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Problem Analysis
Positivist/ Functionalistic
This is a fact-finding approach that focus on
ascertainment of cause and effect.
Model of Problem Analysis
Verifying Subject of Analysis
This should be performed by engaging the
stakeholders by means of the following:
• Interview
• Meeting
• Observation
Identification of Problems
Related to Subject
• Brainstorming
• Lateral thinking
• Mind mapping
• Structured inquisition
Major Techniques of Problem Analysis
• Identify a problem
• Identify a better situation
• Use brainstorming to identify driving and restraining forces
• List the driving forces on opposite side of the restraining
forces
• Score each force on a scale of 1 to 5 in terms of ease of
change (5 = easiest, 1 = hardest)
• Identify aggregate on each side (the highest are easier to deal
with, while the lowest are more difficult to deal with)
Applying Force Field Analysis 2
Strategies for Solution
Current Situation
Staff turnover is
dreadfully high
owner is Profitability New Career path
ready to allow level allows employee analysis is
employees to for increase engagement interesting to
ascend to top in salary programmes employees
Driving Forces
Source: Elijah Ezendu, Benchmarking
Fishbone Analysis
This was developed by Dr. Kaoru Ishikawa.
It’s a methodical way of determining the causes
that contribute to an identified effect.
It’s also known as cause and effect analysis.
Applying Fishbone Analysis
1. Draw the fishbone diagram
2. List the problem at the head of that fish
3. Label each bone of the fish in one of the following format
- 4 P’s (Place, Procedure, Policies, People)
- 4 M’s (Manpower, Materials, Methods, Machines)
- 4 S’s (Suppliers, Skills, Surroundings, Systems)
- PEMPEM (plant, equipment, materials, people, environment,
methods)
4. Use brainstorming to identify factors in each category that are
causes of the problem
5. Use brainstorming to identify sub-factors under each factor
6. Identify the main causes
Example of Fishbone Analysis
The Intelligence Unit of Ndubuisi and Sons Limited identified customer dissatisfaction
and linked it to its causes as follows:
Manpower Materials
Lack of training
Poor customer Non-availability of
service skill local manufacturer
Absence of
customer-centricity
advocacy team
Low quality
Customer
Dissatisfaction
Machines Methods
Absence of Flexible Work System Delayed Promotion Low Value for Employees
Skill Shortage
Non Alignment of Employee & Uncompetitive Pay Poor Work-Life Balance
Organisational Objectives
Lack of Clear Career Progression Poor Learning Standard