Five stage process steps |
1
|
2
|
3&4
|
5
|
Problem solving process
steps |
I
|
II
|
III
|
IV
|
V
|
VI
|
Vii
|
Viii
|
Tools and techniques |
|
|
|
|
|
|
|
|
Activity sampling |
|
Y
|
|
|
|
|
Y
|
|
*Brainstorming |
Y
|
Y
|
Y
|
Y
|
Y
|
Y
|
|
Y
|
*Cause and effect analysis |
Y
|
Y
|
Y
|
Y
|
|
|
Y
|
|
Checklists |
|
Y
|
|
|
|
Y
|
Y
|
|
*Consensus reaching |
Y
|
Y
|
Y
|
Y
|
Y
|
|
|
|
Control comparison |
|
|
Y
|
|
|
|
|
|
*Cost benefit analysis |
|
|
|
|
Y
|
|
|
|
Cost of poor quality |
Y
|
|
|
|
|
|
|
Y
|
Customer perceptions |
Y
|
|
|
|
|
|
Y
|
|
*Decision analysis |
|
|
Y
|
Y
|
Y
|
|
|
|
Department purpose analysis |
Y
|
|
|
|
|
|
|
|
Effective data display |
Y
|
Y
|
Y
|
|
|
Y
|
Y
|
Y
|
Effectiveness T&T |
Y
|
Y
|
Y
|
Y
|
Y
|
Y
|
Y
|
Y
|
Employee perceptions |
Y
|
|
|
|
|
|
Y
|
|
*Force field analysis |
|
|
|
|
|
Y
|
|
|
Gaining support |
|
|
|
|
|
Y
|
Y
|
|
Is/is not |
|
|
Y
|
|
|
|
|
|
Lateral thinking |
|
|
|
Y
|
|
Y
|
|
|
Measuring |
|
Y
|
|
|
|
Y
|
Y
|
Y
|
*Pareto analysis |
Y
|
|
Y
|
|
|
|
|
Y
|
Planning T&T |
|
|
|
|
|
Y
|
|
|
Potential problem analysis |
|
|
|
|
Y
|
|
|
Y
|
Problem analysis |
Y
|
Y
|
Y
|
|
|
|
|
|
Problem definition sheet |
Y
|
|
|
|
|
|
|
|
Process analysis |
Y
|
Y
|
|
|
|
|
|
Y
|
Project selection |
Y
|
|
|
|
|
|
|
|
Rating sheets |
Y
|
|
Y
|
Y
|
Y
|
|
|
|
Situation appraisal |
Y
|
Y
|
|
|
|
|
|
|
Six thinking hats |
|
|
|
Y
|
|
Y
|
|
|
*Solution effect analysis |
|
|
|
|
Y
|
Y
|
Y
|
|
Standard practices/procedures |
|
|
|
|
|
|
Y
|
|
Statistical process control |
|
|
|
|
|
|
Y
|
Y
|
Survey/questionnaires |
|
Y
|
|
|
|
|
|
|
Switch on/off analysis |
|
|
Y
|
|
|
|
|
|
System audit |
Y
|
|
|
|
|
|
|
Y
|