Types of problems and their problem-solving

The universal approach to problem-solving consists of four basic steps: issue identification, problem definition, options consideration, and solution selection. It can be applied to any simple or complex issue. However, effective problem-solving assumes the fulfillment of each stage tailored to problem specifics. Some issues are the consequence of something going wrong and there is a need to find and fix the cause. Others require proactive preventive actions.

There are four types of problems, which may be classified into two sub-categories:

Caused problem/ Reactive responses

This set of issues appears as the result of a real cause that affected performance and the outcome deviated from the desired one. To grasp a problem under control and respond, some prompt actions are stand in need.

Type 1—Trouble-shooting.

These are ‘firefighting’ cases that require immediate actions to reduce damage. If a beamer stops working during a customer presentation, you react to soften the audience’s inconvenience. If a fuse burns out in a test stand, the power must be unplugged. In case an issue requires follow-up activities to trace the cause, the rapid 4Cs problem-solving concept: concern—cause—countermeasure—check results is applied.

Type 2—Gap from standard.

These are more severe or repetitive issues that hinder progress and often have a negative impact on the business. If the number of defective items produced on an assembly line is statistically higher than the set limit, there is a need to find and eliminate the root cause. If a noticeable share of projects ends up as a failure or with significant overuse of resources, there is a need to dig deep into processes to make corrections and fix causes. Spotting the root cause is a separate challenge and is usually solved by applying the 5-Why? technique, Ishikawa diagram, Failure Mode and Effect Analysis (FMEA), or other instruments. For Type 2 issues, problem-solving might benefit from the DMAIC approach: define—measure—analyze—improve—control.

Created problems/ Proactive responses.

This set is focused on continuous improvement and invention to tackle higher standards and create new opportunities. It generates actions in a constructed future-oriented problem environment.

Type 3—New target state.

The main driver of these problems is the pursuit of improvements over existing standards. Compared to the previous two types, the main idea here is not to fix, but rather to push the desired outcome to the next level and proactively create ‘how things should be’ requirements. There are plenty of triggers for a new target condition, like overtaking competitors, extending the customer base, boosting market penetration, advancing processes, and so on. Add-on functionalities in a working product to enhance its productivity and attractiveness for clients and programs aimed at improving customer experience are examples of Type 3 problems. To deal with such an issue, there is a necessity for advanced higher-order thinking skills to create a problem space, draft alternatives, and find an appropriate solution. The Deming cycle (PDCA): plan—do—check—act is the classical model to be based on for approaching continuous improvements.

Type 4—Open-ended innovation.

Big innovation problems are entirely created and concentrated on the invention of completely new products, processes, or services. The first iPhone was an example of such a product. Focus on continuous improvement is required, but not enough to solve Type 4 issues. Besides that, creative and design thinking should be actively used that can be supported by the iterative DMADV approach: define — measure — analyze — design — verify.

Solving complex tasks is an iterative and repetitive process, where sometimes the optimal choice can only be seen in retrospect. In dealing with such situations, there is a need for a range of advanced thinking skills and solid methods to recognize issues and handle effective problem-solving processes. Conscious mental activities help to turn any ill-defined issue into a clear-cut one and favor finding relevant instruments focused on an appropriate solution. The above-presented models and techniques can serve as a base to start your journey in a problem-solving universe.

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