p.vi After studying this book, the reader will be able to encounter
an ill-defined problem, identify the real problem, effectively explore the constraints, plan a robust approach, carry it through
to a viable solution, and then evaluate what has been accomplished. The skills to achieve these goals will be developed
by examining the components of a problem-solving algorithm and studying a series of graduated exercises to familiarize, reinforce,
challenge, and stretch the reader's creativity in the problem-solving process. In order to cut through the maze of obstacles
blocking the pathway to the solution to the problem, we need skills analogous to a pair of scissors with two special blades.
One of the shears is made of the knowledge necessary to understand the problem and to develop technically feasible solutions.
However, no cutting can be done to solve problems of invention with just one shear. The other shear contains creativity that
can generate new and innovative ideas. Creativity alone will not generate solutions that are technically feasible, and again
no cutting can be done. Creativity along with a strong technical foundation, however, allows us to cut through the
problem to obtain original solutions.
p.vi-vii A number of the engineers and managers provided examples of industrial problems that were incorrectly
defined. These examples of ill-defined problems highlight the need to define the real problem as opposed
to the perceived problem. We believe that if a problem-solving heuristic had been applied to some of these
problems in the first place, the true problem would have been uncovered more rapidly. A problem-solving heuristic
is a systematic approach to problem solving that helps guide us through the solution process and generate alternative solution
pathways. The heuristic in this book is quite robust and therefore applicable to many types of problems.
p.8 The goal of this book is to structure the process of defining and solving real problems in a
way that will be useful in everyday life, both on and off the job. We shall achieve this goal by providing a structure
to the problem-solving process called a heuristic. A problem-solving heuristic is a systematic approach that helps
guide us through the solution process and generate alternative solution pathways. While a heuristic cannot prevent
people from making errors, it provides a uniform, systematic approach to deal with any problem.
p.11 The most important factors that distinguish between ineffective and effective problem solvers
are the attitudes with which they approach the problem, their aggressiveness in the problem-solving process, their concern
for accuracy, and the solution procedures they use.
p.35 Never assume that the problem statement you were given is correctly worded or has been thoroughly
investigated. Always check to be sure that the problem statement directs the solution to the true cause and does
not seek merely to treat the symptoms (Trace the problem back to its origin).
p.38 Exploring the Problem
1. Identify all available information
2. Recall or learn pertinent theories and fundamentals
3. Collect missing information
4. Solve a simplified version of the problem to obtain a "Ballpark Answer".
5. Hypothesize and visualize what could be wrong with the current situation.
6. Brainstorm to guess the answer.
7. Recall past or related problems and experiences.
8. Describe or sketch the solution in a qualitative manner or sketch out a pathway that will lead to the
solution.
9. Collect more data and information.
10. After using some or all of the activities above, write a concise statement defining the real problem.
p.50 What experienced problem solvers say
The first Four Steps of Experienced Problem Solvers
1. Collect and analyze information and data.
2. Talk with people familiar with the problem.
3. If at all possible, view the problem firsthand.
4. Confirm all findings.
The Next Four Steps
5. Determine if the problem should be solved
6. Continue to gather information and search the literature
7. Form simple hypotheses and quickly test them
8. Brainstorm potential causes and solution alternatives.
p.52 Gather as much information as possible by reading texts and literature related to the problem
to learn the underlying fundamental principles and peripheral concepts.
p.183 McMaster Five-Point Strategy [Excerpts]
1. Define:
a. Identify the unknown or stated objective.
b. Isolate the system and identify the knowns and unknowns (inputs, laws, assumptions, criteria, and constraints)
stated in the problem.
c. List the inferred constraints and inferred criteria.
d. Identify the stated criteria.
2. Explore:
a. Identify tentative pertinent relationships among inputs, outputs, and unknowns.
b. Recall past related problems or experiences, pertinent theories, and fundamentals.
c. Hypothesize, visualize, idealize, generalize.
d. Discover what the real problem and the real constraints are.
e. Consider both short-time and long-time implications.
f. Identify meaningful criteria.
g. Choose a basis or a reference set of conditions.
h. Collect missing information, resources, or data.
i. Guess the answer or result.
j. Simplify the problem to obtain an "order of magnitude" result.
k. If you cannot solve the proposed problem, first solve some related problems or solve part of the problem.
