How do companies implement systematic problem solving and what challenges arise in the process?

How is problem solving implemented in companies? What are the difficulties? And what is the actual status of digitalization? Fraunhofer IPK has investigated the current situation in manufacturing companies and identified potential for improvement.

Ideally, problem solving is divided into five successive phases. The steps involved in these phases and the methods that support the individual phases are described in the fold-out text.

There is great potential for further improvement in the 'knowledge transfer' phase.

Assessment of the individual problem-solving phases reveals that the greatest challenges lie in knowledge transfer. Large companies in particular reported significant difficulties in this area. A frequently mentioned difficulty is the inadequate communication of successful problem solutions.

In order to improve knowledge transfer, the first step is to check whether it is firmly anchored in the problem-solving process. Is there a lessons learned session at the end of the problem solving process? How is information about successful problem solving shared? Are the records accessible to all employees and easy to search? Since knowledge transfer as the final phase in a problem solving process is often not visible in the actual result, the eliminated cause, it is often neglected for capacity reasons. Therefore: Is enough time planned for problem solving?

At the same time, knowledge transfer is seen as the phase in which digital solutions offer the greatest potential (see diagram). Once the basic aspects of knowledge transfer mentioned above have been defined, digital systems can be used to support it. Such a system can not only make information on previous solutions available as a file, but also index it through a search. This means that when a problem is identified, previous solutions can be automatically searched for best practices (see also digital solutions).

Need a problem-solving coach? Find out more about systematic problem solving here.

Companies that have not implemented lean systems rate their problem solving lower

Lean production systems offer advantages such as reduced lead times and inventories as well as a positive impact on problem solving. Implementing such a system is a long-term and complex task that should not be undertaken on the basis of problem solving alone. If you are interested in implementing such a system, get in touch with us!

Methods and tools are used very little overall. This can be a sign of improvisation in the process, even if it is defined in many cases.

Methods such as A3, Six Sigma and Kepner Tregoe have a positive influence on certain phases of problem solving. This has also been shown for 5W2H and Is/is not. While some methods, such as Six Sigma, require a high level of expertise, others, such as simplified A3 problem solving, can be applied using standard instructions and templates, supported by short training sessions. We have prepared these methods for you and made them available for download:

• SPS Cheat Sheet (PDF)
• SPS Template (PDF)

We also offer company-specific training courses.

Digital assistants have great potential. Technologies such as big data analytics and artificial intelligence can support compliance and partially compensate for a lack of expertise. While commercial approaches already exist, the development of a comprehensive enterprise-specific assistant remains a research topic. Interested in a project on this exciting topic? Then get in touch with us! We look forward to developing innovative solutions with you.

Subjective decisions are the biggest problem.

Consistently adhering to methods can significantly reduce the subjective influence on decisions. Employees can be trained to recognize and avoid subjective influences in the process. Managers should ensure that decisions are based on data and consistently demand this in proposals. Using a moderator in problem-solving workshops can help focus on objective data. Digital assistants can help by linking processes and decisions to data. For all this to work, however, the availability and quality of data must first be ensured.

Time pressure and a lack of capacity make it difficult to solve problems.

Adherence to defined processes helps to eliminate the root cause of problems and reduce the proportion of fire-fighting in the long term, freeing up capacity. Until this is achieved, fixed time slots for problem solving should be installed, for example in the context of shop floor management meetings. In large companies, delegating decision-making authority to lower hierarchical levels (if the appropriate expertise is available) can shorten communication channels and thus reduce the time required.

Problem solving often lacks a holistic view of the problem. There is no common understanding of the problem.

In order to avoid one-sided perspectives, interdisciplinary teams should be formed in the first phase or, if necessary, further expertise should be brought in. The organizational framework for this needs to be put in place. In practice, a team size of five to eight people has proved to be ideal.

Processes are often not adhered to. There is no consistent approach to problem solving.

An individual problem-solving process should be defined for the company. Digital assistants can ensure that processes are observed, as can a facilitator. Managers should be particularly disciplined and attentive to the process. KPIs should cover the whole process, not just the outcome.

SMEs in particular lack problem-solving skills.

For best learning results, training should be based on practical examples close to the organization. We offer on-the-job coaching to support all stages of problem solving and competence building.

The root cause is not identified.

This is often a consequence of the difficulties mentioned above. Consistent adherence to the process, implemented by trained people and supported by appropriate methods and tools, will improve root cause identification.