Eight step problem solving model for deficiency resolution Published May 26, 2011 By Ed Delker Office of the Inspector General HILL AIR FORCE BASE, Utah -- In the last article we looked at problem solving for the first three steps of the process. Now we will look at Steps 4 and 5, but first here are some key things to keep in mind. A concise document is extremely valuable for problem solving. Answering what is the deficiency, what is the root cause, what are the corrective actions and current status, in a clear and concise manner is what the Inspector General is looking for. Most steps can be documented with a single sentence or usually a short paragraph. Demonstrate a sense of urgency with clearly defined timelines. Passive statements, such as "We are planning to, eventually we hope to ..." may unintentionally show a relaxed approach to resolution. Action statements i.e., accomplished plan implementation, 50 percent complete, reviewing with an Estimated Completion Date of Jan. 5, clearly defines and exhibits active engagement. Remember the IG is looking for: "Who will do what by when." Frequently the individual who identified the deficiency is also expected to develop the resolution. At times this may be appropriate, but often a team of knowledgeable members with a depth of experience and synergy develop better Root Cause Analyses and corrective actions. Never start the process with the concept of: "I already know what the problem is and how to fix it." Often this ends in failure because not all the facts are explored and information that points to another problem or solutions are ignored. Always go through the process and look at all the facts critically. Only then can you create a corrective action plan that will eliminate deficiency reoccurrence. Step 4, Determine Root Cause. Identifying the root cause is critical to developing a successful resolution. Commonly the methods used to identify the root cause are 5 Whys, Brainstorming or Fishbone Diagram, but other methods may be utilized as well. The most commonly used method is 5 Whys, which is asking the question why until the root cause is identified. For example, personnel are not attending reoccurring training. Asking the first why determines that personnel are not attending reoccurring training classes. Many times people stop after asking the first why and in this case you could believe that your root cause is a personnel problem. Ask why again and personnel are not being notified of reoccurring training. Why, the automated notification system is not sending notices. Why, the training manager is unable to input the information into the system to generate the notices. Why, he is not trained on the system. Now the root cause is the Training Manager is not trained on automated notification system. The root cause is training and not a personnel issue as initially determined. It may take nine whys or ten whys to get to the root cause, but continue to follow the trail until the root cause is identified. At times more than one root cause can be identified. In these cases it is important to identify them, i.e., 1 and 2 or A and B. This will make it easier when you get into the corrective action as to which action corrects which root cause. Step 5, Corrective Action. It must answer the problem identified during the root cause analysis. Many times corrective actions have been attempted without identifying the root cause. This leads to guessing what action will correct the deficiency and many times leads to a reoccurrence of the deficiency. The corrective action should include measures to standardize the corrective action -- i.e., added to a continuity book, operating instruction or schedule. In cases where two root causes are identified you would typically identify the corrective actions to the root cause. For example, below is a root cause and corrective action for our Training Manager example. Step 4, Determine Root Cause. 1.Training Manager was not trained on notification system 2.High position turnover Step 5, Corrective Action. 1a. Schedule Training Manager for notification system training Estimated Completion Date March 5, 2011. 1b. Added training requirement to Training Manager continuity book 2a. Develop tracking sheet for personnel deployments/Permanent Change of Station potential to identify stable candidates for Training Manager position. You can clearly see which corrective actions are designed to correct which root cause. Next time we will look at the last three steps of the Eight Step Problem Solving Model for deficiency resolution.