Ir.

Siow Yun Tong

MIEM, PEng

Overview
Introduction to problem solving

techniques
Classical brainstorming technique
Variants
Wildest Idea
Stop and Go

Round-Robin
Gordon-Little
Trigger Method

Scientific Method
Problem solving techniques in 8-steps

Introduction
Generally, problem solving is used in

engineering when products or

processes fail, so corrective action can
be taken to prevent further failures.
It can also be applied to a product or
process prior to an actual fail event,
i.e., when a potential problem can be
predicted and analyzed, and mitigation
applied so the problem never actually
occurs.

Techniques being used

Failure Mode Effects Analysis
used to proactively reduce the likelihood

of problems occurring.

Forensic engineering
failure analysis technique that involves

tracing product defects and flaws, and

corrective actions

Reverse engineering
attempts to discover the original problem-

solving logic used in developing a product

by taking it apart.

More problem solving

techniques introduced

Abstraction: solving the problem in a model of the system before applying it to the real
system

Analogy: using a solution that solves an analogous problem

Brainstorming: (especially among groups of people) suggesting a large number of

solutions or ideas and combining and developing them until an optimum is found

Divide and conquer: breaking down a large, complex problem into smaller, solvable
problems

Hypothesis testing: assuming a possible explanation to the problem and trying to prove
(or, in some contexts, disprove) the assumption

Lateral thinking: approaching solutions indirectly and creatively

Means-ends analysis: choosing an action at each step to move closer to the goal

Method of focal objects: synthesizing seemingly non-matching characteristics of different

objects into something new

Morphological analysis: assessing the output and interactions of an entire system

Proof: try to prove that the problem cannot be solved. The point where the proof fails will
be the starting point for solving it

Reduction: transforming the problem into another problem for which solutions exist

Research: employing existing ideas or adapting existing solutions to similar problems

Root cause analysis: identifying the cause of a problem

Trial-and-error: testing possible solutions until the right one is found

Brainstorming Techniques
Brainstorming is used to generate a

large number of creative ideas when

problem solving and achieving
objectives. It can even be used for
decision making.
Brainstorming was first introduced in
the book Applied Imagination, written
in the late 1930s by Alex Osborn.
Osborne proposed that groups could
double their creative thoughts by using
brainstorming.

Wide application of BT
After some 80 years, Brainstorming

techniques are now firmly ingrained in

many corporate cultures.
In many corporate firms, when
conducting strategic planning by top
managers, it is the norm to use
Brainstorming techniques.
Besides being used by groups,
brainstorming is equally powerful when
used by individuals.

Procedures of BT: Step 1

Brainstorming take from a few

minutes to a few hours. For big

problems or projects it may be done
several times and over days, weeks or
months.
Note: Many great ideas come to people
at 3:00 am in the morning when the
subconscious is working full force. Your
ideas can be captured if you have a pen
and paper (or Post It Notes) by the bed.

Procedures of BT: Step 2

Come up with as many ideas as

possible.
The more the better.
It does not matter whether the idea is

practical or not.
Do not discard any ideas generated.
Collate all to be reviewed at a later
stage.

Procedures of BT: Step 3

Dont judge any of your ideas at this

time - no matter how crazy they may

seem at first. Just jot them down when they
come to you. Some of the craziest ideas
are the best. These ideas help stimulate
other useful and practical ideas later on.
It is important to note that one of the
fastest way to kill brainstorming is to
judge ideas too quickly, via criticism which
puts a choke hold on allowing the ideas
generation to flourish.

Ideas stoppers or
bloopers!
"Who the hell wants to hear actors talk?" -

H.M. Warner, Warner Brothers, 1927.

"We don't like their sound, and guitar
music is on the way out." - Decca
Recording Co. rejecting the Beatles, 1962.
"I think there is a world market for maybe
five computers." - Thomas Watson,
chairman of IBM, 1943
"640K ought to be enough for anybody." Bill Gates, 1981

Not very far-sighted

thoughts!
"But what ... is it good for?" - Engineer at the

Advanced Computing Systems Division of

IBM, 1968, commenting on the microchip.
"Computers in the future may weigh no
more than 1.5 tons." - Popular Mechanics,
forecasting the relentless march of science,
1949
"There is no reason anyone would want a
computer in their home." - Ken Olson,
president, chairman and founder of Digital
Equipment Corp., 1977.

Incredible boo-boo!
"This 'telephone' has too many shortcomings

to be seriously considered as a means of

communication. The device is inherently of no
value to us." - Western Union internal memo,
1876. [if taken up, no i-phones and nokias
now!]
"The wireless music box has no imaginable
commercial value. Who would pay for a
message sent to nobody in particular?" David Sarnoff's associates in response to his
urgings for investment in the radio in the
1920s. [if agreed, no radios, walkmans, cdplayers, ipods, etc]

ACRONYMS for IDEAL

I = Identify problems to be solved

(write down)
D = Develop possible plans
E = Explore possible strategies
A = Act on your chosen strategy
L = Look back, reflect and evaluate

Exercise to be done by
class
Classical brainstorming technique:
Arrange the meeting for a group of the

right size and makeup (typically 4-8

people)
Write the initial topic on a flipboard,
whiteboard or other system where
everyone can see it. The better defined,
and more clearly stated the problem, the
better the session tends to be.
Make sure that everyone understands the
problem or issue.

HOW TO DISPOSE OF UNSOLD

STOCK OF 500,000 OLD
FASHIONED BLACK
UMBRELLAS?

Results from
brainstorming?
Break into parts and send metallic

spokes for recycling?

Do a public square burning to warm up
those homeless during winter seasons?
Mass donations to nuns at churches?
Carry out mass garage sale to earn
donation cash for the needy?
Sell the umbrella fabrics to car
manufacturers for their convertible
assembly lines?

Further steps to follow

Review the ground rules
Avoid criticizing ideas / suspend judgment; all

ideas are as valid as each other

Lots, Lots & Lots - a large number of ideas is
the aim, if you limit the number of ideas people
will start to judge the ideas and only put in
their 'best' or more often than not, the least
radical and new.
Free-wheeling. Don't censor any ideas, keep
the meeting flow going.
Listen to other ideas, and try to piggy back on
them to other ideas.
Avoid any discussion of ideas or questions, as
these stop the flow of ideas

Coming to final ideas

Have someone facilitating to enforce the

rules and write down all the ideas as they

occur (the scribe can be a second person)
Generate ideas - either in an unstructured
way (anyone can say an idea at any time)
or structure (going round the table, allowing
people to pass if they have no new ideas).
Clarify and conclude the session. Ideas that
are identical can be combined, all others
should be kept. It is useful to get a
consensus of which ideas should be looked
at further or what the next action and
timescale is.

Variations to BT 1
Give students different media on

which to brainstorm their ideas, e.g.

one group on the board, one on a
flip-chart, one with a poster, another
with a computer and projector.

Variations to BT 2
Move students around: if these students

are working in fours at the initial stage,

let one representative stay with their
list, then move the other three members
onto the next group. Repeat this activity
until each group has seen every list and
compared it with their own.
The representative is the only person
who remains in the same place. This
activity works better when brainstorming
bigger issues, for example not types of
transport, but perhaps the advantages
and disadvantages of being a parent.

Variations to BT 3
Leave the room, if your context allows

it. Give a time limit, e.g. four minutes,

and ask them to fill the board.
They select the writer after you have
left.
This is a great way to focus students
and it will not be surprising looking at
how productive students can be with
this subtle application of pressure.

BT: Wildest ideas

Encouraging wild ideas is the opposite of

passing judgment. Don't censor your own

ideas just because you think they are
impractical. Even if you have an idea that is
totally crazy, silly, or seemingly impossible
you should still contribute it.
Crazy ideas inspire people to think of unusual
solutions. Silly ideas bring some humor to the
meeting and help keep spirits up. And who
knows, your seemingly impossible idea might
have a simple fix that turns it into a stellar
solution. So speak up and contribute all your
wild ideas.

BT: Round robin

Variations on turn-taking procedures

and strategies have long been used

in classrooms and offices to ensure
maximum involvement from all team
members.
Spencer Kagan (1992) popularized
the use of the terms Roundrobin (to
refer to an spoken turn-taking
strategy) and Roundtable (to refer to
a written turn-taking strategy).

BT: Round robin (spoken

ver.)
1. Listen to the question.
2. Think about all the answers that

might be appropriate.
3. Contribute one answer out loud.
4. Listen to the one answer that each
of your teammates will share.
5. Contribute an additional answer
that no one has mentioned when its
your turn again.
6. Listen to the additional answers
from your teammates.
7. Continue contributing answers,
one at a time, until time is up.

BT: Round robin (written

ver.)
1. Take out one sheet of paper for your team to

use.
2. Listen to the question.
3. Think about all the answers that might be
appropriate.
4. Write one answer on the paper while saying it
out loud.
5. Pass the paper to the teammate on your left.
6. Listen to the one answer that each of your
teammates will write.
7. Write an additional answer that no one has
mentioned the next time the paper comes to you.
8. Listen to the additional answers from your
teammates.
9. Continue contributing answers, one at a time,
until time is up.

BT: Gordon Little

variant
Problem introduced in abstract form

In the course of ideation leader brings in

key pieces of information regarding the
problem. Problem made progressively less
abstract.

Leader reveals original problem to the

group

Using previously generated ideas for the

abstract form as stimuli , group generates
specific ideas for the original problem.

BT: Trigger method

variant

Problem statement read out to the group.

Each member records ideas in silence for

5 minutes.

One member of the group reads out

his/her ideas to the rest of the group.

The ideas read out are discussed by

everyone for about 10 minutes with the
aim of developing ideas further.

Procedure continues with next member,

and so on, until all ideas have been
discussed.

BT: Stop and go

Stop and Go. Variant allows

participants to pause and think.

For stop and go brainstorming, ideas
are generated for three to five minutes.
Then the group is silent (and thinking)
for three to five minutes.
Then ideas are given out for another
three to five.
This pattern alternates for the entire
session."

Introduction to
Scientific Method
The scientific method is arguably one

of the most powerful, if not the most

powerful methodology in critical
thinking for discovering how things
work.
For centuries, scientists, engineers,
mathematicians, and others have
used this method to advance the
human knowledge base.

Application of SM
The scientific method uses hypothesis,

prediction, controlled experiment,

observation, and potential conclusions
(possible solutions).
With this method scientist are able to
discover many things.
For example, Marie Curie helped pioneer

the discovery of radioactivity (the

detection of radium is considered as the
second most important chemical element
oxygen being first).

Approach in SM
Flow process in general

Further description of
SM
Scientists learn from the experiences of those

before them. If a new hypothesis (theory) is

found to be more accurate than a previous
theory, then that new theory becomes the
accepted norm.
The scientist who came up with the previous
theory isnt thought of less. He or she is
thought of as having helped other scientists to
learn better explanations to the way our world
and the people in it operate.
To the true scientist the ultimate goal is to
eliminate ego, politics and pride in order to
discover the ultimate truths of the universe.

Ideas of Sir Isaac

Newton
Sir Isaac Newtons

explanation of the effects of

gravity was accepted as
truth until Albert Einstein
improved upon Newtons
theory and also explained
why gravity works the way it
does.
Einsteins theory of gravity is
still the accepted theory for
large objects.
Einstein used Newtons
ground work as his starting
point.

Discoveries of Albert
Einstein
Einstein dwelled into physics

making major discoveries in

relativity, gravity, space, time,
matter and energy.
He worked on a unified field theory
to explain and relate the physical
world of the very large and of the
very small (quantum mechanics).
He never discovered a satisfactory
answer to a theory how everything
behaves in the physical universe.
"Imagination is more important
than knowledge. Knowledge is
limited. Imagination encircles the
world." ~ Albert Einstein

Introduction to 8-steps
problem-solving
These 8 Problem Solving Steps are for
technique

doing projects and achieving objectives.

By thinking through a project or
objective, logical and rational
alternatives are determined based on
facts, data, experience, and common
sense.
Then, make informed decisions to solve
a well thought out objective based on
well grounded confidence.

Part I in Problem
Solving Technique
Part I: Define project or objective
Examples of projects are:
Building a home office for yourself
Building a home patio
Putting in home tiling

Examples of achieving objectives are:

Going on a great vacation
Purchasing the right car
Saving enough for your retirement

Part II in Problem
Solving Technique
Part II: Structure your problem

solving steps, then do it.

Asking well thought out questions lead to

more worthwhile questions. When one

question leads to another question after an
answer it is called begging the question.
For example, when you ask the question:
Have I addressed a problem solving step
similar to this before? and the answer is
yes, this begs the next question: How
did I do this last time?.

Step 1: Use your past

knowledge

Have you encountered this type of task before?

If so, what did you do then to address it?
Were you successful in your approach?
What did you do right?
What did you do wrong?
Also ask:
Do you know anyone who has had this problem
before?
If so, talk with that person (or people) and get some

advice on how to handle the problem.

Knowing what you know from past experiences,

book knowledge and help from others, what can

you apply to do the task at hand?

Step 2: Visualize your

desired results
Visualizing the desired results helps you focus on what

is needed to address your mission. By determining the

desired results you can work backwards and determine
the steps needed to get the desired results.
Ask the following questions:

What outcome do you want?

Is this outcome realistic?
Why?
Why not?
What steps (working backwards) can you take to get this
result?

Discussing your desired outcome with friends, family or

coworkers can be helpful to clarify what you want to

achieve.
Others can frequently spark ideas and ways of looking
at things that you may not have thought of yourself.

Step 3: Frame your

project or objective
Sometimes the most difficult part of doing

any task is deciding where to begin. This

part of the process can be simplified by
framing. Framing means defining what you
need to do.
To frame your mission you will need to
consider the following:

Investigation
Financial
Time
Resources
Consequences

Step 3: Part 1
Investigation
How much research will you have to do?
Where will you find the information you

need?
Will you use the Internet?
Will you use books?
Will you need expert help?

Step 3: Part 2
Financial
How much will it cost?

Time
How much time will it take?

Step 3: Part 3
Resources
How much help from others will you need?
Who?

When?
How much assistance?
Will you need other materials or equipment?
What will you need?

How much will the material/equipment cost?

When will you need it?

Step 3: Part 4
Consequences
What are the consequences?
Are the consequences large or small?

The greater the project or objective

the more time should be invested in

defining, researching and getting the
resources you need.

Step 4: Collect the

facts and data
Next, determine the resources you

will need to investigate your task to

collect facts and data.

Step 5: Determine your

available options
Once you have collected the facts

and data you can come up with

several potential options.
Review the good and the bad of each
option.

Step 6: Pick a solution

and implement
After collecting and reviewing the facts

and data and defining available options,

select a solution and implement it.
Sometimes the solution is obvious.
Other times you have to do a
comparison study.
Feelings, emotions, intuition, past
history and the magnitude of your
solution may hold you back from
deciding.

Step 7: Modify or change

if required
You may require more than one attempt to

get a good solution. Consequently, after

implementing your solution you may need
to modify it. Sometimes significant
changes may be required.
Only after applying a solution will you
know if the results are what you desired. If
it becomes obvious that you didnt make a
good decision, rethink it and choose a
different solution if possible.
Anyone who has never made a mistake
has never tried anything new.
~Albert Einstein

Step 8: Review your

lessons learned
Each time you use these problem

solving steps to do a new project or

objective you gain more experience.
This experience is invaluable for future
undertakings.
Think about the lessons you learned.
Ask yourself:
What went right?
What went wrong?
What would you have done differently?

Fishikawa analysis
Cause-and-Effect diagrams, Ishikawa diagram,
technique
or Fishikawa diagram, are diagrams that show
the causes of a certain event.
Created by Kaoru Ishikawa (1990), a Japanese
quality pioneer.
Resembles skeleton of a fish.

Good points of Fishikawa

Focus on causes rather than symptoms

of a problem.
Emphasizes group communication &
brainstorming.
Stimulates discussion.
This diagram-based technique, which
combines Brainstorming with a type of
Mind Map, pushes you to consider all
possible causes of a problem, rather
than just the ones that are most obvious.

Description of Fishikawa
One of Seven basic tools of Japanese

Quality Control.
Leads to increased understanding of
complex problems.
It is a visual and presentational tool.
Diagram is typically done on paper or
chalkboard.
Some computer programs have been
created to make Fishbone Diagrams.

Applications of
Fishikawa

Can be used to improve any product,

process, service, or any area of the

company that is experiencing a problem.
Isolates all relevant causes.
Helps bring a problem into light.
Finds reasons for quality variations, and the

relationships between them.

To standardize existing and proposed
operations.
To educate and train personnel in decision
making and corrective action activities.

Procedures of Fishikawa
The principle factors or causes of an effect

are listed first and then reduced to their subcauses and sub-sub-causes if necessary.
This continues until all conceivable causes have

been included.
The factors are then critically analyzed.
Select those factors as most likely causes of the
effect and determine the validity of their
selection.
This analytical process is repeated until the true
causes are identified.

Steps in defining
effects
Define the effect (the problem) clearly and

concisely.
Write short description of the effect (at head of the fish).
Draw a line from this box towards left (fish body).
List all the possible minor & major causes through

brainstorming session.
Write the major causes on the branches and minor
causes on the sub-branches of the diagrams (the
bones).
Look for possible solutions for these causes.
Introduce the changes.

Conclusions
Various techniques in problem-solving have

been introduced:
Brainstorming & its variants
Scientific method
Fishikawa technique

Whichever techniques are applied, the

general steps are similar, i.e.

Identifying problems (or causes)
Putting out as many possible solutions
Select the best or practical solution to solve

problem

THE END OF THIS CHAPTER