The Problem Analysis and Solution Method (MASP) is a tool for problem-solving through corrective and preventive actions to identify and eliminate the causes of non-conformities.
The methodology was developed in Japan in the 1960s by Yokogawa-Hewlett-Packard and arrived in the United States about 20 years later under the name QC-Story. Its purpose is to prevent the recurrence of problems through process standardization, providing continuous improvement in the quality of products or services offered by the company.
This is a structured technique that uses data analysis to promote continuous improvement within your organization. The quality manager seeks to correct inefficiencies by identifying their root cause and implementing corrective actions to eliminate them—or at least minimize them.
What is the QC-Story method for
With the QC-Story methodology, you can prevent and correct process and operation failures. The method can also be used to solve specific problems in your company, treat non-conformities, and guide the continuous improvement of your processes.
By applying the methodology, you can identify problems, investigate causes, propose action plans, monitor metrics, and analyze results. This allows you to standardize procedures and prepare conclusion reports.
Check out the main benefits of adopting the Problem Analysis and Solution Method or QC-Story:
- Collaboration between departments: The methodology encourages collaboration between different departments, fostering a culture of teamwork and shared responsibility for quality management.
- Structured problem-solving: MASP provides a systematic approach to identifying, analyzing, and solving problems in your organization. This helps ensure that all issues are carefully examined and addressed.
- Root cause analysis: You focus on identifying and resolving the root causes of problems, rather than just looking at the symptoms. This approach prevents recurring problems and facilitates sustainable improvements.
- Data-driven decisions: Based on QC-Story, the MASP method emphasizes data collection and analysis, allowing you to make informed decisions based on concrete evidence. This way, you avoid working on assumptions and pursue more precise and effective solutions.
- Standardization and documentation: Your team has the chance to standardize successful solutions and document the problem-solving process. This helps ensure that improvements are maintained in the future and can be replicated by other teams within your organization.
- Superior communication: By presenting problems along with their causes and the steps needed to solve them, you contribute to improving collaboration in your company. This transparency helps all employees understand the problem-solving process and contribute to it.
The 8 steps of the QC-Story methodology
The QC-Story method encompasses eight main steps of process analysis in search of problems and corrective or preventive actions. You must go through each one sequentially, starting from the evaluation of the issue to the final report, passing through the action plan and standardization.
In this way, you can mitigate variations that impact the quality of products and services that will reach customers. At the end of the process, you will have addressed non-conformities and created the necessary documentation to prevent the same thing from happening in the future.
So let’s check out the eight steps of the MASP methodology:
1. Problem identification
First of all, you need to know your processes, procedures, routines, and activities. This makes it easier to identify problems that occur in your company’s routine.
In the first stage of the methodology, you must clearly determine the problem and the undesirable effects or results of the processes. It is at this stage of the methodology that the prioritization of non-conformities to be resolved and the goals to be achieved should be determined.
This prioritization needs to be based on the history of information relevant to the problem, such as:
- What are the risks presented;
- What were the recorded losses;
- How often does this problem occur;
- Where was the problem detected;
- Which teams are involved.
In this way, you can identify the problem, carry out the necessary surveys, and evaluate improvement opportunities. This is also the time to define the work team, their responsibilities, and their goals.
It is very important to always identify and prioritize the most serious problems or those that are most urgent to be solved. They will be the ones that will directly impact your results.
It is worth noting that there are tools that can complement the MASP methodology and are usually present in the daily problem-solving of organizations. Thus, to help you identify and prioritize the problem, you can use the following tools: A3 Method, 5 Whys, FMEA, and Ishikawa Diagram.
Remember that each problem should be treated individually. That is, each one should be individually applied to QC-Story.
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2. Observation
Now that we have prioritized the problem to be addressed by MASP, in this next phase we will deal with observing the problem. First, you must gather all the information about the issue to be resolved.
It is also necessary to observe the problem from various points of view and collect data, such as:
- How often do the problems occur?
- Are the results different in various locations?
- Do the results change depending on the person or team?
- When did the process last work correctly?
Ideally, this observation should be carried out by more professionals who have knowledge about the problem so that the team can gather different points of view and have greater accuracy of information. Therefore, list together with the team all the possible reasons for the problem occurring.
3. Analysis
The third phase of the QC-Story methodology aims to identify the root causes of the problem. However, before we start this stage, we need to align the meaning of the term root cause.
After all, can your problem have more than one root cause? The answer is yes, as in many circumstances various factors can combine to cause a problem.
However, many institutions incorrectly use the term “root cause” to determine a single reason for a problem. The problem is that by focusing efforts on a single cause, you may limit your set of solutions. This results in the elimination of other viable solutions that could contribute to solving your problem.
Following the application of the methodology, you can classify the hypotheses raised as possible causes of the problem into three distinct classifications:
- Influential causes: assumptions raised without deepening the situation, like a brainstorming of what may have influenced the problem to happen.
- Most probable causes: those classified as most likely to happen among the causes already raised as influential.
- Root causes: these will be chosen after analysis and verification of the most probable causes.
In this way, all the hypotheses raised in the previous stage should be reduced by eliminating those evaluated as less probable. Only the most probable causes will remain.
To help you in this analysis, involve all people who have knowledge of the subject in question and can collaborate with the identification of causes.
4. Action plan
From the definition of root causes, it is possible to determine a truly effective solution that will prevent the problem from occurring again. This should be done through actions that eliminate the identified causes, rather than just treating the effects of the problem.
Therefore, the purpose of this phase of the methodology is to develop an action plan that contains the solutions and goals to be achieved, as well as to implement the strategy to eliminate the causes of the problem. Indicators to be monitored should also be established to ensure that the work is on the right track.
The application of the 5W2H method can contribute to the effectiveness of planning and executing the action plan.
5. Action
The fifth stage of the QC-Story methodology deals with the fulfillment and execution of the action plan. With the entire strategy already structured in the previous stage, you now need to involve the people who will execute the action plan.
Clearly communicate the actions to all involved and train the executors if necessary. To do this, hold meetings, present the activities and the reasons for the actions to be carried out, so that the team remains aligned with the conceived action plan.
6. Results verification
As important as the execution of the action plan is to evaluate whether it worked as planned, right? Therefore, the sixth stage of the QC-Story method refers to verifying the effectiveness of the action plan.
This is done through the analysis of qualitative and quantitative data, always comparing whether the result achieved by the implemented actions is in line with what was expected.
Collect data before and after the execution of the action plan, verify the effectiveness of the plan, and the reduction of undesirable results. Consider the following questions:
- Is the problem being solved?
- Did the actions and changes have positive or negative effects?
- Which actions of the plan did not achieve the expected result?
The adopted solution should be standardized if you evaluate that the implemented actions performed well and were effective. However, if the results are considered negative, it is necessary to reconsider what may have gone wrong.
After all, the established solution has flaws, and it will be necessary to reassess the action plan or the prioritized causes.
7. Standardization
With positive results in the verification phase, the standardization stage aims to prevent the problem from reappearing. This is done by standardizing the measures that were effective within the new system.
It is essential that this new standard is communicated to everyone, maintaining the alignment of information. Therefore, disseminate the new systematics to the areas that will be affected and ensure that the new standards are transmitted to all involved.
A method that can help you in this standardization of activities is the development of a Standard Operating Procedure. It is worth noting that it is necessary to monitor actions and constantly train employees to ensure the maintenance of the new system and continuous improvement as a whole. Therefore, establish a system of periodic measurements for this monitoring.
8. Conclusion
We have reached the final stage of the Problem Analysis and Solution Method. In the eighth phase of the methodology, you should conduct a general review of everything that has been implemented. If there are negative points, it’s time to rethink the strategies.
Thus, evaluate the entire process implemented to solve the problem, so that the lessons learned are presented in a final meeting, where those responsible and involved can discuss the results achieved. Present which results exceeded expectations and consider what is still pending, organizing all this for the subsequent application of another QC-Story.
Finally, create a report that contains the results obtained, their evolution, the lessons learned, the errors, and the difficulties in the application. It is essential to document all the learning throughout the process to use this experience in future actions. After all, everything that was applied should be considered in the planning of new projects.
In pursuit of high levels of excellence
The Problem Analysis and Solution Method (MASP), also known as QC-Story, is more than a tool to correct specific failures: it is a robust process that promotes organizational transformation through data analysis, corrective actions, and continuous improvement. By following its eight steps, organizations have the opportunity to build a culture based on systematic problem-solving, recurrence prevention, and constant process improvement.
With benefits ranging from more efficient communication to more assertive and well-founded decisions, QC-Story proves essential for companies seeking to achieve high levels of excellence. Its implementation not only eliminates the causes of non-conformities but also strengthens internal collaboration and the ability to adapt to new challenges.
Adopting MASP means investing in a structured method capable of ensuring that problems are strategically addressed with lasting results. No matter what your sector of activity is, QC-Story can be the competitive differential that will drive your organization to achieve its goals more efficiently and with higher quality.
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