Define
State the problem clearly.
Corporate programme
Recurring problems often survive because teams act on the visible symptom before understanding what is causing it.
A structured approach helps people define the issue, examine evidence, test possible causes and select more useful actions.
This programme develops practical root-cause analysis and workplace problem-solving capability.
Programme overview
Problem solving begins with a clear problem statement and reliable facts.
Teams then need to distinguish symptoms from contributing causes, use suitable analysis tools, develop countermeasures and verify whether the action works.
The programme supports better reasoning without suggesting every problem has one simple root cause or offering Six Sigma certification.
Final programme details, duration and activities will be confirmed in the proposal.
Why it matters
Quick fixes may restore work temporarily while the conditions that created the problem remain unchanged.
A vague or oversized problem leads to unfocused analysis.
Facts should be separated from assumptions, opinions and missing information.
Teams need to test possible causes rather than choose the first plausible answer.
An action is not proven effective until results are reviewed.
Learning outcomes
Programme content
Final emphasis may be adapted according to participant responsibilities and organisational needs.
Clarify the gap, impact, boundary and evidence.
Separate observations and data from interpretation.
Explore the difference between what happened and why.
Organise possible causes across relevant categories and examine which possibilities require evidence or further investigation.
Where suitable data is available, use Pareto thinking to identify which categories or issues contribute most strongly to the overall problem.
Use iterative questioning carefully and support answers with evidence.
Check whether a suspected cause explains the problem and can be evidenced.
Develop actions that address causes rather than symptoms alone.
Define measures, review timing and expected change.
Sustain an effective improvement where appropriate.
Workplace application
Learning approach
Participants work through realistic operational, service or administrative problems using structured analysis tools.
Programme planning
The programme can reflect the types of recurring problems and analysis responsibilities participants handle.
Build clear problem definition, observation and structured questioning.
Deepen cause analysis, evidence and countermeasure design.
Focus on problem ownership, verification and standardisation.
YOUR NEEDS SHAPE THE PROGRAMME.
Request a proposal →Delivery
Delivery can combine facilitator input, analysis exercises, group cases and verification planning.
FAQ
It is a structured effort to understand the causes or conditions behind a problem rather than acting on the symptom alone.
The programme may include problem definition, facts and assumptions, 5 Whys, cause-and-effect thinking, countermeasures and verification.
Yes, where appropriate to the programme scope. Cause-and-effect analysis can help teams organise possible causes before checking which explanations are supported by evidence.
Pareto thinking may be introduced where suitable data is available and it supports the problem being analysed. The final tool set depends on participant responsibilities and programme scope.
No. It is one tool and should be supported by evidence; complex problems may have multiple causes.
Yes. The approach applies beyond manufacturing when examples are adapted appropriately.
Critical-thinking concepts support evidence review and assumptions, but the main intent is root-cause analysis and problem solving.
No. The programme does not claim Six Sigma certification.
A suitable non-confidential problem can be used if enough information is available.
Duration depends on participant level, tools and case complexity.
Eligible employers can apply to use their HRD Corp levy for applicable programmes, subject to HRD Corp requirements.