Practical Problem-Solving Method — Foundation and Steps 1-3 (Clarify, Break Down, Set Targets)
Foundation
PPSM Foundation
At the core of USAF CI is the practical problem-solving method, a standardized and structured approach to problem solving:
- Used by global industry leaders
- Adopted by DoD
Eight-Step Process
8-Step Process
The practical problem-solving method is an eight-step process used to:
- Clarify problems
- Identify root causes
- Develop appropriate countermeasures to achieve change
Osborn-Parnes Integration
Osborn-Parnes Integration
The Osborn-Parnes convergent and divergent thinking techniques described in the Developing Ideas chapter can be useful during many steps in this process.
Step 1: Clarify and Validate the Problem
Step 1 Foundation
The first step to effective problem-solving is to clearly understand the problem, often best accomplished by developing a problem statement.
Well-Defined Problem Statement
Problem Statement Standards
A well-defined problem statement uses data to:
- Identify where the problem is occurring
- Determine the impact of the problem
- Compare performance against a standard with scope and direction
What Problem Statement Doesn't Do
What Problem Statement Doesn't Do
A problem statement does NOT assume:
- A root cause
- A solution
- A countermeasure
…but should include visual tools to depict the current state.
Validate the 5 Ws + Significance
Validate 5 Ws + Significance
The who, what, when, where, and significance of the problem statement should be validated by data.
Data Validation
Data Validation
This is done by collecting and analyzing data to validate the existence and magnitude of the problem.
Pause If No Data
Pause If No Data
If data does not exist, the effort should be paused to collect and analyze the needed data before moving forward.
Osborn-Parnes Mapping
Step 1 Osborn-Parnes
This step incorporates the Mess Finding, Data Finding, and Problem Finding aspects of the Osborn-Parnes model.
Step 2: Break Down Problem and Identify Performance Gaps
Step 2 Foundation
Understanding what appropriate data is required and the ability to interpret that data is paramount to performance gap analysis.
Step 2 Function
Step 2 effectively frames and supports the problem in Step 1.
Analyze Against Expected Outcome
Analyze Against Expected
Once the problem statement has been identified and answers the who, what, when, where, and significance of the problem, further analyze the data in comparison to the expected outcome.
Performance Gap Defined
Performance Gap Defined
The expected outcome is the objective from which to measure:
- The gap between the current state and end state (the expected outcome)
- Highlight opportunities for improvements (also called the performance gap)
Step 3: Set Improvement Targets
Step 3 Foundation
USAF leaders establish a vision of what an organization will strive to become (the ideal state).
Process Owner Targets
Process Owner Targets
In Step 3, process owners or project managers set improvement targets based on:
- Expected outcomes
- Strategic goals and objectives
Targets Define Performance
Targets Define Performance
Targets help define the required performance levels to achieve the desired end state.
Target Standard
Target Standard
Targets should be:
- Challenging
- But achievable