1. Problem Solving
Chapter 14

2. Introduction
Engineers need to be good at solving problems and making things
Road to solutions just as important as solution itself
All students need problem- solving skills for technological 21st century, engineers or not

3. Analytic and Creative Problem Solving
Only one correct answer exists
“What’s in your toolbox”
Critical for decisions that may put the public at risk
Creative
There is no single correct answer
“How you handle your tools”
Ability to see how a product could malfunction or be misapplied

4. List of Possible “Tools” for Solving Simple Problems
Look for a pattern
Construct a table
Consider possibilities systematically
Act it out
Make a model
Make a figure, graph, or drawing
Work backwards
Select appropriate notation
Restate problem in own words

5. List of Possible “Tools” for Solving Simple Problems
Identify necessary, desired and given information
Write an open-ended sentence
Identify a sub-goal
First solve a simpler problem
Change your point of view
Check for hidden assumptions
Use a resource
Generalize

6. List of Possible “Tools” for Solving Simple Problems
Check the solution; validate it
Find another way to solve the problem
Find another solution
Study the solution process
Discuss limitations
Get a bigger hammer
Sleep on it
Brainstorm
Involve others

7. Many Strategies Most people rely on two - three strategies
Get stuck when those do not work
Developing additional tools or methods will allow you to tackle problems effectively

8. Analytic Problem Solving Methods
Scientific Method
Define the problem
Gather the facts
Develop a hypothesis
Perform a test
Evaluate the results
Analytic Method
Define problem, make problem statement
Diagram and describe
Apply theory and equations
Simplify assumptions
Solve necessary problems
Verify accuracy to required level

9. Step 1: Problem Statement
Restate problem to be solved in your own words
Engineering challenges are large and complex
Critical to understand what you need to solve

10. Step 2: Description Describe the problem and list all that is known
Formally writing down info helps sort what is needed and what is required
Diagrams or sketches aid in understanding problem

11. Step 3: Theory State explicitly the theory or equations needed
Starting with full equations and simplifying reduces the possibility of overlooking important factors

12. Step 4: Simplifying Assumptions
Assists in solving a problem in a timely and cost-effective manner
Record assumptions and how they simplify the problem
Conservative Assumptions
Introduces errors on safe side
Need to develop ability to answer:
“What problem am I solving?”
“How do I get the solution I need most efficiently?”

13. Step 5: Problem Solution
Can be done by hand or with computers
Document what is done when arriving to solutions with computers
Allows for finding errors quickly
Shows others what was done

14. Step 6: Accuracy Verification
NIST Helps Verify Accuracy of the World’s Best Rulers for Measuring Time and Frequency
Engineers responsible for verifying accuracy of their own solutions
Be Sure of Standards!!

15. Methods of Verification
Estimate the answer
Simplify problem and solve
Are answers consistent?
Compare with similar solutions
Compare to previous work
Ask a more experienced engineer to review the results
Compare to published literature on problem

16. Methods of Verification
Ask yourself if the results makes sense
Compare to your own experience
Repeat the calculation
Run a computer simulation or model
Redo the calculation backwards

17. Estimation
Provides answers to problems quickly and can verify complicated analyses
Experienced engineers can estimate close to actual answer before analysis
Have confidence in your results by developing tools to verify accuracy

18. Creative Problem Solving
Dividing the process into steps allows you to break a large, complex problem into simpler problems where your various skills can be used
5 Questions for Creative Problem Solving
What is wrong?
What do we know?
What is the real problem?
What is the best solution?
How do we implement the solution?

19. Divergence and Convergence
At each phase there is a divergent and convergent part of the process
Divergent Process
Start at one point and reach for as many ideas as possible
Quantity important
Identifying possibilities is the goal
Convergent Process
Analytical and evaluative tools used to narrow possibilities to one most likely to yield an answer
Quality is most important
Find best possibility to move the process to next phase

20. What is Wrong? Identify an issue
Can be stated or determined on your own
May involve
Optimizing a process
Improving customer satisfaction
Addressing reliability issues

21. What do we know?
Gathering all facts and information related to problem identified
Do not evaluate whether the data are central to the problem

22. What is the the Real Problem?
Often skipped, but critical to effective solutions
Answers “Why”
Create a list of potential causes
Evaluate each to its validity
Rank each in order of impact

23. What is the Best Solution?
Potential solutions need to be generated
Wise to confer with experienced experts about problem’s solution
Go to more than 1 source
Most productive after list of causes generated

24. Implementing the Solution
Appropriate additional problems must be selected, done, and completed
Divergent Phase
Brainstorming
Convergent Phase
Selection of implementation plan

25. Evaluating the Solution
Problem solving, just like design, is a cyclic process
Obtain a neutral view from someone not involved with formulation or solution process
Allows you to learn from the process and the solution
Reflection process

26. Personal Problem- Solving Styles
Isaken and Treffinger Six Linear Steps
Dr. Min Basadur’s Simplex Model
Basadur Simplex Creative Problem-Solving Profile

27. Isaken and Treffinger Six Linear Steps
Mess Finding
Data Finding
Problem Finding
Idea Finding
Solution Finding
Acceptance Finding

28. Dr. Min Basadur’s Simplex
Problem finding
Fact finding
Problem defining
Idea finding
Evaluating and selecting
Action planning
Gaining acceptance
Taking action

29. Basadur Simplex Creative Problem-Solving Profile
Four styles, each correlating with 2 of the 8 of his Simplex model
Grouped into Quadrants
Q1 - Generator
Q2 - Conceptualizer
Q3 - Optimizer
Q4 - Implementor

30. Generating Getting the problem-solving process rolling
Problem & fact finding
Direct Experience
Questioning
Imagining Possibilities
Sensing Problems and Opportunities
Viewing from different perspectives
Focus on creating options rather than evaluating

31. Conceptualizing Gaining understanding by abstract thinking
Keeps innovation process going
To them, a theory must be logically sound and precise
Problem and idea finding

32. Optimizing Moves innovation process further
Converts abstract thinking into practical solutions and plans
Create optimal solutions to a few well-defined problems or issues
Idea evaluation, selection and action planning

33. Implementing Completes the innovation process
Learning by direct experience
Prefer situations where they must get things to work
Gaining acceptance and implementing

34. Your Creative Problem-Solving Style
Reflects your preferences for each of the quadrants
Teams require strength in all four quadrants to succeed in creative problem-solving
Skills in all four quadrants are equally valuable

35. Brainstorming Strategies
Goal of brainstorming is to stimulate your mind to trigger concepts or ideas that normal problem solving might miss
Let your mind wander and write down any ideas that come into your head

36. Alex Osborn’s List of Stimulating Words
Adapt
Put to other uses
Modify
Magnify
Minify
Substitute
Rearrange
Reverse
Combine

37. Bob Eberle’s Modified Osborn List (SCAMPER)
Substitute?
Combine?
Adapt?
Modify? Minify? Magnify?
Put to other uses?
Eliminate?
Reverse? Rearrange?

38. Individual Brainstorming
Advantage of privacy
Write down any ideas that come into your head
Get everything down on paper in thumbnail sketches or drawings that capture the thinking

39. Group Brainstorming Same goal as Individual Brainstorming Advantages
Generate as many potential solutions as possible without judging any of them
Advantages
Additional people look at problem differently and bring fresh perspectives
Others get involved in the process early

40. Guidelines in Using Group Brainstorming
Pick a facilitator
Define the problem
Select a small group
Explain the process
Record ideas
Involve everyone
No evaluating
Eliminate duplicates
Pick three

41. Pick a Facilitator Record ideas Keeps team focused
Makes sure the ground rules of brainstorming are followed by everyone

42. Define the Problem All participants understand the problem
Definition discussion occurs BEFORE brainstorming begins
Avoid distractions
Bring process to a halt

43. Select a Small Group Manageable size Limited to three people
Break larger groups into subsections and reconvene with separate ideas

44. Explain the Process
Provide the details of the process group will follow
Participants feel comfort knowing what they are getting into

45. Record Ideas Visibly record all ideas for group to see
Semi-circle around recorder
Multiple senses stimulate more ideas
Record ALL ideas
Often the best ideas come from a trigger of a silly idea

46. Involve Everyone
Start with one idea from facilitator or another volunteer and write down
Easier to start with something on page
Go around group quickly allowing each person to submit one idea
If a person draws a blank, pass and come back
Power lies in taking advantage of everyone’s creative minds

47. No Evaluating
Telling someone their idea is subpar will result in less ideas spoken from that individual and the group
Wacky ideas may trigger the final solution
Participants need to feel at ease when brainstorming
Avoiding negative comments and other subtle signs
Saying “good idea” to one and not the other

48. Eliminate Duplicates Examine list of all ideas
Eliminate repeated ideas

49. Pick Three
Have members evaluate each suggestion by selecting top three choices
Mark each choice
Do not number
Groups time is optimized and no one feels like their ideas were “Number 4”