1. MFGT 124 Solid Design in Manufacturing Chap 3 Problem Solving and Kepner-Tregoe
Professor Joe Greene
CSU, CHICO
Reference: Strategies for Creative Problem Solving
H. Scott Fogler, Steven E. LeBlanc, The University of Michigan
Englewood Cliffs, N.J. PTR Prentice Hall, 1995
MFGT 124
Copyright 2003 Joseph Greene All Rights Reserved

2. Copyright 2003 Joseph Greene All Rights Reserved
Chap 3: Problem Solving
Topics
Introduction
Problem Definition
Generate Solutions
Blockbusters
Fishbone Diagram
Decide
Copyright 2003 Joseph Greene All Rights Reserved

3. Copyright 2003 Joseph Greene All Rights Reserved
Introduction
Problem solving
The mere formulation of a problem is far more essential than its solution, which maybe merely a matter of mathematical or experimental skill. To raise new questions, new possibilities, to regard old problems from a new angle requires creative imagination and marks real advances in science.
Albert Einstein
Problem statements
“A problem well stated is a problem half solved.”
Charles Kettering (Early pioneer of automotive research)
Problem Solving Steps
Define
Generate Solutions
Decide
Implement
Evaluate
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4. 8 steps in problem definition
8 steps in problem definition ( via experienced engineers)
Collect and analyze information and data
Learn as much as you can about a problem and write it down.
Talk with people familiar with problem
Look past the obvious and look for clarification.
Hotel elevator example.
View problem first hand
Go inspect the problem yourself.
PVC plastic production problem.
Confirm all findings
Cross check the data and have someone unbiased look at data.
Determine if problem can be solved
Gather more information and search literature
Form simple hypotheses and quickly test them
Brainstorm potential
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5. Problem Solving Techniques
Problem techniques
Find out where the problem came from
Use Steps 1-4 to gather information.
Learn who defined the problem initially.
Challenge reasoning and assumptions made to arrive at the problem statement given to you.
Explore the problem
Recall or learn the fundamental principles related to the problem.
Carry out an order of magnitude calculation.
Hypothesize what could go wrong.
Guess the result.
Present State/Desired State
Write a statement of where you are and a statement of what you want to achieve and make sure they match.
Duncker Diagram
Devise a pathway that makes it OK not to solve the problem of what you want to achieve and make sure they match.
Statement-Restatement
Use 6 triggers to restate the problem in a number of different ways.
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6. Problem Solving Techniques
Defining real problem (Can chose from one of these)
Finding out where problem came from. Trace problem to origin.
Where did the problem originate?
Who posed the problem? Were their techniques sound?
Did you use the first 4 steps to gather information?
Case of dead fish p. 36
Exploring the problem
McMaster 5 point strategy
Good for incorrectly defined problems
Identify information; Learn fundamentals; Missing information; Hypothesis; More information; Define the real problem
Case of dead fish p. 39
Statement restatement
State problem
Restate the problem in a number of forms.
Generalize the statements each time to achieve broadest form of problem
Copyright 2003 Joseph Greene All Rights Reserved

7. Problem Solving Techniques
Defining real problem (Can chose from one of these)
Duncker Diagram (Present state desired state )
Obtains solutions that satisfy the criteria set up by pointing out ways to solve the problem by making it OK NOT to reach the desired solution.Figure 3-1 Pg 42
General Solutions
Solutions on the left side of the diagram that move from present state to the desired state. (We have to do something)
Solutions on the right side of the diagram show how to modify the desired state until it corresponds with the present state. (Make it OK not to do that same something)
Example, finding a new job on left side and steps that would make it OK to stay in current job on the right hand side.
Functional Solutions
Possible paths to the desired state that do not take into account the feasibility of the solution.
We could solve the problem only if… we had more time… more $$$…
Specific Solutions
These are needed to achieve the functional solutions.
Functional solution (RHS) would be to feel more appreciated and Specific solution would be a pay raise or promotion.
Example, Kindergarten Cop p. 44
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Generating Solutions
Need to come up with solutions to solve problem.
Mental Blocks Causes
Defining the problem too narrowly.
Attacking the symptoms and not the real problem.
Assuming there is only one right answer.
Getting “hooked” on first solution that comes to mind.
Being distracted by irrelevant information, called “mental dazzle”
Getting frustrated by lack of success.
Being too anxious to finish.
Defining the problem ambiguously
Nine Dot Problem
Draw four or fewer straight lines (without lifting pencil) that will cross all nine dots
Ref: J. Adams, Conceptual Blockbusting, Freeman Co., San Francisco, Ca, (1974) pp16
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Generating Solutions
Recognizing Mental Blocks
Perceptual blocks
Stereotyping. Use flashlight in new ways if stranded on desert island.
Emotional blocks
Fear of taking risks- fear of failing.
Lack of appetite for chaos- living with confusion.
Judging rather than generating ideas- negative attitude.
Lack of challenge- problem is too trivial.
Inability to incubate- rushing.
Cultural blocks
Acquired by exposure to a given set of cultural patterns.
Failure to consider an act that causes displeasure or disgust to certain members of society.
Example, rising ping-pong ball in bottom of a hole.
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10. Copyright 2003 Joseph Greene All Rights Reserved
Generating Solutions
Recognizing Mental Blocks
Environmental blocks
Distractions- cell phones, wall phones, TV, radio, CDs, computer, internet
Inhibit prolong concentration.
Working in atmosphere that is pleasant, safe, and supportive can enhance creativity.
Working in atmosphere that is tense, unsupportive, anxious, or unfriendly can cause mental blocks in creativity.
Intellectual blocks
Result of inflexible, inadequate uses of problem-solving strategies.
Lack of knowledge in area can restrict creativity.
Ask an expert.
Expressive blocks
Inability to communicate your ideas in verbal or written form.
Game of charades or PicitionaryTM
Make sketches, drawings, pictures of your ideas.
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11. Copyright 2003 Joseph Greene All Rights Reserved
Generating Solutions
Blockbusting Techniques
Block Blockbuster
Negative attitude Attitude adjustment
Fear of failure Risk taking
Following rules Breaking the rules
Over-reliance on logic Internal creative climate
You aren’t creative Creative beliefs
Brainstorming techniques
Used to generate a lot of ideas at once without judging them.
Unstructured format
Osborn’s checklist
Adapt; Modify; Magnify; Minify; Substitute; Rearrange; Combine
Random stimulation
Other’s peoples view
Fishbone diagram
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Generating Solutions
Brainstorming techniques
Fishbone diagram
Graphical way of organizing brainstorming ideas.
Looks like a fish skeleton
Used to identify potential causes for problem
Typical categories are on the big bones and sub groups are on small bones
Personnel- list all of the personnel ideas that can contribute
Equipment- list all equipment ideas that may cause problem
Method- list
Materials- list
Environment-list
Example,
Space shuttle disaster
Problem or
Desired State
Method
Equipment
Personnel
Act of God
Environmt
Material
Copyright 2003 Joseph Greene All Rights Reserved