These points are essential, for understanding any problem
begins with a clear view and agreement on the difference bet-
ween what should be, versus what actually is.
(i) Prioritise the major problems: ‘first things first’
In order to be sure to deal with first things first there
must be agreement on which is the problem of first im-
portance, second importance, and so on. If this
agreement is not reached, people sometimes feel there
was a deliberate emphasis on a minor problem in order to
avoid dealing with the major and more embarrassing
one. To set priorities effectively, at least two factors must
be considered:

(a) Seriousness of each problem: its cost or probable cost
in money, political implications etc.

(b) Urgency of each problem: how soon it must be
corrected in order to prevent much greater loss.

If large differences of opinion about the seriousness
and/ or urgency of a problem are found to exist, it usually
indicates confusion or different views about what the
problem actually is.

(iii) Define the top priority problems

Focus on whichever problem has been judged most

serious and/or urgent; develop a common un-

derstanding of exactly what the problem involves and

does not involve.

Avoid getting into discussion about the causes of the

problem, or whose fault it is. Simply try to get a clear

picture of:

(a) What the problem involves (which equipment, what
malfunction, etc.);

(b) Who is involved (which operators, managers,
customers, etc.);

(c) Where the problem occurred (in which districts,
departments, or on what machines.);

(d) When the problem was noticed (the first time, when
repeated, continuous or periodic, etc.);

(e) Size and Trend of the problem (how many, what per-
cent of the total, increasing, decreasing, etc.).

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