On the Systematic Approach to Problem - Solving: An In - depth Analysis from the Vanilla Ice Cream Incident
In business operations and daily production, the ability to solve problems is of crucial importance. Let's start with a seemingly absurd story, which vividly demonstrates the differences in different problem - solving methods.
The Pontiac division of General Motors in the United States once received a strange customer complaint letter. The customer who wrote the letter said that this was the second time he had written about the same thing. He felt that this matter might make people think he was crazy, but he emphasized that it was a fact. It turned out that there was a tradition in his family. After dinner, they would vote on which flavor of ice - cream to have, and then he would drive to buy it. However, since they bought the new Pontiac car, a problem emerged. Whenever he bought vanilla - flavored ice cream, the car wouldn't start when he came out of the store. But when he bought other flavors, the car started very smoothly.
Although the general manager of Pontiac was skeptical, he still sent an engineer to investigate. The engineer was quite surprised when he met this customer because the latter was a successful, optimistic and highly - educated person. After having dinner with the customer, the engineer went to the ice - cream shop with him. That night, they chose vanilla - flavored ice cream. After buying it and getting back into the car, the car indeed wouldn't start. After that, the engineer came for three consecutive nights. On the first night, they bought chocolate ice cream and the car worked normally. On the second night, they bought strawberry ice cream and there was also no problem with the car. On the third night, they bought vanilla ice cream and the car failed to start again.
At first, this engineer with logical thinking didn't believe that the car could be "allergic" to vanilla. He continuously arranged the same trips and meticulously recorded various data from the beginning, such as the time, the type of fuel used by the car, the departure and return times of the car, etc. Through data analysis, he found that the customer spent less time buying vanilla ice - cream than other flavors. The reason lies in the internal layout of the ice - cream shop. Vanilla ice - cream is the best - selling flavor, so the store displays it separately in the front freezer to allow customers to pick it up quickly, while other flavors are placed at the back, farther from the cash register.
The engineer further pondered why the car couldn't start when the time from turning off the engine to restarting it was relatively short. He quickly realized that the key to the problem was "vapor lock". When buying ice - cream of other flavors, since it took a long time, the engine had enough time to cool down, and there was no problem restarting it. However, when buying vanilla - flavored ice - cream, the time was short, the engine was too hot, and the "vapor lock" didn't have enough time to cool down, which caused the car to fail to start.
As can be seen from this story, there are different ways for factories to handle and solve daily production problems. One is the simple and quick solution method, commonly known as "making a hasty decision," which mainly relies on people's experience and judgment. However, many problems, like the vanilla ice - cream incident, seem absurd and have no previous experience to draw on. In such cases, the "systematic problem - solving method" needs to be adopted. This method doesn't rush to solve the problem immediately. Instead, it focuses on uncovering the root cause of the problem and seeking long - term countermeasures. It's like peeling a cocoon layer by layer, removing non - direct factors, and gradually approaching the truth of the problem.
According to statistics, the above two methods can solve 80% of the daily production problems. The remaining 20% of the problems need to rely on more scientific and rigorous methods, such as DOE (Design of Experiments) and 6 Sigma methods. Among the 80% of the solvable problems, the importance of the "systematic problem - solving method" is becoming increasingly prominent. It can not only accurately identify the root cause of the problem, but also spread and continuously improve within the organization through education and training, forming a culture of continuous improvement in the organization and providing continuous impetus for the organization's development.
So, how can we "systematically solve problems"? We can build a model of the "systematic problem - solving method", which consists of processes and tools. By taking these two factors as the horizontal axis and the vertical axis respectively, a matrix of processes and tools is formed.
Let's first look at the process. The core of "systematic problem - solving" lies in relying on a standard process to gradually dig into the root of the problem. Its core idea is the well - known "PDCA cycle" (Plan - Do - Check - Action), which is the core of the systematic problem - solving method proposed by quality master Deming in the 1950s and 1960s. Later, the management field continued to explore on this basis and formed a concentric - circle model with "PDCA" as the core, expanding outward to include methods such as the 10 - step method, the 8D method, and DMAIC of 6 Sigma.
Taking the 10-step method as an example, it further refines the PDCA into 10 standard processes, and the processes are closely logically connected. The details are as follows:
1. **Clarification of the problem or research topic**: Among numerous problems, focus on important and urgent matters. This is the starting point for problem - solving, just like identifying the target island in the vast ocean, which points the way for subsequent actions.
2. **Topic Selection**: Choose a topic to be solved or improved, and form a professional team. A suitable topic and an excellent team are the foundation for solving problems, just as a solid foundation is needed for building a skyscraper.
3. **Phenomenon Grasp**Elaborate on the phenomenon of the problem in detail, clarify the direction of the problem, and set goals. Only by accurately grasping the problem phenomenon can we purposefully seek solutions. It's like a doctor diagnosing an illness; only by understanding the symptoms can the right treatment be prescribed.
4. **Formulate an activity plan**: Incorporate activities at each stage into the time frame and specify the required human resources. A reasonable plan serves as a guide for action, ensuring that all tasks are carried out in an orderly manner. It's just like a detailed battle plan is needed when going to war.
5. **Root Cause Analysis**: Collect the potential influencing factors of the problem and focus on the critical factors. This step requires in - depth analysis to identify the key to the problem, just like finding the right path in a complex maze.
6. **Countermeasure Review (Establishment)**: Establish countermeasures for all fatal factors. Once the accurate cause of the problem is identified, effective solutions should be formulated, just like prescribing the right medicine for an illness.
7. **Implementation of Countermeasures**: Implement the countermeasures one by one or conduct experiments. Only by putting the plan into practice can its effectiveness be tested, just as you can only know the taste of a meal by trying it yourself.
8. **Effect Confirmation**: Compare the achieved results with the initially set goals. Through this comparison, you can clearly understand whether the solution is effective and whether the expected goals have been reached, just like checking the answers after an exam to evaluate your learning outcomes.
9. **Standardization**: Organize and standardize the effective countermeasures to make them replicable. Standardization can improve the efficiency and quality of problem - solving and avoid redundant work. It's like setting unified production standards to ensure the consistency of product quality.
10. **Post - event reflection**: Reflect on the gains and losses in the process of the activity, rather than simply focusing on the success or failure in terms of the results. Only by learning from experience and making continuous improvements can we better solve problems in the future, just like summarizing combat experience to enhance combat capabilities.
The process provides an optimized framework for problem - solving. However, having only the process is not enough. Corresponding thinking or analysis tools are also required to build a solid fortress on the basis of this framework.
Next, let's talk about tools. The commonly used basic tools are the 7 QC Tools. However, it is not easy to use them correctly and unleash their full power. Each tool in the "7 QC Tools" has its applicable environment and a logical sequence for use. If used outside the corresponding environment or in the wrong order, their effectiveness will be affected. Just like the seven brothers in the animated series "Calabash Brothers", each has his own specialty, but they can only play their greatest role in the right scenarios.
For example, the "checklist" can achieve the greatest effect in the two stages of phenomenon grasping and effect confirmation in the 10-step method. In the phenomenon grasping stage, it can help us systematically collect information about problems; in the effect confirmation stage, it can accurately record the improvement results. If it is used in the stage of clarifying problems or issues, although it also has a certain effect, it is not as intuitive and effective as the Pareto chart. The Pareto chart can help us quickly identify key problems, focus on the priorities, and improve the efficiency of problem-solving.
Another example is the "stratification method". It doesn't have an independent application environment. Instead, like a combustion - supporting agent, it needs to be used in combination with other tools. Through the stratification method, data can be classified and stratified, which enables more in - depth and accurate analysis by other tools, thus exerting greater power.
Many enterprises provide employees with training on skills or improvement tools, but often overlook the fact that tools are just one dimension. If an enterprise fails to establish two or even three dimensions for problem - solving, a single tool will not be able to achieve its intended effect. This is also the reason why many enterprise employees know each of the QC 7 tools but rarely use them. The enterprise has not built a platform for employees to analyze problems.
From a training perspective, enterprises should find a problem - solving process that suits their own characteristics, such as PDCA or DMAIC. Then, integrate relevant tools into this process to make it the common language within the enterprise. Senior managers should set an example by being the first to use this standard language. Only in this way can they expect this concept to spread and take root within the organization. Otherwise, the new method will only remain a superficial form.For example, the boss of an enterprise hired a consulting firm to introduce a systematic problem - solving method. After the staff training, many improvement projects were established. However, due to his busy business, the boss neglected to learn. At the improvement project review meeting, he still gave comments in a disorganized way, which led to the failure of implementing the new method. Moreover, the boss blamed the improvement staff for not understanding the method. This fully demonstrates that the attention and support of senior managers in an enterprise for new methods are crucial. Only with careful care can the new method take root, blossom, and bear fruit in the enterprise.
In today's highly competitive business environment, for an enterprise to gain a firm foothold and achieve sustainable development in the market tide, it is crucial to find a systematic problem - solving approach. Moreover, effectively spreading this approach within the enterprise so that all employees can use it to tackle various challenges is the key to enhancing the overall competitiveness of the enterprise. So, how exactly can an enterprise achieve this goal? The following two principles are worth following.
First of all, enterprises need to build a problem-solving model that combines processes with improvement tools. The operation of an enterprise is like a precision machine, where all links are interconnected and mutually influential. The emergence of each problem may be the result of the combined action of multiple factors. Therefore, it is difficult to comprehensively and thoroughly solve problems by relying solely on a single method or tool. The process is like the operating track of a machine, specifying the sequence and interrelationship of each link; while improvement tools are like precision parts that can optimize and adjust each link. Only by organically combining the two can an efficient and flexible problem-solving model be created.
However, this model is not a one - size - fits - all solution that can be directly applied. Each enterprise has its own unique development history, corporate culture, business model, and management style. Just as different people have different personalities and habits, enterprises also have their own "personalities". Therefore, when constructing a problem - solving model, enterprises must fully consider their own characteristics. They need to conduct in - depth analyses of their own strengths and weaknesses, as well as the opportunities and challenges they face. Based on these actual situations, they should select appropriate processes and improvement tools. Only in this way can the constructed model truly meet the needs of the enterprise and play its maximum role.
Secondly, enterprises need to transform this meticulously constructed problem-solving model into the organization's standard language. Within an enterprise, employees from different departments and at different levels may use different professional terms and communication methods. Such language differences often lead to poor information transmission and misunderstandings, thereby affecting the efficiency of problem-solving. Therefore, it is particularly important to transform the problem-solving model into a unified standard language that everyone can understand and use.
This transformation process must follow a top - down order. Senior managers hold the positions of decision - making and leadership in an enterprise. Their words, deeds, and decisions have a crucial impact on the development direction of the entire enterprise. If senior managers can be the first to use this new standard language and integrate it into daily management and decision - making, they can set an example for all employees. Meanwhile, the promotion by senior managers can ensure the effective spread and popularization of this standard language within the enterprise. When senior managers use this standard language to assign tasks and communicate work, middle - level and front - line employees will gradually become familiar with and accept it, thus forming a unified way of communication and problem - solving across the entire enterprise.
If enterprises can earnestly follow these two principles, they will be able to establish an effective system for problem - solving. By constructing a problem - solving model that suits their own characteristics, enterprises can handle various challenges more precisely and efficiently. By translating the model into the organization's standard language and implementing it from top to bottom, enterprises can achieve smooth internal information flow and collaborative cooperation. It is believed that under the guidance of these two principles, enterprises can continuously enhance their competitiveness, reach new heights in the fierce market competition, and create a more glorious future.