7 step problem solving cummins

Application of 7-Step Problem-Solving Methodology for Defect Elimination: A Case Study in an Automotive Industry

• Conference paper
• First Online: 22 April 2022
• Cite this conference paper

• A. K. Bewoor 12 ,
• Mitali U. Kharul 12 ,
• Saloni G. Gosavi 12 &
• Tanvi J. Kuray 12  

Part of the book series: Lecture Notes in Mechanical Engineering ((LNME))

965 Accesses

Quality of products and processes plays a vital role in the automotive industry. To become more efficient and effective in the global market, approaches for failure diagnosis using standardized methodologies such as 7-Step Problem-Solving Methodology (7SPSM), along with 8D, PDCA, DMAIC, and Six Sigma are adopted. The present paper discusses a successful case of 7SPSM in the automotive industry. The tools used in all seven phases contribute majorly toward an effective and complete understanding of the problem considering all the underlying factors. From the results experienced, it can be concluded that 7SPSM provides an effective methodology not only for solving problems but also for continual improvement by elimination of recurrences of product failure.

• 7-Step problem-solving methodology
• Failure diagnosis
• Failure prevention
• Quality improvement
• Automotive industry

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

• Available as PDF
• Read on any device
• Instant download
• Own it forever
• Available as EPUB and PDF
• Compact, lightweight edition
• Dispatched in 3 to 5 business days
• Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Realyvásquez-Vargas A, Arredondo-Soto KC, García-Alcaraz JL, Macías EJ (2020) Improving a manufacturing process using the 8Ds method. A case study in a manufacturing company. Appl Sci 10(7):2433

Google Scholar  

Bayou ME, Korvin AD (2008) Measuring the leanness of manufacturing systems-a case study of ford motor company and general motors. J Eng Tech Manage 25(4):287–304

Article   Google Scholar  

Chakravorty SS (2009) Six Sigma programs: an implementation model. Int J Prod Econ 119(1):1–16

Article   MathSciNet   Google Scholar  

Bewoor AK, Pawar MS (2010) Mapping macro/micro level critical links for integrating Six Sigma DMAIC steps as a part of company’s existing QMS: an Indian SME case study. Inte J Six Sigma Competitive Adv 6(1/2):105–131

Altinisik A, Hugul O (2020) The seven-step failure diagnosis in automotive industry. Eng Fail Anal 116:104702. https://doi.org/10.1016/j.engfailanal.2020.104702

Darmawan H, Hasibuan S, Purba HH (2018) Application of Kaizen concept with 8 steps PDCA to reduce in line defect at pasting process: a case study in automotive battery. Int J Adv Sci Res Eng 4(8). https://doi.org/10.31695/IJASRE.2018.32800

Realyvásquez-Vargas A, Arredondo-Soto KC, Carrillo-Gutiérrez T, Ravelo G (2018) Applying the plan-do-check-act (PDCA) Cycle to reduce the defects in the manufacturing industry. A case study. Appl Sci 8(11):2181

Disciplines of Problem Solving. https://quality-one.com/8d/ . Referred on 02 May 2021

Mast JD, Lokkerbol J (2012) An analysis of the Six Sigma DMAIC method from the perspective of problem solving. Int J Prod Econ 139(2):604–614

Chan FTS, Chan HK (2004) Development of the supplier selection model-a case study in the advanced technology industry. Proc Inst Mech Eng Part B J Eng Manuf 218(2) https://doi.org/10.1177/095440540421801213

Atigre PS, Shah AP, Patil VR (2017) Application of 8D Methodology for Minimizing the Defects in Manufacturing Process: A Case Study. Int J Eng Res Technol 6(9):123–126

Denton T (2006) Advanced automotive fault diagnosis, 2nd edn. Elsevier Ltd., Linacre House, Jordan Hill, Oxford OX2 8DP, UK

Bewoor A, Sapkal S, Dhaygude P (2021) Mapping of Lean Six Sigma with 8D problem solving methodology to improve productivity and safety: a case study. In: Paper presented at the 4th international conference on innovations in mechanical engineering (ICME-2021), Guru Nanak Institutes Hyderabad, 27 Feb 2021

Kulkarni VA, Bewoor AK (2009) Quality Control, 1st edn. Wiley India Pvt. Ltd., New Delhi, India

Which project structure should we choose. https://houseofsixsigma.com/which-project-structure-should-we-choose/ . Referred on 28 Apr 2021

Everything you need to know about V-band clamps. https://www.enginelabs.com/engine-tech/exhaust/v-band-clamps-from-race-parts-solutions/ . Referred on 18 Oct 2020

Effective problem solving. https://structx.com/Article002-7_Step_Problem_Solving.html . Referred on 10 Apr 2021

Download references

Author information

Authors and affiliations.

Mechanical Engineering Department, Cummins College of Engineering for Women, Pune, India

A. K. Bewoor, Mitali U. Kharul, Saloni G. Gosavi & Tanvi J. Kuray

You can also search for this author in PubMed   Google Scholar

Editor information

Editors and affiliations.

Department of Mechanical Engineering, S. V. National Institute of Technology, Surat, India

Shailendra Kumar

Department of Mechanical Engineering, Indian Institute of Technology Kanpur, Kanpur, India

J. Ramkumar

Department of Product and Systems Design Engineering, University of Western Macedonia, Kila Kozani, Greece

Panagiotis Kyratsis

Rights and permissions

Reprints and permissions

Copyright information

© 2022 The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd.

About this paper

Cite this paper.

Bewoor, A.K., Kharul, M.U., Gosavi, S.G., Kuray, T.J. (2022). Application of 7-Step Problem-Solving Methodology for Defect Elimination: A Case Study in an Automotive Industry. In: Kumar, S., Ramkumar, J., Kyratsis, P. (eds) Recent Advances in Manufacturing Modelling and Optimization. Lecture Notes in Mechanical Engineering. Springer, Singapore. https://doi.org/10.1007/978-981-16-9952-8_60

Download citation

DOI : https://doi.org/10.1007/978-981-16-9952-8_60

Published : 22 April 2022

Publisher Name : Springer, Singapore

Print ISBN : 978-981-16-9951-1

Online ISBN : 978-981-16-9952-8

eBook Packages : Engineering Engineering (R0)

Share this paper

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

• Publish with us

Policies and ethics

• Find a journal
• Track your research

How to master the seven-step problem-solving process

In this episode of the McKinsey Podcast , Simon London speaks with Charles Conn, CEO of venture-capital firm Oxford Sciences Innovation, and McKinsey senior partner Hugo Sarrazin about the complexities of different problem-solving strategies.

Podcast transcript

Simon London: Hello, and welcome to this episode of the McKinsey Podcast , with me, Simon London. What’s the number-one skill you need to succeed professionally? Salesmanship, perhaps? Or a facility with statistics? Or maybe the ability to communicate crisply and clearly? Many would argue that at the very top of the list comes problem solving: that is, the ability to think through and come up with an optimal course of action to address any complex challenge—in business, in public policy, or indeed in life.

Looked at this way, it’s no surprise that McKinsey takes problem solving very seriously, testing for it during the recruiting process and then honing it, in McKinsey consultants, through immersion in a structured seven-step method. To discuss the art of problem solving, I sat down in California with McKinsey senior partner Hugo Sarrazin and also with Charles Conn. Charles is a former McKinsey partner, entrepreneur, executive, and coauthor of the book Bulletproof Problem Solving: The One Skill That Changes Everything [John Wiley & Sons, 2018].

Charles and Hugo, welcome to the podcast. Thank you for being here.

Hugo Sarrazin: Our pleasure.

Charles Conn: It’s terrific to be here.

Simon London: Problem solving is a really interesting piece of terminology. It could mean so many different things. I have a son who’s a teenage climber. They talk about solving problems. Climbing is problem solving. Charles, when you talk about problem solving, what are you talking about?

Charles Conn: For me, problem solving is the answer to the question “What should I do?” It’s interesting when there’s uncertainty and complexity, and when it’s meaningful because there are consequences. Your son’s climbing is a perfect example. There are consequences, and it’s complicated, and there’s uncertainty—can he make that grab? I think we can apply that same frame almost at any level. You can think about questions like “What town would I like to live in?” or “Should I put solar panels on my roof?”

You might think that’s a funny thing to apply problem solving to, but in my mind it’s not fundamentally different from business problem solving, which answers the question “What should my strategy be?” Or problem solving at the policy level: “How do we combat climate change?” “Should I support the local school bond?” I think these are all part and parcel of the same type of question, “What should I do?”

I’m a big fan of structured problem solving. By following steps, we can more clearly understand what problem it is we’re solving, what are the components of the problem that we’re solving, which components are the most important ones for us to pay attention to, which analytic techniques we should apply to those, and how we can synthesize what we’ve learned back into a compelling story. That’s all it is, at its heart.

I think sometimes when people think about seven steps, they assume that there’s a rigidity to this. That’s not it at all. It’s actually to give you the scope for creativity, which often doesn’t exist when your problem solving is muddled.

Simon London: You were just talking about the seven-step process. That’s what’s written down in the book, but it’s a very McKinsey process as well. Without getting too deep into the weeds, let’s go through the steps, one by one. You were just talking about problem definition as being a particularly important thing to get right first. That’s the first step. Hugo, tell us about that.

Hugo Sarrazin: It is surprising how often people jump past this step and make a bunch of assumptions. The most powerful thing is to step back and ask the basic questions—“What are we trying to solve? What are the constraints that exist? What are the dependencies?” Let’s make those explicit and really push the thinking and defining. At McKinsey, we spend an enormous amount of time in writing that little statement, and the statement, if you’re a logic purist, is great. You debate. “Is it an ‘or’? Is it an ‘and’? What’s the action verb?” Because all these specific words help you get to the heart of what matters.

Want to subscribe to The McKinsey Podcast ?

Simon London: So this is a concise problem statement.

Hugo Sarrazin: Yeah. It’s not like “Can we grow in Japan?” That’s interesting, but it is “What, specifically, are we trying to uncover in the growth of a product in Japan? Or a segment in Japan? Or a channel in Japan?” When you spend an enormous amount of time, in the first meeting of the different stakeholders, debating this and having different people put forward what they think the problem definition is, you realize that people have completely different views of why they’re here. That, to me, is the most important step.

Charles Conn: I would agree with that. For me, the problem context is critical. When we understand “What are the forces acting upon your decision maker? How quickly is the answer needed? With what precision is the answer needed? Are there areas that are off limits or areas where we would particularly like to find our solution? Is the decision maker open to exploring other areas?” then you not only become more efficient, and move toward what we call the critical path in problem solving, but you also make it so much more likely that you’re not going to waste your time or your decision maker’s time.

How often do especially bright young people run off with half of the idea about what the problem is and start collecting data and start building models—only to discover that they’ve really gone off half-cocked.

Hugo Sarrazin: Yeah.

Charles Conn: And in the wrong direction.

Simon London: OK. So step one—and there is a real art and a structure to it—is define the problem. Step two, Charles?

Charles Conn: My favorite step is step two, which is to use logic trees to disaggregate the problem. Every problem we’re solving has some complexity and some uncertainty in it. The only way that we can really get our team working on the problem is to take the problem apart into logical pieces.

What we find, of course, is that the way to disaggregate the problem often gives you an insight into the answer to the problem quite quickly. I love to do two or three different cuts at it, each one giving a bit of a different insight into what might be going wrong. By doing sensible disaggregations, using logic trees, we can figure out which parts of the problem we should be looking at, and we can assign those different parts to team members.

Simon London: What’s a good example of a logic tree on a sort of ratable problem?

Charles Conn: Maybe the easiest one is the classic profit tree. Almost in every business that I would take a look at, I would start with a profit or return-on-assets tree. In its simplest form, you have the components of revenue, which are price and quantity, and the components of cost, which are cost and quantity. Each of those can be broken out. Cost can be broken into variable cost and fixed cost. The components of price can be broken into what your pricing scheme is. That simple tree often provides insight into what’s going on in a business or what the difference is between that business and the competitors.

If we add the leg, which is “What’s the asset base or investment element?”—so profit divided by assets—then we can ask the question “Is the business using its investments sensibly?” whether that’s in stores or in manufacturing or in transportation assets. I hope we can see just how simple this is, even though we’re describing it in words.

When I went to work with Gordon Moore at the Moore Foundation, the problem that he asked us to look at was “How can we save Pacific salmon?” Now, that sounds like an impossible question, but it was amenable to precisely the same type of disaggregation and allowed us to organize what became a 15-year effort to improve the likelihood of good outcomes for Pacific salmon.

Simon London: Now, is there a danger that your logic tree can be impossibly large? This, I think, brings us onto the third step in the process, which is that you have to prioritize.

Charles Conn: Absolutely. The third step, which we also emphasize, along with good problem definition, is rigorous prioritization—we ask the questions “How important is this lever or this branch of the tree in the overall outcome that we seek to achieve? How much can I move that lever?” Obviously, we try and focus our efforts on ones that have a big impact on the problem and the ones that we have the ability to change. With salmon, ocean conditions turned out to be a big lever, but not one that we could adjust. We focused our attention on fish habitats and fish-harvesting practices, which were big levers that we could affect.

People spend a lot of time arguing about branches that are either not important or that none of us can change. We see it in the public square. When we deal with questions at the policy level—“Should you support the death penalty?” “How do we affect climate change?” “How can we uncover the causes and address homelessness?”—it’s even more important that we’re focusing on levers that are big and movable.

Would you like to learn more about our Strategy & Corporate Finance Practice ?

Simon London: Let’s move swiftly on to step four. You’ve defined your problem, you disaggregate it, you prioritize where you want to analyze—what you want to really look at hard. Then you got to the work plan. Now, what does that mean in practice?

Hugo Sarrazin: Depending on what you’ve prioritized, there are many things you could do. It could be breaking the work among the team members so that people have a clear piece of the work to do. It could be defining the specific analyses that need to get done and executed, and being clear on time lines. There’s always a level-one answer, there’s a level-two answer, there’s a level-three answer. Without being too flippant, I can solve any problem during a good dinner with wine. It won’t have a whole lot of backing.

Simon London: Not going to have a lot of depth to it.

Hugo Sarrazin: No, but it may be useful as a starting point. If the stakes are not that high, that could be OK. If it’s really high stakes, you may need level three and have the whole model validated in three different ways. You need to find a work plan that reflects the level of precision, the time frame you have, and the stakeholders you need to bring along in the exercise.

Charles Conn: I love the way you’ve described that, because, again, some people think of problem solving as a linear thing, but of course what’s critical is that it’s iterative. As you say, you can solve the problem in one day or even one hour.

Charles Conn: We encourage our teams everywhere to do that. We call it the one-day answer or the one-hour answer. In work planning, we’re always iterating. Every time you see a 50-page work plan that stretches out to three months, you know it’s wrong. It will be outmoded very quickly by that learning process that you described. Iterative problem solving is a critical part of this. Sometimes, people think work planning sounds dull, but it isn’t. It’s how we know what’s expected of us and when we need to deliver it and how we’re progressing toward the answer. It’s also the place where we can deal with biases. Bias is a feature of every human decision-making process. If we design our team interactions intelligently, we can avoid the worst sort of biases.

Simon London: Here we’re talking about cognitive biases primarily, right? It’s not that I’m biased against you because of your accent or something. These are the cognitive biases that behavioral sciences have shown we all carry around, things like anchoring, overoptimism—these kinds of things.

Both: Yeah.

Charles Conn: Availability bias is the one that I’m always alert to. You think you’ve seen the problem before, and therefore what’s available is your previous conception of it—and we have to be most careful about that. In any human setting, we also have to be careful about biases that are based on hierarchies, sometimes called sunflower bias. I’m sure, Hugo, with your teams, you make sure that the youngest team members speak first. Not the oldest team members, because it’s easy for people to look at who’s senior and alter their own creative approaches.

Hugo Sarrazin: It’s helpful, at that moment—if someone is asserting a point of view—to ask the question “This was true in what context?” You’re trying to apply something that worked in one context to a different one. That can be deadly if the context has changed, and that’s why organizations struggle to change. You promote all these people because they did something that worked well in the past, and then there’s a disruption in the industry, and they keep doing what got them promoted even though the context has changed.

Simon London: Right. Right.

Hugo Sarrazin: So it’s the same thing in problem solving.

Charles Conn: And it’s why diversity in our teams is so important. It’s one of the best things about the world that we’re in now. We’re likely to have people from different socioeconomic, ethnic, and national backgrounds, each of whom sees problems from a slightly different perspective. It is therefore much more likely that the team will uncover a truly creative and clever approach to problem solving.

Simon London: Let’s move on to step five. You’ve done your work plan. Now you’ve actually got to do the analysis. The thing that strikes me here is that the range of tools that we have at our disposal now, of course, is just huge, particularly with advances in computation, advanced analytics. There’s so many things that you can apply here. Just talk about the analysis stage. How do you pick the right tools?

Charles Conn: For me, the most important thing is that we start with simple heuristics and explanatory statistics before we go off and use the big-gun tools. We need to understand the shape and scope of our problem before we start applying these massive and complex analytical approaches.

Simon London: Would you agree with that?

Hugo Sarrazin: I agree. I think there are so many wonderful heuristics. You need to start there before you go deep into the modeling exercise. There’s an interesting dynamic that’s happening, though. In some cases, for some types of problems, it is even better to set yourself up to maximize your learning. Your problem-solving methodology is test and learn, test and learn, test and learn, and iterate. That is a heuristic in itself, the A/B testing that is used in many parts of the world. So that’s a problem-solving methodology. It’s nothing different. It just uses technology and feedback loops in a fast way. The other one is exploratory data analysis. When you’re dealing with a large-scale problem, and there’s so much data, I can get to the heuristics that Charles was talking about through very clever visualization of data.

You test with your data. You need to set up an environment to do so, but don’t get caught up in neural-network modeling immediately. You’re testing, you’re checking—“Is the data right? Is it sound? Does it make sense?”—before you launch too far.

Simon London: You do hear these ideas—that if you have a big enough data set and enough algorithms, they’re going to find things that you just wouldn’t have spotted, find solutions that maybe you wouldn’t have thought of. Does machine learning sort of revolutionize the problem-solving process? Or are these actually just other tools in the toolbox for structured problem solving?

Charles Conn: It can be revolutionary. There are some areas in which the pattern recognition of large data sets and good algorithms can help us see things that we otherwise couldn’t see. But I do think it’s terribly important we don’t think that this particular technique is a substitute for superb problem solving, starting with good problem definition. Many people use machine learning without understanding algorithms that themselves can have biases built into them. Just as 20 years ago, when we were doing statistical analysis, we knew that we needed good model definition, we still need a good understanding of our algorithms and really good problem definition before we launch off into big data sets and unknown algorithms.

Simon London: Step six. You’ve done your analysis.

Charles Conn: I take six and seven together, and this is the place where young problem solvers often make a mistake. They’ve got their analysis, and they assume that’s the answer, and of course it isn’t the answer. The ability to synthesize the pieces that came out of the analysis and begin to weave those into a story that helps people answer the question “What should I do?” This is back to where we started. If we can’t synthesize, and we can’t tell a story, then our decision maker can’t find the answer to “What should I do?”

Simon London: But, again, these final steps are about motivating people to action, right?

Charles Conn: Yeah.

Simon London: I am slightly torn about the nomenclature of problem solving because it’s on paper, right? Until you motivate people to action, you actually haven’t solved anything.

Charles Conn: I love this question because I think decision-making theory, without a bias to action, is a waste of time. Everything in how I approach this is to help people take action that makes the world better.

Simon London: Hence, these are absolutely critical steps. If you don’t do this well, you’ve just got a bunch of analysis.

Charles Conn: We end up in exactly the same place where we started, which is people speaking across each other, past each other in the public square, rather than actually working together, shoulder to shoulder, to crack these important problems.

Simon London: In the real world, we have a lot of uncertainty—arguably, increasing uncertainty. How do good problem solvers deal with that?

Hugo Sarrazin: At every step of the process. In the problem definition, when you’re defining the context, you need to understand those sources of uncertainty and whether they’re important or not important. It becomes important in the definition of the tree.

You need to think carefully about the branches of the tree that are more certain and less certain as you define them. They don’t have equal weight just because they’ve got equal space on the page. Then, when you’re prioritizing, your prioritization approach may put more emphasis on things that have low probability but huge impact—or, vice versa, may put a lot of priority on things that are very likely and, hopefully, have a reasonable impact. You can introduce that along the way. When you come back to the synthesis, you just need to be nuanced about what you’re understanding, the likelihood.

Often, people lack humility in the way they make their recommendations: “This is the answer.” They’re very precise, and I think we would all be well-served to say, “This is a likely answer under the following sets of conditions” and then make the level of uncertainty clearer, if that is appropriate. It doesn’t mean you’re always in the gray zone; it doesn’t mean you don’t have a point of view. It just means that you can be explicit about the certainty of your answer when you make that recommendation.

Simon London: So it sounds like there is an underlying principle: “Acknowledge and embrace the uncertainty. Don’t pretend that it isn’t there. Be very clear about what the uncertainties are up front, and then build that into every step of the process.”

Hugo Sarrazin: Every step of the process.

Simon London: Yeah. We have just walked through a particular structured methodology for problem solving. But, of course, this is not the only structured methodology for problem solving. One that is also very well-known is design thinking, which comes at things very differently. So, Hugo, I know you have worked with a lot of designers. Just give us a very quick summary. Design thinking—what is it, and how does it relate?

Hugo Sarrazin: It starts with an incredible amount of empathy for the user and uses that to define the problem. It does pause and go out in the wild and spend an enormous amount of time seeing how people interact with objects, seeing the experience they’re getting, seeing the pain points or joy—and uses that to infer and define the problem.

Simon London: Problem definition, but out in the world.

Hugo Sarrazin: With an enormous amount of empathy. There’s a huge emphasis on empathy. Traditional, more classic problem solving is you define the problem based on an understanding of the situation. This one almost presupposes that we don’t know the problem until we go see it. The second thing is you need to come up with multiple scenarios or answers or ideas or concepts, and there’s a lot of divergent thinking initially. That’s slightly different, versus the prioritization, but not for long. Eventually, you need to kind of say, “OK, I’m going to converge again.” Then you go and you bring things back to the customer and get feedback and iterate. Then you rinse and repeat, rinse and repeat. There’s a lot of tactile building, along the way, of prototypes and things like that. It’s very iterative.

Simon London: So, Charles, are these complements or are these alternatives?

Charles Conn: I think they’re entirely complementary, and I think Hugo’s description is perfect. When we do problem definition well in classic problem solving, we are demonstrating the kind of empathy, at the very beginning of our problem, that design thinking asks us to approach. When we ideate—and that’s very similar to the disaggregation, prioritization, and work-planning steps—we do precisely the same thing, and often we use contrasting teams, so that we do have divergent thinking. The best teams allow divergent thinking to bump them off whatever their initial biases in problem solving are. For me, design thinking gives us a constant reminder of creativity, empathy, and the tactile nature of problem solving, but it’s absolutely complementary, not alternative.

Simon London: I think, in a world of cross-functional teams, an interesting question is do people with design-thinking backgrounds really work well together with classical problem solvers? How do you make that chemistry happen?

Hugo Sarrazin: Yeah, it is not easy when people have spent an enormous amount of time seeped in design thinking or user-centric design, whichever word you want to use. If the person who’s applying classic problem-solving methodology is very rigid and mechanical in the way they’re doing it, there could be an enormous amount of tension. If there’s not clarity in the role and not clarity in the process, I think having the two together can be, sometimes, problematic.

The second thing that happens often is that the artifacts the two methodologies try to gravitate toward can be different. Classic problem solving often gravitates toward a model; design thinking migrates toward a prototype. Rather than writing a big deck with all my supporting evidence, they’ll bring an example, a thing, and that feels different. Then you spend your time differently to achieve those two end products, so that’s another source of friction.

Now, I still think it can be an incredibly powerful thing to have the two—if there are the right people with the right mind-set, if there is a team that is explicit about the roles, if we’re clear about the kind of outcomes we are attempting to bring forward. There’s an enormous amount of collaborativeness and respect.

Simon London: But they have to respect each other’s methodology and be prepared to flex, maybe, a little bit, in how this process is going to work.

Hugo Sarrazin: Absolutely.

Simon London: The other area where, it strikes me, there could be a little bit of a different sort of friction is this whole concept of the day-one answer, which is what we were just talking about in classical problem solving. Now, you know that this is probably not going to be your final answer, but that’s how you begin to structure the problem. Whereas I would imagine your design thinkers—no, they’re going off to do their ethnographic research and get out into the field, potentially for a long time, before they come back with at least an initial hypothesis.

Want better strategies? Become a bulletproof problem solver

Hugo Sarrazin: That is a great callout, and that’s another difference. Designers typically will like to soak into the situation and avoid converging too quickly. There’s optionality and exploring different options. There’s a strong belief that keeps the solution space wide enough that you can come up with more radical ideas. If there’s a large design team or many designers on the team, and you come on Friday and say, “What’s our week-one answer?” they’re going to struggle. They’re not going to be comfortable, naturally, to give that answer. It doesn’t mean they don’t have an answer; it’s just not where they are in their thinking process.

Simon London: I think we are, sadly, out of time for today. But Charles and Hugo, thank you so much.

Charles Conn: It was a pleasure to be here, Simon.

Hugo Sarrazin: It was a pleasure. Thank you.

Simon London: And thanks, as always, to you, our listeners, for tuning into this episode of the McKinsey Podcast . If you want to learn more about problem solving, you can find the book, Bulletproof Problem Solving: The One Skill That Changes Everything , online or order it through your local bookstore. To learn more about McKinsey, you can of course find us at McKinsey.com.

Charles Conn is CEO of Oxford Sciences Innovation and an alumnus of McKinsey’s Sydney office. Hugo Sarrazin is a senior partner in the Silicon Valley office, where Simon London, a member of McKinsey Publishing, is also based.

Explore a career with us

Related articles.

Strategy to beat the odds

Five routes to more innovative problem solving

Master the 7-Step Problem-Solving Process for Better Decision-Making

Discover the powerful 7-Step Problem-Solving Process to make better decisions and achieve better outcomes. Master the art of problem-solving in this comprehensive guide. Download the Free PowerPoint and PDF Template.

StrategyPunk

Introduction

Mastering the art of problem-solving is crucial for making better decisions. Whether you're a student, a business owner, or an employee, problem-solving skills can help you tackle complex issues and find practical solutions. The 7-Step Problem-Solving Process is a proven method that can help you approach problems systematically and efficiently.

The 7-Step Problem-Solving Process involves steps that guide you through the problem-solving process. The first step is to define the problem, followed by disaggregating the problem into smaller, more manageable parts. Next, you prioritize the features and create a work plan to address each. Then, you analyze each piece, synthesize the information, and communicate your findings to others.

By following this process, you can avoid jumping to conclusions, overlooking important details, or making hasty decisions. Instead, you can approach problems with a clear and structured mindset, which can help you make better decisions and achieve better outcomes.

In this article, we'll explore each step of the 7-Step Problem-Solving Process in detail so you can start mastering this valuable skill. You can download the process's free PowerPoint and PDF templates at the end of the blog post .

Step 1: Define the Problem

The first step in the problem-solving process is to define the problem. This step is crucial because finding a solution is only accessible if the problem is clearly defined. The problem must be specific, measurable, and achievable.

One way to define the problem is to ask the right questions. Questions like "What is the problem?" and "What are the causes of the problem?" can help. Gathering data and information about the issue to assist in the definition process is also essential.

Another critical aspect of defining the problem is identifying the stakeholders. Who is affected by it? Who has a stake in finding a solution? Identifying the stakeholders can help ensure that the problem is defined in a way that considers the needs and concerns of all those affected by it.

Once the problem is defined, it is essential to communicate the definition to all stakeholders. This helps to ensure that everyone is on the same page and that there is a shared understanding of the problem.

Step 2: Disaggregate

After defining the problem, the next step in the 7-step problem-solving process is to disaggregate the problem into smaller, more manageable parts. Disaggregation helps break down the problem into smaller pieces that can be analyzed individually. This step is crucial in understanding the root cause of the problem and identifying the most effective solutions.

Disaggregation can be achieved by breaking down the problem into sub-problems, identifying the contributing factors, and analyzing the relationships between these factors. This step helps identify the most critical factors that must be addressed to solve the problem.

A tree or fishbone diagram is one effective way to disaggregate a problem. These diagrams help identify the different factors contributing to the problem and how they are related. Another way is to use a table to list the other factors contributing to the situation and their corresponding impact on the issue.

Disaggregation helps in breaking down complex problems into smaller, more manageable parts. It helps understand the relationships between different factors contributing to the problem and identify the most critical factors that must be addressed. By disaggregating the problem, decision-makers can focus on the most vital areas, leading to more effective solutions.

Step 3: Prioritize

After defining the problem and disaggregating it into smaller parts, the next step in the 7-step problem-solving process is prioritizing the issues that need addressing. Prioritizing helps to focus on the most pressing issues and allocate resources more effectively.

There are several ways to prioritize issues, including:

• Urgency: Prioritize issues based on their urgency. Problems that require immediate attention should be addressed first.
• Impact: Prioritize issues based on their impact on the organization or stakeholders. Problems with a high impact should be given priority.
• Resources: Prioritize issues based on the resources required to address them. Problems that require fewer resources should be dealt with first.

Considering their concerns and needs, it is important to involve stakeholders in the prioritization process. This can be done through surveys, focus groups, or other forms of engagement.

Once the issues have been prioritized, developing a plan of action to address them is essential. This involves identifying the resources required, setting timelines, and assigning responsibilities.

Prioritizing issues is a critical step in problem-solving. By focusing on the most pressing problems, organizations can allocate resources more effectively and make better decisions.

Step 4: Workplan

After defining the problem, disaggregating, and prioritizing the issues, the next step in the 7-step problem-solving process is to develop a work plan. This step involves creating a roadmap that outlines the steps needed to solve the problem.

The work plan should include a list of tasks, deadlines, and responsibilities for each team member involved in the problem-solving process. Assigning tasks based on each team member's strengths and expertise ensures the work is completed efficiently and effectively.

Creating a work plan can help keep the team on track and ensure everyone is working towards the same goal. It can also help to identify potential roadblocks or challenges that may arise during the problem-solving process and develop contingency plans to address them.

Several tools and techniques can be used to develop a work plan, including Gantt charts, flowcharts, and mind maps. These tools can help to visualize the steps needed to solve the problem and identify dependencies between tasks.

Developing a work plan is a critical step in the problem-solving process. It provides a clear roadmap for solving the problem and ensures everyone involved is aligned and working towards the same goal.

Step 5: Analysis

Once the problem has been defined and disaggregated, the next step is to analyze the information gathered. This step involves examining the data, identifying patterns, and determining the root cause of the problem.

Several methods can be used during the analysis phase, including:

• Root cause analysis
• Pareto analysis
• SWOT analysis

Root cause analysis is a popular method used to identify the underlying cause of a problem. This method involves asking a series of "why" questions to get to the root cause of the issue.

Pareto analysis is another method that can be used during the analysis phase. This method involves identifying the 20% of causes responsible for 80% of the problems. By focusing on these critical causes, organizations can make significant improvements.

Finally, SWOT analysis is a valuable tool for analyzing the internal and external factors that may impact the problem. This method involves identifying the strengths, weaknesses, opportunities, and threats related to the issue.

Overall, the analysis phase is critical for identifying the root cause of the problem and developing practical solutions. Organizations can gain a deeper understanding of the issue and make informed decisions by using a combination of methods.

Step 6: Synthesize

Once the analysis phase is complete, it is time to synthesize the information gathered to arrive at a solution. During this step, the focus is on identifying the most viable solution that addresses the problem. This involves examining and combining the analysis results for a clear and concise conclusion.

One way to synthesize the information is to use a decision matrix. This involves creating a table that lists the potential solutions and the essential criteria for making a decision. Each answer is then rated against each standard, and the scores are tallied to arrive at a final decision.

Another approach to synthesizing the information is to use a mind map. This involves creating a visual representation of the problem and the potential solutions. The mind map can identify the relationships between the different pieces of information and help prioritize the solutions.

During the synthesis phase, remaining open-minded and considering all potential solutions is vital. To ensure everyone's perspectives are considered, it is also essential to involve all stakeholders in the decision-making process.

Step 7: Communicate

After synthesizing the information, the next step is communicating the findings to the relevant stakeholders. This is a crucial step because it helps to ensure that everyone is on the same page and that the decision-making process is transparent.

One effective way to communicate the findings is through a well-organized report. The report should include the problem statement, the analysis, the synthesis, and the recommended solution. It should be clear, concise, and easy to understand.

In addition to the report, a presentation explaining the findings is essential. The presentation should be tailored to the audience and highlight the report's key points. Visual aids such as tables, graphs, and charts can make the presentation more engaging.

During the presentation, it is essential to be open to feedback and questions from the audience. This helps ensure everyone agrees with the recommended solution and addresses concerns or objections.

Effective communication is vital to ensuring the decision-making process is successful. Stakeholders can make informed decisions and work towards a common goal by communicating the findings clearly and concisely.

The 7-step problem-solving process is a powerful tool for helping individuals and organizations make better decisions. By following these steps, individuals can identify the root cause of a problem, prioritize potential solutions, and develop a clear plan of action. This process can be applied to various scenarios, from personal challenges to complex business problems.

Through disaggregation, individuals can break down complex problems into smaller, more manageable parts. By prioritizing potential solutions, individuals can focus their efforts on the most impactful actions. The work step allows individuals to develop a clear action plan, while the analysis step provides a framework for evaluating possible solutions.

The synthesis step combines all the information gathered to develop a comprehensive solution. Finally, the communication step allows individuals to share their answers with others and gather feedback.

By mastering the 7-step problem-solving process, individuals can become more effective decision-makers and problem-solvers. This process can help individuals and organizations save time and resources while improving outcomes. With practice, individuals can develop the skills to apply this process to a wide range of scenarios and make better decisions in all areas of life.

7-Step Problem-Solving Process PPT Template

Free powerpoint and pdf template, executive summary: the 7-step problem-solving process.

The 7-Step Problem-Solving Process is a robust and systematic method to help individuals and organizations make better decisions by tackling complex issues and finding practical solutions. This process comprises defining the problem, disaggregating it into smaller parts, prioritizing the issues, creating a work plan, analyzing the data, synthesizing the information, and communicating the findings.

By following these steps, individuals can identify the root cause of a problem, break it down into manageable components, and prioritize the most impactful actions. The work plan, analysis, and synthesis steps provide a framework for developing comprehensive solutions, while the communication step ensures transparency and stakeholder engagement.

Mastering this process can improve decision-making and problem-solving capabilities, save time and resources, and improve outcomes in personal and professional contexts.

Please buy me a coffee.

I'd appreciate your support if my templates have saved you time or helped you start a project. Buy Me a Coffee is a simple way to show your appreciation and help me continue creating high-quality templates that meet your needs.

7-Step Problem-Solving Process PDF Template

7-step problem-solving process powerpoint template.

Xpeng SWOT Analysis: Free PPT Template and In-Depth Insights (free file)

Unlock key insights into Xpeng with our free SWOT analysis PPT template. Dive deep into its business dynamics at no cost.

Strategic Insights 2024: A SWOT Analysis of Nestle (Plus Free PPT)

Explore Nestle's strategic outlook with our SWOT analysis for 2024. This PowerPoint template highlights key areas for growth and challenges.

2024 Business Disruption: Navigating Growth Through Shaping Strategy

Discover the importance of being a shaper in 2023's business ecosystem. Shaping strategy, attracting a critical mass of participants, and finding the right strategic path to create value.

Samsung PESTLE Analysis: Unveiling the Driving Forces (Free PPT)

Download our comprehensive guide: Samsung PESTLE Analysis (Free PPT). Discover the strategic insights & driving forces shaping Samsung's future.

• Tension & Compression
• Thermal Expansion
• Pressure Vessels
• Shear Centre
• Longitudinal Shear
• Welded Connections
• Weld Groups
• Unit Conversion
• Geometric Properties
• Soil Stress Distribution
• Shallow Foundations
• Soil Properties
• Material Properties
• Design Tables
• Mathematics First Aid
• Popular Articles
• Handy Calculators

The 7 Steps to Problem Solving

Effective problem solving, document.write("page last modified on: " + document.lastmodified +"");.

Problem solving with a standardized, disciplined and methodical approach is by far the best way of understanding root causes, exploring influences and implementing solutions that not only work, but also stay effective over time. The best solution to a problem is not always the most obvious and only after careful thought and assessment can the most suitable and feasible solution or solutions be implemented. The 7 step problem solving guide provided below has been created to help solve problems where the solution or in some cases the problem itself is not obvious.

STEP 1: The Right Problem to Solve STEP 2: Analyse the Problem STEP 3: Define the Problem STEP 4: Develop Opportunities (Possible Solutions) STEP 5: Select the Best Solution STEP 6: Implement the Solution STEP 7: Evaluate and Learn

When should problem solving be used?

Anytime you have a goal to achieve or simply experience a challenge, problem solving techniques can be adopted. The steps provided can be used on any problem no matter how small and simple, or large and complex with the only difference being the amount of overall time required to be spent on the problem at hand. Unfortunately effective problem solving does take some time and attention to detail but the rewards for the time taken may far outweigh the consequences for leaving problems in place.

STEP 1: The Right Problem to Solve

Identifying the right problem to solve can be by far the most crucial element in the process and it can’t be stressed enough that for this step to work to its full potential it is important to remember to focus on the problem and not just its symptoms or possible solutions, these parts will come shortly. If dealing with multiple problems the right problem is generally the one with the most important outcome, the greatest chance for solution and the nearest deadline. When trying to determine the right problem or if only intending to confirm one, ask yourself the following questions:

• Being as specific as possible what exactly is the problem to be solved?
• a clearly and concisely defined problem avoids confusion.
• A vaguely defined problem could be interpreted as something different.
• Can the problem be broken down further?
• A problem in its most simple form is in the best state for solving.
• Complex problems are possibly multiple smaller problems.
• Is the problem exactly the same from multiple perspectives? If not, can it be reworded so that it is?
• Problems can look different to different people.
• Solving for one person will not necessarily solve for everyone.
• Is there anyone who thinks it is not a problem? Why not?
• Any doubt is worth looking into, they could know something you don’t.
• It is always a possibility that you or your perceptions are the problem.
• Is the problem a symptom of a deeper, underlying condition?
• Fixing the problem will stop future symptoms.
• Fixing a symptom is only temporary.
• Is the problem one that can be solved? If no, can the problem be redefined?
• How to get to work with a broken leg is a problem that can be solved.
• A broken leg itself is not a problem because it can’t be solved, it's broken.
• Can the problem be defined as an opportunity?
• An opportunity is something positive we generally look forward to and want to take advantage of.
• A problem is generally something negative we don’t like and simply want to get rid of.
• Is the problem a beneficial one to solve? Why?
• The most beneficial problem is often a good place to start.
• The world is full of problems and unfortunately we can’t solve them all.
• Are you trying to solve a problem? Or are you confusing cause and effect?
• Building an airstrip so a plane has somewhere to land can be solving a problem.
• Building an airstrip because you know planes land on them does not guarantee a plane.

Once the above questions can be answered concisely you should be left with a well-defined problem which can also be described as an opportunity and more importantly you should have a better understanding of what you will be going to solve or achieve. It is time for the next step, analysing the problem.

STEP 2: Analyse the Problem

Analysing the problem starts with collecting as much information as possible relating to all aspects of the problem. This is where you find out what you already know about the situation and what areas need further looking into. To help discover all the facts it is a good idea to create a number of lists relating to the problem where you in turn list as many points as possible.

Remember that in this stage writing down anything and everything that comes to mind can be a good starting point; irrelevant items can be removed at the end. Some of the information you may find valuable may stem from the following questions. There are quite a few questions to consider, but hopefully they will guide you in the right direction. They are based on the "5 W's and 1 H".

• What does the problem currently affect?
• People or yourself?
• Environment?
• Organisation?
• What will be the benefits of solving the problem? And by how much?
• Credibility?
• Productivity?
• Reputation?
• What influences the problem?
• Does anything seem to aggravate or spread the problem?
• Does anything seem to reduce or delay the problem?
• Does anything tend to speed up / slow down the problem?
• Can the problem be simulated, recreated or acted out in another setting?
• Is there a specific example of an extreme case?
• What would be needed to solve the problem?
• Will new tools and/or policies be required?
• Will new equipment be required?
• Will new people be required?
• Could any new problems arise?
• What would happen if no solution can be found?
• Will a solution be available at a later date?
• What would be the next best thing to finding a complete solution?
• Is there a way to delay the problem?
• What would be the next best thing to solving the problem?
• Is there a chance the problem will go away on its own?
• Is there a way to change the problem for the better?

• Why do you want to achieve a solution?
• Is it something you personally want to do?
• Is it something you have been told to do?
• Is it something you feel you have to do?
• Why did the problem arise in the first place?
• Can the exact cause of the problem be pin pointed?
• Were there numerous reasons for the problem starting?
• Was a problem expected to occur at the time?
• Why was the problem allowed to escalate as far as it has?
• How much further can the problem escalate?
• Have previous attempts at solving the problem been made?
• Does the problem benefit anything/anyone else?

When you ask "How?" you are asking in what way or manner; by what means - "How does it work?" or used to ask about the condition or quality of something - How was your time there?"

• How long has the problem been around?
• Has it always been a problem?
• Has it got worse over time?
• Has the problem occurred at a previous time?
• How will the situation be different once the problem is solved?
• In particular what will be different?
• Can you guarantee the situation will be different?
• How relevant is the information available?
• Is the information up to date?
• Was the information created for the specific purpose it will be used for?
• Does the information need to be modified?
• How can I find out more information on the problem and possible solutions?
• Is all available information available?
• Is any information not available? Why not?
• Will additional research be required?
• Can additional people get involved with finding a solution?
• Is there an expert who can be approached?
• Are additional resources required?

• Where did the problem arise?
• Has the problem always existed?
• Can the exact starting point of the problem be pin pointed?
• Why did the problem arise where it did?
• Where is the problem currently located?
• Is the problem in a single or multiple locations?
• Can the problem be contained in its current location until it is dealt with?
• Is there a chance the problem will spread to different locations?
• Is the “where” component to the problem important? If so, why?

When you ask "Who?" you are asking what or which person or people are involved - "Who is that?" or "Who was there at the time?"

• Who are the stakeholders?
• Who is affected by this problem?
• Who will be affected once it is solved?
• Does anyone think that it is not a problem? What is different about their perspective?
• Who knows about the problem?
• Who has the information needed to solve or release the problem or issue?
• Who can do something or take action as a possible solution?
• Does anyone/s need to be informed about the problem?
• How do processes currently work where the problem is occurring?
• Who does what?
• With what information?
• Using what tools?
• Communicating with whom?
• In what time frame?
• Using what format?

When you ask "When?" you are asking at what time - "When did last witness it?" or at or on which time or circumstance - "Is early mornings when it happens most?"

• When did the problem first appear?
• What was its initial impact?
• How was it identified?
• Who identified it first?
• How did it start?
• Where did it start?
• Why did it start?
• What initially started it?
• When did it start?
• When does a solution need to be found?
• Would it be better to wait for a better time to implement a solution?
• Is too late to look for solutions?

Once every aspect of the problem has been looked into it is not uncommon for other potential problems to be identified as well. It may be necessary to start the entire process again for these new problems, but remember that problems are best dealt with one at a time and with that in mind it is time for the next step, defining the problem.

STEP 3: Define the Problem

Only after the right problem has been identified and analysed can one be sure of the correct definition of the problem. In most cases the definition will remain unchanged from STEP 1, but in some cases once other available information has been brought to light the problem, the opportunity or the desired outcome may have changed to accommodate either new information or a new perspective on the problem itself.

The following definitions should be written down for future reference. If there is any hesitation with any of the definitions it can be a sign that you don’t fully understand the problem at hand and that the previous step should be re-visited.

• Define exactly what the problem is.
• Define exactly what needs to be solved.
• Define your problem as an opportunity.
• Define the desired outcome.

STEP 4: Develop Opportunities (Possible Solutions)

There is always more than one way to solve a problem and in some cases simultaneous solutions may be required. As with the previous steps it is essential that time is taken to develop plenty of innovative and creative ideas. At the end of this step you can be certain you will have the best solution if you have explored all possible avenues and generated every conceivable option. To help you find the best solution the following methods can be used.

Seek advice; ask an expert In today’s day and age there is an expert on pretty much any topic you can imagine. Sometimes the best and fastest approach to getting the information we need can be simply to ask someone who knows more about the subject than we do. Of course finding that someone can be a challenge in itself, but the rewards in doing so could far outweigh other options. If the expert is unsure about the best approach for your situation they will probably be able to point you in the right direction.

Brainstorming Best done with a group of individuals brainstorming is always a good starting point. Brainstorming involves creating a list of ideas spontaneously contributed by an individual or group of individuals. With this method there is no wrong answer and wild or unexpected answers are often encouraged with all suggestions being written down. The process continues until no more suggestions can be thought of and the list of ideas can later be used to develop a solution.

The Scientific Method A method for conducting an objective investigation which is a proven approach to solving problems in a way that is reliable, consistent and non-arbitrary. The scientific method can be seen to underlay the scientific revolution and has helped to create many of the great accomplishments of recent human history. A basic flow chart of the scientific method is shown below.

Have a Guess If there is some indication, a technique you have heard of or a gut instinct about a possible solution, why not look into it further. Starting with an inkling and checking and adjusting it to suit the problem at hand could lead to the ideal solution. This method generally works better for a limited number of potential solutions where you can eliminate the options one at a time but there is no harm in employing the method in any case, it might just lead to the solution you have been looking for.

Work Backwards If the “where to start” is not obvious starting at the end goal and working backwards can be a good approach. Working backwards can sometimes offer the fastest solution because it gets you thinking with where you want to end up in mind. This approach to problem solving can also be effective when used at a point not quite at the end goal or even to back check the starting point from a different perspective.

Do the Opposite What effect does doing the opposite to what you have been doing have on the situation? If you at a dead-end or simply want to explore the opposite of something that clearly isn’t working, doing the opposite can provide a new and refreshing perspective. Rather than avoiding a situation, doing a complete 180 and diving straight in can in some cases be the best and/or fastest approach.

A Randomized Approach When all else fails or there is no indication what so ever to what sort of approach should be taken a random approach may be required. By applying random solutions and seeing how they influence the problem at hand may eventually lead to something more meaningful. You might get lucky and find the solution you have been looking for or worst possible case you may just find yourself where you started.

If after numerous attempts without success it might be necessary to go back to previous steps and try to "look outside the square". Every now and then a problem presents itself that will require a bit more creativity to come up with a feasible solution.

STEP 5: Select the Best Solution

With a list of possible solutions developed in the previous step it is time to select the best individual or best combination of solutions to be put into action and to eliminate the problem at hand. The process of selecting the best solution is a matter of ranking all of the available solutions against one another and defining each options “pluses and minuses”. Some of the key areas that might need to be evaluated and prioritised have been listed below.

• Operational validity: Can the solution actually be implemented or is it just an idea?
• Economic validity: Is the solution economical? Will the solution bring an economic result?
• Degree of Complexity: Is the solution simple to implement or are there complexities involved?
• Ease of Implementation: Is the solution ready to go and easy to install?
• Stakeholder interest: Does the solution satisfy everyone’s interests.
• Potential Risk: Does the solution bring any additional risk with it?
• Personal commitment: Is the solution something that reflects the ideals of all involved? Is the solution something you believe in?
• End result: Will the solution solve all parts of the problem or will the problem just be reduced or concealed?

Keeping in mind that the best solution will be the result of considerable deliberation and also that one solution that is available for any problem is to simply do nothing, everything should now be in place for putting the solution into action. If something happens so that the chosen solution/s cannot be used or if the solution stops working, there will now be a list of alternatives already assessed, prioritised and ready to go.

STEP 6: Implement the Solution

The implementation plan is just as important as implementing the solution/s and monitoring the progress of this step is something that will need to be done also. A brief guide to some of the things that will need to be considered have been detailed below.

• Planning and documentation of a new solution/s
• When will the solution be implemented?
• Where will the solution be implemented?
• How is the solution to be implemented?
• What has to be done before the solution is implemented?
• How long will the solution take to start working?
• What time frame is the solution expected to take before the problem is solved?
• Have monitoring provisions been put in place?
• What are the key signs to look for to indicate the solution is working?
• Who will need to be notified about the changes about to take place?
• At what stages will the progress be reviewed?
• Have contingency arrangements been put in place for if the solution doesn’t work?
• What will be the next step if the solution doesn’t work?
• If required, have all agreements been documented and signed?
• How will it be confirmed that the problem has been solved?
• Are steps required to remove or disable the solution?
• What will happen once the problem has been solved?
• Putting the solution into action
• Put the solution into action
• Monitor the progress and effect of the solution
• Test and ensure the solution is meeting expectations and outcomes

STEP 7: Evaluate and Learn

Hopefully everything went to plan and the problem is now solved and even if it wasn’t, this step is still the same. It is vital that the whole process is evaluated from problem to solution and a good starting point is to document the 7 step procedure. This step is intended to not only provide a future reference but also a learning experience for future problem solving. At a very minimum the following questions should be answered:

• How effective was that particular solution?
• Did the solution achieve the desired outcomes?
• What consequences did problem solving activity have on my situation?

Top of Page

Problems at their most basic

6.7 Cummins Tipm Problems And Solutions

6.7 cummins tipm problems can occur and cause issues with the vehicle’s electrical system. We will discuss these problems and their potential solutions.

Whether you are experiencing fuse box failures, electrical malfunctions, or issues with relays, it is important to address these problems promptly to prevent further damage to your vehicle. In the following sections, we will delve into common symptoms of tipm problems, the potential causes, and steps you can take to resolve them.

By understanding and addressing these issues, you can keep your 6.7 cummins engine running smoothly and avoid costly repairs in the future.

Common Symptoms Of 6.7 Cummins Tipm Problems

6.7 cummins tipm problems can lead to a variety of common symptoms. Intermittent power loss is a consistent issue that many owners experience. It can be frustrating when your vehicle abruptly loses power while driving. Another symptom is the failure to start.

Starting problems can indicate a malfunctioning tipm. When you turn the key and nothing happens, it can indicate a deeper issue. Electrical malfunctions are also common with tipm problems. Lights flickering, gauges not working, or other electrical glitches can be signs of a faulty tipm.

Recognizing these symptoms is crucial for diagnosing and resolving any issues with your 6.7 cummins tipm.

Understanding The 6.7 Cummins Tipm

The 6.7 cummins tipm is an important component in cummins engines. A tipm, or totally integrated power module, controls various electrical functions in the engine. It acts as a centralized control unit, managing components like headlights, fuel pumps, ignition systems, and more.

Without the tipm, these functions would not work efficiently. The 6.7 cummins tipm operates by receiving signals from sensors and relays, and then distributing power to the corresponding engine components. It ensures proper functioning and coordination between different electrical systems, enhancing the overall performance of the engine.

Understanding the tipm is crucial for troubleshooting and resolving any issues related to electrical systems in cummins engines. So, if you experience any problems with your 6.7 cummins engine, it is essential to have a good understanding of the tipm and its functioning.

Troubleshooting Steps For 6.7 Cummins Tipm Issues

Troubleshooting 6.7 cummins tipm problems can be tackled by following a few simple steps. First, check the fuse box for any blown fuses. Next, test the relays to ensure they are functioning properly. Then, inspect the wiring connections, looking for any loose or damaged wires.

Finally, reset the tipm by disconnecting the battery for a few minutes. These troubleshooting methods can help identify and resolve common tipm issues. It is important to stay proactive in maintaining the tipm to avoid any potential problems down the line.

Keeping a regular check on the fuse box, relays, and wiring connections can help ensure smooth functioning of the 6.7 cummins tipm.

Common Causes Of 6.7 Cummins Tipm Problems

6.7 cummins tipm problems can be caused by corrosion and moisture damage, leading to malfunctions. Overheating is another common issue that can occur in the 6.7 cummins tipm system, causing disruptions. Electrical short circuits are also a frequent cause of problems, potentially resulting in complete failure.

These issues can be troublesome for vehicle owners, as they can lead to various complications and costly repairs. It is crucial to address these problems promptly, as neglecting them may worsen the situation. Regular maintenance and inspections can help prevent these problems or identify them early on.

If you notice any signs of malfunction in your 6.7 cummins tipm system, such as engine misfires or electrical failures, it is advisable to consult a professional mechanic to diagnose and solve the problem. Proper care and attention can significantly extend the lifespan of your 6.7 cummins tipm system, ensuring smooth operation and optimal performance for your vehicle.

How To Prevent 6.7 Cummins Tipm Problems

Regular maintenance and cleaning is crucial to prevent 6.7 cummins tipm problems. Keeping the tipm protected from exposure is equally important. By monitoring and addressing electrical issues promptly, you can avoid potential problems with the tipm. Take the necessary steps to ensure the tipm functions smoothly and efficiently.

Regular maintenance and cleaning, along with proper protection and immediate attention to electrical issues, will help prevent any complications with the 6.7 cummins tipm. By following these tips, you can maintain the tipm’s longevity and reliability, avoiding costly repairs or replacements.

Stay proactive and attentive to keep your 6.7 cummins tipm running smoothly for years to come.

Professional Assistance For 6.7 Cummins Tipm Problems

Finding professional assistance for 6.7 cummins tipm problems can be crucial. However, choosing a reliable mechanic or technician is essential. Consider the cost implications before making a decision.

Seek help when needed and ensure the smooth performance of your 6.7 cummins tipm.

Frequently Asked Questions

What are common cummins tipm problems.

Common cummins tipm problems include issues with electrical systems, fuel efficiency, and performance. These can manifest as faulty fuel gauges, loss of power, and intermittent starting problems. It’s important to address these problems promptly to prevent further damage and ensure optimal engine performance.

How Do I Diagnose A Faulty Cummins Tipm?

To diagnose a faulty cummins tipm, start by checking for common symptoms such as electrical malfunctions, erratic fuel gauge readings, and engine performance issues. Next, use a diagnostic tool to access the tipm’s computer system and retrieve any error codes.

Finally, consult the appropriate service manual or seek professional help to interpret the codes and pinpoint the problem.

Can I Fix A Cummins Tipm Problem Myself?

While some cummins tipm issues can be resolved by the car owner, it’s recommended to seek professional help for complex problems. Simple troubleshooting steps such as checking fuses and relays, cleaning connections, or replacing simple components can often resolve minor issues.

However, for more advanced repairs or replacements, it’s best to consult an experienced mechanic or authorized service center.

The 6.7a cummins tipm problems blog post has shed light on common issues faced by owners of this engine. By understanding these problems, you can take proactive measures to avoid potential damages or costly repairs. From faulty wiring to fuel pump failures, the importance of regular maintenance and addressing these issues promptly cannot be stressed enough.

we have provided comprehensive information to help engine owners troubleshoot and resolve these problems effectively. Remember, prevention is always better than cure. Keeping up with regular maintenance and staying informed about potential issues is crucial to ensuring the longevity and optimal performance of your 6.7 cummins engine. By following these tips and taking the necessary steps, you can enhance the reliability and durability of your engine, ultimately saving time and money in the long run.

Leave a Comment Cancel Reply

Your email address will not be published. Required fields are marked *

Save my name, email, and website in this browser for the next time I comment.

7 step problem solving technique

Whilst processes are generally there to protect us from issues (i.e. follow the process and get what you expect) unsurprisingly from time to time things go wrong and problems occur that affect either the output or the success of the process in question.

What do Business problems cause? Well, they can affect a whole host of things, from Quality, Schedule or Cost for example. Left alone they can impact both your customer and business and therefore resolving them is the appropriate route of action but given that there are a plethora of problem-solving tools available which one should you follow? What makes the 7 steps of problem-solving a suitable tool to utilize?

In this article, we’ll take a look at the 7 Step problem-solving tool, what it is, what the steps are, and how to avoid the key problems.

Firstly, let’s state the obvious when problems do occur it’s absolutely fundamental to have a structured method of resolving them. By providing structured problem-solving tools to your workforce, employees should be able to resolve issues in a timely and cost-effective manner and avoid stabbing around in the dark for a possible solution without having done the work to ensure it is.

Whilst we’ve covered more formal methods of problem-solving such as the 8d report , 5 whys (you can check out our post on how to create a 5 why template here) and others, the 7 steps of the problem-solving method represents another structured step by step process which can be used to analyze and resolve problems by uncovering root causes and helping to define corrective actions to fix the problem.

Why Structured problem-solving works

One of the main challenges with problem-solving is to avoid the obvious trap of thinking you know the answer and launching immediately into fix it mode. Unfortunately in many cases particularly in complex business situations the answer is rarely obvious and is often a combination of contributory factors that require a level of uncovering through following a step by step approach ahead of launching off and implementing a random “hit and hope” solutions.

The 7 step problem resolving solution offers just that a methodical approach that can be used to resolve issues by following a standard approach. It must be remembered that effective problem solving does take time. Also, consider that problem solving doesn’t have to be tied down to one tool and that you can choose to combine methods i.e the 7 step method combined with 5 why to help drill down and understand root causes.

The approach can be used in situations where you have large or small issues and works great in a team-based approach or if you’re working on your own as an individual.

What are the 7 problem-solving steps

Below is the list of steps associated with this tool

STEP 1: The Right Problem to Solve STEP 2: Analyse the Problem STEP 3: Define the Problem STEP 4: Develop Opportunities (Possible Solutions) STEP 5: Select the Best Solution STEP 6: Implement the Solution STEP 7: Evaluate and Learn

STEP 1: Identify the problem

The first step is to define the problem that you have.

Generating a robust problem definition is key to the whole process. Start your process with a poor problem definition and you’ll be wasting your time later on which is likely to result in you reworking some of the process steps – worse still you follow the entire process define a corrective action that results in other issues (or costs your firm money in implementation that may not recover!).

A good problem definition includes a clear description of the issue in contrast with the condition that it should be. For example,

• The houses were all painted green instead of blue
• The part was manufactured to a tolerance of 1cm instead of 1/2 a cm
• The part included paint on areas identified by the drawing that should not include paint.

The above show clearly what’s wrong and contrasts the “current condition” with the “should be condition”.

Of course, you could use something like – “the part is manufactured incorrectly” but that would make both developing a solution and implementation somewhat difficult as it is not clear what’s wrong.

STEP 2: Defining your Goal

Once you’re aware of what your problem is the next step is to define where you’ll be at the end of your problem-solving process.

For example – let’s look at one of our examples from above • The houses were painted green not blue.

Here the goal may be defined as “Problem root causes identified/rectified and all houses to be reworked and painted blue within the next 3 weeks.”

The goal clearly removes the problem and sets the end result to the desired condition.

Remember, your goal should be SMART (Specific, measurable, achievable, realistic and time-bound).

STEP 3: Brainstorm the solution

Brainstorming is usually a group based method where through gathering ideas the team endeavors to find an answer to the specific issue or problem. Brainstorming usually requires each member of the team to put forward their ideas.

Ideas are usually captured on a whiteboard, list, or set of post it notes in order to then evaluate them.

With Brain-storming it’s important to ensure all members of the team have an equal voice and that collection of ideas is seen as the priority. Do not let people take over this by thinking they have all the answers (especially the management!!) – you may be surprised by who in the team comes up with best contributions.

STEP 4: Assess your solutions/alternatives

Following the brainstorming session – the next step is to evaluate each idea.

In problem-solving, the best method is to assess whether the idea impacts the believed root cause of the issue and if it does how. Generating ideas is great but if they fail to help fix the thing that’s actually going wrong then they are not going to help much. So initially challenging each idea’s effect on possible root causes is usually a good initial step.

Evaluation usually means a systematic approach to reviewing the positives and negatives of each solution put forward in order that the team can then select a final solution.

STEP 5: Select a solution

Once you’ve brainstormed the possible solutions and evaluated them, you need to pick one (or a collective of some) – this is usually the key element where some teams go awry by selecting solutions that may not have the desired impact.

Using a tool such as a Solution Selection Matrix can often help simplify the process and apply some rigor in ensuring this part of the process remains focussed.

What is a Solution Selection Matrix?

The Solution Selection matrix is a tool that can be used to help review each idea by a standard process and criteria. It’s typically a table that lists the possible ideas and then has columns that then helps you evaluate them.

The Solution Selection Matrix might include evaluation of things like

• Ease of deployment
• resource requirement
• time to implement
• Impact on stakeholders etc.

See below for an example matrix that demonstrates how this can be achieved.

I’d recommend engaging your key stakeholders at this point to discuss the resolution to the problem, how you’ll implement and the impact on the implementation (discussing things like whether the implementation will take effect immediately or after a given time).

I’d also suggest that you review your KPI’s, to understand what the current situation looks like so that you’ll be able to easily demonstrate the impact post-implementation (and if you don’t have KPI”s you can always consider implementing some simple metrics at this point).

STEP 6: Implement

Once you’ve selected your solution it’s time to implement.

Here you should develop the implementation plan that takes you through the steps of the “fix” upfront of the deployment, this way the whole team understands what’s happening and how it will work. This also provides an opportunity to critique the timeline, resource requirement, and likely cost.

The plan is usually best combined with a RAIL (Rolling ActIons List) this explains what actions are active and who owns them and when they need to be done by. A simple implementation plan that shows target dates and owners is normally all that you require to help administer this stage.

Depending on the complexity of the solution you may wish to review possible risks up front of the deployment to assess where things might go wrong.

Don’t overestimate what you can achieve here, it’s best to be realistic, considering:

• Who will implement
• How you will implement
• How you will monitor the fix
• what budget/resources you might require to implement the fix
• Will the fix start working straight away (if not when)

Management can sometimes have a tendency to think that when you come up with the “fix” it impacts straight away so it’s a good time to get everyone on the same page with what your implementation actually means and when results are likely to be seen.

STEP 7: Evaluation

The final stage is to evaluate your problem’s resolution with the key question being – did your problem-solving project drive the result you wanted?

If you have KPI’s you can track them against your fix, you might involve some stakeholder engagement to understand what the fix has meant for them and their views on the implementation, what worked and what didn’t so that you can evaluate your businesses process for next time.

Alternatives to the 7 problem solving steps.

As we discussed at the outset of the article there are a number of problem-solving techniques out there, from 8d to 5 why to SWOT etc, you can check some of them

Before you settle on an approach I’d recommend that evaluate some of these approaches, examining the pros and cons and how they might fare in your industry. As ever it’s likely that one size doesn’t fit all and you and always look to tweak the process whilst keeping the basic steps. Businesses are likely to be far more accepting of a structured process that gets improved upon over time than no process at all.

Got some thoughts on problem-solving, be sure to check out our Problem Solving Guide , perhaps you have a favorite tool or method? We’d love to hear about it, fire us up on Twitter, or our feedback section below.

Our Content

• Calculators
• Career Skills
• Communications
• Human Resources
• Strategy and Leadership
• Supply Chain Management

• Decision Making
• Goal Setting
• Managing Performance
• Managing Projects and Change
• Managing Through Covid
• Personal Development
• Problem Solving
• Time Management
• Workplace Well-being
• Free Downloads

Seven Step Problem Solving Technique

What's the problem?

Our seven step problem solving technique provides a structured basis to help deliver outcomes and solutions to your problems. (But if you’re in hurry, click here for our “manage in a minute” tip: 7 Problem Solving Steps ).

Ever heard people say (or perhaps said yourself) things like :

“I wished we hadn’t jumped to that solution so quickly.”

“I think we may have solved the wrong problem.”

“It was only at the end that I realised we had acted too quickly with too little information.”

“The solution we went ahead with turned out to be impractical and too expensive.”

A structured process helps ensure you stay on track with what you really need to do, to solve a problem.

The seven step problem solving technique covers:

• Finding the right problem to solve
• Defining the problem
• Analysing the problem
• Developing possibilities
• Selecting the best solution
• Implementing
• Evaluating and learning

You’ll find a brief explanation of these points below. Once you’ve read these, you can find more details, in our comprehensive guide to problem solving: What’s the Problem (with a tool for each or our problem solving steps).

1 Find the Right Problems to Solve

Surprised to start with this step? Not many problem solving processes include this step, yet it is absolutely crucial. Think how often we spend time and resources on problems which don’t necessarily demand such attention. Ask yourself “Is it the right problem to solve?”. This is also one of the most important stages in our seven step problem solving technique. Why?

Well too often our approach to problem solving is reactive, we wait for the problems to arise. So firstly in our seven step problem solving process, we advocate taking a proactive approach, go and find problems to solve; important and valuable problems. The real starting point then for any problem solving process is to find the right problem to solve.

How do you go about finding the right problems to solve?

That’s what we set to answer in our problem solving skill article: “Finding the Right problems to Solve”. You will find useful management tips in this activity to start the problem solving process by looking firstly at the possibilities in your current issues and then secondly looking to the future.

2 Define the Problem

It is very tempting to gloss over this step and move to analysis and solutions. However, like the first step, it is one of the secrets of effective problem solving and helps to differentiate our seven step problem solving technique. Combining problems that are valuable to solve, with defining exactly what you are trying to solve, can dramatically improve the effectiveness of the problem solving process. The secret to defining the problem, is really about attitude. Try to see every problem as an opportunity.

This is the crucial attitude which will then help you define the problem in a way which focuses on the potential and opportunity in the situation. Peter Drucker advocates that we should starve problems and start feeding opportunities. Perhaps because we don’t see the right problems to solve or the opportunity in solving them. Essentially Drucker suggests that we should move from a problem focus to an opportunity focus.

Define your problem as an opportunity! Our problem solving activity tool does just that, providing a process to frame your problem as an opportunity and a question checklist to help you define what exactly the problem is, and why it is worth your while solving it. The question checklist also leads you through a structured set of questions to start the analysis of the problem. Which is the next step in the seven step problem solving technique.

3 Analyse the Problem

Analysis is a process of discovery of the facts, finding out what you know about the situation. The problem solving activity question checklist leads you through a set of questions to identify the nature of the problem and to analyse what it is and what it isn’t.

One of the most important aspects of analysing any situation is involving the right people.

In “ the best management tools ever: a good question ” we suggest using Reg Revans approach of asking three questions:

• Who knows? – about the situation/opportunity, or who has the information we need to solve it/realise it
• Who cares? – that something is done about it
• Who can? – do something about the solution

These questions are fundamental management tips. They help us to identify the people who need to come together, in order to take appropriate action to solve an issue or realise an opportunity.

Analysis often requires a detailed examination of the situation. This is an important element in seven step problem solving.

An excellent approach to detailed examination is adopted in our structured problem solving technique which uses four steps to improve processes in your organisation. This management tool firstly helps you define the current situation, then challenges all aspects of that current process. The third and fourth steps are to develop options and then seek an optimal solution. The tool leads us from analysis to the next two stages in our seven step problem solving technique, that is developing options and selecting a solution.

4 Develop Possibilities

The previous steps will have already revealed plenty of possibilities for solving the problem and realising the opportunities. At this stage it is important to give time and space for creative solutions. Placing a high value on the ideas of others is a crucial leadership concept and facilitator skill when generating ideas to solve problems.

We have already suggested that for effective problem solving you need to ensure that you find the right problems to solve and then ask yourself what opportunities are created by solving this problem. But how do you focus on opportunities?

We have developed a tool, the power of positive thinking , which helps you to focus on those opportunities, using 5 questions that create opportunities. A group process is recommended to help get possible solutions from a wide range of people – solutions which can create significant opportunities for the organisation.

A second resource provides a great process to explore new possibilities and potential. In “ the best management tools ever: a good question ” there is a tool which groups questions to help you:

• focus collective attention on the situation
• connect ideas and deeper insight
• create forward momentum and move to action

A rich range of possible solutions opens up the opportunities. When you consider you have plenty of ideas with potential it’s time to make a decision.

5 Select the Best Solution

The next phase in our seven step problem solving technique is to consider the number of solutions found. It’s likely that more than one will be viable so how do you decide which solution to select? There will be constraints restricting what you can do, issues about whether solutions fit within what is currently done, and various stakeholders views to consider. Solutions therefore need to be evaluated. A powerful way to do this has been proposed by Peter Drucker. In our business planning tool, “ business goal setting “, we suggest using Drucker’s three criteria as a filter to select ideas to take forward. To screen your ideas apply the three filter tests:

• Operational validity – Can you take action on this idea, or can you only talk about it? Can you really do something right away to bring about the kind of future you desire?
• Economic validity – Will the idea produce economic result? What would be the early indicators that it was working?
• Personal commitment – Do you really believe in the idea? Do you really want to be that kind of people, do that kind of work, and run that kind of business?

Take you time answering these questions. You may well find that many of the other stages in our business goal setting article can help in the problem solving process. Especially if the problem is of organisational significance and its solution could impact the direction the business or unit takes.

6 Implement

Implementing the seven step problem solving technique moves to a project implementation process. But before putting your decision into effect check that you have:

• carefully defined the problem, and the desired outcome
• analysed the problem at length
• collected every available item of information about it
• explored all possible avenues, and generated every conceivable option
• chosen the best alternative after considerable deliberation.

To implement first make sure that you follow project management guidelines , particularly to be clear on the outcomes, ask yourself what will be different when you solve the problem and realise the opportunity.

Secondly what are the objectives, these should clearly demonstrate how you will get to the outcomes. Gaining clarity on these, and acceptance from the various stakeholders is crucial to succeeding.

The implementation process can then effectively follow a project management model of:

• Do it – carry out activities to implement
• Deliver it – test and ensure it has met the outcomes

Make sure that the three “who’s” are with you!

During the seven step problem solving process you should build the commitment of those:

• who care – they want to see a solution,
• who can – they are able to make it happen
• who know – they can help you implement effectively.

7 Evaluate and Learn from the seven step problem solving technique

You will have done some things really well by applying this seven step problem solving technique. It would be all too easy to forget them in rushing to solve the next problem, or to implement the solution. You should evaluate at least two areas:

• How you carried out the seven step problem solving process
• The effectiveness of the solution you implemented. Did it deliver the outcomes you expected?

You should also ask what you are now able to do, or what you could do next, now that you have improved things by solving the problem. What further opportunities can you now realise that you weren’t able to before?

This seven step problem solving technique ensures you follow a systematic process but it also emphasises two secrets of effective problem solving:

• Use your problem solving skills to ask: “is it the right problem to solve?”
• Then ensure that any problem solving activity asks the question: “what opportunities are created by this problem?”

The eighth problem solving step

• Tool 1: When you don’t know what to do
• Tool 2: Defining questions for problem solving
• Tool 3: Finding the right problems to solve
• Tool 4: Problem solving check-list
• Tool 4a: Using the question check-list with your team
• Tool 5: Problem analysis in 4 steps
• Tool 5a: Using 4 Step problem analysis with your team
• Tool 6: Questions that create possibilities
• Tool 6a: Using the 5 questions with your team
• Tool 6b: Putting creativity to work – 5 alternate questions
• Tool 6c: Workshop outline
• Tool 7: Evaluating alternatives
• Tool 8: Creative thinking techniques A-Z
• Tool 9: The 5 Whys technique

Further Reading

>> return to problem solving hub, looking for more resources.

Try our great value e-guides

Making Better Decisions

Managing Performance Bundle

Goal Setting Bundle

I love your e-guides.

I’m teaching team leaders and team members 7 Step Problem Solving and found your site very enlightening and useful for my classes!!!

Kenneth - United States

Grab a Freebie

Sign up to our newsletter and receive "How to be a Happy Manager"

Grab a Freebie!

Sign up to our newsletter and receive a free copy of "How to be a Happy Manager"

• Comments This field is for validation purposes and should be left unchanged.

The Happy Manager

• Testimonials
• Write For Us
• Terms & Conditions

Knowledge Hub

What's new.

• Why Your Business Location Has an Impact on Your Employees’ Happiness
• How Outplacement Services Can Benefit Your Employees and Your Business
• 5 Tips for Boosting Team Productivity
• Employee Happiness and Social Media: A Strategy for Business Success?
• Best Practices for Managing Large Engineering Projects
• Can Applicant Tracking Systems Improve the Selection Process?

© 2024 The Happy Manager. Part of Apex Leadership Ltd. Tel +44 (0)7572 797430

• Privacy Policy

Website by Limely

Click on the links to download your free tools

• Email This field is for validation purposes and should be left unchanged.

This website uses cookies to ensure you get the best experience on our website. Learn More

What are the 7 Steps to Problem-Solving? & Its Examples

7 Steps to Problem-Solving

7 Steps to Problem-Solving is a systematic process that involves analyzing a situation, generating possible solutions, and implementing the best course of action. While different problem-solving models exist, a common approach often involves the following seven steps:

Define the Problem:

• Clearly articulate and understand the nature of the problem. Define the issue, its scope, and its impact on individuals or the organization.

Gather Information:

• Collect relevant data and information related to the problem. This may involve research, observation, interviews, or any other method to gain a comprehensive understanding.

Generate Possible Solutions:

• Brainstorm and generate a variety of potential solutions to the problem. Encourage creativity and consider different perspectives during this phase.

Evaluate Options:

• Assess the strengths and weaknesses of each potential solution. Consider the feasibility, potential risks, and the likely outcomes associated with each option.

Make a Decision:

• Based on the evaluation, choose the most suitable solution. This decision should align with the goals and values of the individual or organization facing the problem.

Implement the Solution:

• Put the chosen solution into action. Develop an implementation plan, allocate resources, and carry out the necessary steps to address the problem effectively.

Evaluate the Results:

• Assess the outcomes of the implemented solution. Did it solve the problem as intended? What can be learned from the process? Use this information to refine future problem-solving efforts.

It’s important to note that these steps are not always linear and may involve iteration. Problem-solving is often an ongoing process, and feedback from the implementation and evaluation stages may lead to adjustments in the chosen solution or the identification of new issues that need to be addressed.

Problem-Solving Example in Education

• Certainly: Let’s consider a problem-solving example in the context of education.
• Problem: Declining Student Engagement in Mathematics Classes

Background:

A high school has noticed a decline in student engagement and performance in mathematics classes over the past few years. Students seem disinterested, and there is a noticeable decrease in test scores. The traditional teaching methods are not effectively capturing students’ attention, and there’s a need for innovative solutions to rekindle interest in mathematics.

Steps in Problem-Solving

Identify the problem:.

• Clearly define the issue: declining student engagement and performance in mathematics classes.
• Gather data on student performance, attendance, and feedback from teachers and students.

Root Cause Analysis

• Conduct surveys, interviews, and classroom observations to identify the root causes of disengagement.
• Identify potential factors such as teaching methods, curriculum relevance, or lack of real-world applications.

Brainstorm Solutions

• Organize a team of educators, administrators, and even students to brainstorm creative solutions.
• Consider integrating technology, real-world applications, project-based learning, or other interactive teaching methods.

Evaluate and Prioritize Solutions

• Evaluate each solution based on feasibility, cost, and potential impact.
• Prioritize solutions that are likely to address the root causes and have a positive impact on student engagement.

Implement the Chosen Solution

• Develop an action plan for implementing the chosen solution.
• Provide training and resources for teachers to adapt to new teaching methods or technologies.

Monitor and Evaluate

• Continuously monitor the implementation of the solution.
• Collect feedback from teachers and students to assess the effectiveness of the changes.

Adjust as Needed

• Be willing to make adjustments based on ongoing feedback and data analysis.
• Fine-tune the solution to address any unforeseen challenges or issues.

Example Solution

• Introduce a project-based learning approach in mathematics classes, where students work on real-world problems that require mathematical skills.
• Incorporate technology, such as educational apps or interactive simulations, to make learning more engaging.
• Provide professional development for teachers to enhance their skills in implementing these new teaching methods.

Expected Outcomes:

• Increased student engagement and interest in mathematics.
• Improvement in test scores and overall academic performance.
• Positive feedback from both teachers and students.

Final Words

This problem-solving approach in education involves a systematic process of identifying, analyzing, and addressing issues to enhance the learning experience for students.

Leave a Reply Cancel reply

Teach educator.

"Teach Educator" is a dynamic and innovative platform designed to empower educators with the tools and resources they need to excel in their teaching journey. This comprehensive solution goes beyond traditional methods, offering a collaborative space where educators can access cutting-edge teaching techniques, share best practices, and engage in professional development.

Privacy Policy

Live Cricket Score

Recent Post

Guide to Student Leadership Programs in 2024 – Latest

April 10, 2024

Aims and Objectives of Physical Education – Latest Update

Unemployment Problems in India – Latest Update

Copyright © 2024 Teach Educator

Privacy policy

Discover more from Teach Educator

Subscribe now to keep reading and get access to the full archive.

Type your email…

Continue reading