Lesson Outcomes

By the end of this lesson, you will be able to:

• Explain why you should use techniques when formulating a problem definition.
• Identify the origin of a problem and challenge assumptions about it.
• Distinguish between the present state and desired state.
• Restate a problem to gain a clearer understanding of it.
• Analyse a problem using What, Where, When and Extent.
• Explain and apply the 5 Whys, 5W + H, flowchart and fishbone/cause-and-effect techniques.

Lesson Overview

A problem does not always appear clearly when you first notice it. You may see a symptom, hear a complaint or notice that something is not working as expected without understanding the actual problem.

Problem-definition techniques help you look beyond the obvious and develop a clearer picture of what is happening.

The aim is not to find a solution immediately. The aim is to understand and define the problem accurately so that you can investigate and solve the right problem. The Learner Guide emphasises that you should focus on the problem itself rather than only its symptoms.

Start by Finding Where the Problem Originated

Before you define a problem, find out how people first identified it.

Talk to people who may know something useful about the situation. Use questions to:

• Clarify what is happening.
• Challenge assumptions.
• Identify possible reasons and supporting evidence.
• Explore different perspectives.
• Examine the original question more closely.

If someone else originally defined the problem, ask yourself:

Why did they define it that way?

Consider their assumptions and motivations, then investigate whether those assumptions hold up.

This approach helps you avoid accepting someone else’s interpretation without examining it yourself.

Define the Present State and Desired State

Another useful technique compares where you are now with where you want to be.

Present State

Describe the situation as it currently exists.

Desired State

Describe what you want the situation to look like.

The desired state should contain concrete details. Do not put possible causes or solutions into the desired state.

For example:

This comparison makes the gap between the current and desired situation easier to see.

As you refine both descriptions, make sure the desired state addresses the concerns and needs identified in the present state.

State and Restate the Problem

Your first problem statement may not be perfect. That is normal.

Start by writing the problem down, even if the wording seems vague. Then challenge the statement by looking at it from different angles.

The Learner Guide suggests several ways to restate a problem:

Emphasise Different Words

Emphasize different words in the statement and ask questions about each one.

Replace Words

Replace a word with another word that gives the statement a more precise meaning.

Change the Expression

Express the problem positively instead of negatively, or negatively instead of positively.

Add Quantity or Time

Use words such as:

• Always
• Never
• Sometimes
• Every
• None
• Some

This can reveal whether the problem happens consistently or only under certain conditions.

Remove Opinionated Language

Identify persuasive or emotional words and replace or remove them.

For example:

“The useless system constantly causes delays.”

can become:

“The system causes delays when employees process customer records.”

The second statement gives you something more useful to investigate.

Draw or Represent the Problem

You can also draw the problem or express it as an equation. A visual representation may reveal relationships that words hide.

Analyse the Problem

When you do not yet know the cause of a problem, examine its characteristics using four questions:

WHAT?

What exactly is happening?

Also ask:

What is not happening?

This comparison can help you identify what makes the problem different from normal conditions.

WHERE?

Where does the problem occur?

Compare locations where the problem exists with locations where it does not.

WHEN?

When does the problem occur?

Compare:

• When it happens
• When it does not happen
• When people first noticed it
• When they last observed it

EXTENT?

How large is the problem?

Ask questions such as:

• How widespread is it?
• How many units are affected?
• How many are unaffected?
• How much is affected?
• How much remains unaffected?

Comparing what, where, when and extent with what does not happen can reveal important patterns. As you learn more, sharpen your problem statement.

Four Techniques for Formulating a Problem Definition

The Learner Guide identifies four particularly useful techniques:

1. 5 Whys
2. 5W + H
3. Flowcharts
4. Fishbone / Cause-and-Effect Diagrams

Each technique looks at the problem differently.

Technique 1: The 5 Whys

The 5 Whys technique helps you explore the causes behind a problem.

The basic idea is simple:

Ask “Why?” repeatedly until you reach deeper causes.

The Learner Guide recommends three basic steps:

1. Develop a thorough definition of the problem.
2. Define the system in which the problem occurs.
3. Ask why? five times to develop an event tree.

The resulting event tree helps identify possible causes of the problem.

Example

Problem:
The customer order was delivered late.

Why?
Because the order left the warehouse late.

Why?
Because the order was not packed on time.

Why?
Because the required stock was not available at the packing station.

Why?
Because the stock replenishment process did not trigger.

Why?
Because the replenishment level had not been updated after the product change.

The questions take you progressively deeper into the situation.

Important Point

The number five does not mean you must stop after exactly five questions. The purpose is to keep asking useful questions until you understand the underlying cause sufficiently.

Technique 2: The 5W + H Technique

The 5W + H technique asks six questions:

• Why?
• When?
• Who?
• Where?
• What?
• How?

The technique also encourages you to challenge the situation.

For example:

Why?

Why do we need to do this?
Could we avoid it?

When?

When does it need to happen?
Could we change the timing?

Who?

Who should perform it?
Could someone else perform it?

Where?

Where should it happen?
Could we do it somewhere else?

What?

What exactly do we need to do?
Could we change what we use?

How?

How should we do it?
Is there an easier way?

The 5W + H technique works particularly well when you need to build a complete picture of the problem.

Technique 3: Flowcharts

A flowchart, also called a process flowchart or process flow diagram, shows the steps of a process in sequence.

A flowchart can show:

• Actions
• Inputs
• Outputs
• Decisions
• People involved
• Time required
• Process measurements

You can use a flowchart for many types of processes, including manufacturing, administration, services and projects.

Why Use a Flowchart?

A flowchart can help you:

• Understand how a process works.
• Identify opportunities for improvement.
• Communicate a process to others.
• Improve communication between people involved in the process.
• Document a process.
• Plan a project.

Creating a Flowchart

Follow these steps:

1. Define the process

Decide what process you want to map.

2. Define the boundaries

Determine where the process starts and ends.

3. Identify the activities

List everything that happens in the process.

4. Put the activities in sequence

Arrange the steps in the order they occur.

5. Show the flow

Connect the steps using arrows.

6. Check the process

Review the flowchart with people who actually work with the process and confirm that it represents the process accurately.

Example

A simple process might look like:

Mapping the process can reveal where delays, decisions or failures occur.

Involve the People Who Perform the Process

The Learner Guide recommends involving the people who actually perform the process, as well as relevant suppliers, customers and supervisors. They can review the developing flowchart and identify inaccuracies.

The goal is not to create a technically perfect diagram. The goal is to create a diagram that helps the people involved understand the process.

Technique 4: Fishbone / Cause-and-Effect Diagram

A fishbone diagram, also called a cause-and-effect diagram or Ishikawa diagram, helps you identify and organise possible causes of a problem.

It works particularly well when a team needs to explore many possible causes or when people keep thinking about the problem in the same limited way.

A simplified structure looks like this:

They are six general categories:

• Methods
• Machines / Equipment
• People / Manpower
• Materials
• Measurement
• Environment

Creating a Fishbone Diagram

Step 1: Define the problem

Write the problem or effect on the right side of the diagram.

Step 2: Identify cause categories

Use the six general categories or categories that make sense for your situation.

Step 3: Brainstorm possible causes

Ask:

Why does this happen?

Place each possible cause under the appropriate category.

Step 4: Explore deeper causes

Ask “Why does this happen?” again for each cause.

Step 5: Continue exploring

Build additional branches where necessary.

Step 6: Look for gaps

When the group runs out of ideas, examine areas where the diagram contains few causes.

Choosing the Right Technique

Different problems call for different techniques.

You can also combine techniques.

For example, you might use a flowchart to identify where a process fails and then use a fishbone diagram to explore why that failure occurs.

The next lesson will focus specifically on selecting the technique that best fits the context of the problem.

Key Notes / Lesson Summary

• Use problem-definition techniques to move beyond symptoms and assumptions.
• Investigate where the problem originated and challenge the original assumptions.
• Compare the present state with the desired state.
• Restate the problem to make it more precise.
• Analyse What, Where, When and Extent.
• Use the 5 Whys to explore causes.
• Use 5W + H to understand the problem from different angles.
• Use flowcharts to understand processes.
• Use fishbone diagrams to organise and explore possible causes.
• You can combine techniques when one technique does not provide enough information.
• Keep refining the problem definition as your understanding improves.