Problem-solving techniques
It is difficult to define the word engineer without using the word problem-solver.
Despite problem-solving being a key part of engineering it doesn't always come easily. One critique of engineers is they are too quick to jump to solutions to problems without first thinking them through. Solutioneering [1] can lead to many problems - ineffective solutions, wasted resources and unengaged customers. To address this, effective problem-solving is a skill all engineers should have in their toolbox.
But it's no-good having these tools if you don't know how to use them. It's essential that the 21st century engineer understands a range of problem-solving techniques. But more than this - it is important these techniques are used in the right context.
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During my engineering graduate scheme I first came across the expression 'JDI - Just Do It' (actually it was JFDI - Just F***ing Do It!). It was used to say to someone, don't worry about how this gets done, don't over think the solution to this problem - just get this done!
More recently I completed a six-sigma green belt course. This course teaches a step-by-step approach to problem-solving [2]. A common criticism of the six sigma approach is that it takes too long, relying too heavily on data gathering rather than 'getting on and fixing the problem'.
But even these sorts of problem solving techniques fail to solve all problems. Take for example the problem of diversity in engineering. This is a complex problem with many stakeholders and many possible causes. Even the best six sigma practitioners are not going to be able to solve this problem on their own.
These situations are described in Donut Economics in the chapter 'Get Savvy with Systems'. The article 'science and complexity' explains that science can help us understand three types of problems [3]:
- Problems of simplicity - involving just one or two variables in a linear causality - Newtons laws of mechanics help explain these problems.
- Problems of disordered of complexity - involving the random movement of hundreds of variables - best analysed using statistics and probability theory - ie. 6-sigma style approaches
- Problems or organised complexity - involving a sizeable number of variables that are interrelated in an organic whole, creating a complex but organised system - best analysed using systems thinking.
Many sustainability problems fall into the third category. Therefore if engineers are to create a more sustainable society then engineers must add systems thinking to their toolbox.
It is only through using the right problem-solving tool for the right job in the right context that success will be achieved.
What's your perspective? Have you ever found the wrong approach was used to solve a problem? Can you share any examples were the success was achieved? What approach was used?
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- Urban Dictionary, 2020. Solutioneering definition. Available at: www.urbandictionary.com/define.php?term=solutioneering. Accessed: 30-Apr-2020
- BSI, 2011. BS ISO 13053-1:2011, Quantitative methods in process improvement. Six Sigma. DMAIC methodology. Available at: https://shop.bsigroup.com/ProductDetail?pid=000000000030208981
- Weaver, W. 1948. Science and Complexity, Rockefeller Foundation, New York. Available at: https://people.physics.anu.edu.au/~tas110/Teaching/Lectures/L1/Material/WEAVER1947.pdf
Problem solving. I have found myself questioning more recently which tool to use for the situation? What I've found important is using a tool which others understand. I have utilised tools from Lean, Six sigma and even Triz. Some hit the mark and spark the right discussion and others fall flat. Just the other week I used the 9 window from Triz for a design discussion, why did it work? right tool for situation and for participants not trained easy to understand. In my opinion the facilitator needs to have a good understanding of the tools, but also be able to read the room and select appropriately to drive the problem solving, not turn it into a training session. Following the improvement, Control or preventative measures is easily overlooked. Problem solved now lets move onto the next issue! I have fallen into this trap!! Control and systems phase in my opinion is as important as the defining of the problem. But i often see the control employed as Work Instruction only. Processes can be greater sustained with measurement, is the new system working or failing? But most importantly clear ownership. Eg who owns the process Engineering/Quality etc. Who are responsible for tasks. A good subject for discussion.