Operational Problem Solving Training Course

Participants can create a focused data picture of process performance and variation.

• Data collection plans specify measures, sources, owners, frequency and sampling rules
• Check sheets capture defect types, occurrences, locations and suspected conditions
• Process baselines distinguish common-cause variation from isolated special causes
• Run charts reveal shifts, trends, cycles and instability over time
• Histograms expose spread, skewness, clusters and distributional shape
• Measurement system checks test operational definitions, repeatability and recording accuracy

Participants can visualise process flow, identify waste and locate performance constraints.

• Swimlane maps expose handoffs, queues, rework loops and decision points
• Value stream maps quantify processing time, waiting time, inventory and lead time
• Spaghetti diagrams trace unnecessary movement through physical service processes
• Work observation separates value-added work, necessary work and waste
• Little’s Law links work-in-progress, throughput and lead time
• Bottleneck analysis identifies constrained resources and downstream starvation or blocking

Participants can generate and structure plausible causes without confusing symptoms with causes.

• Pareto charts rank loss categories by frequency, cost or elapsed time
• Fishbone diagrams structure potential causes across people, methods, machines and materials
• Five Whys tests causal chains against observed evidence and process facts
• Cause-and-effect matrices score input variables against critical output requirements
• Fault tree analysis traces combinations of failures producing a defined event
• Distinguish symptoms, contributing factors, root causes and control failures

Participants can test suspected causes before committing resources to solutions.

• Cause verification plans define evidence, comparison groups, timing and decision criteria
• Scatter plots test relationships before claiming operational causation
• Stratified comparisons isolate effects hidden within aggregate performance data
• Before-and-after analysis accounts for volume, mix, seasonality and staffing changes
• Five Why conclusions are challenged using contradictory evidence and alternative explanations
• Verification logs record findings, confidence limits, owners and unresolved questions

Participants can choose proportionate countermeasures that address verified causes and operational constraints.

• Countermeasure selection distinguishes containment, correction, corrective action and prevention
• Brainstorming rules separate idea generation from evaluation and advocacy
• Impact-effort matrices prioritise feasible improvements under resource constraints
• Pugh matrices compare alternatives against weighted operational criteria
• Pilot charters define scope, measures, safeguards, duration and decision gates
• Risk assessments anticipate adverse effects, dependencies and implementation failure modes

Participants can design preventive controls that reduce the likelihood and impact of repeat failures.

• FMEA scores severity, occurrence and detection for proposed process changes
• Control plans assign monitoring methods, response actions and accountable roles
• Poka-yoke methods prevent errors or detect them before release
• Visual controls make status, standards, abnormalities and ownership immediately visible
• Standard work documents sequence, timing, quality checks and escalation points
• Containment actions protect customers while permanent fixes are developed

Participants can organise corrective actions with clear ownership, communication and escalation arrangements.

• RACI matrices clarify decision rights, task ownership, consultation and notification
• Implementation plans sequence activities, dependencies, milestones, resources and approvals
• Change impact assessments identify affected roles, procedures, systems and suppliers
• Training matrices specify competence requirements, assessors, evidence and refresher intervals
• Escalation paths define response authority for missed controls and recurrent failures
• Communication plans explain changed standards, reasons, effective dates and support

Participants can monitor changed processes and respond when performance moves outside expected limits.

• Control charts distinguish routine variation from signals requiring investigation
• Reaction plans specify immediate actions for out-of-control process signals
• Layered process audits test adherence to critical controls and standard work
• Daily management boards connect targets, abnormalities, actions and escalation
• Leading indicators track control performance before customer impact occurs
• CAPA records link nonconformities, investigations, actions, verification and closure

Participants can document and communicate a problem-solving case for approval, action and follow-up.

• A3 reports connect problem definition, analysis, countermeasures, controls and follow-up
• Storyboard logic presents evidence, decisions, risks and ownership concisely
• Executive summaries quantify operational impact, investment needs and decision requests
• Action registers assign dates, owners, dependencies, status and escalation triggers
• Benefits tracking compares realised results against baseline and projected improvements
• Personal application plans select a live problem, sponsor and first actions