Key Principles and Concepts

The theoretical foundations of Simprago problem solving

 

Simprago problem solving refers to a set of methods and techniques that help us identify and solve problems systematically and purposefully. It enables an analytical, logical approach to deeper understanding and to designing solutions that are both effective and sustainable.

Here, a sustainable solution is contrasted with one that is merely reactive, short-term or temporary.

 

Key principles and concepts

To understand Simprago problem solving better, we need to become familiar with several key principles and concepts.

 

What does “problem” mean in this book?

Humans have clearly faced problems since first setting foot on Earth. These began with food, shelter, care and security, and grew more complex as human society developed and expanded. As long as humanity lives on Earth, it seems we will continue to face different problems and must solve them to survive and live.

These may be personal, such as health, success, happiness, educational progress and career advancement.

Or they may concern organizations and businesses, such as declining profit, increasing sales and customer returns.

 

What this book calls a problem has three broad forms or categories
Actual failure	Any failure, including breakdowns, waste, setbacks and failure to achieve goals or plans
Potential failure	Upcoming problems: those that have not yet resulted in failure but will do so if they are not prevented
Opportunity for improvement	An opportunity to grow and become better

Fundamental steps in Simprago problem solving

• Examine and assess the problem statement: determine whether it is correct, incomplete or flawed before solving the problem.
• Set objectives: specify the intended goals and results to be achieved.
• Analyze the problem: identify and analyze it accurately to understand its roots and factors associated with it, affecting it or affected by it.
• Develop solutions: design and develop possible solutions based on the analyses performed.
• Evaluate and select a solution: assess solutions and select the best option using clear criteria and objectives, considering efficiency and effectiveness indicators in light of priorities.
• Implement the solution: seek to implement it fully within the specified time and resources, in pursuit of the defined objectives.
• Check the solution's effectiveness: determine how far the objectives have been achieved and how closely implementation matched the defined solution.
• Institutionalize: record, retain and properly disseminate successful solutions, making them available for use. This step includes other activities discussed later.
• Outsource problem solving: whenever a person or business lacks sufficient resources, knowledge and facilities, outsource so relevant specialists can examine and solve the problem.

Sometimes insisting on internal problem solving and refusing to outsource is damaging: instead of saving money, it creates greater overall costs.

 

These principles help us establish an orderly, effective process and achieve the desired results.

 

Other definitions specific to this book

Explanation: these are called specific definitions because some terms have different, broad meanings depending on their field of use. Accordingly, the definitions below are generally reliable and referable within this book's subject matter and content.

• Return on investment: solving any problem involves costs. One indicator is how much benefit solving it produces and over what period.

Return on investment becomes important when there are many problems and limited resources: priority should go to problems with a better return.

Example: we have two problems.
The first requires an investment of 1,000 units, recovered through the benefits of solving the problem over five years.

The second also requires 1,000 units, but the investment is recovered over three years.

If no other factor, such as risk or danger to life, affects the decision, the second problem has higher priority because of its better return on investment.

 

• Cross-functional team: people with varied expertise relevant to the problem who work together to solve it.
• Customer: divided into two main categories:

 

1. External customer: someone who buys your products or services and pays for them. This includes individuals, organizations or businesses using your products or services and, in effect, providing your income.

 

1. Internal customer: people and organizational units receiving, using or completing your services or semi-finished goods. Internal customers participate in producing goods or delivering services to end customers and use one another's resources and services.

 

Example

 

External customer:

Consider a smartphone manufacturer. Its external customers are people buying smartphones from stores. They pay, receive the product and use it. Their opinions and feedback can help the company improve product quality and understand market needs better.

 

Internal customer:

Within the same smartphone manufacturer, production and sales can be internal customers of human resources. They need recruitment, training and HR management services. For example, production approaches HR to recruit suitable new employees for the production line. It may also need training programs to improve employees' skills, provided by HR. Production and sales thus use HR services as internal customers.