Selecting the right problem to solve is critical to improving maintenance and reliability.  Focusing on the wrong issue can lead to wasted resources, limited impact, and frustration.  By following a structured approach organizations can ensure they tackle the most significant challenges that drive performance, reduce downtime, and optimize costs.

Step 1: Research the Problem

The first step in selecting the right problem is thorough research.

Engage Stakeholders

Identify key stakeholders and gather input from those impacted by the issue.  Avoid working in isolation.  Engage with a broad range of plant personnel, including:

• Frontline Craft Workers, Supervisors, and Planners – Have firsthand experience and are often most impacted by poor systems.
• Maintenance Management – Provides strategic oversight, sets maintenance priorities, and is best equipped to collect key data.
• Operators, Shift Supervisors, and Operations Management – Are able to offer insight into how production is affected by, and potentially causing, poor equipment reliability.
• Support Departments – Stores, Purchasing, HR, Finance, Safety, and Quality each see different facets of the problem and can uncover additional ways the business is negatively impacted by the problem.

No one person has the full picture.  Susan Scott, in Fierce Conversations, uses the analogy of a beach ball to explain how different perspectives shape our understanding of a problem.  A group of people standing around a large beach ball each see only the colors facing them.  One person might see red and blue, while another sees green and yellow.  Each assumes their view represents the whole ball, but in reality, they only see a portion.  Similarly, in maintenance and reliability, no one person or department has the complete picture.  By gathering input from multiple stakeholders, you can uncover the full scope of the problem and make more informed decisions.

Ask the Right Questions to Understand the Big Picture

Once you have identified stakeholders, gather details by asking:

• What is the problem?
• Where is the problem occurring?
• When did the problem begin?
• How does the problem affect personnel, products, and equipment?

Avoid asking “Why” in early conversations.  People tend to give opinions rather than evidence-based insights.  These opinions can solidify into beliefs that are difficult to change later.

Step 2: Focus on a Specific Issue Using KPIs and Data

The second step is to narrow in on the problem area based on an overarching strategy.

Analyze Trends

To define the problem, narrow the focus by using KPIs and data collection.  Identify a central theme such as:

• Production cost per unit
• Equipment downtime
• Mean Time Between Failures (MTBF)

Rather than relying on snapshots of data, examine trends over time to understand underlying patterns.  Sensitivity analysis can help determine which variables most impact the outcome.  If necessary, collect additional data in collaboration with stakeholders.

Align on What Matters Most

Ask, “What is this problem costing us?” in terms of time, money, and operational impact.  Settle on the most critical issue and resist the urge to tackle every problem at once.  Effective strategy involves saying “no” to good ideas that are less impactful.

Key considerations:

• Gain sponsor support for necessary resources.
• Identify the time frame required to solve the problem.
• Define constraints that must be maintained (e.g., production targets, overall maintenance headcount, etc.).
• Decide on the degree of change required to achieve meaningful improvement.

See Article: Don’t Boil the Ocean

Step 3: Craft a Clear Problem Statement

A well-defined problem statement is crucial for aligning teams and guiding solutions.

Use a SMART Format

The SMART format ensures goals are clearly defined.

Use the following format to create an effective problem statement:

“How can (location) reduce (negative consequence) from (metric before) to (metric after) within (time frame) while maintaining (constraint)?”

Well-structured problem statements should lead to creative solutions.  Writing the problem statement as a question helps generate ideas.  With a thoughtful problem statement, it is easier to get stakeholder buy-in and develop targeted solutions.  Expertly crafted problem statements lead to engagement and action.

Iterate and Improve

Refine the problem statement until it accurately captures the issue and desired outcome.  Validate with stakeholders to ensure alignment and check if the statement:

• Captures attention and feels like an important challenge.
• Justifies the effort required to solve it.
• Aligns with the ideal outcome and strategic goals.

Iterating the problem statement with stakeholders improves accuracy and clarity.  Buy-in will be improved as stakeholders feel ownership of the problem statement.  This leads to better engagement throughout the process of identifying root causes and implementing solutions.

Examples of Good vs. Bad Problem Statements

By following this structured approach, organizations can ensure they focus on solving the most impactful problems, leading to measurable improvements in maintenance and reliability.

Most sites don’t fail because they lack effort – they fail because they chase the wrong issue. If you’re ready to get clarity on where to focus, let’s start a conversation.  Drop me an email or schedule some time for a call today.

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Want to dig deeper into problem statements?  Check out this article on common mistakes and how to avoid them.  See Article: Rethinking Reliability Problem Statements: 6 Traps to Avoid