Introduction To Problem Analysis

How to trace a problem to its causes in order to solve it.

1. Introduction
to
Problem Analysis
Dr. Elijah Ezendu
FIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM,
PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr

2. Learning Objectives
At the end of the course, participants should be
able to do the following:
•Identify importance of problem analysis
•Identify workable model for problem analysis
•Apply multiple techniques of problem analysis in
ascertainment of key causes
•Use problem analysis to increase effectiveness of
managerial capacity

3. Problem Analysis is used to find the cause of a
positive or negative deviation. When people,
machinery, systems, or processes are not
performing as expected, Problem Analysis
points to the relevant information and leads
the way to the root cause. The process is used
to gather and analyze just the information
needed to find and correct the true cause of a
problem, making it particularly effective in
today’s data-rich environment. This promotes
rapid and accurate issue resolution.
Source: Kepner-Tregoe

4. “Problem analysis can be defined as dissecting
and thoroughly studying a problem with the
objective to understand how the problem
emerged and how it grew to its current
proportions.”
- Coert Visser

5. “It is the theory through which we observe a
situation that decides what we can observe.”
- Einstein

6. Types of Organisational Problems
•Technical Problem
•Process Problem
•Policy Problem
•Functional Problem
•Cultural Problem
•Structural Problem
•Procedural Problem
•Capacity Problem
•People Problem
•Location Problem
•Materials Problem

7. Approaches in Problem Analysis
Phenomelogical/ Social Constructivist
This involves shedding light on assumptions
and definitions based on value.
Positivist/ Functionalistic
This is a fact-finding approach that focus on
ascertainment of cause and effect.

8. Model of Problem Analysis

9. Verifying Subject of Analysis
This should be performed by engaging the
stakeholders by means of the following:
•Interview
•Meeting
•Observation

10. Identification of Problems
Related to Subject
•Brainstorming
•Lateral thinking
•Mind mapping
•Structured inquisition

11. Major Techniques of Problem Analysis
Force Field Analysis
Fishbone Analysis
Cause and Effect Trail
Critical Incidence Analysis
Five Whys
Interrelationship Digraph

12. Force Field Analysis
Developed by Kurt Lewin.
It’s based on the concept of dynamic balance of
helping (driving) and hindering (restraining)
forces, emphasizing that problem will only
occur when there’s imbalance between them.

13. Applying Force Field Analysis 1
Structuring the Forces
•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)

14. Applying Force Field Analysis 2
Strategies for Solution
•Changing strength of a force
•Changing direction of a force
•Remove some hindering forces
•Increase the number of helping forces

15. Example of Force Field Analysis
The management of Odegbami Mills observed that there’s a high rate of staff
turnover. Force Field Analysis was used to analyse the problem as follows.
Intensive
Poaching
Restraining Forces
Driving Forces
Low industry
average salary
Poor
employee
morale
No future for
employees at
the top level
owner is
ready to allow
employees to
ascend to top
Profitability
level allows
for increase
in salary
New
employee
engagement
programmes
Career path
analysis is
interesting to
employees
Ideal Situation
Staff turnover is a
tenth of its current level
Current Situation
Staff turnover is
dreadfully high
Source: Elijah Ezendu, Benchmarking

16. 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.

17. 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

18. Example of Fishbone Analysis
The Intelligence Unit of Ndubuisi and Sons Limited identified customer dissatisfaction
and linked it to its causes as follows:
Customer
Dissatisfaction
Manpower Materials
Machines Methods
Poor customer
service skill
Lack of training
Absence of
customer-centricity
advocacy team
Low quality
Non-availability of
local manufacturer
Frequent corrective
maintenance
Non suitability to
some products
Defective cross-functional
Processes
High level of waste
Non-value adding
work-flows
Source: Elijah Ezendu, Benchmarking

19. Cause and Effect Trail
This is a diagram that shows the interrelated
causes of a problem and enables the
identification of the key cause.

20. Applying Cause and Effect Trail
1.List the Effect or Problem at the centre
2.Identify and list the causes of that problem
around it
3.Use a line from a cause to its effect, placing
arrow towards the effect
4.Trace out intervening steps, wherein cause
leads to another.

21. Example of Cause and Effect Trail
The Performance Manager of Olutayo Industries conducted enterprise-wide analysis
and found out that the causes of low employee performance which he depicted
using the cause and effect trail as shown below:
Low
Employee
Performance
Uncompetitive Pay
Lack of Performance
Incentives
Absence of Flexible Work System
Poor Team Work
Problematic Software
Skill Shortage
Poor Communication
Non Alignment of Employee &
Organisational Objectives
Improper Job Design
Poor Learning StandardLack of Clear Career Progression
Delayed Promotion
Environmental Factors
Dismal Diversity
Leadership Style
Poor Work-Life Balance
Low Professionalism
Low Value for Employees
Poor Intrapreneurship
Troublesome Organisational Structure
Poor motivation
Improper empowerment
Segregation Between Top
Management and Other Employees
Obsolete equipments
Source: Elijah Ezendu, Problem Analysis

22. Critical Incidence Analysis
This is a method of problem analysis through
identification of the total activities of a
problem by engagement of people from
various parts of a firm’s value chain.

23. Applying Critical Incidence Analysis
•Identify complete activity of a problem
•Appoint participants from various areas of the firm’s value
chain
• Place them in three or four groups
•Let each group state the key points about each process step,
noting the good and bad occurrences
•Then transfer the statement of each group to another, for
identification of log jams
•Collect the remarks of each group and compile to obtain the
final report of log jams.
•Identified log jams can be subjected to further analysis using
Five whys, Fishbone Analysis or Cause and Effect Trail

24. Five Whys
This problem analysis technique was developed
by Sakichi Toyoda for probing further and
further into an identified problem, so as to
trace the line of causality through diverse
levels of effects to the key cause.

25. Applying Five Whys
•Identify the problem
•Tender the first why
•Tender the second why, probing into the first
why
•Tender the third why, probing into the second
why
•Tender the fourth why, probing into the third
why
•Tender the fifth why, probing into the fourth why
•Ascertain the key cause

26. Interrelationship Digraph
This technique is used for tracing the
interrelated factors in complex problems, with
the aim of proving the relationships between
those factors.

27. Applying Interrelationship Digraph
•Identify the problem
•Place the problem at the centre
•Identify and list the causes of that problem around it
•Use a line from a cause to its effect, placing arrow towards
the effect
•Count the number of arrows heading into and out of each
factor
•Score each factor based on number of arrows heading
out/number of arrows heading into it
•The factor with the highest number of arrows heading out is
the key cause factor

28. Uses of Problem Analysis
Performance Reengineering
Decision-Making
Operation Management
Benchmarking
Value Based Management
Competitive Intelligence

29. Case Study
The management of John Codeliza International
observed discrepancies in employee morale
within the past 3 years. Due to its knack to
remain at the top of competitive web in
Nigeria, it demanded a repositioning of
employee morale to be in convergence with
the corporate brand profile. As a result, you
were required to conduct a wide spectrum
problem analysis in order to identify all the
key causes of the dip in employee morale.

30. Dr Elijah Ezendu is award-winning business expert and certified management consultant
with expertise in HR, OD, Competitive Intelligence, Strategy, Restructuring, Business
Development, Sales & Marketing, Business Turnaround & Interim Management, Leadership,
ADR, Project & Programmes Management, Cost Management, Outsourcing, Franchising,
Internal Control, Intellectual Capital, Online Business, Social Media, Software Architecture,
Cloud Computing, eLearning, Business & Tech Integration, Social Impact Analysis, and
International Business. He holds proprietary rights of schematic methods in HR, Strategy,
Competitive Intelligence, Business Model, Business Development, Negotiation, CSR, Social
HR, and Social Media. He is currently Chief Executive Officer, Rubiini, UAE. He functioned as
Senior Partner, Shevach Consulting, Nigeria; Lead Assessor and Member of Governing
Council, Institute of Management Consultants, Nigeria; Lead Resource, Center for
Competitive Intelligence Development; Lead Consultant, JK Michaels; Technical Director,
Gestalt; Chief Operating Officer, Rohan Group; Director, Fortuna, Gambia; Director of
Programmes, Institute of Business Development, Nigeria; Member of TDD Committee,
International Association of Software Architects, USA; Member of Strategic Planning and
Implementation Committee, Chartered Institute of Personnel Management of Nigeria;
Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke Akintola
University of Technology, Nigeria. He holds Doctoral Degree in Management, Master of
Business Administration and stands as Fellow of several professional institutes in North
America, UK & Nigeria. He is an author and world-class speaker who has featured in many
workshops & conferences. His ancillary services included council member of professional
institutes, editor-in-chief of journals, and Board Member of some Foundations. He serves as
Adjunct Faculty of Business Schools in addition to Director of Firms.

31. Thank You