12- Steps for Effective Problem Solving in the Workplace


1. Identify Physical Phenomenon of Issues or Problems.
  • Be clear about what the problem is or Actual Phenomenon.
  • Keep in mind that diverse individuals may have distinctive perspectives of what the issues are.
  • Separate the listing of issues from the identification (that's the next step!).
2. Identify with Repetitive or non-Repetitive.
  • Identify the issue is it repetitive or Non Repetitive
  • Repetitive- Problem is that every shift or day repeat the same failure and take same action and number of Break down time is increase with occurrence.
  • Non-Repetitive – Problem is that in one shot Problem can happen and take more time to resolve. (In different company different KIP set as per Production Criticality)
  • If Repetitive Problem you can take the reference with past data and use some monitoring tools (Incorporate with data you should take time, BD time, Problem, Equipment name/Tango/No of occurrence, Date, Shift, Responsible).
  • Separate the naming of interests from the listing of solutions.
3. Make List of Probable Causes
  • Make a List of Probable cause with invite meeting with Cross function team like(Production/Maintenance(Elec-Mech)/Quality/EHS).
  • List Down the Probable Failure cause and note down the against action taken or not, if action take so what is the result.
  • Separate the posting of choices from the assessment of the choices
4. Evaluate the options with Problem solving tools.
  • What are the pluses and minuses? Honestly!
  • Initial Investigation on spot where problem was happened take some evidence like Picture or operator feedback.
  • You should take some tools, Why Tree/RCA/FMEA/Fishbone Diagram/Pareto chart/Six sigma tools.
  • Separate the evaluation of options from the selection of options.
5. Select the Tools and Do analysis.
  • What's the best tool option, in the balance?
  • Is there an approach to "group" various choices together for an increasingly tasteful arrangement.
6. Identify Root Cause.
  • Don't rely on memory.
  • Recording it will enable you to thoroughly consider every one of the subtitles and suggestions.
  • Make final Investigation repot or Analysis report and circulate the concern dept.
7. Make Action Plan.
·         It Might Be possible Root cause can lead with multiple action according to that make list of action Plan.
·         Make Action plan and circulate with concern dept. with time line and take appropriate action accordingly.
8. Prioritize of Action with Category.
·         Prioritize the action after make a action place due to it might be a resolve some action take a long time to resolve, some action you can take small changes run the equipment due to production critically.
·         Prioritize the action list based on following Philosophy
1.   Urgent & Important
2.   Urgent & Not – Important
3.   Not Urgent But Important
4.   Not Urgent, Not Important
9. Implement on Action.
·         Take appropriate action according to time line and availability of equipment and production criticality.
10. Document & Record of Issues
·         If Problem can resolve plz update in History card or and History data base or CMMS as per your Organization reporting system.
11. Re-look or Re-Inspection on Action based on Frequency.
·         Based on our experience or Frequency based kindly re-look our action or our equipment health condition based on root cause action.
·         Incase Problem can repeat further investigation or analysis and focuses on flowing aspects.
1.   Design Problem – Re-look in design Point of view(MOC)
2.   Method – Which method use earlier and in Present condition
3.   Man – Poor Skill or competency of Person.
4.   Machine- Refer Equipment Manuals (OEM-Original Equipment Manufacturer.)
12. Sustain System.
·         If Problem not repeat incorporate in your Maintenance schedule i.e Change Frequency of Inspection or Replacement or do autonomous maintenance CLITA (Clean/Lubricate/Inspection/Tightening/Adjustment)