1. Problem Solving

2. Objective of Problem Solving OODA Loop Problem Solving Process – Types of “problems” – 8 StepsOverview

3. Objective – Help airmen focus on problem-solving skills that affect: Mission Workcenters People – Approach aimed at: Increasing combat capability Making AF more effective & efficient Objective of Problem Solving

4. Remove Waste and Inefficiencies Increase: –Productivity –Asset Availability Improve: –Response Time and Agility –Energy Efficiency Sustain Safe and Reliable Operations

5. Originated by Col John Boyd (USAF) A.K.A. “Decision Cycle” “Forty-Second Boyd” – Begin from disadvantaged position – Defeat any pilot < 40 sec. OODA Loop

6. Four Overlapping & Interacting Processes – O bserve: Current Situation & Form Theories – O rient: Set Improvement Targets & Determine Root Causes – D ecide: Develop Solutions – A ct: Implement & Evaluate OODA Loop

7. Problem Solving Process

8. Types of “problems” – Something is broken, how do we fix it? – Is there opportunity to make something better? – Why did something happen? Find the answer – New initiative to implement Problem Solving Process

9. Step 1: Clarify & Validate the Problem – Recognize the Correct Problem Go to source Observe first-hand – State the Problem: ensures everyone working effectively towards same goals – Tools Go & See Value Stream Mapping (flow chart) Voice of Customer Problem Solving Process

10. Step 2: Breakdown Problem/ID Gaps – Gather & Review Key Data – Six Characteristics of Metrics (B-SMART) Balanced Specific Measurable Attainable Results Focused Timely Problem Solving Process

11. Step 2: Breakdown Problem/ID Gaps – Value & Waste Analysis 8 Types of Waste – Defects- Intellect – Over-production- Motion – Waiting- Excess Inventory – Non-standard over processing – Transportation Always look for waste in processes Customer determines end value Problem Solving Process

12. Step 3: Set Improvement Targets – Strategic: Visions of what the organization strives to become – Tactical: Define performance level necessary to make strategic vision a reality Problem Solving Process

13. Step 4: Determine Root Cause – Most vital step – Avoid efforts directed towards symptoms – Find deepest point (root) w/in sphere of influence – Brainstorm Quantity, not quality Hitchhike/Piggyback ideas Make list: record ideas Mitigate barriers (habit, fear, inertia, & prejudice) Problem Solving Process

14. Step 4: Determine Root Cause – Most vital step – Avoid efforts directed towards symptoms – Find deepest point (root) w/in sphere of influence – Brainstorm – Tools 5 Whys Cause & Effect Diagram Control Chart Pareto Analysis Problem Solving Process

15. Step 5: Develop Countermeasures – Focus on selecting best solution(s) – Have common & agreeable criteria – Factors of analyzing criteria Effectiveness (will it work or prevent reoccurrence?) Feasibility (cost, resources, time, etc.) Impact (job, team, mission, Air Force, etc.) – Action plan Clear & detailed Consensus & ownership Problem Solving Process

16. Step 6: See Countermeasures Through – Collect data according to action plan Monitor system Determine performance of tasks Are you hitting the targets – Implement contingency plans – Provide training Problem Solving Process

17. Step 7: Confirm Results & Process – Review & reassess the solution – Ensure plan produced intended results – Monitor project for performance Baseline (Steps 1 & 2) B-SMART (Step 3) “Where you thought you would be” Meeting targets by deadlines – Return to previous steps as necessary Problem Solving Process

18. Step 8: Standardize Successful Processes – Most commonly skipped – Answer these questions: What is needed to standardize improvements? Do you have documentation? – Tech order changes – Air Force Instruction (AFI) changes – Operating Instruction (OI) changes – Restart Problem Solving Process or OODA Problem Solving Process

19. Objective of Problem Solving OODA Loop Problem Solving Process – Forms – 8 StepsSummary

20. Problem Solving Process