(EN) Different Problems Require Different Solution Approaches

Solutions to problems in lean manufacturing are manifold. However, there are also different ways to approach these problems. In this blog post, I will give you an overview of different ways to structure your problems, so you can match them with an adequate response or problem-solving approach.

Introduction

There are many different problems with even more possible solutions. There are also a multitude of different problem-solving tools. Here is an overview of a few different structures that I am aware of, albeit not all of them are always useful. Let me know if you have more examples.

Art Smalley Four Types of Problems

I am not the first to analyze the type of problems. Art Smalley wrote a good book on the „Four Types of Problems“ (on which I should also write a blog post at one point). He grouped them as follows:

• Troubleshooting: Something bad is happening, and it needs to be fixed, and quick!
• Gap from Standard: Your operators, or at least one of them, is not following the standard. This means either the operator or the standard is wrong, and one or the other needs to change.
• Target State: Your current situation has not yet achieved its targets (safety, quality, productivity, or cost). While not an immediate problem, it needs to be addressed for the continuing success of the company.
• Open-Ended and Innovation: Unrestricted type of problem that may lead to new products or technologies, and may fundamentally change the current status-quo.

Cynefin Framework

The Cynefin Framework is named after the Welsh word meaning „habitat,“ „haunt,“ „acquainted,“ „familiar.“ It loosely structures problems along their complexity.

• Simple/Obvious: Very linear and easy-to-understand problem, where the cause and effect is quite obvious. Those are often easy to fix.
• Complicated: The cause and effect is known, but requires some additional analysis or studies.
• Complex: The cause and effect is rather complicated, and is often only found out after the fact (i.e., after the problem already happened).
• Chaotic: The cause and effect is very unclear and nearly impossible to understand.
• Disorder: You don’t even know if your problem is simple, complicated, complex, or chaotic.

Wicked Problems vs. Tame Problems

The title of this classification says it all.

• Tame Problems: These are quite easy. The relationship is well understood, the solution is clear, and it is also easy to measure if the solution worked as expected.
• Wicked Problems: These are ill-defined, heavily correlated with other causes and effects, and may have many possible solutions with unclear effect. It is hard to say whether your solution did make a difference.

Knowns and Unknowns

Yet another structure is to look at what we know and what we don’t. You may have seen this used in US politics as an argument to invade Iraq (2002).

• Known knowns: Things we are aware of and understand.
• Known unknowns: Things we are aware of but don’t understand
• Unknown knowns: Things we are not aware of but do understand or know implicitly.
• Unknown unknowns: Things we are neither aware of nor understand.

Impact Assessment

Another way to look at problems is to look at their impact. This is also related to the Failure Methods Effect Analysis (FMEA) to prioritize the problems during product development.

• Severity: How critical is the problem? (Minor inconvenience, significant disruption, catastrophic failure.)
• Frequency: How often does the problem occur? (Rare, occasional, frequent, continuous.)
• Reach/Scope: Who or what is affected? (Individual, team, department, entire organization, external stakeholders.)
• Cost (Estimated): What are the potential financial implications if not addressed? (Direct costs, lost revenue, reputational damage.)

Information Availability & Quality

Yet another way is to look at the quality of the available data. Do we know a lot, do we know little, or (worst of all) do our sources of information contradict each other?

• Data Rich: Is there ample, reliable data available to analyze the problem?
• Data Poor: Is data scarce, unreliable, or non-existent?
• Information Consistency: Are different sources of information presenting conflicting views?

Consensus

Somewhat related to the complexity of problems, there can be different levels of consensus on both understanding the problem and on the effect of the solutions.

• High Consensus: All parties involved agree on what the problem is.
• Moderate Consensus: General agreement on the problem or the solution, but details are debated.
• Low Consensus/Disagreement: Different stakeholders define the problem differently, or even deny its existence. This is also a strong indicator of a wicked problem.

Reversibility

Another interesting way to look at a problem, or more precisely its solution, is to see whether it is reversible, and if so how easily can it be undone.

• Highly Reversible: Actions taken to address the problem can be easily undone or modified without significant negative consequences or cost. Often, these are organizational solutions.
• Moderately Reversible: Actions can be reversed, but with some effort, minor consequences, and cost.
• Irreversible/High Stakes: Actions have permanent or high-impact consequences, and it is nearly impossible to undo a solution. This makes „trial and error“ dangerous.

Summary

Overall, there are quite a few ways to structure your problem. Most of them look at the complexity of the problem, which would also be my preferred approach for most cases. For simple problems you should just do it. For medium-complex problems I like the Toyota Practical Problem Solving (PPS) using an A3 sheet. Most complex problems like setting up a new production line or a new plant may require a full-time team for a longer period of time.

But I also like the four types of problems by Art Smalley. And finally, it is important to understand whether your changes are reversible, and how easy it would be to reverse the changes. Now, go out, solve your problems (even the wicked ones), and organize your industry!