Define the problem without embedding the solution
“We need another system” describes a preferred response, not the problem. Specify what happens, where, how often and with what consequence. Distinguish a one-off incident from a recurring pattern. A clear problem statement helps the team decide which evidence is relevant and prevents a discussion from becoming a contest between favourite solutions.
Separate what is known from what is assumed
Record observations, explanations and unanswered questions separately. A late delivery is an observation; a belief that the supplier lacks capacity is an explanation requiring evidence. Ask what information would challenge the explanation. This does not mean collecting unlimited data: focus on what could change the decision or the next practical test.
Compare causes and options
Consider more than one plausible cause and look for patterns across cases. Examine how workload, information, process and responsibility interact. Once options emerge, compare them against agreed criteria such as feasibility, effort, risk and effect on the stated problem. A convenient option should not win simply because it is easiest to describe.
Use a reviewable next step
Choose a manageable test where appropriate, record the reasoning and decide what to observe. Some actions require formal approval or specialist assessment before a trial. Review whether the expected change occurred and whether the evidence supports your original explanation. Useful problem-solving training develops the habit of revising a view when the facts warrant it.
Worked example: Rework may begin before production
In an illustrative example, a team assumes repeated rework is a training problem on the production floor. Reviewing a sample shows that several jobs began with an outdated specification. The next step is to test a controlled specification handover, while separately checking whether task training is adequate. The investigation changes the proposed response without assuming one cause explains every case.
Put it into practice
- Write the problem without a preferred fix.
- Label observations and assumptions separately.
- Consider alternative explanations.
- Record the decision and review the evidence.