Kepner-Tregoe Problem Analysis is one of the Kepner-Tregoe Business Excellence tools. It works well because it focuses on facts, and uses a logical approach to define and fix problems. It recognizes that although experience is invaluable to solve many of the common problems encountered by professionals, relying too much on experience often delays the solution to a new type of problem. This happens when old theories are protected, often by ignoring inconvenient data.
Kepner-Tregoe Problem Analysis: Involvement
All those who can contribute to solving the problem need to be involved. A Kepner-Tregoe Facilitator chairs the meetings, keeps order, and records information on a template spreadsheet. The Facilitator will also write down actions arising from the meetings, and distribute them as appropriate.
Kepner-Tregoe Problem Analysis: State the Problem
The objective here is to state what is the object, and what the undesirable situation is. “Stair-stepping” is used to get to a problem that cannot be immediately acted upon.
Example:
Customer X is unhappy. Why?
Deliveries are late. Why?
Product A was shipped instead of product B. Why?
No answer available.
The object is “Product shipped to customer”. The problem is that customer was sent product A instead of product B. It is essential that all those present agree that this is the problem.
Kepner-Tregoe Problem Analysis: Specify the Problem
At this point, it is critical that all information is recorded, along with any assumptions or uncertainties.
The questions are now asked of the object and deviation:
What, Where, When, and Extent (How Much)? Not only what IS, but what IS NOT?
For example, Customer X and Customer Y both use product B, but only customer X was sent the wrong product, so the object IS customer X, but IS NOT customer Y.
Kepner-Tregoe Problem Analysis: Identify Possible Causes
Using the experience of those present, the distinctions between the IS and IS NOT are used to suggest possible causes. All suggestions should be recorded, and no filtering of ideas should be done at this stage.
Kepner-Tregoe Problem Analysis: Evaluate Possible Causes
Test the possible causes to against the IS and IS NOT specification, to check that the possible cause actually explains the differences. If several possible causes could explain the differences, use experience and knowledge to find the most likely cause.
Kepner-Tregoe Problem Analysis: Confirm True Cause
The final step is to test the true cause. This is done by predicting what will happen when the likely cause is removed, and then validating the result by trial.
If the predicted cause turns out not to be the root cause, then other possible causes are checked.
Kepner-Tregoe Problem Analysis: Pitfalls
1. Trying to solve more than one problem at a time. For example, metal rods are too big and have rough edges. The Problem Analysis will be delayed if these are two separate problems, as the IS / IS NOT comparisons will be wrong. Conversely, if the two problems do have one root cause, then fixing one will fix the other, so it is advantageous to separate the symptoms.
2. Incorrect data accepted as real. Example: Customer Y was incorrectly stated to not use product B
3. Lack of knowledge and experience
4. Filtering out possible causes too early, without listing assumptions.
Kepner-Tregoe Problem Analysis: Summary
The rational thinking process to find the cause of a problem is a very powerful tool when used correctly. All problems can be solved when the problem is correctly defined, and the Kepner-Tregoe Problem Analysis method is followed rigorously. It belongs to a series of management tools that includes Situation Appraisal and Decision Analysis.
The Problem Analysis process is described in detail, with worked examples, in The New Rational Manager. A software package is available that steps through all of the Kepner-Tregoe Rational Processes is also available at this link. The Kepner-Tregoe client list is on their website.
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