generate great solutions.

Don’t take it personally 

Depending on the nature of your team or organizational problems, it’s easy for conversations to get heated. While it’s good for participants to be engaged in the discussions, ensure that emotions don’t run too high and that blame isn’t thrown around while finding solutions.

You’re all in it together, and even if your team or area is seeing problems, that isn’t necessarily a disparagement of you personally. Using facilitation skills to manage group dynamics is one effective method of helping conversations be more constructive.

Get the right people in the room

Your problem-solving method is often only as effective as the group using it. Getting the right people on the job and managing the number of people present is important too!

If the group is too small, you may not get enough different perspectives to effectively solve a problem. If the group is too large, you can go round and round during the ideation stages.

Creating the right group makeup is also important in ensuring you have the necessary expertise and skillset to both identify and follow up on potential solutions. Carefully consider who to include at each stage to help ensure your problem-solving method is followed and positioned for success.

Document everything

The best solutions can take refinement, iteration, and reflection to come out. Get into a habit of documenting your process in order to keep all the learnings from the session and to allow ideas to mature and develop. Many of the methods below involve the creation of documents or shared resources. Be sure to keep and share these so everyone can benefit from the work done!

Bring a facilitator 

Facilitation is all about making group processes easier. With a subject as potentially emotive and important as problem-solving, having an impartial third party in the form of a facilitator can make all the difference in finding great solutions and keeping the process moving. Consider bringing a facilitator to your problem-solving session to get better results and generate meaningful solutions!

Develop your problem-solving skills

It takes time and practice to be an effective problem solver. While some roles or participants might more naturally gravitate towards problem-solving, it can take development and planning to help everyone create better solutions.

You might develop a training program, run a problem-solving workshop or simply ask your team to practice using the techniques below. Check out our post on problem-solving skills to see how you and your group can develop the right mental process and be more resilient to issues too!

Design a great agenda

Workshops are a great format for solving problems. With the right approach, you can focus a group and help them find the solutions to their own problems. But designing a process can be time-consuming and finding the right activities can be difficult.

Check out our workshop planning guide to level-up your agenda design and start running more effective workshops. Need inspiration? Check out templates designed by expert facilitators to help you kickstart your process!

In this section, we’ll look at in-depth problem-solving methods that provide a complete end-to-end process for developing effective solutions. These will help guide your team from the discovery and definition of a problem through to delivering the right solution.

If you’re looking for an all-encompassing method or problem-solving model, these processes are a great place to start. They’ll ask your team to challenge preconceived ideas and adopt a mindset for solving problems more effectively.

  • Six Thinking Hats
  • Lightning Decision Jam
  • Problem Definition Process
  • Discovery & Action Dialogue
Design Sprint 2.0
  • Open Space Technology

1. Six Thinking Hats

Individual approaches to solving a problem can be very different based on what team or role an individual holds. It can be easy for existing biases or perspectives to find their way into the mix, or for internal politics to direct a conversation.

Six Thinking Hats is a classic method for identifying the problems that need to be solved and enables your team to consider them from different angles, whether that is by focusing on facts and data, creative solutions, or by considering why a particular solution might not work.

Like all problem-solving frameworks, Six Thinking Hats is effective at helping teams remove roadblocks from a conversation or discussion and come to terms with all the aspects necessary to solve complex problems.

2. Lightning Decision Jam

Featured courtesy of Jonathan Courtney of AJ&Smart Berlin, Lightning Decision Jam is one of those strategies that should be in every facilitation toolbox. Exploring problems and finding solutions is often creative in nature, though as with any creative process, there is the potential to lose focus and get lost.

Unstructured discussions might get you there in the end, but it’s much more effective to use a method that creates a clear process and team focus.

In Lightning Decision Jam, participants are invited to begin by writing challenges, concerns, or mistakes on post-its without discussing them before then being invited by the moderator to present them to the group.

From there, the team vote on which problems to solve and are guided through steps that will allow them to reframe those problems, create solutions and then decide what to execute on. 

By deciding the problems that need to be solved as a team before moving on, this group process is great for ensuring the whole team is aligned and can take ownership over the next stages. 

Lightning Decision Jam (LDJ)   #action   #decision making   #problem solving   #issue analysis   #innovation   #design   #remote-friendly   The problem with anything that requires creative thinking is that it’s easy to get lost—lose focus and fall into the trap of having useless, open-ended, unstructured discussions. Here’s the most effective solution I’ve found: Replace all open, unstructured discussion with a clear process. What to use this exercise for: Anything which requires a group of people to make decisions, solve problems or discuss challenges. It’s always good to frame an LDJ session with a broad topic, here are some examples: The conversion flow of our checkout Our internal design process How we organise events Keeping up with our competition Improving sales flow

3. Problem Definition Process

While problems can be complex, the problem-solving methods you use to identify and solve those problems can often be simple in design. 

By taking the time to truly identify and define a problem before asking the group to reframe the challenge as an opportunity, this method is a great way to enable change.

Begin by identifying a focus question and exploring the ways in which it manifests before splitting into five teams who will each consider the problem using a different method: escape, reversal, exaggeration, distortion or wishful. Teams develop a problem objective and create ideas in line with their method before then feeding them back to the group.

This method is great for enabling in-depth discussions while also creating space for finding creative solutions too!

Problem Definition   #problem solving   #idea generation   #creativity   #online   #remote-friendly   A problem solving technique to define a problem, challenge or opportunity and to generate ideas.

4. The 5 Whys 

Sometimes, a group needs to go further with their strategies and analyze the root cause at the heart of organizational issues. An RCA or root cause analysis is the process of identifying what is at the heart of business problems or recurring challenges. 

The 5 Whys is a simple and effective method of helping a group go find the root cause of any problem or challenge and conduct analysis that will deliver results. 

By beginning with the creation of a problem statement and going through five stages to refine it, The 5 Whys provides everything you need to truly discover the cause of an issue.

The 5 Whys   #hyperisland   #innovation   This simple and powerful method is useful for getting to the core of a problem or challenge. As the title suggests, the group defines a problems, then asks the question “why” five times, often using the resulting explanation as a starting point for creative problem solving.

5. World Cafe

World Cafe is a simple but powerful facilitation technique to help bigger groups to focus their energy and attention on solving complex problems.

World Cafe enables this approach by creating a relaxed atmosphere where participants are able to self-organize and explore topics relevant and important to them which are themed around a central problem-solving purpose. Create the right atmosphere by modeling your space after a cafe and after guiding the group through the method, let them take the lead!

Making problem-solving a part of your organization’s culture in the long term can be a difficult undertaking. More approachable formats like World Cafe can be especially effective in bringing people unfamiliar with workshops into the fold. 

World Cafe   #hyperisland   #innovation   #issue analysis   World Café is a simple yet powerful method, originated by Juanita Brown, for enabling meaningful conversations driven completely by participants and the topics that are relevant and important to them. Facilitators create a cafe-style space and provide simple guidelines. Participants then self-organize and explore a set of relevant topics or questions for conversation.

6. Discovery & Action Dialogue (DAD)

One of the best approaches is to create a safe space for a group to share and discover practices and behaviors that can help them find their own solutions.

With DAD, you can help a group choose which problems they wish to solve and which approaches they will take to do so. It’s great at helping remove resistance to change and can help get buy-in at every level too!

This process of enabling frontline ownership is great in ensuring follow-through and is one of the methods you will want in your toolbox as a facilitator.

Discovery & Action Dialogue (DAD)   #idea generation   #liberating structures   #action   #issue analysis   #remote-friendly   DADs make it easy for a group or community to discover practices and behaviors that enable some individuals (without access to special resources and facing the same constraints) to find better solutions than their peers to common problems. These are called positive deviant (PD) behaviors and practices. DADs make it possible for people in the group, unit, or community to discover by themselves these PD practices. DADs also create favorable conditions for stimulating participants’ creativity in spaces where they can feel safe to invent new and more effective practices. Resistance to change evaporates as participants are unleashed to choose freely which practices they will adopt or try and which problems they will tackle. DADs make it possible to achieve frontline ownership of solutions.

7. Design Sprint 2.0

Want to see how a team can solve big problems and move forward with prototyping and testing solutions in a few days? The Design Sprint 2.0 template from Jake Knapp, author of Sprint, is a complete agenda for a with proven results.

Developing the right agenda can involve difficult but necessary planning. Ensuring all the correct steps are followed can also be stressful or time-consuming depending on your level of experience.

Use this complete 4-day workshop template if you are finding there is no obvious solution to your challenge and want to focus your team around a specific problem that might require a shortcut to launching a minimum viable product or waiting for the organization-wide implementation of a solution.

8. Open space technology

Open space technology- developed by Harrison Owen – creates a space where large groups are invited to take ownership of their problem solving and lead individual sessions. Open space technology is a great format when you have a great deal of expertise and insight in the room and want to allow for different takes and approaches on a particular theme or problem you need to be solved.

Start by bringing your participants together to align around a central theme and focus their efforts. Explain the ground rules to help guide the problem-solving process and then invite members to identify any issue connecting to the central theme that they are interested in and are prepared to take responsibility for.

Once participants have decided on their approach to the core theme, they write their issue on a piece of paper, announce it to the group, pick a session time and place, and post the paper on the wall. As the wall fills up with sessions, the group is then invited to join the sessions that interest them the most and which they can contribute to, then you’re ready to begin!

Everyone joins the problem-solving group they’ve signed up to, record the discussion and if appropriate, findings can then be shared with the rest of the group afterward.

Open Space Technology   #action plan   #idea generation   #problem solving   #issue analysis   #large group   #online   #remote-friendly   Open Space is a methodology for large groups to create their agenda discerning important topics for discussion, suitable for conferences, community gatherings and whole system facilitation

Techniques to identify and analyze problems

Using a problem-solving method to help a team identify and analyze a problem can be a quick and effective addition to any workshop or meeting.

While further actions are always necessary, you can generate momentum and alignment easily, and these activities are a great place to get started.

We’ve put together this list of techniques to help you and your team with problem identification, analysis, and discussion that sets the foundation for developing effective solutions.

Let’s take a look!

  • The Creativity Dice
  • Fishbone Analysis
  • Problem Tree
  • SWOT Analysis
  • Agreement-Certainty Matrix
  • The Journalistic Six
  • LEGO Challenge
  • What, So What, Now What?
  • Journalists

Individual and group perspectives are incredibly important, but what happens if people are set in their minds and need a change of perspective in order to approach a problem more effectively?

Flip It is a method we love because it is both simple to understand and run, and allows groups to understand how their perspectives and biases are formed. 

Participants in Flip It are first invited to consider concerns, issues, or problems from a perspective of fear and write them on a flip chart. Then, the group is asked to consider those same issues from a perspective of hope and flip their understanding.  

No problem and solution is free from existing bias and by changing perspectives with Flip It, you can then develop a problem solving model quickly and effectively.

Flip It!   #gamestorming   #problem solving   #action   Often, a change in a problem or situation comes simply from a change in our perspectives. Flip It! is a quick game designed to show players that perspectives are made, not born.

10. The Creativity Dice

One of the most useful problem solving skills you can teach your team is of approaching challenges with creativity, flexibility, and openness. Games like The Creativity Dice allow teams to overcome the potential hurdle of too much linear thinking and approach the process with a sense of fun and speed. 

In The Creativity Dice, participants are organized around a topic and roll a dice to determine what they will work on for a period of 3 minutes at a time. They might roll a 3 and work on investigating factual information on the chosen topic. They might roll a 1 and work on identifying the specific goals, standards, or criteria for the session.

Encouraging rapid work and iteration while asking participants to be flexible are great skills to cultivate. Having a stage for idea incubation in this game is also important. Moments of pause can help ensure the ideas that are put forward are the most suitable. 

The Creativity Dice   #creativity   #problem solving   #thiagi   #issue analysis   Too much linear thinking is hazardous to creative problem solving. To be creative, you should approach the problem (or the opportunity) from different points of view. You should leave a thought hanging in mid-air and move to another. This skipping around prevents premature closure and lets your brain incubate one line of thought while you consciously pursue another.

11. Fishbone Analysis

Organizational or team challenges are rarely simple, and it’s important to remember that one problem can be an indication of something that goes deeper and may require further consideration to be solved.

Fishbone Analysis helps groups to dig deeper and understand the origins of a problem. It’s a great example of a root cause analysis method that is simple for everyone on a team to get their head around. 

Participants in this activity are asked to annotate a diagram of a fish, first adding the problem or issue to be worked on at the head of a fish before then brainstorming the root causes of the problem and adding them as bones on the fish. 

Using abstractions such as a diagram of a fish can really help a team break out of their regular thinking and develop a creative approach.

Fishbone Analysis   #problem solving   ##root cause analysis   #decision making   #online facilitation   A process to help identify and understand the origins of problems, issues or observations.

12. Problem Tree 

Encouraging visual thinking can be an essential part of many strategies. By simply reframing and clarifying problems, a group can move towards developing a problem solving model that works for them. 

In Problem Tree, groups are asked to first brainstorm a list of problems – these can be design problems, team problems or larger business problems – and then organize them into a hierarchy. The hierarchy could be from most important to least important or abstract to practical, though the key thing with problem solving games that involve this aspect is that your group has some way of managing and sorting all the issues that are raised.

Once you have a list of problems that need to be solved and have organized them accordingly, you’re then well-positioned for the next problem solving steps.

Problem tree   #define intentions   #create   #design   #issue analysis   A problem tree is a tool to clarify the hierarchy of problems addressed by the team within a design project; it represents high level problems or related sublevel problems.

13. SWOT Analysis

Chances are you’ve heard of the SWOT Analysis before. This problem-solving method focuses on identifying strengths, weaknesses, opportunities, and threats is a tried and tested method for both individuals and teams.

Start by creating a desired end state or outcome and bare this in mind – any process solving model is made more effective by knowing what you are moving towards. Create a quadrant made up of the four categories of a SWOT analysis and ask participants to generate ideas based on each of those quadrants.

Once you have those ideas assembled in their quadrants, cluster them together based on their affinity with other ideas. These clusters are then used to facilitate group conversations and move things forward. 

SWOT analysis   #gamestorming   #problem solving   #action   #meeting facilitation   The SWOT Analysis is a long-standing technique of looking at what we have, with respect to the desired end state, as well as what we could improve on. It gives us an opportunity to gauge approaching opportunities and dangers, and assess the seriousness of the conditions that affect our future. When we understand those conditions, we can influence what comes next.

14. Agreement-Certainty Matrix

Not every problem-solving approach is right for every challenge, and deciding on the right method for the challenge at hand is a key part of being an effective team.

The Agreement Certainty matrix helps teams align on the nature of the challenges facing them. By sorting problems from simple to chaotic, your team can understand what methods are suitable for each problem and what they can do to ensure effective results. 

If you are already using Liberating Structures techniques as part of your problem-solving strategy, the Agreement-Certainty Matrix can be an invaluable addition to your process. We’ve found it particularly if you are having issues with recurring problems in your organization and want to go deeper in understanding the root cause. 

Agreement-Certainty Matrix   #issue analysis   #liberating structures   #problem solving   You can help individuals or groups avoid the frequent mistake of trying to solve a problem with methods that are not adapted to the nature of their challenge. The combination of two questions makes it possible to easily sort challenges into four categories: simple, complicated, complex , and chaotic .  A problem is simple when it can be solved reliably with practices that are easy to duplicate.  It is complicated when experts are required to devise a sophisticated solution that will yield the desired results predictably.  A problem is complex when there are several valid ways to proceed but outcomes are not predictable in detail.  Chaotic is when the context is too turbulent to identify a path forward.  A loose analogy may be used to describe these differences: simple is like following a recipe, complicated like sending a rocket to the moon, complex like raising a child, and chaotic is like the game “Pin the Tail on the Donkey.”  The Liberating Structures Matching Matrix in Chapter 5 can be used as the first step to clarify the nature of a challenge and avoid the mismatches between problems and solutions that are frequently at the root of chronic, recurring problems.

Organizing and charting a team’s progress can be important in ensuring its success. SQUID (Sequential Question and Insight Diagram) is a great model that allows a team to effectively switch between giving questions and answers and develop the skills they need to stay on track throughout the process. 

Begin with two different colored sticky notes – one for questions and one for answers – and with your central topic (the head of the squid) on the board. Ask the group to first come up with a series of questions connected to their best guess of how to approach the topic. Ask the group to come up with answers to those questions, fix them to the board and connect them with a line. After some discussion, go back to question mode by responding to the generated answers or other points on the board.

It’s rewarding to see a diagram grow throughout the exercise, and a completed SQUID can provide a visual resource for future effort and as an example for other teams.

SQUID   #gamestorming   #project planning   #issue analysis   #problem solving   When exploring an information space, it’s important for a group to know where they are at any given time. By using SQUID, a group charts out the territory as they go and can navigate accordingly. SQUID stands for Sequential Question and Insight Diagram.

16. Speed Boat

To continue with our nautical theme, Speed Boat is a short and sweet activity that can help a team quickly identify what employees, clients or service users might have a problem with and analyze what might be standing in the way of achieving a solution.

Methods that allow for a group to make observations, have insights and obtain those eureka moments quickly are invaluable when trying to solve complex problems.

In Speed Boat, the approach is to first consider what anchors and challenges might be holding an organization (or boat) back. Bonus points if you are able to identify any sharks in the water and develop ideas that can also deal with competitors!   

Speed Boat   #gamestorming   #problem solving   #action   Speedboat is a short and sweet way to identify what your employees or clients don’t like about your product/service or what’s standing in the way of a desired goal.

17. The Journalistic Six

Some of the most effective ways of solving problems is by encouraging teams to be more inclusive and diverse in their thinking.

Based on the six key questions journalism students are taught to answer in articles and news stories, The Journalistic Six helps create teams to see the whole picture. By using who, what, when, where, why, and how to facilitate the conversation and encourage creative thinking, your team can make sure that the problem identification and problem analysis stages of the are covered exhaustively and thoughtfully. Reporter’s notebook and dictaphone optional.

The Journalistic Six – Who What When Where Why How   #idea generation   #issue analysis   #problem solving   #online   #creative thinking   #remote-friendly   A questioning method for generating, explaining, investigating ideas.

18. LEGO Challenge

Now for an activity that is a little out of the (toy) box. LEGO Serious Play is a facilitation methodology that can be used to improve creative thinking and problem-solving skills. 

The LEGO Challenge includes giving each member of the team an assignment that is hidden from the rest of the group while they create a structure without speaking.

What the LEGO challenge brings to the table is a fun working example of working with stakeholders who might not be on the same page to solve problems. Also, it’s LEGO! Who doesn’t love LEGO! 

LEGO Challenge   #hyperisland   #team   A team-building activity in which groups must work together to build a structure out of LEGO, but each individual has a secret “assignment” which makes the collaborative process more challenging. It emphasizes group communication, leadership dynamics, conflict, cooperation, patience and problem solving strategy.

19. What, So What, Now What?

If not carefully managed, the problem identification and problem analysis stages of the problem-solving process can actually create more problems and misunderstandings.

The What, So What, Now What? problem-solving activity is designed to help collect insights and move forward while also eliminating the possibility of disagreement when it comes to identifying, clarifying, and analyzing organizational or work problems. 

Facilitation is all about bringing groups together so that might work on a shared goal and the best problem-solving strategies ensure that teams are aligned in purpose, if not initially in opinion or insight.

Throughout the three steps of this game, you give everyone on a team to reflect on a problem by asking what happened, why it is important, and what actions should then be taken. 

This can be a great activity for bringing our individual perceptions about a problem or challenge and contextualizing it in a larger group setting. This is one of the most important problem-solving skills you can bring to your organization.

W³ – What, So What, Now What?   #issue analysis   #innovation   #liberating structures   You can help groups reflect on a shared experience in a way that builds understanding and spurs coordinated action while avoiding unproductive conflict. It is possible for every voice to be heard while simultaneously sifting for insights and shaping new direction. Progressing in stages makes this practical—from collecting facts about What Happened to making sense of these facts with So What and finally to what actions logically follow with Now What . The shared progression eliminates most of the misunderstandings that otherwise fuel disagreements about what to do. Voila!

20. Journalists  

Problem analysis can be one of the most important and decisive stages of all problem-solving tools. Sometimes, a team can become bogged down in the details and are unable to move forward.

Journalists is an activity that can avoid a group from getting stuck in the problem identification or problem analysis stages of the process.

In Journalists, the group is invited to draft the front page of a fictional newspaper and figure out what stories deserve to be on the cover and what headlines those stories will have. By reframing how your problems and challenges are approached, you can help a team move productively through the process and be better prepared for the steps to follow.

Journalists   #vision   #big picture   #issue analysis   #remote-friendly   This is an exercise to use when the group gets stuck in details and struggles to see the big picture. Also good for defining a vision.

Problem-solving techniques for developing solutions 

The success of any problem-solving process can be measured by the solutions it produces. After you’ve defined the issue, explored existing ideas, and ideated, it’s time to narrow down to the correct solution.

Use these problem-solving techniques when you want to help your team find consensus, compare possible solutions, and move towards taking action on a particular problem.

  • Improved Solutions
  • Four-Step Sketch
  • 15% Solutions
  • How-Now-Wow matrix
  • Impact Effort Matrix

21. Mindspin  

Brainstorming is part of the bread and butter of the problem-solving process and all problem-solving strategies benefit from getting ideas out and challenging a team to generate solutions quickly. 

With Mindspin, participants are encouraged not only to generate ideas but to do so under time constraints and by slamming down cards and passing them on. By doing multiple rounds, your team can begin with a free generation of possible solutions before moving on to developing those solutions and encouraging further ideation. 

This is one of our favorite problem-solving activities and can be great for keeping the energy up throughout the workshop. Remember the importance of helping people become engaged in the process – energizing problem-solving techniques like Mindspin can help ensure your team stays engaged and happy, even when the problems they’re coming together to solve are complex. 

MindSpin   #teampedia   #idea generation   #problem solving   #action   A fast and loud method to enhance brainstorming within a team. Since this activity has more than round ideas that are repetitive can be ruled out leaving more creative and innovative answers to the challenge.

22. Improved Solutions

After a team has successfully identified a problem and come up with a few solutions, it can be tempting to call the work of the problem-solving process complete. That said, the first solution is not necessarily the best, and by including a further review and reflection activity into your problem-solving model, you can ensure your group reaches the best possible result. 

One of a number of problem-solving games from Thiagi Group, Improved Solutions helps you go the extra mile and develop suggested solutions with close consideration and peer review. By supporting the discussion of several problems at once and by shifting team roles throughout, this problem-solving technique is a dynamic way of finding the best solution. 

Improved Solutions   #creativity   #thiagi   #problem solving   #action   #team   You can improve any solution by objectively reviewing its strengths and weaknesses and making suitable adjustments. In this creativity framegame, you improve the solutions to several problems. To maintain objective detachment, you deal with a different problem during each of six rounds and assume different roles (problem owner, consultant, basher, booster, enhancer, and evaluator) during each round. At the conclusion of the activity, each player ends up with two solutions to her problem.

23. Four Step Sketch

Creative thinking and visual ideation does not need to be confined to the opening stages of your problem-solving strategies. Exercises that include sketching and prototyping on paper can be effective at the solution finding and development stage of the process, and can be great for keeping a team engaged. 

By going from simple notes to a crazy 8s round that involves rapidly sketching 8 variations on their ideas before then producing a final solution sketch, the group is able to iterate quickly and visually. Problem-solving techniques like Four-Step Sketch are great if you have a group of different thinkers and want to change things up from a more textual or discussion-based approach.

Four-Step Sketch   #design sprint   #innovation   #idea generation   #remote-friendly   The four-step sketch is an exercise that helps people to create well-formed concepts through a structured process that includes: Review key information Start design work on paper,  Consider multiple variations , Create a detailed solution . This exercise is preceded by a set of other activities allowing the group to clarify the challenge they want to solve. See how the Four Step Sketch exercise fits into a Design Sprint

24. 15% Solutions

Some problems are simpler than others and with the right problem-solving activities, you can empower people to take immediate actions that can help create organizational change. 

Part of the liberating structures toolkit, 15% solutions is a problem-solving technique that focuses on finding and implementing solutions quickly. A process of iterating and making small changes quickly can help generate momentum and an appetite for solving complex problems.

Problem-solving strategies can live and die on whether people are onboard. Getting some quick wins is a great way of getting people behind the process.   

It can be extremely empowering for a team to realize that problem-solving techniques can be deployed quickly and easily and delineate between things they can positively impact and those things they cannot change. 

15% Solutions   #action   #liberating structures   #remote-friendly   You can reveal the actions, however small, that everyone can do immediately. At a minimum, these will create momentum, and that may make a BIG difference.  15% Solutions show that there is no reason to wait around, feel powerless, or fearful. They help people pick it up a level. They get individuals and the group to focus on what is within their discretion instead of what they cannot change.  With a very simple question, you can flip the conversation to what can be done and find solutions to big problems that are often distributed widely in places not known in advance. Shifting a few grains of sand may trigger a landslide and change the whole landscape.

25. How-Now-Wow Matrix

The problem-solving process is often creative, as complex problems usually require a change of thinking and creative response in order to find the best solutions. While it’s common for the first stages to encourage creative thinking, groups can often gravitate to familiar solutions when it comes to the end of the process. 

When selecting solutions, you don’t want to lose your creative energy! The How-Now-Wow Matrix from Gamestorming is a great problem-solving activity that enables a group to stay creative and think out of the box when it comes to selecting the right solution for a given problem.

Problem-solving techniques that encourage creative thinking and the ideation and selection of new solutions can be the most effective in organisational change. Give the How-Now-Wow Matrix a go, and not just for how pleasant it is to say out loud. 

How-Now-Wow Matrix   #gamestorming   #idea generation   #remote-friendly   When people want to develop new ideas, they most often think out of the box in the brainstorming or divergent phase. However, when it comes to convergence, people often end up picking ideas that are most familiar to them. This is called a ‘creative paradox’ or a ‘creadox’. The How-Now-Wow matrix is an idea selection tool that breaks the creadox by forcing people to weigh each idea on 2 parameters.

26. Impact and Effort Matrix

All problem-solving techniques hope to not only find solutions to a given problem or challenge but to find the best solution. When it comes to finding a solution, groups are invited to put on their decision-making hats and really think about how a proposed idea would work in practice. 

The Impact and Effort Matrix is one of the problem-solving techniques that fall into this camp, empowering participants to first generate ideas and then categorize them into a 2×2 matrix based on impact and effort.

Activities that invite critical thinking while remaining simple are invaluable. Use the Impact and Effort Matrix to move from ideation and towards evaluating potential solutions before then committing to them. 

Impact and Effort Matrix   #gamestorming   #decision making   #action   #remote-friendly   In this decision-making exercise, possible actions are mapped based on two factors: effort required to implement and potential impact. Categorizing ideas along these lines is a useful technique in decision making, as it obliges contributors to balance and evaluate suggested actions before committing to them.

27. Dotmocracy

If you’ve followed each of the problem-solving steps with your group successfully, you should move towards the end of your process with heaps of possible solutions developed with a specific problem in mind. But how do you help a group go from ideation to putting a solution into action? 

Dotmocracy – or Dot Voting -is a tried and tested method of helping a team in the problem-solving process make decisions and put actions in place with a degree of oversight and consensus. 

One of the problem-solving techniques that should be in every facilitator’s toolbox, Dot Voting is fast and effective and can help identify the most popular and best solutions and help bring a group to a decision effectively. 

Dotmocracy   #action   #decision making   #group prioritization   #hyperisland   #remote-friendly   Dotmocracy is a simple method for group prioritization or decision-making. It is not an activity on its own, but a method to use in processes where prioritization or decision-making is the aim. The method supports a group to quickly see which options are most popular or relevant. The options or ideas are written on post-its and stuck up on a wall for the whole group to see. Each person votes for the options they think are the strongest, and that information is used to inform a decision.

All facilitators know that warm-ups and icebreakers are useful for any workshop or group process. Problem-solving workshops are no different.

Use these problem-solving techniques to warm up a group and prepare them for the rest of the process. Activating your group by tapping into some of the top problem-solving skills can be one of the best ways to see great outcomes from your session.

  • Check-in/Check-out
  • Doodling Together
  • Show and Tell
  • Constellations
  • Draw a Tree

28. Check-in / Check-out

Solid processes are planned from beginning to end, and the best facilitators know that setting the tone and establishing a safe, open environment can be integral to a successful problem-solving process.

Check-in / Check-out is a great way to begin and/or bookend a problem-solving workshop. Checking in to a session emphasizes that everyone will be seen, heard, and expected to contribute. 

If you are running a series of meetings, setting a consistent pattern of checking in and checking out can really help your team get into a groove. We recommend this opening-closing activity for small to medium-sized groups though it can work with large groups if they’re disciplined!

Check-in / Check-out   #team   #opening   #closing   #hyperisland   #remote-friendly   Either checking-in or checking-out is a simple way for a team to open or close a process, symbolically and in a collaborative way. Checking-in/out invites each member in a group to be present, seen and heard, and to express a reflection or a feeling. Checking-in emphasizes presence, focus and group commitment; checking-out emphasizes reflection and symbolic closure.

29. Doodling Together  

Thinking creatively and not being afraid to make suggestions are important problem-solving skills for any group or team, and warming up by encouraging these behaviors is a great way to start. 

Doodling Together is one of our favorite creative ice breaker games – it’s quick, effective, and fun and can make all following problem-solving steps easier by encouraging a group to collaborate visually. By passing cards and adding additional items as they go, the workshop group gets into a groove of co-creation and idea development that is crucial to finding solutions to problems. 

Doodling Together   #collaboration   #creativity   #teamwork   #fun   #team   #visual methods   #energiser   #icebreaker   #remote-friendly   Create wild, weird and often funny postcards together & establish a group’s creative confidence.

30. Show and Tell

You might remember some version of Show and Tell from being a kid in school and it’s a great problem-solving activity to kick off a session.

Asking participants to prepare a little something before a workshop by bringing an object for show and tell can help them warm up before the session has even begun! Games that include a physical object can also help encourage early engagement before moving onto more big-picture thinking.

By asking your participants to tell stories about why they chose to bring a particular item to the group, you can help teams see things from new perspectives and see both differences and similarities in the way they approach a topic. Great groundwork for approaching a problem-solving process as a team! 

Show and Tell   #gamestorming   #action   #opening   #meeting facilitation   Show and Tell taps into the power of metaphors to reveal players’ underlying assumptions and associations around a topic The aim of the game is to get a deeper understanding of stakeholders’ perspectives on anything—a new project, an organizational restructuring, a shift in the company’s vision or team dynamic.

31. Constellations

Who doesn’t love stars? Constellations is a great warm-up activity for any workshop as it gets people up off their feet, energized, and ready to engage in new ways with established topics. It’s also great for showing existing beliefs, biases, and patterns that can come into play as part of your session.

Using warm-up games that help build trust and connection while also allowing for non-verbal responses can be great for easing people into the problem-solving process and encouraging engagement from everyone in the group. Constellations is great in large spaces that allow for movement and is definitely a practical exercise to allow the group to see patterns that are otherwise invisible. 

Constellations   #trust   #connection   #opening   #coaching   #patterns   #system   Individuals express their response to a statement or idea by standing closer or further from a central object. Used with teams to reveal system, hidden patterns, perspectives.

32. Draw a Tree

Problem-solving games that help raise group awareness through a central, unifying metaphor can be effective ways to warm-up a group in any problem-solving model.

Draw a Tree is a simple warm-up activity you can use in any group and which can provide a quick jolt of energy. Start by asking your participants to draw a tree in just 45 seconds – they can choose whether it will be abstract or realistic. 

Once the timer is up, ask the group how many people included the roots of the tree and use this as a means to discuss how we can ignore important parts of any system simply because they are not visible.

All problem-solving strategies are made more effective by thinking of problems critically and by exposing things that may not normally come to light. Warm-up games like Draw a Tree are great in that they quickly demonstrate some key problem-solving skills in an accessible and effective way.

Draw a Tree   #thiagi   #opening   #perspectives   #remote-friendly   With this game you can raise awarness about being more mindful, and aware of the environment we live in.

Each step of the problem-solving workshop benefits from an intelligent deployment of activities, games, and techniques. Bringing your session to an effective close helps ensure that solutions are followed through on and that you also celebrate what has been achieved.

Here are some problem-solving activities you can use to effectively close a workshop or meeting and ensure the great work you’ve done can continue afterward.

  • One Breath Feedback
  • Who What When Matrix
  • Response Cards

How do I conclude a problem-solving process?

All good things must come to an end. With the bulk of the work done, it can be tempting to conclude your workshop swiftly and without a moment to debrief and align. This can be problematic in that it doesn’t allow your team to fully process the results or reflect on the process.

At the end of an effective session, your team will have gone through a process that, while productive, can be exhausting. It’s important to give your group a moment to take a breath, ensure that they are clear on future actions, and provide short feedback before leaving the space. 

The primary purpose of any problem-solving method is to generate solutions and then implement them. Be sure to take the opportunity to ensure everyone is aligned and ready to effectively implement the solutions you produced in the workshop.

Remember that every process can be improved and by giving a short moment to collect feedback in the session, you can further refine your problem-solving methods and see further success in the future too.

33. One Breath Feedback

Maintaining attention and focus during the closing stages of a problem-solving workshop can be tricky and so being concise when giving feedback can be important. It’s easy to incur “death by feedback” should some team members go on for too long sharing their perspectives in a quick feedback round. 

One Breath Feedback is a great closing activity for workshops. You give everyone an opportunity to provide feedback on what they’ve done but only in the space of a single breath. This keeps feedback short and to the point and means that everyone is encouraged to provide the most important piece of feedback to them. 

One breath feedback   #closing   #feedback   #action   This is a feedback round in just one breath that excels in maintaining attention: each participants is able to speak during just one breath … for most people that’s around 20 to 25 seconds … unless of course you’ve been a deep sea diver in which case you’ll be able to do it for longer.

34. Who What When Matrix 

Matrices feature as part of many effective problem-solving strategies and with good reason. They are easily recognizable, simple to use, and generate results.

The Who What When Matrix is a great tool to use when closing your problem-solving session by attributing a who, what and when to the actions and solutions you have decided upon. The resulting matrix is a simple, easy-to-follow way of ensuring your team can move forward. 

Great solutions can’t be enacted without action and ownership. Your problem-solving process should include a stage for allocating tasks to individuals or teams and creating a realistic timeframe for those solutions to be implemented or checked out. Use this method to keep the solution implementation process clear and simple for all involved. 

Who/What/When Matrix   #gamestorming   #action   #project planning   With Who/What/When matrix, you can connect people with clear actions they have defined and have committed to.

35. Response cards

Group discussion can comprise the bulk of most problem-solving activities and by the end of the process, you might find that your team is talked out! 

Providing a means for your team to give feedback with short written notes can ensure everyone is head and can contribute without the need to stand up and talk. Depending on the needs of the group, giving an alternative can help ensure everyone can contribute to your problem-solving model in the way that makes the most sense for them.

Response Cards is a great way to close a workshop if you are looking for a gentle warm-down and want to get some swift discussion around some of the feedback that is raised. 

Response Cards   #debriefing   #closing   #structured sharing   #questions and answers   #thiagi   #action   It can be hard to involve everyone during a closing of a session. Some might stay in the background or get unheard because of louder participants. However, with the use of Response Cards, everyone will be involved in providing feedback or clarify questions at the end of a session.

Save time and effort discovering the right solutions

A structured problem solving process is a surefire way of solving tough problems, discovering creative solutions and driving organizational change. But how can you design for successful outcomes?

With SessionLab, it’s easy to design engaging workshops that deliver results. Drag, drop and reorder blocks  to build your agenda. When you make changes or update your agenda, your session  timing   adjusts automatically , saving you time on manual adjustments.

Collaborating with stakeholders or clients? Share your agenda with a single click and collaborate in real-time. No more sending documents back and forth over email.

Explore  how to use SessionLab  to design effective problem solving workshops or  watch this five minute video  to see the planner in action!

is is not problem solving analysis method

Over to you

The problem-solving process can often be as complicated and multifaceted as the problems they are set-up to solve. With the right problem-solving techniques and a mix of creative exercises designed to guide discussion and generate purposeful ideas, we hope we’ve given you the tools to find the best solutions as simply and easily as possible.

Is there a problem-solving technique that you are missing here? Do you have a favorite activity or method you use when facilitating? Let us know in the comments below, we’d love to hear from you! 

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is is not problem solving analysis method

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Elsmar Cove Quality and Business Standards Discussions

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  • Common Quality Assurance Processes and Tools
  • Nonconformance and Corrective Action

IS - IS NOT Problem Solving Analysis Method

  • Thread starter jaspa
  • Start date Aug 27, 2009
  • Aug 27, 2009

qualitytoughnut - 2010

Miner

Forum Moderator

Re: IS - IS NOT analysis It is based on answering most of the 5W2Hs What What is the object with the defect? What is the defect? When When was the defect first seen? When else was the defect seen? When in the life cycle was the defect seen? Where Where on the object was the defect seen? Where geographically was the defect seen? Who What parties are involved? How Much How many units exhibit the defect? How many defects per unit? What rate of defects (e.g., %, PPM, etc.)? After answering the Is question for the above questions, answer what the defect is not, but could have been . Then identify the differences between the Is and the IS Not, any changes to the materials, process, detection method, etc. and theories as to how these could explain the defect. This analysis is used to provide focused potential causes for further investigation, and alos provide a test for potential root causes. Root causes must account for all of the IS/Is Nots.  

Quite Involved in Discussions

  • Aug 28, 2009

Re: IS - IS NOT analysis I first heard of this tool in an undergrad course as a part of a bigger Root Cause Analysis framework called Kepner-Tregoe Analysis. I search google for some useful references and guess what! This forum is one of the top results: http://Elsmar.com/Forums/showthread.php?t=14204 Regards, Reynald Moderator Note: Alternatively, Kepner Tregoe Analysis (KTA) - Seeking Information  

Re: IS - IS NOT analysis I learned the methodology back in the 1980's from " The New Rational Manager " by Charles Kepner and Benjamin Tregoe. I have found it very useful over my career. Judging from the reviews, people either love it or hate it. The negative comments said that it was common sense. However, "common" sense seems rather uncommon today.  

bobdoering

Stop X-bar/R Madness!!

Re: IS - IS NOT analysis I first heard of it in a Ford TOPS training. I think it is a great tool when you have a cloud of information, but no clear direction as to where the information leads. Most of my issues have been pretty obvious - and the root cause has not been as difficult as determining an economically feasible corrective action. But, I can see it as a very good tool when used for the correct need. Using when you do not need to might frustrate people-that is why demanding to use every tool for every occasion is not a good idea. It would be like forcing you to use a Phillips screwdriver to fix a flat tire....just because it is in your toolbox.  

Re: IS - IS NOT analysis Yes. I remember Ford used it in their TOPS training. They later had a falling out with K-T and removed it from the initial 8D material. I saw it again in the Global 8D, so they must have reconciled. I agree that you use it only when appropriate. That is the way with all tools. Use the one that works for the task at hand.  

SteelMaiden

SteelMaiden

Super moderator.

Re: IS - IS NOT analysis We learned it in some Kepner - Tregoe training we brought on-site. Something pretty simple, but we all seem to forget to define what "is not" the problem.  

Jim Wynne

SteelMaiden said: We learned it in some Kepner - Tregoe training we brought on-site. Something pretty simple, but we all seem to forget to define what "is not" the problem. Click to expand...

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Re: IS - IS NOT analysis There was a caveat: Is Not, but could have been...  

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  • Guide: 5 Whys
  • Learn Lean Sigma

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5 Whys is a problem solving technique used to get to the root cause of problems by asking the question of Why multiple times, but often 5 times giving it the name “5 Whys”. This allows people to address the root cause of issues opposed to the symptoms of the root causes which is often what is seen as the problem. 

Like a doctor diagnosing an issue such as a neck pain a pain killer will only address the symptom of the neck pain and not the root cause of the pain. By getting to the root cause you can ensure a long term fix to the root cause of the neck pain which could be cause by seating positions and not taking pain killers which is a short term fix.

Table of Contents

What is the 5 whys.

The 5 Whys is a root cause analysis problem-solving technique that aims to identify the root cause of a problem by repeatedly asking the question “Why?” five times or until the core issue is unveiled. Developed within the Toyota Production System , it’s one of fundamental tools in the Lean Six Sigma methodology.

Here’s how it works:

  • Begin with a clear and concise problem statement.
  • Ask “Why?” the problem occurred. Document the answer.
  • If this answer doesn’t identify the root cause, ask “Why?” again and document the subsequent answer.
  • Continue this process until you’ve either asked “Why?” five times or the root cause has been identified.

5 Whys Analysis Tree

Lets go through an example, let’s say a machine stopped working:

  • Why? – The machine’s fuse blew.
  • Why? – The machine was overloaded.
  • Why? – There wasn’t adequate training on machine capacity.
  • Why? – Training materials were outdated.
  • Why? – There’s no review process for updating training materials.

In this case, the root cause is the lack of a review process for training materials, and addressing this will prevent similar issues in the future.

This is a good example where a machine stopping workings root cause is cause by an issue what would not be obvious is first glace at the symptom of the problem and provides a clear example that root cause analysis is important to ensure that solutions are not jumped to before a through root cause analysis is conducted. 

Why is the 5 Whys Important?

Understanding the 5 Whys is important because identifying symptoms of a problem is not the same as uncovering its root cause. If you only address symptoms this provides only temporary solution to the problem. However, understanding and resolving the root cause can prevent the issue from reoccurring.

The 5 Whys Problem-Solving technique is also useful for:

  • Problem Prevention: By identifying the root cause of the problem, businesses can implement long-term solutions, leading to more robust systems and processes and prevent the problem reoccurring.
  • Cost-Efficiency: Addressing root causes is often more cost-effective in the long run as it prevents recurrence and the associated costs of repeated problem-solving which usually involves the same people constantly firefighting the same issues such as repeated machine breakdowns.
  • Improved Processes: Regular use of the 5 Whys to identify the root causes of problems can highlight weaknesses in processes, leading to continuous improvement and optimization processes.
  • Empowerment: The use of 5 Whys by individuals a positive culture that promotes a deeper understanding of systems and processes, empowering teams to take ownership and responsibility in addressing issues.
  • How to Conduct a 5 Whys Root Cause Analysis?

Step 1: Define the problem

This is an important step as if the problem is not defined effectively it could result in focusing in the wrong problem. A good method for this could be to use the 5W1H Is/Is Not Problem solving technique to gain a common understanding of that the problem is.

When stating the problem you are going to conduct a 5 Whys on it is important to be specific about the issue and avoid ambiguous descriptions. Additionally, where data and information is available this should be collected and used as evidence that points to the actual problem rather than opinions of the problem. 

Step 2: Ask the First “Why?”

Now you have a clear problem definition you should ask the question “Why did that happen?” This should be done to understand the problem without making assumptions and should be done with supporting facts and data that backs up the initial answer to the question.

Step 3: Continue to Ask Why?

Now you should have an answer to the first why. This should form the next step and ask why did that happen. This ensures you dont settle for the inisital surface-level answer or symptoms of the real problem and pushes you to understand the underlying issues.

When you continue to ask why you should:

  • Continuously question the previous answer
  • Challenge answer that seem like assumptions and lack evidence to support them to avoid going down the wrong route. 

Step 4: Continue the Process

  • Keep the questioning focused on the problem
  • If you feel the questioning is going off track revert back to what the initial problem definition.
  • Ensure each answer provided logically leads to the next “Why?”
  • The 5 Whys process then concludes when further questions leads to no further valuable answers are given or the when the root cause of the issues becomes clear.

Step 5 Implement Solutions

Once you have identified the root cause the you need to address it by implementing a solution to prevent the problem reoccuring.

This should be a case of developing an actionable solution that address the root cause of the issue and not preventing the symptoms as addressing the symptom will likely cause the issue to reappear elsewhere.

Make sure you test the solutions to ensure they are effective in addressing the root cause, you should then continue to monitor the process over time to confirm the problem did not reappear in the same place or elsewhere.

If the problem does not re appear congratulations you have solved the problem!

An Example of 5 Whys Analysis

Below is a good example of a 5 Whys analysis done in a situation where there was a production downtime.

5 Whys Corrective and Preventive Actions Lean Six Sigma Tools Example of a 5 whys analysis bening done on production down time

To summarize, the 5 Whys process is an effective problem-solving tool that can assist businesses in identifying the root cause of a problem and developing effective solutions. Teams can delve deep into underlying issues and develop targeted solutions that address the root cause of the problem by asking “why” multiple times.

The five steps of the 5 Whys process – defining the problem, asking “why” once, asking “why” more times, developing a solution, implementing the solution, provide a clear framework for problem-solving and can help ensure that the problem is effectively resolved. The 5 Whys process encourages teams to think critically and systematically, resulting in long-term solutions that are effective, targeted, and sustainable.

  • Benjamin, S.J., Marathamuthu, M.S. and Murugaiah, U., 2015. The use of 5-WHYs technique to eliminate OEE’s speed loss in a manufacturing firm.   Journal of Quality in Maintenance Engineering ,  21 (4), pp.419-435.

A: The 5 Whys technique is a problem-solving method that involves asking “why” multiple times to uncover the root cause of a problem or issue.

A: The 5 Whys technique involves repeatedly asking “why” to identify the underlying cause of a problem. After asking “why” five times or until the root cause is revealed, you can develop effective solutions to address the issue.

A: The primary purpose of the 5 Whys technique is to identify and address the root cause of a problem. It helps organizations and individuals go beyond surface-level symptoms and understand the deeper issues affecting their processes or systems.

A: The 5 Whys technique is best used when you encounter a problem or issue that needs to be resolved. It is particularly useful for complex problems, recurring issues, or situations where multiple factors contribute to the problem.

A: Yes, the 5 Whys technique can be applied to any industry or field. It is commonly used in manufacturing, engineering, healthcare, software development, project management, and various other sectors.

A: While the technique is called the “5 Whys,” the number of “whys” you need to ask may vary. The goal is to keep asking “why” until you reach the root cause of the problem, which may require more or fewer than five iterations.

A: Yes, there are a few limitations to consider when using the 5 Whys technique. It relies on the skill and knowledge of the people involved, and it may oversimplify complex problems. Additionally, it assumes a linear cause-and-effect relationship, which may not always be accurate.

A: Yes, the 5 Whys technique can be used in a group setting. In fact, involving multiple perspectives can enhance the effectiveness of the technique and lead to more comprehensive problem-solving.

Daniel Croft

Daniel Croft

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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Find the AI Approach That Fits the Problem You’re Trying to Solve

  • George Westerman,
  • Sam Ransbotham,
  • Chiara Farronato

is is not problem solving analysis method

Five questions to help leaders discover the right analytics tool for the job.

AI moves quickly, but organizations change much more slowly. What works in a lab may be wrong for your company right now. If you know the right questions to ask, you can make better decisions, regardless of how fast technology changes. You can work with your technical experts to use the right tool for the right job. Then each solution today becomes a foundation to build further innovations tomorrow. But without the right questions, you’ll be starting your journey in the wrong place.

Leaders everywhere are rightly asking about how Generative AI can benefit their businesses. However, as impressive as generative AI is, it’s only one of many advanced data science and analytics techniques. While the world is focusing on generative AI, a better approach is to understand how to use the range of available analytics tools to address your company’s needs. Which analytics tool fits the problem you’re trying to solve? And how do you avoid choosing the wrong one? You don’t need to know deep details about each analytics tool at your disposal, but you do need to know enough to envision what’s possible and to ask technical experts the right questions.

  • George Westerman is a Senior Lecturer in MIT Sloan School of Management and founder of the Global Opportunity Forum  in MIT’s Office of Open Learning.
  • SR Sam Ransbotham is a Professor of Business Analytics at the Boston College Carroll School of Management. He co-hosts the “Me, Myself, and AI” podcast.
  • Chiara Farronato is the Glenn and Mary Jane Creamer Associate Professor of Business Administration at Harvard Business School and co-principal investigator at the Platform Lab at Harvard’s Digital Design Institute (D^3). She is also a fellow at the National Bureau of Economic Research (NBER) and the Center for Economic Policy Research (CEPR).

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Jacquelyn Burt Earns 2024 John Tate Award for Excellence in Undergraduate Advising

Department of Computer Science & Engineering Undergraduate Academic Advisor Jacquelyn Burt was awarded the 2024 John Tate Award for Excellence in Undergraduate Advising. Named in honor of John Tate, Professor of Physics and first Dean of University College (1930-41), the Tate Awards serve to recognize and reward high-quality academic advising, calling attention to the contribution academic advising makes to helping students formulate and achieve intellectual, career, and personal goals.

“I thought it was a trick when I got the email that I was being nominated,” said Jacquelyn. “Within the advising field, this award is a big deal; I described it to my parents as ‘the advising Grammys’. Part of what makes it so cool is the nomination process, which involves several letters of support from students and colleagues as well as putting together a kind of portfolio of some of the programs and resources I’ve helped develop. So many different people contributed to that on my behalf, so it was really powerful to be reminded of the impact of my work and the amazing colleagues and students I get to love!”

Jacquelyn is a lifelong Gopher, earning her B.S. in business marketing education in 2014 and her M.Ed. in education policy and leadership in 2019. She joined the CS&E student services team in 2019, where she quickly developed a reputation as a staunch ally and advocate for her students. In 2021, Jacquelyn received the Gopher Spirit Award , recognizing the U of M advisor who contributes to a positive office culture, is inclusive, and brings others up. “I feel the most useful when a student or colleague is misunderstanding something, or experiencing a lot of stress, and I am able to help separate it into smaller pieces or come up with a different way of looking at it,” said Jacquelyn. “If I can shine light on something, help shift a lens or perspective, or give an idea or experience a bit of breathing room, I’m doing my job.”

When asked about what inspired her to work in advising, Jacquelyn replied, “When I first came to the University of Minnesota as a freshman, I was a family and social sciences major - I love relationships and helping, and so figured a career in marriage and family therapy sounded good. However, I’ve also always loved education and felt most at home at school - when I finished my undergraduate degree, I didn’t want to leave college because I loved it so much! Student advising seemed like a cool sweet spot between classroom teaching, advocacy, and being in a helping role. Ultimately, I’ve really come to see advising as facilitation work: I help students identify and navigate barriers to their goals, experiences, and personal development.”

As an undergraduate advisor, Jacquelyn manages a caseload of over 450 students in multiple majors, minors and other departmental programs. On top of her advising duties, Jacquelyn has undertaken a number of projects to better the undergraduate student experience, including establishing a weekly newsletter; designing, promoting, and executing departmental events and programs; and developing and teaching students through a variety of training and credit-bearing coursework. Most notably, Jacquelyn created and now facilitates mandatory implicit bias training for all 200+ undergraduate teaching assistants, as well as teaching CSCI 2915: Teaching Methods in Computer Science (a leadership and communication skills seminar) each semester.

“Within our student services team, we’ve developed a great culture of initiative and problem-solving: like, if you identify a problem and have or can create tools to help address it, amazing - you go get it!” said Jacquelyn. “We all believe that students deserve to have positive and supportive experiences while they are here, and we’ve built an advising team that trusts each of us to help bear that belief out. I definitely could not do my job without the collaboration, encouragement, and love of the whole team.”

On top of her work within CS&E, Jacquelyn has personally designed advising resources that have made an impact for undergraduate students across the entire university. Her “Explore & Expand” tool (originally developed for the college’s major/minor expo) is used widely throughout the entire University, particularly within the Center for Academic Planning and Exploration office. Additionally, her “Academic Progress Audit System Guide” resource (originally used within the departmental “Welcome to the Major” workshops) has been used in advisor training and onboarding. Above all, Jacquelyn has a keen eye for making connections, and for communicating things that can be overwhelmingly complex with both clarity and compassion.

“When I applied for this job, I had to come up with an ‘advising philosophy,’” said Jacquelyn. “What I landed on is anytime a student leaves an interaction with me, I want them to feel a little bit more seen, supported, and celebrated. I am a naturally celebratory person, which I’ve learned to embrace - and this award is a wonderful way to celebrate the work of advising!”

Learn more about the John Tate Award at the Provost website . 

Jacquelyn Burt headshot

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Republicans sink an immigration bill; Biden is left with the political problem

is is not problem solving analysis method

No issue illustrates the breakdown of governing and politics better than immigration. A broken immigration system has broken the governing process, aided by the most cynical of politics.

Republicans recently continued what is now a decades-long streak of helping to scuttle bipartisan efforts to fix the immigration system, largely due to hard-right conservative opposition. Their opposition this time came at the request of former president Donald Trump , who again showed that he prefers the political chaos to a policy solution. He was aided by House Republicans, who favored an immigration bill that has no chance of passing in the Senate.

Republicans long have complained the loudest about the problems of illegal immigration and the need for tighter security at the U.S.-Mexico border. But they have repeatedly turned their backs on cross-party efforts to solve that and broader immigration issues, despite years of evidence that neither party alone can solve the problems and resolve competing demands and differences.

Instead of trying to work constructively on the issue in the current Congress, House Republicans have decided to try to impeach Homeland Security Secretary Alejandro Mayorkas. Their first effort collapsed Tuesday in a stunning and embarrassing setback for House Speaker Mike Johnson (R-La.).

The effect of the failure of the Senate package , however, is that while Trump and the Republicans bear the blame for sinking a package negotiated over a period of months by Republicans and Democrats in the Senate, it is President Biden who stands to be the politician who bears the brunt of public anger for the surge in migrants at the border that has taken place during his time in office.

White House officials point to Republicans as the culprits in the latest turn of events, and for good reason. But they could also look in the mirror. The president’s mishandling of problems at the border has left him politically vulnerable in this election year.

In stunning vote, House Republicans fail to impeach Secretary Mayorkas

Many Democrats have been dismissive of the public mood, seeing the focus on border security as evidence of a Fox News echo chamber. For too long, they ignored the growing problem and even pleas for action from big-city Democratic mayors and blue-state Democratic governors. With the latest implosion on Capitol Hill, Biden is left holding the bag without some of the tools and funding the Senate bill would have provided.

Few issues are as complex and politically fraught as immigration policy. Immigration policy encompasses national security and humanitarian compassion. It brings together the interests of business and labor, of religious groups and advocacy organizations. It includes the legitimate claims by asylum seekers who nonetheless have overwhelmed the system; the question of how to handle those who cross illegally; and the long-standing question of what to do about the millions of undocumented immigrants now in the country, many for years or decades.

Over the past two decades, there have been repeated efforts to deal with, if not fully solve, the problems. In 2005, Sens. Edward M. Kennedy (D-Mass.) and John McCain (R-Ariz.) began the painstaking process of trying to build consensus for a comprehensive package. They had the support of President George W. Bush.

Bush favored comprehensive reform but, wary of conservative opposition, leaned in on the issue of border security, including ordering thousands of National Guard troops to the border. Finding a balance between displaying bona fides on border security and advancing legal status for undocumented immigrants has long been at the crux of the political challenge for advocates of new legislation.

Bush used his 2007 State of the Union to call for Congress to act. A few months later, a bipartisan plan emerged from a group of negotiators. Soon after that, it collapsed.

“Legal immigration is one of the top concerns of the American people, and Congress’s failure to act on it is a disappointment,” Bush said in response.

“The American people understand the status quo is unacceptable,” he continued. “A lot of us worked hard to see if we couldn’t find a common ground. It didn’t work. Congress really needs to prove to the American people that it can come together on hard issues.”

The same words could be uttered by Biden today, with one difference: There is now no expectation that Congress can come together on the issue of immigration. Too much history argues against it. Today, a changed political environment and a nativist Republican Party that cannot take yes for an answer stand in the way.

Opposition from the left and right combined to sink the measure in 2007. One casualty of the right-wing backlash was McCain’s 2008 presidential candidacy. At one point in the late spring, he joined Kennedy and other senators at a news conference. The reaction was swift and devastating — a revolt among party conservatives and, as a then-adviser to McCain recalled, “Donations tanked.” Only through McCain’s grit and determination was he eventually able to win the nomination.

The immigration issue sat for some years after that, but in 2013, another group of senators — the so-called Gang of Eight — came together to produce an 844-page bill dealing with multiple aspects of immigration.

One impetus for Republican negotiators was a post-2012 Republican National Committee-sponsored autopsy of the party’s failure to win the presidential election. Among the conclusions was the party’s need to expand its appeal to Hispanic voters.

The Senate approved the measure by a vote of 68-32 and sent it to the House. There the measure faced fierce opposition from the party’s most conservative wing. House Speaker John A. Boehner (R-Ohio) repeatedly said the measure was not dead. It died nonetheless, never coming to the floor for a vote (where it likely would have passed easily) because of conservative Republican resistance.

Another effort took place during the Trump administration in 2018, one that was focused on border security and the fate of people brought to the country as children — the Dreamers, as they became known. Senators from both parties worked to produce a measure to fund Trump’s call for a wall along the border and provide a path to citizenship for young immigrants without documentation. Trump encouraged the work . In the end, he abruptly changed his mind , and that effort too collapsed.

Meanwhile, Democrats were moving left on the issue, prodded by their progressive wing. At a presidential debate in the summer of 2019, candidates were asked to raise their hand if they thought crossing the border illegally should be a civil rather than a criminal offense. In one form or another all agreed, eager to show their dissatisfaction with the harsh immigration policies of the Trump administration.

Biden says the border wall is ineffective. Here are key things to know.

Biden followed that path when he came into office, easing up on border policies, which has in turn led to record border crossing during his presidency. Red-state governors like Texas Gov. Greg Abbott and Florida Gov. Ron DeSantis have sent migrants north, to New York and Chicago and elsewhere. Those migrants have strained the capacity of Northern cities, led to increased crime in some places and prompted outcries for federal relief from elected Democratic officials.

The situation in New York and border politics generally have become a central issue in Tuesday’s special election in New York’s 3rd Congressional District, once held by former representative George Santos, who was expelled by his colleagues for ethics violations. Biden won the district in 2020, and each candidate is using the immigration issue against the other in what has been a close race.

As pressure has built over many months to stem the surge on the border, Biden has adjusted course, moving toward tougher enforcement. But it has not been enough to shift public opinion. Some of his lowest approval ratings are on the question of how he has handled immigration. Nor has he been willing to confront his base directly or rhetorically.

As the Senate negotiators completed their work, Biden pleaded for the authority to shut down the border, which was contained in the proposed legislation. Trump and House Republicans guaranteed that would never happen. Once again, the prospects for bipartisan legislation have died in Congress and a broken system remains in need of repair.

is is not problem solving analysis method

IMAGES

  1. IS

    is is not problem solving analysis method

  2. IS- IS NOT Analysis: a rational approach to root cause identification

    is is not problem solving analysis method

  3. Is / Is Not Questions

    is is not problem solving analysis method

  4. 5 step problem solving method

    is is not problem solving analysis method

  5. New rules for effective problem solving in projects

    is is not problem solving analysis method

  6. 5 step problem solving method

    is is not problem solving analysis method

VIDEO

  1. PROBLEM SOLVE !!

  2. IDENTIFICATION PROBLEM

  3. Problem Solving

  4. The problem observed by Stanford lecturer

  5. PROBLEM SOLVERS

  6. Problem Solving Methods

COMMENTS

  1. Guide: Is/Is Not Problem Definition

    The is/is Not problem definition is a method used for clarifying the scope of a problem. It is usually used in the define stage of DMAIC. The systematic approach helps to create a clear understanding of what is the actual problem and what is not the problem, which could be symptoms or non-issues.

  2. How to Conduct an Is Is Not Analysis

    The Basics To begin with, you have to draw two columns on a whiteboard, computer screen, or paper. Next, you will write "IS" in the left column and "Is Not" in the right one. You will write questions like What, Where, When, and How Big is the problem and answer them in the relevant "Is" and "Is Not" column.

  3. What Is an "Is/Is Not Analysis", and How to Conduct One?

    The Is/Is not Analysis relies on a simple, table-based approach. You list entities that are relevant to your organization and then give them the corresponding entries into an is or isn't column. You can start by listing your company in one column and its competitors in the other.

  4. Is/Is Not Template

    The Is/Is Not method allows you to distinguish between what a problem is and what it is not, resulting in a more accurate and focused solution. This template's user-friendly interface and intuitive design make it simple to identify and track the key characteristics of a problem.

  5. Guide: 5W1H Is/Is Not Problem Definition

    The 5W1H Is/Is Not Problem Definition is a structured approach to problem-solving that aims to provide a clear understanding of a particular issue by exploring the issues from all angle. The acronym stands for "Who, What, Where, When, Why, and How." In this method, you ask these questions to understand the boundaries of the problem for example:

  6. Is

    Is Not analysis is a powerful problem-solving tool that works by making the team think about the problem in more detail - specifically what is and what is not the problem. It helps the team to focus its attention on the right problems that the team is facing and not digress to areas that are not important.

  7. PDF AN EASY WAY TO DETECT PROBLEM´S ROOT CAUSE: IS NOT ANALYSIS

    IS - IS NOT analysis answers the questions what was and what was not made in order to produce the superior product (Fig. 1). It is often used in combination with other quality management tools. It is usually followed by 5Why or Fishbone analysis. According to the Fig. 1 The root cause of the problem was the incorrect working instruction.

  8. Is − Is not

    Is-Is not analysis works by making you deliberately think about the problem and in particular the boundaries of what it is or is not. It thus helps to create focus in attention and consequently is more likely to lead to the right problem being solved - it is a very common issue that an unclear boundary can lead to wandering off the path and ...

  9. Transforming Is/Is-Not Analysis into Multi-Benefit Tool

    The column headed Is Not Uses reminds the project team of the benefits and uses of this analysis. The is/is-not analysis should be completed during or immediately after project selection. This analysis validates the project and creates a specific project problem statement. Think of the analysis as a view from space that quickly zooms directly ...

  10. PROBLEM SOLVING & ANALYSIS TOOLS

    They are tools required to facilitate the process of problem solving, including root cause analysis and corrective action. IS - IS NOT "IS - IS NOT" is a problem solving tool that explain the rational process for finding the possible root cause of the problem. This technique also helps user to avoid jumping to a false cause.

  11. Is Is Not Analysis

    Is Is Not Analysis When to use this Problem Analysis template When using any problem solving tool or method, one early step is to clearly define the problem. Is / Is Not template for Problem Analysis Use your Problem Analysis template to thoroughly analyze: What the problem is What it is not

  12. Is/Is Not Analysis

    Is/Is Not analysis is a problem-solving technique used to determine the root cause of a problem or to explore a hypothesis. It requires a comparison of what is present in the system, process, or situation (the "Is" factors) with what is absent (the "Is Not" factors), in order to identify the factors that are responsible for the problem.

  13. Kepner Tregoe Method of Problem Solving

    Often there is pressure of time to solve the problems and it is debatable what the right way of solving these problems is. The Kepner Tregoe method or KT-method is a problem analysis model in which the "problem" is disconnected from the "decision". An English synonym for this problem solving method is Problem Solving and Decision Making ...

  14. What is the Is/Is Not Analysis in Six Sigma?

    Is/Is Not Analysis is based on a simple table, in which you list a set of entities related to the operation of your organization, and you give them corresponding entries in an is or is not column. As a simple starting point, you can list your company and its competitors in the two opposing columns. Working around your competitors in this type ...

  15. PDF Systematic Problem Solving Analysis Is/Is Not

    There are different ways to use the analysis interpretation. IS - IS NOT analysis answers the questions of 'what was' and 'what was not' made in order to produce the superior product. It is often used in combination with other quality management tools.

  16. PDF EPICENTRAL

    1. Form a problem-solving team. The IS/IS NOT tool will create a more robust profile if you have a team of people from different areas of your organization to ask and answer the questions. 2. Create a blank IS/IS NOT table on flip chart paper with the general categories and base questions (see the example table below).

  17. What is Problem Solving? Steps, Process & Techniques

    1. Define the problem Diagnose the situation so that your focus is on the problem, not just its symptoms. Helpful problem-solving techniques include using flowcharts to identify the expected steps of a process and cause-and-effect diagrams to define and analyze root causes. The sections below help explain key problem-solving steps.

  18. 35 problem-solving techniques and methods for solving ...

    Blog 35 problem-solving techniques and methods for solving complex problems by James Smart on May 20, 2022 25 min read 3 comments Share All teams and organizations encounter challenges as they grow. There are problems that might occur for teams when it comes to miscommunication or resolving business-critical issues.

  19. IS/IS NOT

    Use the IS/IS NOT to define problems that are complex, poorly understood, have conflicting information, poorly articulated, etc.

  20. IS

    Is-Is Not Analysis is a method of narrowing down or focusing by successively asking both 'What is it' and 'What is it not'. For example, It is a suppliers problem, it is not an internal problem. It is an overseas supplier problem, it is not a domestic supplier problem.

  21. Guide: 5 Whys

    Free Lean Six Sigma Templates What is the 5 Whys? The 5 Whys is a root cause analysis problem-solving technique that aims to identify the root cause of a problem by repeatedly asking the question "Why?" five times or until the core issue is unveiled.

  22. 11 Methods to Forecast, Analyze, and Solve Problems

    For example, Six Sigma is a process that involves problem-solving as a step, Root Cause Analysis (RCA) is a process for solving problems and brainstorming is a tool that can be used within Six Sigma or RCA when idea generation is needed. In this article, you'll find commonly used methods, tools and tips based on specific problematic occasions.

  23. Is or Is/Not Root Cause Analysis

    Is or Is/Not Root Cause Analysis (RCA) is a tool utilized to find the RC of problems that are difficult to find. Simplified, what we believe the problem is and what we believe the problem is not.

  24. Find the AI Approach That Fits the Problem You're Trying to Solve

    AI moves quickly, but organizations change much more slowly. What works in a lab may be wrong for your company right now. If you know the right questions to ask, you can make better decisions ...

  25. Jacquelyn Burt Earns 2024 John Tate Award for Excellence in

    Department of Computer Science & Engineering Undergraduate Academic Advisor Jacquelyn Burt was awarded the 2024 John Tate Award for Excellence in Undergraduate Advising. Named in honor of John Tate, Professor of Physics and first Dean of University College (1930-41), the Tate Awards serve to recognize and reward high-quality academic advising, calling attention to the contribution academic ...

  26. Analysis

    Over the past two decades, there have been repeated efforts to deal with, if not fully solve, the problems. In 2005, Sens. Edward M. Kennedy (D-Mass.) and John McCain (R-Ariz.) began the ...