consulting problem solving tools

McKinsey Problem Solving: Six steps to solve any problem and tell a persuasive story

The McKinsey problem solving process is a series of mindset shifts and structured approaches to thinking about and solving challenging problems. It is a useful approach for anyone working in the knowledge and information economy and needs to communicate ideas to other people.

Over the past several years of creating StrategyU, advising an undergraduates consulting group and running workshops for clients, I have found over and over again that the principles taught on this site and in this guide are a powerful way to improve the type of work and communication you do in a business setting.

When I first set out to teach these skills to the undergraduate consulting group at my alma mater, I was still working at BCG. I was spending my day building compelling presentations, yet was at a loss for how to teach these principles to the students I would talk with at night.

Through many rounds of iteration, I was able to land on a structured process and way of framing some of these principles such that people could immediately apply them to their work.

While the “official” McKinsey problem solving process is seven steps, I have outline my own spin on things – from experience at McKinsey and Boston Consulting Group. Here are six steps that will help you solve problems like a McKinsey Consultant:

Step #1: School is over, stop worrying about “what” to make and worry about the process, or the “how”

When I reflect back on my first role at McKinsey, I realize that my biggest challenge was unlearning everything I had learned over the previous 23 years. Throughout school you are asked to do specific things. For example, you are asked to write a 5 page paper on Benjamin Franklin — double spaced, 12 font and answering two or three specific questions.

In school, to be successful you follow these rules as close as you can. However, in consulting there are no rules on the “what.” Typically the problem you are asked to solve is ambiguous and complex — exactly why they hire you. In consulting, you are taught the rules around the “how” and have to then fill in the what.

The “how” can be taught and this entire site is founded on that belief. Here are some principles to get started:

Step #2: Thinking like a consultant requires a mindset shift

There are two pre-requisites to thinking like a consultant. Without these two traits you will struggle:

A healthy obsession looking for a “better way” to do things
Being open minded to shifting ideas and other approaches

In business school, I was sitting in one class when I noticed that all my classmates were doing the same thing — everyone was coming up with reasons why something should should not be done.

As I’ve spent more time working, I’ve realized this is a common phenomenon. The more you learn, the easier it becomes to come up with reasons to support the current state of affairs — likely driven by the status quo bias — an emotional state that favors not changing things. Even the best consultants will experience this emotion, but they are good at identifying it and pushing forward.

Key point : Creating an effective and persuasive consulting like presentation requires a comfort with uncertainty combined with a slightly delusional belief that you can figure anything out.

Step #3: Define the problem and make sure you are not solving a symptom

Before doing the work, time should be spent on defining the actual problem. Too often, people are solutions focused when they think about fixing something. Let’s say a company is struggling with profitability. Someone might define the problem as “we do not have enough growth.” This is jumping ahead to solutions — the goal may be to drive more growth, but this is not the actual issue. It is a symptom of a deeper problem.

Consider the following information:

Costs have remained relatively constant and are actually below industry average so revenue must be the issue
Revenue has been increasing, but at a slowing rate
This company sells widgets and have had no slowdown on the number of units it has sold over the last five years
However, the price per widget is actually below where it was five years ago
There have been new entrants in the market in the last three years that have been backed by Venture Capital money and are aggressively pricing their products below costs

In a real-life project there will definitely be much more information and a team may take a full week coming up with a problem statement . Given the information above, we may come up with the following problem statement:

Problem Statement : The company is struggling to increase profitability due to decreasing prices driven by new entrants in the market. The company does not have a clear strategy to respond to the price pressure from competitors and lacks an overall product strategy to compete in this market.

Step 4: Dive in, make hypotheses and try to figure out how to “solve” the problem

Now the fun starts!

There are generally two approaches to thinking about information in a structured way and going back and forth between the two modes is what the consulting process is founded on.

First is top-down . This is what you should start with, especially for a newer “consultant.” This involves taking the problem statement and structuring an approach. This means developing multiple hypotheses — key questions you can either prove or disprove.

Given our problem statement, you may develop the following three hypotheses:

Company X has room to improve its pricing strategy to increase profitability
Company X can explore new market opportunities unlocked by new entrants
Company X can explore new business models or operating models due to advances in technology

As you can see, these three statements identify different areas you can research and either prove or disprove. In a consulting team, you may have a “workstream leader” for each statement.

Once you establish the structure you you may shift to the second type of analysis: a bottom-up approach . This involves doing deep research around your problem statement, testing your hypotheses, running different analysis and continuing to ask more questions. As you do the analysis, you will begin to see different patterns that may unlock new questions, change your thinking or even confirm your existing hypotheses. You may need to tweak your hypotheses and structure as you learn new information.

A project vacillates many times between these two approaches. Here is a hypothetical timeline of a project:

Step 5: Make a slides like a consultant

The next step is taking the structure and research and turning it into a slide. When people see slides from McKinsey and BCG, they see something that is compelling and unique, but don’t really understand all the work that goes into those slides. Both companies have a healthy obsession (maybe not to some people!) with how things look, how things are structured and how they are presented.

They also don’t understand how much work is spent on telling a compelling “story.” The biggest mistake people make in the business world is mistaking showing a lot of information versus telling a compelling story. This is an easy mistake to make — especially if you are the one that did hours of analysis. It may seem important, but when it comes down to making a slide and a presentation, you end up deleting more information rather than adding. You really need to remember the following:

Data matters, but stories change hearts and minds

Here are four quick ways to improve your presentations:

Tip #1 — Format, format, format

Both McKinsey and BCG had style templates that were obsessively followed. Some key rules I like to follow:

Make sure all text within your slide body is the same font size (harder than you would think)
Do not go outside of the margins into the white space on the side
All titles throughout the presentation should be 2 lines or less and stay the same font size
Each slide should typically only make one strong point

Tip #2 — Titles are the takeaway

The title of the slide should be the key insight or takeaway and the slide area should prove the point. The below slide is an oversimplification of this:

Even in consulting, I found that people struggled with simplifying a message to one key theme per slide. If something is going to be presented live, the simpler the better. In reality, you are often giving someone presentations that they will read in depth and more information may make sense.

To go deeper, check out these 20 presentation and powerpoint tips .

Tip #3 — Have “MECE” Ideas for max persuasion

“MECE” means mutually exclusive, collectively exhaustive — meaning all points listed cover the entire range of ideas while also being unique and differentiated from each other.

An extreme example would be this:

Slide title: There are seven continents
Slide content: The seven continents are North America, South America, Europe, Africa Asia, Antarctica, Australia

The list of continents provides seven distinct points that when taken together are mutually exclusive and collectively exhaustive . The MECE principle is not perfect — it is more of an ideal to push your logic in the right direction. Use it to continually improve and refine your story.

Applying this to a profitability problem at the highest level would look like this:

Goal: Increase profitability

2nd level: We can increase revenue or decrease costs

3rd level: We can increase revenue by selling more or increasing prices

Each level is MECE. It is almost impossible to argue against any of this (unless you are willing to commit accounting fraud!).

Tip #4 — Leveraging the Pyramid Principle

The pyramid principle is an approach popularized by Barbara Minto and essential to the structured problem solving approach I learned at McKinsey. Learning this approach has changed the way I look at any presentation since.

Here is a rough outline of how you can think about the pyramid principle as a way to structure a presentation:

As you build a presentation, you may have three sections for each hypothesis. As you think about the overall story, the three hypothesis (and the supporting evidence) will build on each other as a “story” to answer the defined problem. There are two ways to think about doing this — using inductive or deductive reasoning:

deductive versus inductive reasoning in powerpoint arguments

If we go back to our profitability example from above, you would say that increasing profitability was the core issue we developed. Lets assume that through research we found that our three hypotheses were true. Given this, you may start to build a high level presentation around the following three points:

example of hypotheses confirmed as part of consulting problem solving

These three ideas not only are distinct but they also build on each other. Combined, they tell a story of what the company should do and how they should react. Each of these three “points” may be a separate section in the presentation followed by several pages of detailed analysis. There may also be a shorter executive summary version of 5–10 pages that gives the high level story without as much data and analysis.

Step 6: The only way to improve is to get feedback and continue to practice

Ultimately, this process is not something you will master overnight. I’ve been consulting, either working for a firm or on my own for more than 10 years and am still looking for ways to make better presentations, become more persuasive and get feedback on individual slides.

The process never ends.

The best way to improve fast is to be working on a great team . Look for people around you that do this well and ask them for feedback. The more feedback, the more iterations and more presentations you make, the better you will become. Good luck!

If you enjoyed this post, you’ll get a kick out of all the free lessons I’ve shared that go a bit deeper. Check them out here .

Do you have a toolkit for business problem solving? I created Think Like a Strategy Consultant as an online course to make the tools of strategy consultants accessible to driven professionals, executives, and consultants. This course teaches you how to synthesize information into compelling insights, structure your information in ways that help you solve problems, and develop presentations that resonate at the C-Level. Click here to learn more or if you are interested in getting started now, enroll in the self-paced version ($497) or hands-on coaching version ($997). Both versions include lifetime access and all future updates.

PROBLEM STATEMENT

Learn everything you need to know to develop a Problem Statement by an Ex-McKinsey consultant . Includes best practices , examples, and a free problem statement template at the bottom.

“A problem well stated is a problem half solved.”

– Charles Kettering, Early 1900s American Inventor

I remember my first day on my first project at McKinsey, the partner got the team in a room for us to spend a few hours “defining the problem statement.” At first, I thought to myself, “man, what a dumb idea…this client is paying us millions of dollars, and we don’t even know what we are trying to solve?” But, as we started to debate the context of the client, the issues they faced, and the reasons why they brought us on, I started to appreciate defining the problem statement and the ability for the right problem statement to frame and focus problem solving .

What is a problem statement?

A problem statement is a clear description of the problem you are trying to solve and is typically most effectively stated as a question. Problem statements are subtly critical in effective problem solving. They have an uncanny ability in focusing the efforts of brainstorming , teamwork, and projects .

To understand this better, let’s go through some examples of how you can position a brainstorming session on various topics.

Beyond brainstorming, problem statements should be used at the beginning of any project to frame and focus on the problem. A good problem statement defines the “who” the problem involves, and defines the scope of the problem. Since problem statements guide much of the problem solving of a project, it is important not to be too narrow or broad with the problem statement.

How do you create an effective problem statement?

As stated before, every McKinsey project starts with the development of a problem statement. Once we landed on a strong problem statement, then we had to align the client with the problem statement. The easiest way for a project and team to get off track is if the team and the client are trying to solve different problems. A good problem statement aligns the expectations of the client with the team’s activities and output.

Here are the best practices when creating an effective problem statement:

Use the 5 Ws and one H

One of the most useful tools when developing a problem statement is the 5 Ws and one H, which is simply utilizing who, what, why, where, when, and how questions to frame the problem statement. Simply thinking through these questions as they relate to the problem can help you create a strong problem statement.

Ask the most crucial question, “What are we trying to solve?”

We’ve all been in those brainstorming sessions, meetings or on those projects, where you’re just scratching your head, as the conversation or directions are more like an Olympic ping-pong match going from one topic to the next. The most effective question that I’ve used in over a thousand meetings and conversations is simply “what are we trying to solve?” It cuts through the clutter, confusion, and misalignment, and quickly centers the focus and energy of everyone.

Frame the problem statement as a goal

Some of the best problem statements are simply goals formatted as questions. If you need to increase sales by 10%, a good problem statement is, “Within the next 12 months, what are the most effective options for the team to increase sales by 10%?”

Force the prioritization

Often, the most effective problem statements force the prioritization of issues and opportunities. Using phrases such as “the most important for the customer” or “the best way” will force prioritization.

DOWNLOAD THE PROBLEM STATEMENT POWERPOINT WORKSHEET

To get you going on defining a strong problem statement, download the free and editable Problem Statement PowerPoint Worksheet.

Correctly defining a problem statement at the beginning of a project or initiative will dramatically improve the success of the project or initiative. Problem statements help guide problem solving, analysis , hypotheses , and solutions.

Developing a problem statement is an iterative brainstorming process. Get the major stakeholders in a room for a few hours and start the process by having everyone write down what they think the problem is on index cards. Collect the index cards and post them on a whiteboard. You can either discuss each one or have the group pick the top 3 and then discuss them. You can use the Problem Statement Worksheet to further define the problem by answering the 5 Ws and 1 H. The key is to find the right problem statement all stakeholders feel strongly about, in that, if the problem statement were solved, the problem would be solved.

NEXT SECTION: HYPOTHESES

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Issue Tree in Consulting: A Complete Guide (With Examples)

What’s the secret to nailing every case interview ? Is it learning the so-called frameworks? Nuh-uh.

Actually, that secret lies in an under-appreciated, yet extremely powerful problem-solving tool behind every real consulting project . It’s called the “issue tree”, also known as “logic tree” or “hypothesis tree” – and this article will teach you how to master it.

Table of Contents

What is an issue tree?

An issue tree is a pyramidal breakdown of one problem into multiple levels of subsets, called “branches”. It can be presented vertically (top-to-bottom), or horizontally (left-to-right). An issue tree systematically isolates the root causes and ensures impactful solutions to the given problem.

The issue tree is most well-known in management consulting , where consultants use it within the “hypothesis-driven problem-solving approach” - repeatedly hypothesizing the location of the root causes within each branch and testing that hypothesis with data. Once all branches are covered and root causes are found, impactful solutions can be delivered.

The issue tree is only part of the process used in case interviews or consulting projects. As such, it must be learned within the larger context of consulting problem-solving, with six concepts: problem, root cause, issue tree, hypothesis, data & solution , that strictly follow the MECE principle .

Every problem-solving process starts with a well-defined PROBLEM...

A problem is “well-defined” when it is attached with an objective. Let’s get straight to a business problem so you can get a good perspective on how it is done. So here’s one:

Harley-Davidson, a motorcycle company, is suffering from negative profit. Find out why and present a solution.

Now we’ve got our first piece of the tree:

...then tries to find its ROOT CAUSES…

To ensure any solution to the problem is long-lasting, consultants always look for the root cause.

Problems are often the last, visible part in a long chain of causes and consequences. Consultants must identify the very start of that chain – the root cause – and promptly deal with it to ensure that the problem is gone for good.

The diagram is a simple representation. Real problems can have multiple root causes. That’s where the issue tree comes to the rescue.

Since Harley has been reporting losses, it tried to decrease cost (in the simplest sense, profit = revenue - cost) by shutting down ineffective stores. As you may have imagined, it wasn’t very effective, so Harley set out to find the real source of the problem.

...by breaking it down into different BRANCHES of an issue tree

An issue tree ensures that all root causes are identified in a structured manner by breaking the problem down to different “branches”; each branch is in turn broken down into contributing sub-factors or sub-branches. This process is repeated through many levels until the root causes are isolated and identified.

For this problem, Harley deducted that losses must be due to decreasing revenue or increasing cost. Each branch is in turn segmented based on the possible reasons

For a branch to be included in the issue tree, there must be a possibility that it leads to the problem (otherwise, your problem-solving efforts will be wasted on the irrelevant).

To ensure that all possibilities are covered in the issue tree in a neatly organized fashion, consultants use a principle called “ MECE ”. We’ll get into MECE a bit later.

A HYPOTHESIS is made with each branch…

After we’ve developed a few branches for our issue tree, it’s time to hypothesize, or make an educated guess on which branch is the most likely to contain a root cause.

Hypotheses must adhere to 3 criteria:

It must follow the issue tree – you cannot hypothesize on anything outside the tree

It must be top-down – you must always start with the first level of the issue tree

It must be based on existing information – if your information suggests that the root cause is in branch A, you cannot hypothesize that the root cause comes from branch B

Once a hypothesis is confirmed as true (the root cause is inside that branch), move down the branch with a lower-level hypothesis; otherwise, eliminate that branch and move sideways to another one on the same level.

Repeat this process until the whole issue tree is covered and all root causes are identified.

Harley hypothesized lower revenue is either due to losing its customers because they came to competitors or they weren’t buying anymore, or it couldn’t attract new buyers

But wait! A little reminder: When solving an issue tree, many make the mistake of skipping levels, ASSUMING that the hypothesis is true instead of CONFIRMING it is.

So, in our example, that means from negative profit, we go straight into “losing old customers” or “can’t attract new customers” before confirming that “decreasing revenue” is true. So if you come back and reconfirm “decreasing revenue” is wrong, your case is completely off, and that’s not something consultants will appreciate, right?

Another common mistake is hopping between sub-branches before confirming or rejecting one branch , so that means you just jump around “losing old customers” and “can’t attract new customers” repeatedly, just to make haste of things. Take things very slowly, step-by-step. You have all the time in the world for your case interview.

But testing multiple sub-branches is possible, so long as they are all under the same branch and have the same assessment criteria.

So for our example, if you are assessing the sales of each motorcycle segment for Harley, you can test all of them at once.

The hypothesis is then tested with DATA...

A hypothesis must always be tested with data.

Data usually yield more insights with benchmarks – reference points for comparison. The two most common benchmarks in consulting are historical (past figures from the same entity) and competitor (figures from similar entities, in the same timeframe).

Using “competitor benchmark” to test if competitors are drawing away customers, Harley found that its competitors are also reporting losses, so it must be from something else!

...to find an ACTIONABLE SOLUTION

After the analyzing process, it’s time to deliver actionable solutions. The solutions must attack all the root causes to ensure long-lasting impact – if even one root cause remains untouched, the problem will persist.

Remember to deliver your solutions in a structured fashion, by organizing them in neat and meaningful categories; most of the time, solutions are classified into short-term and long-term.

So Harley found that it is losing its traditional customer base - old people, as they were the most vulnerable groups in the pandemic, so they stopped buying motorcycles to save money for essentials, or simply didn’t survive.

Harley also found that it can’t attract new, younger buyers, because of its “old-school” stigma, while also selling at premium price tags. So the short-term solution is setting more attractive prices to get more buyers; and the long-term solution is renewing itself to attract younger audiences.

Our case was a real problem for Harley-Davidson during the pandemic, whose sales plummeted because its target audience were either prioritizing essentials, or dead. So now, Harley has to change itself to attract younger people, or die with its former customer base.

What Is MECE and How Is It Used in an Issue Tree?

A proper issue tree must be MECE, or “ Mutually Exclusive, Collectively Exhaustive .” Mutually exclusive means there’s no overlap between the branches, and collectively exhaustive means all the branches cover every possibility. This is a standard all management consultants swear by, and together with the issue tree, a signature of the industry.

To answer whether an issue tree is MECE or not, you need to know all the basic and “advanced” rules of the MECE principle, and we’ll talk about those here. If you want a more comprehensive guide on MECE, check out our dedicated article on MECE .

Basic rule #1: Mutually exclusive

Adherence to this rule ensures that there will be no duplicated efforts, leading to maximum efficiency in problem-solving. It also allows the consultant to isolate the root cause more easily; otherwise, one root cause may manifest in multiple branches, making it harder to pinpoint.

For example, an apparel distributor trying to find out the cause of its decreasing unit sales may use the cleanly-separated product segments: High-end, mid-range, and entry-level. A non-mutually exclusive segmentation here would be: high-end products and footwear.

Basic rule #2: Collectively exhaustive

A collectively exhaustive issue tree also covers only the relevant factors - if one factor is not related to the problem, it must not be included.

If the aforementioned apparel distributor omits any of the product segments in its analysis, it may also ignore one or a few root causes, leading to ineffective problem-solving. But even if it produces runway-exclusive, not-for-sale pieces, those are not included in the issue tree because they don't contribute to unit sales.

Advanced rule #1: Parallel items

This rule requires that all items are on the same logical level.

High-end, mid-range, and entry-level are three parallel and MECE branches. But if we replace the first two with “high-and-mid-range”, the whole issue tree becomes non-parallel and non-MECE, because the new branch is one level higher than the remaining “entry-level” branch.

Advanced rule #2: Orderly List

This rule requires that all items are arranged in a logical order.

So for our apparel distributor, the branches can be arranged as high-mid-low or low-mid-high. Never go “high-low-mid” or “mid-low-high”, because this arrangement is illogical and counter-intuitive.

Advanced rule #3: The “Rule of Three”

The ideal number of branches on any level of the issue tree is three - the most intuitive number to the human mind.

Three items are often enough to yield significant insights, while still being easy to analyze and follow; segmentations into 2 or 4 are also common. 5 is acceptable, but anything more than that should be avoided.

Our apparel distributor may have dozens of product lines across the segments, but having that same number of branches in the issue tree is counter-intuitive and counter-productive, so we use the much more manageable 3 segments.

Advanced rule #4: No Interlinking Items

There should be minimal, and ideally no connections between the branches of the issue tree.

If the branches are interlinked, one root-cause may manifest itself in multiple symptoms across the tree, creating unnecessary confusion in the problem-solving process.

Variants of an issue tree

Beside the “why tree” we used to solve why Harley was reporting losses, there are two other common trees, the “which tree” and the “how tree.” The which tree answers which you should do among the choices, and the how tree answers how you should do something.

Why tree helps locate and attack root causes of a problem

We’ve shown you how a why tree could be used to break down a problem into smaller pieces to find the root causes, which involves several important concepts, but in short there are 3 things you need to do:

Locate root causes by narrowing down your search area. To quickly locate root causes, use breakdown by math, process, steps or segment, or any combination of those. We’ll talk about that a bit later

Identify root causes from what you’ve hypothesized. Remember, all hypotheses must be tested with data before reaching a conclusion

Suggest solutions to attack the root causes to eliminate the problem for good. However, sometimes the root causes cannot be solved effectively and efficiently, so we might also try to mitigate their effects

Which tree helps make the most suitable decision

The which tree is a decision-making table combining two separate issue trees – the available options, and the criteria. The options and criteria included must be relevant to the decision-maker. When considering choosing X over something, consultants might take a look at several factors:

Direct benefits: Does X generate more key output on its own?

Indirect benefits: Does X interact with other processes in a way that generates more key output?

Costs: What are the additional costs that X incur?

Risks: Can we accept the risks of either losing some benefits or increasing cost beyond our control?

Feasibility: Do we have enough resources and capability to do X?

Alternative: Are there any other alternatives that are better-suited to our interests?

Additionally, the issue tree in “Should I Do A or B” cases only contains one level. This allows you to focus on the most suitable options (by filtering out the less relevant), ensuring a top-down, efficient decision-making process.

How tree helps realize an objective

The how tree breaks down possible courses of action to reach an objective. The branches of the tree represent ideas, steps, or aspects of the work. A basic framework for a how tree may look like this:

Identify steps necessary to realize the objective

Identify options for each steps

Choose the best options after evaluations

Again, like the two previous types of issue trees, the ideas/steps/work aspects included must be relevant to the task.

A restaurant business looking to increase its profitability may look into the following ideas:

Consulting frameworks – templates for issue trees

Don’t believe in frameworks….

In management consulting, frameworks are convenient templates used to break down and solve business problems (i.e. drawing issue trees).

So you might have heard of some very specific frameworks such as the 4P/7P, or the 3C&P or whatever. But no 2 cases are the same, and the moment you get too reliant on a specific framework is when you realize that you’re stuck.

The truth is, there is no truly “good” framework you can use. Everyone knows how to recite frameworks, so really you aren’t impressing anyone.

The best frameworks are the simplest, easiest to use , but still help you dig out the root causes.

“Simplest, easiest to use” also means you can flexibly combine frameworks to solve any cases, instead of scrambling with the P’s and the C’s, whatever they mean.

“Simplest, easiest to use” frameworks for your case interviews

There are 5 ways you can break down a problem, either through math, segments, steps, opposing sides or stakeholders.

Math : This one is pretty straightforward, you break a problem down using equations and formulae. This breakdown easily ensures MECE and the causes are easily identified, but is shallow, and cannot guarantee the root causes are isolated. An example of this is breaking down profits = revenues - costs

Segments : You break a whole problem down to smaller segments (duh!). For example, one company may break down its US markets into the Northeast, Midwest, South and West regions and start looking at each region to find the problems

Steps : You break a problem down to smaller steps on how to address it. For example, a furniture company finds that customers are reporting faulty products, it may look into the process (or steps) on how its products are made, and find the problems within each steps

Opposing sides : You break a problem down to opposing/parallel sides. An example of this is to break down the solution into short-term and long-term

Stakeholders: You break a problem down into different interacting factors, such as the company itself, customers, competitors, products, etc.

To comprehend the issue tree in greater detail, check out our video and youtube channel :

Scoring in the McKinsey PSG/Digital Assessment

The scoring mechanism in the McKinsey Digital Assessment

Case Interview End-to-End Secrets Program

Elevate your case interview skills with a well-rounded preparation package

A case interview is where candidates is asked to solve a business problem. They are used by consulting firms to evaluate problem-solving skill & soft skills

Case interview frameworks are methods for addressing and solving business cases. A framework can be extensively customized or off-the-shelf for specific cases.

MECE is a useful problem-solving principle for case interview frameworks with 2 parts: no overlap between pieces & all pieces combined form the original item

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Nine essential problem solving tools: The ultimate guide to finding a solution

October 26, 2023 by MindManager Blog

Problem solving may unfold differently depending on the industry, or even the department you work in. However, most agree that before you can fix any issue, you need to be clear on what it is, why it’s happening, and what your ideal long-term solution will achieve.

Understanding both the nature and the cause of a problem is the only way to figure out which actions will help you resolve it.

Given that most problem-solving processes are part inspiration and part perspiration, you’ll be more successful if you can reach for a problem solving tool that facilitates collaboration, encourages creative thinking, and makes it easier to implement the fix you devise.

The problem solving tools include three unique categories: problem solving diagrams, problem solving mind maps, and problem solving software solutions.

They include:

Fishbone diagrams
Strategy maps
Mental maps
Concept maps
Layered process audit software
Charting software
MindManager

In this article, we’ve put together a roundup of versatile problem solving tools and software to help you and your team map out and repair workplace issues as efficiently as possible.

Let’s get started!

Problem solving diagrams

Mapping your way out of a problem is the simplest way to see where you are, and where you need to end up.

Not only do visual problem maps let you plot the most efficient route from Point A (dysfunctional situation) to Point B (flawless process), problem mapping diagrams make it easier to see:

The root cause of a dilemma.
The steps, resources, and personnel associated with each possible solution.
The least time-consuming, most cost-effective options.

A visual problem solving process help to solidify understanding. Furthermore, it’s a great way for you and your team to transform abstract ideas into a practical, reconstructive plan.

Here are three examples of common problem mapping diagrams you can try with your team:

1. Fishbone diagrams

Fishbone diagrams are a common problem solving tool so-named because, once complete, they resemble the skeleton of a fish.

With the possible root causes of an issue (the ribs) branching off from either side of a spine line attached to the head (the problem), dynamic fishbone diagrams let you:

Lay out a related set of possible reasons for an existing problem
Investigate each possibility by breaking it out into sub-causes
See how contributing factors relate to one another

Fishbone diagrams are also known as cause and effect or Ishikawa diagrams.

2. Flowcharts

A flowchart is an easy-to-understand diagram with a variety of applications. But you can use it to outline and examine how the steps of a flawed process connect.

Made up of a few simple symbols linked with arrows indicating workflow direction, flowcharts clearly illustrate what happens at each stage of a process – and how each event impacts other events and decisions.

3. Strategy maps

Frequently used as a strategic planning tool, strategy maps also work well as problem mapping diagrams. Based on a hierarchal system, thoughts and ideas can be arranged on a single page to flesh out a potential resolution.

Once you’ve got a few tactics you feel are worth exploring as possible ways to overcome a challenge, a strategy map will help you establish the best route to your problem-solving goal.

Problem solving mind maps

Problem solving mind maps are especially valuable in visualization. Because they facilitate the brainstorming process that plays a key role in both root cause analysis and the identification of potential solutions, they help make problems more solvable.

Mind maps are diagrams that represent your thinking. Since many people struggle taking or working with hand-written or typed notes, mind maps were designed to let you lay out and structure your thoughts visually so you can play with ideas, concepts, and solutions the same way your brain does.

By starting with a single notion that branches out into greater detail, problem solving mind maps make it easy to:

Explain unfamiliar problems or processes in less time
Share and elaborate on novel ideas
Achieve better group comprehension that can lead to more effective solutions

Mind maps are a valuable problem solving tool because they’re geared toward bringing out the flexible thinking that creative solutions require. Here are three types of problem solving mind maps you can use to facilitate the brainstorming process.

4. Mental maps

A mental map helps you get your thoughts about what might be causing a workplace issue out of your head and onto a shared digital space.

Because mental maps mirror the way our brains take in and analyze new information, using them to describe your theories visually will help you and your team work through and test those thought models.

5. Idea maps

Idea maps let you take advantage of a wide assortment of colors and images to lay down and organize your scattered thought process. Idea maps are ideal brainstorming tools because they allow you to present and explore ideas about the best way to solve a problem collaboratively, and with a shared sense of enthusiasm for outside-the-box thinking.

6. Concept maps

Concept maps are one of the best ways to shape your thoughts around a potential solution because they let you create interlinked, visual representations of intricate concepts.

By laying out your suggested problem-solving process digitally – and using lines to form and define relationship connections – your group will be able to see how each piece of the solution puzzle connects with another.

Problem solving software solutions

Problem solving software is the best way to take advantage of multiple problem solving tools in one platform. While some software programs are geared toward specific industries or processes – like manufacturing or customer relationship management, for example – others, like MindManager , are purpose-built to work across multiple trades, departments, and teams.

Here are three problem-solving software examples.

7. Layered process audit software

Layered process audits (LPAs) help companies oversee production processes and keep an eye on the cost and quality of the goods they create. Dedicated LPA software makes problem solving easier for manufacturers because it helps them see where costly leaks are occurring and allows all levels of management to get involved in repairing those leaks.

8. Charting software

Charting software comes in all shapes and sizes to fit a variety of business sectors. Pareto charts, for example, combine bar charts with line graphs so companies can compare different problems or contributing factors to determine their frequency, cost, and significance. Charting software is often used in marketing, where a variety of bar charts and X-Y axis diagrams make it possible to display and examine competitor profiles, customer segmentation, and sales trends.

9. MindManager

No matter where you work, or what your problem-solving role looks like, MindManager is a problem solving software that will make your team more productive in figuring out why a process, plan, or project isn’t working the way it should.

Once you know why an obstruction, shortfall, or difficulty exists, you can use MindManager’s wide range of brainstorming and problem mapping diagrams to:

Find the most promising way to correct the situation
Activate your chosen solution, and
Conduct regular checks to make sure your repair work is sustainable

MindManager is the ultimate problem solving software.

Not only is it versatile enough to use as your go-to system for puzzling out all types of workplace problems, MindManager’s built-in forecasting tools, timeline charts, and warning indicators let you plan, implement, and monitor your solutions.

By allowing your group to work together more effectively to break down problems, uncover solutions, and rebuild processes and workflows, MindManager’s versatile collection of problem solving tools will help make everyone on your team a more efficient problem solver.

Download a free trial today to get started!

Ready to take the next step?

MindManager helps boost collaboration and productivity among remote and hybrid teams to achieve better results, faster.

Why choose MindManager?

MindManager® helps individuals, teams, and enterprises bring greater clarity and structure to plans, projects, and processes. It provides visual productivity tools and mind mapping software to help take you and your organization to where you want to be.

Explore MindManager

How to develop a problem-solving mindset

May 14, 2023 Leaders today are confronted with more problems, of greater magnitude, than ever before. In these volatile times, it’s natural to react based on what’s worked best in the past. But when you’re solving the toughest business challenges on an ongoing basis, it’s crucial to start from a place of awareness. “If you are in an uncertain situation, the most important thing you can do is calm down,” says senior partner Aaron De Smet , who coauthored Deliberate Calm with Jacqueline Brassey and Michiel Kruyt. “Take a breath. Take stock. ‘Is the thing I’m about to do the right thing to do?’ And in many cases, the answer is no. If you were in a truly uncertain environment, if you’re in new territory, the thing you would normally do might not be the right thing.” Practicing deliberate calm not only prepares you to deal with the toughest problems, but it enhances the quality of your decisions, makes you more productive, and enables you to be a better leader. Check out these insights to learn how to develop a problem-solving mindset—and understand why the solution to any problem starts with you.

When things get rocky, practice deliberate calm

Developing dual awareness;

How to learn and lead calmly through volatile times

Future proof: Solving the ‘adaptability paradox’ for the long term

How to demonstrate calm and optimism in a crisis

How to maintain a ‘Longpath’ mindset, even amid short-term crises

Addressing employee burnout: Are you solving the right problem?

April Rinne on finding calm and meaning in a world of flux

How spiritual health fosters human resilience

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The Consultant’s Toolkit Overview

Organizations look to consultants to provide necessary guidance on important business decisions. Designed for internal consultants with less than seven years of experience, The Consultant’s Toolkit program explores a variety of consulting tools to teach you how to diagnose organizational problems and evaluate potential solutions, enhancing your ability to confidently present recommendations to your clients and drive successful outcomes.

Some of the topics you’ll cover in the program include:

Strategic frameworks for the consulting process
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Through a combination of lecture, case discussions, and interactive group exercises, this program focuses on teaching analytic techniques that can be applied in diverse settings, ranging from small and large companies to for-profit and nonprofit organizations.

Who Should Take the Consultant’s Toolkit Training?

This program is designed to offer significant benefits to internal consultants and individuals who are currently collaborating with consultants or seeking to integrate consulting tools and techniques into their organizations.

Participants with less than seven years of consulting experience can expect to discover additional tools to enhance their expanding toolkit. However, those with over seven years of experience may find the content too foundational.

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Individuals working within small or medium-sized consulting firms, as well as internal and independent consultants, will find this program most beneficial. This program is not recommended for consultants from the largest consulting firms.

Benefits of the Consultant’s Toolkit Training

The Consultant’s Toolkit program offers the opportunity to develop a strong knowledge base and skills required to complete successful consulting projects.

Participants will learn:

The baseline for success in a consulting role and an understanding of the consulting process
Various consulting techniques in areas of strategic formulation, market research, operations, performance management, and project management
Effective methods for achieving impactful implementation
Essential consulting skills for collecting, analyzing, and presenting data
How to engage more effectively with independent consultants working for your organization

Upon completion of the program, you will receive a Certificate of Participation from the Harvard Division of Continuing Education recognizing your achievement.

In The Consultant’s Toolkit, you will learn through a combination of lecture, case studies, and interactive group exercises. Topics covered include:

An overview of the consulting industry, trends, and the role of consultants
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Discovery and data collection
Recommendation and presentation
Implementation
Dealing with resistance

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How do I know if the Consultant’s Toolkit program is right for me?

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The Consultant’s Toolkit will provide internal consultants with the valuable consulting skills they need to succeed. However, if you have more than seven years of experience or work in one of the larger consulting firms, you may find this program to be too fundamental.

How will the Consultant’s Toolkit program help me improve my career or company?

Participating in The Consultant’s Toolkit program demonstrates your proficiency in consulting tools and techniques, making you a valuable asset to your current or future organization. With this program, you can upskill or reskill to show initiative and develop new strengths, which you can demonstrate in your next consulting project.

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Learning how to break down and solve complex problems is a core skill you need in today’s business world.

The more complex and multi-faceted your problems are, the more your problem solving skills and techniques will be put to the test.

No one understands this better than some of the world's most highly paid and highly regarded problem solving professionals, the strategy consultants whose fame and fortune is dependent on their ability to quickly break down complex problems and develop effective solutions.

This page details two powerful problem solving techniques you can take from the consulting world to begin breaking down your problems and tackling them like a pro.

Problem Solving Technique #1: Focus On The Key Drivers

When analyzing a complex problem, focus your time and energy on the key drivers and big wins; don't get bogged down in the problem solving minutia. And although this sounds obvious, it is easy to inadvertently end up doing the exact opposite when first applying your problem solving techniques.

Consultants recognize that complex problems can have hundreds, if not thousands, of issues surrounding them and that can it be tempting to dig into and analyze them all for potential solutions. To fight this temptation, one problem solving technique that consultants use is to focus their time and energy on the ' key drivers ' of their problem; in other words, they focus on the largest and most salient aspects of the problem that, if solved, would have the biggest immediate impact.

When problem solving, ask yourself this:

"What are two or three 'key drivers,' or main issues, affecting the problem I am trying to solve?"

For example, if you are hired by an organization to cut costs, think of all the different ways you could potentially help them cut costs. Instead of spinning your wheels analyzing all of the potential cost saving areas, you’re better off focusing on the two or three costs that, if reduced, would have the largest overall impact on the organization.

If you're having trouble finding the key drivers of your problem, use the 80-20 rule to find your problem’s highest value components.

The 80-20 Rule: The Secret to Achieving More with Less

The 80-20 rule, or the Pareto principle, was first adopted as a problem solving technique by a management consultant who coined the phrase after Vilfredo Pareto’s 1906 research in which he observed that 20% of the pea pods in his garden produced 80% of the peas.

This principle has since become known as the 80-20 rule, and simply states that 80% of the effects, come from 20% of the causes. When applied to business, the rule can be used as follows:

80% of a company's profits come from 20% of its clients.
80% of a company's costs come from 20% of its operations.
20% of a company's clients produce 80% of its complaints.

Although this is not a universal principle, the distribution often holds true in many aspects of business and life and, as such, is one of the first problem solving techniques used by consultants to get to the heart of an issue.

For example, using the 80-20 problem solving technique for cutting costs, you could start by asking yourself questions like:

Which 20% of the company’s divisions are generating 80% of its costs? – Reduce or reorganize the company’s divisions.
Which 20% of the company’s production costs represent 80% of its cost of goods sold? – Streamline manufacturing processes.
Which 20% of the company’s marketing costs are generating 80% of its new clients? – Cut the marketing fat.

If this problem solving technique produces too many key drivers, you can narrow them down by asking yourself which of them you can build a strong case for with hard data (see #2).

#2: Build Your Case with Hard Data

When problem solving, gathering and analyzing hard data is critical to effectively building a case for, and eventually selling, a solution.

As such, consultants focus their energy on the key drivers that they can prove or disprove, by gathering and analyzing hard factual data.

Executives are not going to give you the time of day unless you can prove your point with convincing facts and figures. As such, assume that no one will listen to you, or your message, unless you have strong factual evidence to back it up.

Arguably the most famous consulting firm in the world, McKinsey, is notorious for its rigorous data gathering methodologies and problem solving analysis. Why such a focus on hard data? As Ethan Rasiel notes in his book, " The McKinsey Way ", hard data allows McKinsey consultants to quickly achieve two things:

Make Up For Lack Of Gut Instinct

Consultants are typically generalists, which means they lack the 30 or 40 years of in-depth industry experience that their clients often have. Whereas a client might have a “gut” instinct for how to solve a specific problem based on their experience, McKinsey consultants will dig for hard data to prove or disprove their clients' “gut” instinct before moving forward.

Bridge The Credibility Gap

Hard data is objective and tends to be less prone to argument. As such, hard data allows McKinsey consultants, who are typically much younger and greener than their clients, to quickly establish credibility and authority when presenting their problem’s solutions.

Recognizing that hard data will be critical to the success of your problem solving, focus on key drivers that you can back up with hard data given your time constraints.

For example, if your solution to the problem of needing to cut an organization's costs was to reorganize all of its divisions into one location, ask yourself whether or not you can get access to enough hard data to thoroughly prove or disprove your solution. If not, ask for a project extension, break your key driver down into smaller pieces, or pick another key driver to focus on.

Two Data Analysis Tips From McKinsey

A common challenge when problem solving complex issues is knowing where to start and when to stop.

Here are two problem solving tips straight from McKinsey:

Problem Solving Tip #1 – Start With The Outliers:

A great problem solving technique when analyzing large sets of data is to calculate a performance metric around your key drivers and focus on the outliers.

For example, costs per unit per region:

Positive outliers (low cost per unit) will surface potential best practices you can mimic.
Negative outliers (high cost per unit) will give you something to immediately figure out and fix.

Problem Solving Tip #2 - Don’t Boil The Ocean:

It’s important to realize that when figuring out how to solve a problem, there is always an enormous amount of research and data analysis you could potentially do.

Instead of trying to perform all of it, which is the equivalent of trying to boil the ocean, McKinsey consultants focus on doing enough research and analysis to thoroughly prove or disprove their key drivers and ignore everything else.

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Project Management

8 consulting skills to master for effective client solutions.

Sudarshan Somanathan

Head of Content

February 19, 2024

Consulting has a certain allure that draws many professionals to its ranks, and for good reason.

The work is varied and dynamic as consultants engage with different types of clients. They’re valued for their specialized expertise, objective insights, and problem-solving capacity. Besides, if you’re with a consulting firm, you get frequent opportunities to travel.

Organizations rely on management consultants in finance, sales, marketing, IT, and HR to enhance performance, streamline operations, and execute growth strategies. Whether you’re a seasoned pro handling multiple clients simultaneously or a newbie considering testing the consulting waters, this professional life can be challenging.

Management consulting has several moving parts, from data analysis and strategy building to stakeholder meetings and tight deadlines. You must quickly adapt to new industries, corporate cultures, and teams, demonstrating flexibility, emotional intelligence, and interpersonal skills while delivering tangible, cost-effective solutions.

So, if you want to improve at this job, this blog post is for you. We share the essential consulting skills you need to master, practical ways to develop and enhance those skills, and the tools and resources you need to be a great consultant.

Let’s get started.

1. Creative thinking

2. problem-solving, 3. leadership and teamwork, 4. analytical thinking, 5. strategic planning, 6. risk management, 7. negotiation, 8. decision making, 1. reflect on your performance, 2. find a mentor, 3. take online courses, 4. learn from different sources, 1. data analysis software, 2. business intelligence tools, 3. customer relationship management (crm) software, 4. knowledge management systems, frequently asked questions (faqs).

8 Top Consulting Skills to Master to Grow Your Career

The common perception is that consulting as a career requires only strong domain knowledge. While domain knowledge is a must-have for consultants, there are other essential skills you need if you wish to become a successful consultant.

Here are the critical consulting skills you need to deliver value to your clients.

This skill is about coming up with new ideas and solutions. As an independent consultant, creative thinking helps you approach problems from unique angles and arrive at solutions beyond traditional methods.

Being creative equips you to conceptualize complex ideas into understandable models, making it easier for clients to grasp proposed solutions. You can also pivot your strategies efficiently as new challenges and information emerge.

Here are some tips to develop your creative thinking skills:

Keep an ideas journal for recording spontaneous thoughts, inspirations, and observations throughout the day. Regularly review how you can apply these ideas and innovative solutions to complex problems
Adopt a curious mindset. Challenge assumptions by asking ‘Why?’ and ‘What if?’ questions to deepen your understanding and open new perspectives
Set tight deadlines for brainstorming ideas for a client problem. This can stimulate quick, creative thinking by putting pressure on the usual thought processes
Block out some time to engage in creative projects, which can unblock your thinking
Use flowcharts and mindmaps for brainstorming ideas, alone or in collaboration with others

Problem-solving is at the heart of consulting. It involves systematically identifying, analyzing, and overcoming business challenges.

Clients will hire you to find innovative solutions to their challenges; they’ve probably already tried the obvious ways to resolve issues and failed. Your biggest asset here is a solutions-oriented mindset. You must be able to list all the facets of a problem and devise an actionable plan to resolve it.

Here’s how to level up your problem-solving skills:

Familiarize yourself with established frameworks, such as Porter’s Five Forces and the McKinsey 7S Framework , as a structured way to dissect and learn more about problems

Practice “issue trees” to find the root cause of a problem and conceive potential solutions accordingly

Look for problem-solving strategies in industries other than your own. You can adapt solutions from one industry to solve problems in another
If you’re working with a group, try the 6-3-5 method of brainstorming to generate creative possibilities and solutions
Practice problem-solving using role-plays and case studies

As a consultant, you must drive the conversation forward to bring your clients closer to their goals and help them make informed decisions. You may be required to make bold decisions, build strong relationships with stakeholders, seek feedback, and take the discussion in a direction that leads to finding solutions quickly.

Leadership skills include influencing people, communicating well, and being self-aware. To work well with a team, you will need all these qualities and well-developed people skills such as respect, collaboration, and flexibility.

Here’s how you can amp up your teamwork and leadership skills:

Your clients will require your unbiased and objective opinions. Practice active listening and consider all perspectives before you develop practical solutions
Practice and improve your ability to express yourself verbally and in writing. Being able to express and explain ideas is essential if you want to influence people
Learn to implement a conflict resolution framework to navigate disagreements with your team or clients and ensure they’re addressed constructively
Engage in short-term mentorships both as a mentor and a mentee to expose yourself to new leadership styles and strategies
Spend time learning about yourself—your strengths, areas of development, fears, and also what motivates you. This will help you identify and prioritize opportunities for growth and development as a leader as well as a member of a team
Learn and practice conflict management, which requires empathy, openness to ideas, and the ability to keep the team goals ahead of individual goals

Strong analytical thinking enables you to visualize, process, and organize complex information quickly, which, in turn, helps you devise effective solutions.

For instance, if you offer sales strategy consulting services to an organization and discover that many of its clients drop out from the sales funnel at a specific stage, your analytical skills can help evaluate the situation and understand the root cause behind the drop.

To sharpen your analytical and critical thinking:

Dedicate time each week to read industry reports and case studies to learn different types of analysis and ways of thinking and build your analytical depth
Practice writing reports that require analytical thinking. This habit will clarify your thought process and help you present your analysis coherently while also enhancing your written communication skills
Engage in business strategy games or simulation exercises that challenge you to analyze scenarios, recognize patterns or trends, make decisions, and observe outcomes
Play games and puzzles that can sharpen your analytical skills, such as crosswords, Sudoku, strategic board games, etc.

Organizations bring consultants on board to solve problems or help them find new ways of doing things. Your job as a consultant requires you to audit existing processes, find gaps, and use your specific knowledge to help them improve. This requires a great deal of strategic thinking and planning, as you must see the big picture and zoom into the nitty gritty where needed.

Strategy planning helps you align with a client’s long-term goals and objectives while executing the smaller elements of the overall strategy.

This skill requires a rare combination of conceptual knowledge and practical application. Here’s how you can be a better strategic planner:

Instead of approaching a problem head-on, start with the desired outcome and work backward to understand the steps needed to achieve it. Use process mapping tools to organize the entire roadmap visually
Regularly conduct scenario planning sessions where you create detailed responses to hypothetical client problems. This boosts your capability to anticipate changes and develop flexible strategies
Hone your questioning skills. Make it a habit to ask as many questions as possible, covering all aspects of the problem at hand
Practice working with opposing viewpoints. Question all your assumptions and look for chinks in your ideas. This helps you develop stronger arguments and sharpen your logical thinking skills

Use consulting templates to make your job easier and speed up the collaboration process with your clients. Create templates for time tracking, contracts, client deliverables, and anything else so you can focus on what matters the most—delivering results for your clients.

Risk management is about identifying, assessing, and prioritizing risks, then organizing and applying resources to minimize, monitor, and control the impact of unforeseen events. This is an essential skill for both project execution and strategic advising.

Here’s how you can master risk management:

Bank on your project management skills. Develop the ability to spot potential risks early in the project lifecycle by analyzing plans, understanding the client’s business, and considering external factors that could impact outcomes
Learn to assess the likelihood and impact of identified risks using qualitative and quantitative risk analysis methods, such as risk matrices or Monte Carlo simulations

Host risk mapping workshops with cross-functional teams to prioritize risks, fostering a culture of shared responsibility for risk management
Keep up with the current trends and regulatory changes in your industry to be always updated about possible risks

As you advance in your consulting career, you’ll secure contracts, define project scope, optimize client management , and resolve conflicts. These situations demand you to negotiate with your clients and other stakeholders.

Unfortunately, negotiations can be costly and fail to deliver the desired business outcomes if you don’t strike the right balance.

Here’s how you can be a master negotiator:

Build rapport with your clients to create a more collaborative atmosphere and facilitate smoother negotiations
Learn to frame proposals to highlight the advantages for both sides, resulting in more amicable and successful negotiations. Always aim for agreements that provide mutual benefits
Practice strategically thinking about long-term goals and the broader impact of decisions, considering both the big picture and the detailed steps you need to get there. The more convinced you are, the more quickly you can convince your clients
Develop your emotional intelligence skills like empathy and self-regulation so you can negotiate effectively and with a positive approach

You often work under tight deadlines and must make quick yet effective decisions. Making timely decisions without sacrificing quality is critical for meeting project timelines and delivering value to clients.

Here’s how you can brace yourself to make decisions effectively:

Educate yourself about common cognitive biases (e.g., confirmation bias, anchoring) that affect decision-making. Mitigate these biases by having a personal checklist that you review before making a decision. You can also use the Ladder of Inference for deeper analysis
Maintain a decision journal to record the rationale behind significant decisions, expected outcomes, and the actual results. This will help you understand your decision-making patterns and learn from past mistakes
Adopt structured decision-making frameworks like SWOT analysis or the Eisenhower Matrix (urgent vs. important) to evaluate options methodically

How to Develop and Enhance Your Consulting Skills

The most successful management consultants are the ones who are constantly learning. You must be ready to become a lifelong student and take the following steps to improve your consulting skills:

This means asking yourself key questions, such as:

What do you do well?
What do you struggle with?
What feedback do you often receive from your manager or clients?

By diving deep into how you work and interact with others, you can highlight areas of improvement and plan your training accordingly.

It helps to learn from an experienced consultant, especially if the person has a similar career trajectory. For instance, a mentor can teach you how to achieve that position if you’re a junior consultant, but your leadership instincts make you want to take on more responsibilities.

A mentor can help you recognize your key competencies, improve your consulting skills, and introduce you to better career advancement options.

Enroll in training programs and consulting certifications focusing on data analysis and visualization, project management, strategy building, internal analysis, etc. Platforms like Coursera, LinkedIn Learning, and edX offer courses tailored to various levels of expertise.

For example, if you want to learn about CRM best practices, you can look up CRM certifications and be more tech-savvy in managing your marketing consulting projects.

Additionally, keep an eye on the developments in your industry and market trends for continuous learning, and attend industry events to build strong relationships with your peers.

Don’t just stick to courses. Consume knowledge from all possible sources to increase your chances of being a successful consultant.

For example:

Read books, blogs, newsletters, industry news, and corporate case studies
Listen to podcasts, webinars, and audiobooks
Attend workshops, events, and conferences
Join online communities and Slack channels and connect with consultants from around the globe, exchanging information and learning along the way

The Role of Tools and Resources in Consulting

In the past decade, the consulting sector has grown significantly owing to ongoing economic change, substantial development in IT, and increasing globalization.

This has given way to new client engagement models and technology uses, including consultancy software , to complement the profession. Let us look at the valuable tools and resources in a day-to-day consulting job that helps you get more done in less time.

Consultants use tools like Excel, SAS, IBM SPSS, and Looker to clean, analyze, and visualize data and derive insights from large datasets.

For instance, you might use Excel to perform a cost-benefit analysis for a new project or Looker for predictive analytics to forecast market trends.

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1. What are the core consulting skills?

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2. Who can be called a management consultant?

A management consultant offers professional or expert advice in a particular business domain to either an organization or an individual.

3. What’s a consultant mindset?

A consultant mindset is essentially about being curious and analytical, having a collaborative and empathetic attitude, and showcasing leadership and strategic thinking.

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Client Engagement Opportunity
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Share this article, download a pdf version., subscribe to our newsletter, 10 effective tools and problem-solving methods for manufacturers.

Downloaded on: May 8, 2024

• April 30, 2024

Worker wearing a safety helmet, surrounded by machines, looking into the distance while holding a tablet

Variability of demand, quality management, equipment maintenance, and integration of new technologies : problems are frequent and inevitable, and manufacturers face challenges very often. Acknowledging this reality enables teams to remain vigilant, quickly identify and resolve these difficulties, and constantly improve processes and products alike.

Why focus on problem-solving? In the Lean philosophy , a problem isn't just a problem; it's also, and above all, an opportunity to do better. Rather than hiding or ignoring what's not working, the idea is to face up to it, to find structured methods for optimizing efficiency and quality. For this, there are a number of possible solutions and tools available.

What are the different stages of problem-solving? Which methods and tools are most effective in production environments? And how do you use them?

This article provides all the answers and problem-solving tips.

Key takeways:

By scrutinizing every action and aspect of processes, it is crucial to distinguish between activities that bring value and those that don't , in order to reduce or eliminate waste.
Involving employees in identifying problems and suggesting solutions strengthens their sense of ownership, and improves team cohesion and efficiency.
Root Cause Analysis (RCA) helps to identify the underlying causes of problems to find more sustainable solutions and prevent problems from recurring.
The use of tools such as the PDCA cycle and the 5S method, as well as techniques such as Six Sigma , is essential for optimizing processes and improving quality and efficiency.
It is essential to monitor implemented changes and continuously improve them to maintain and increase Overall Equipment Effectiveness (OEE).

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Key steps of a problem-solving process in a factory

To better understand each of these steps, let's take the example of a factory manufacturing automotive components, faced with a sudden rise in the number of defective parts.

Graphic showing the 6 steps of the problem-solving process, each with a short explanation

1. Identify the problem

The first step is to recognize that a problem exists. This involves observing the symptoms and identifying the gaps between the current state and the desired goal.

The QQOQCCP tool enables you to identify the problem by collecting factual information on incidents.

Observation: Abnormal increase in the number of defective parts at the quality inspection station.
Action: Collect data on the number of defective parts, the types of defects, and the times when they occur.

2. Define the problem

After identification, you need to precisely define the problem. This involves determining its scope (using the Four A’s method, for example), representing it clearly, and understanding its impact on operations.

Analysis: 10% of parts produced have surface defects (higher than the acceptable standard of 2%).
Action: Clearly define the problem as a significant increase in surface defects on automotive parts.

3. Find the root cause of the problem

This step aims to analyze the factors contributing to the problem in order to identify its root cause. This is a critical process requiring in-depth examination to avoid treating symptoms alone.

Investigation: After using the 5 Whys method, the root cause turns out to be premature machine wear.
Action: Examine maintenance records and machine operating parameters to confirm this cause.

4. Brainstorm solutions

Once the root cause has been identified, it's time to focus on finding solutions. This phase encourages creative problem-solving and innovation from the whole team. They have to explore existing ideas and generate new ones.

Brainstorming: Several potential solutions are considered, such as replacing tools more frequently or modifying machine parameters.
Action: Evaluate the advantages, disadvantages, and feasibility of each solution using the PDCA method.

5. Test your solutions

Before implementing a solution on a large scale, it is essential to test it in a controlled environment. This enables you to assess its effectiveness in real-life situations and adjust the action plan.

Experimentation: Replace tools more frequently to see if this reduces the defect rate.
Action: Implement the test plan over a set period using the "Do" phase of PDCA, then collect data on the impact of this change.

6. Standardize and document the chosen solution

Once you’ve found the best solution, it must be standardized and integrated into the organization's procedures. Documenting the process helps prevent the problem from recurring and facilitates employee training .

Implementation: After confirmation that more frequent tool replacement reduces defects, this practice is standardized across the entire production line using the DMAIC method.
Action: Document the new process using the 8Ds, train operators in the new practice, and integrate the change into standard operating procedures.

3 Methods to Implement Now HOW TO ACHIEVE OPERATIONAL EXCELLENCE Download our Whitepaper

5 Useful problem-solving strategies for manufacturing

1. 8d (eight disciplines problem solving).

8D is a quality approach to solving complex problems requiring in-depth analysis and lasting corrective action.

The method comprises eight steps:

Prepare the 8D process
Describe the problem
Identify and implement immediate actions
Identify the real causes
Identify and implement permanent corrective actions
Validate permanent corrective actions
Prevent recurrence
Congratulate the team

Use case in the manufacturing industry

Problem: Recurrent failure of a major piece of equipment, leading to costly production stoppages.

8D would enable a multi-disciplinary team to systematically identify, analyze, and eliminate the root cause of the failure while implementing sustainable corrective actions.

2. PDCA (Plan-Do-Check-Act)

Also known as the Deming wheel, this systematic, iterative model comprises four stages or cycles: Plan, Do, Check, Act.

The PDCA method helps companies test changes under controlled conditions, evaluate the results, and then implement improvements progressively to optimize production and ensure consistent product quality.

Problem: Variation in the quality of the finished product, which does not always meet standards.

PDCA would address this problem by planning improvements, testing them, evaluating their effectiveness, and adjusting the production process to stabilize product quality.

Circle-shaped graphic describing a step of the PDCA method in each quadrant

3. DMAIC (Define, Measure, Analyze, Improve, Control)

This Six Sigma method is highly effective in optimizing production processes, reducing variation, and eliminating defects by focusing on data and statistical analysis.

It involves clearly defining the problem (Define), measuring (Measure), and analyzing process data to identify root causes (Analyze), then implementing improvements (Improve) and controlling processes to ensure sustainable quality gains (Control).

Problem: High scrap and rework rates on an assembly line.

DMAIC would be used to specify the problem, measure performance, analyze data to find the cause, implement improvements, and control the process to reduce defects.

4. QRQC (Quick Response Quality Control)

This fast, effective method inspired by Lean Management, consists in identifying, analyzing and solving problems directly on the shop floor. It is particularly well suited to fast-paced production environments where immediate detection and resolution are necessary to maintain production continuity and efficiency.

Problem: Frequent safety incidents in the workplace.

QRQC would enable rapid reaction to identify and resolve the causes of such incidents immediately, thereby reducing their frequency and improving overall safety.

5. Four A’s

The Four A’s method is a structured approach that is designed to systematically address and solve problems within an organization.

Assess: This step involves identifying and understanding the problem.
Analyze: Once the problem is assessed, the next step is to analyze it to find the root causes.
Address: With a clear understanding of the root causes, the third “A” involves developing and implementing solutions to address these causes.
Act: The final “A” focuses on standardizing the correct solution and integrating it into the organization’s processes.

It is used where problems need to be solved quickly and efficiently while ensuring that lessons learned are integrated into standard practices.

Problem: Missed delivery deadlines due to production bottlenecks.

The Four A’s method would help to quickly detect bottlenecks, analyze their causes, find and implement effective solutions, and then integrate these changes into regular operations to improve on-time delivery.

How to choose the right problem-solving method

The choice of problem-solving method depends on several factors:

The nature and complexity of the problem: Before choosing a problem-solving approach, you need to understand exactly what is wrong. If it's a complex and multifactorial problem, structured, in-depth methods such as 8D or DMAIC may be appropriate. For more immediate or quality-related problems, QRQC or Four A’s may be more appropriate.
Company objectives: Look at the big picture; align the method with your strategic objectives, such as improving quality, reducing costs, or increasing customer satisfaction. For example, DMAIC is often chosen for defect reduction and process optimization objectives.
Available resources: Think about the resources you can allocate to problem-solving processes (time, skills, budget). For example, PDCA can be implemented more quickly when resources are limited.
Team expertise and problem-solving skills: Use a method that matches your team's qualifications. Training may be required for more complex approaches such as DMAIC or 8D.
The need for standardization and documentation: If documentation and standardization of processes are essential, opt for methods that integrate these aspects, such as 8D or DMAIC.

IMPROVE YOUR SUPERVISION TOURS Gemba: Ultimate GuideDownload now

5 Tools for structuring your problem-solving methods

Now it's time for the problem-solving tools! These will help structure the process and keep it moving in the right direction.

1. The 5 Whys

This problem-solving technique, created by Toyota founder Sakichi Toyoda, involves repeatedly asking the question "Why?" until the root cause of a given problem is revealed. It's a simple but powerful tool for finding root causes.

A factory has a problem with late delivery of finished products:

Why is the plant experiencing delays in the delivery of finished products? Because the production of final units is often late.
Why is the production of final units behind schedule? Because assembly takes longer than expected.
Why does assembly take longer than expected? Because parts needed to complete assembly are often missing.
Why are parts often missing? Because supplies regularly arrive late from the supplier.
Why do supplies arrive late from the supplier? Because orders are placed too late, due to an inefficient procurement process.

2. The Ishikawa diagram (5M)

Also known as the "fishbone diagram" or "5M", this tool developed by Kaoru Ishikawa helps to systematically visualize all the potential causes of a specific problem, as well as the contributing factors.

Causes are divided into 5 main categories.

A factory encounters a problem with a drop in product quality:

Problem or "Effect" (fish head): Decline in product quality
Categories of causes (main branches):
Manpower: Operator skills , training, motivation.
Methods: Work procedures, quality standards, operating instructions.
Materials: Raw material quality, batch variability, supplier specifications.
Environment: Working conditions, temperature, humidity, dust.
Equipment: Equipment wear, machine calibration, maintenance.

This evolution of the Ishikawa diagram focuses on not five, but seven major problem areas: Manpower, Method, Materials, Environment, Equipment, Management, Measurement.

A factory is experiencing machine failure problems:

Manpower: Inadequate operator training, human error due to fatigue, or lack of experience.
Methods: Obsolete production processes, and lack of standardized operating and maintenance procedures.
Materials: Inconsistent quality of raw materials, premature wear of spare parts.
Environment: Unsuitable working conditions, disturbances due to excessive noise or vibration.
Equipment: Outdated equipment, neglected or inadequate preventive maintenance.
Management: Inadequate decision-making, and insufficient communication between departments.
Measurement: Uncalibrated or faulty measuring instruments, lack of regular quality controls.

4. The Pareto principe

The Pareto or 80/20 principle is very useful for focusing on the problems that will have the greatest impact once solved, and for making informed decisions.

In a factory producing electronic components, 80% of production defects stem from just 20% of the manufacturing processes.

By analyzing production data, the company could discover that the majority of defects are linked to errors in the soldering and PCB inspection stages. These two stages, although representing a small part of the total manufacturing process, are crucial and require special attention to reduce the overall number of defects.

Two circular diagrams displayed side-by-side, showing the 80/20 rule

5. The QQOQCCP

This tool helps gather comprehensive information on a problem by answering these key questions: Who, What, Where, When, How, How much, Why. Thus, it provides an in-depth understanding of the situation.

There is a delay in production at a furniture manufacturing plant:

Who is affected by the problem? Assembly line operators and production managers are directly affected by the delay.
What exactly is the problem? Deliveries of finished furniture to customers are several days behind schedule.
Where exactly is the problem occurring? The problem occurs in the final assembly shop, where the furniture is prepared for shipment.
When was the problem detected or when does it occur? The delay has been observed over the past two weeks, mainly during the third shift.
How does the problem occur? The delay is due to a bottleneck in the finishing and packing stage, where there is a lack of personnel and problems with the packing equipment.
How often has the problem occurred, or what is the scale of the problem? The problem caused a 30% delay in orders during this period.
Why does the problem occur? The problem could be due to inadequate staff planning and recurring packaging equipment failures.

Other tools can also be useful for structuring problem-solving methods:

Brainstorming
Gemba Walks
SWOT analysis
Control charts
Prioritization matrices

Tips for effective implementation of problem-solving techniques

Integrate problem-solving into daily routines.

Instead of seeing problem-solving as a separate activity, integrate it into daily routines. For example, set up SIM meetings to discuss ongoing problems as a group and monitor progress on solutions.

Use technology for your benefit

Adopt a Daily Management System (DMS) like UTrakk to quickly identify problems, track corrective actions, facilitate collaboration between teams, and document solutions in a centralized repository.

Develop specific key performance indicators for problem resolution

Define Lean KPIs that measure the effectiveness of the problem-solving process (average time to solve the problem, problem recurrence rate, and impact of solutions on business performance).

Practice problem-solving on the shop floor

To understand problems, you need to go where value is created. Encourage managers to go on the shop floor to directly observe processes, interact with operators, and identify possible improvements.

Create cross-functional problem-solving groups

Form teams with members from different departments to tackle complex problem-solving. Integrating different angles, perspectives, and expertise broadens the point of view on the subject, enriches the analysis, and generates more creative ideas.

Adopt a coaching approach to skills development

In addition to basic training, use mentoring and coaching to develop problem-solving skills . Experienced employees can guide less experienced ones, sharing their know-how.

Conduct post-mortem reviews

When a problem is solved, conduct a post-mortem to discuss what went well, what didn't, and how processes can be improved.

Tracking and evaluating each solution implemented allows you to adjust strategies as needed, learn from past experiences, and foster continuous improvement .

TRACK AND MEASURE YOUR PERFORMANCE UTrakk DMeSDownload our brochure

UTrakk: Your ally in structuring and optimizing problem-solving

Using organized methods and analytical tools to tackle challenges is essential for manufacturers seeking to improve operational efficiency and product quality. UTrakk DMS is the perfect solution for this structured approach to daily problem-solving. With its multiple functionalities – rituals, actions, dashboards, and more – this Daily Management System can adapt to any problem-solving method to optimize every step of the process. Once a solution is standardized, it can be documented in UTrakk’s Knowledge Center to ensure compliance and prevent recurrence.

Adopting these problem-solving techniques not only enables manufacturers to respond effectively to today's challenges, but it also lays the foundations for continuous improvement, ensuring their competitiveness in an ever-changing industrial environment .

FAQ on problem-solving methods

What are the key problem-solving methods for manufacturers.

The key problem-solving methods for manufacturers include Lean manufacturing, Six Sigma, and the PDCA (Plan-Do-Check-Act) cycle. These methodologies focus on eliminating waste, optimizing processes, and implementing continuous improvement to enhance operational efficiency.

How can manufacturers effectively implement Lean principles?

Manufacturers can effectively implement Lean principles by identifying and eliminating waste, optimizing workflows, and improving overall efficiency through techniques like Kanban and 5S. Training employees and involving them in the continuous improvement process are also critical steps.

What is the importance of Six Sigma in manufacturing?

Six Sigma is important in manufacturing because it provides a data-driven approach for reducing defects and variability in processes. This methodology helps in improving product quality and operational efficiency by following the DMAIC (Define-Measure-Analyze-Improve-Control) framework.

Can technology enhance problem-solving in manufacturing?

Technology plays a crucial role in enhancing problem-solving in manufacturing. Digital twins, augmented reality, and collaborative robotics are technologies that help improve precision, efficiency, and safety, facilitating better decision-making and process optimization.

What benefits do continuous improvement practices offer to manufacturers?

Continuous improvement practices offer several benefits, including increased operational efficiency, reduced waste and costs, and improved employee engagement and customer satisfaction. These practices encourage a proactive approach to addressing inefficiencies and fostering innovation.

Turn your production challenges into opportunities for improvement!

In addition to providing the UTrakk solution, Proaction International supports you in implementing the best problem-solving methods and helps you achieve operational excellence.

Adeline de Oliveira

Writer and editorial manager for about 15 years, Adeline de Oliveira is passionate about human behavior and communication dynamics. At Proaction International, she covers topics ranging from Industry 5.0 to operational excellence, with a focus on leadership development. This expertise enables her to offer insights and advice on employee engagement and continuous improvement of managerial skills.

Déli-Porc Develops an Agile, Digitalized Culture Focused on Optimization

Kefor maximizes its performance by optimizing manager skills, le goupe maurice: motivate and retain talents by focusing on the leadership development of managers.

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Elon Musk Says There Should Be More To Life Than Just 'Solving One Problem After Another:' 'If You Ask A Kid Anywhere Around The World...'

Zinger key points.

Tesla and SpaceX chief Elon Musk thinks making humanity a space-faring civilization should be one of the things we look forward to.
He wants space exploration to be more than just a work of science-fiction.

Tesla Inc. CEO and SpaceX co-founder Elon Musk thinks human life has a greater value to it than just thinking about "solving one problem after the other."

What Happened: Speaking at the Milken Institute's 27th Global Conference, Musk dived into his vision of making humanity a space-faring civilization.

The host, Mike Milken , began the conversation with an 11-year-old clip of Musk talking about the three biggest things that would have the biggest impact on the future of humanity.

Musk summarized these as the internet, sustainable energy, and making humanity a space-faring civilization. The tech billionaire is invested in all three areas – Starlink offers satellite-based internet services, the flagship Tesla Inc. offers sustainable energy solutions like solar panels, battery storage, and electric vehicles, while SpaceX is currently focused on landing humans on Mars.

Subscribe to the Benzinga Tech Trends newsletter to get all the latest tech developments delivered to your inbox.

Beyond this, Musk also talked about two other topics: modifying the human genome, and artificial intelligence (AI.) This was when he was still in college.

Some of these areas, like making humanity a space-faring civilization, have been extensively depicted in science fiction – be it comics, TV shows, or movies.

"At some point, we want to make science fiction not fiction forever. Let's make life multi-planetary and be a space-faring civilization. Be out there among the stars."

See Also: Elon Musk Reacts As MIT Engineer Says We’re At ‘Fraction Of 1% In AI Investment. Imagine What’s About To Come In Next Decade

"You have to be excited about the future. Life cannot just be about solving one problem after another," he said, adding that becoming a space-faring civilization is one of those things that should be exciting.

"If you ask kids anywhere around the world, like what is one of the most inspiring things, like a 5-year-old, 6-year-old… they're going to say, space exploration is one of those things."

Musk’s Has Been Dreaming About Space Exploration For A Long-Time Now

Musk has been a big proponent of expanding humanity beyond the Earth for a long time now.

Earlier in April, when Russian Space chief Yuri Borisov touted Roscosmos' Amur rocket's capabilities, Musk accepted the challenge , saying, "Bring it on."

The SpaceX chief has been critical of stagnation on the space exploration front. He wants to build a city on Mars in 20 years and thinks humanity should have a moon base and be among the stars.

"You want to have some sense that the future is going to be better than the past."

Back in December 2023, Musk outlined his ambitious plans for Starship production , emphasizing the importance of reusable rockets in SpaceX's long-term goals.

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Generative AI is transforming the software development industry. AI-powered coding tools are assisting programmers in their workflows, while jobs in AI continue to increase. But the shift is also evident in academia—one of the major avenues through which the next generation of software engineers learn how to code.

Computer science students are embracing the technology, using generative AI to help them understand complex concepts, summarize complicated research papers, brainstorm ways to solve a problem, come up with new research directions, and, of course, learn how to code.

“Students are early adopters and have been actively testing these tools,” says Johnny Chang , a teaching assistant at Stanford University pursuing a master’s degree in computer science. He also founded the AI x Education conference in 2023, a virtual gathering of students and educators to discuss the impact of AI on education.

So as not to be left behind, educators are also experimenting with generative AI. But they’re grappling with techniques to adopt the technology while still ensuring students learn the foundations of computer science.

“It’s a difficult balancing act,” says Ooi Wei Tsang , an associate professor in the School of Computing at the National University of Singapore . “Given that large language models are evolving rapidly, we are still learning how to do this.”

Less Emphasis on Syntax, More on Problem Solving

The fundamentals and skills themselves are evolving. Most introductory computer science courses focus on code syntax and getting programs to run, and while knowing how to read and write code is still essential, testing and debugging—which aren’t commonly part of the syllabus—now need to be taught more explicitly.

“We’re seeing a little upping of that skill, where students are getting code snippets from generative AI that they need to test for correctness,” says Jeanna Matthews , a professor of computer science at Clarkson University in Potsdam, N.Y.

Another vital expertise is problem decomposition. “This is a skill to know early on because you need to break a large problem into smaller pieces that an LLM can solve,” says Leo Porter , an associate teaching professor of computer science at the University of California, San Diego . “It’s hard to find where in the curriculum that’s taught—maybe in an algorithms or software engineering class, but those are advanced classes. Now, it becomes a priority in introductory classes.”

“Given that large language models are evolving rapidly, we are still learning how to do this.” —Ooi Wei Tsang, National University of Singapore

As a result, educators are modifying their teaching strategies. “I used to have this singular focus on students writing code that they submit, and then I run test cases on the code to determine what their grade is,” says Daniel Zingaro , an associate professor of computer science at the University of Toronto Mississauga . “This is such a narrow view of what it means to be a software engineer, and I just felt that with generative AI, I’ve managed to overcome that restrictive view.”

Zingaro, who coauthored a book on AI-assisted Python programming with Porter, now has his students work in groups and submit a video explaining how their code works. Through these walk-throughs, he gets a sense of how students use AI to generate code, what they struggle with, and how they approach design, testing, and teamwork.

“It’s an opportunity for me to assess their learning process of the whole software development [life cycle]—not just code,” Zingaro says. “And I feel like my courses have opened up more and they’re much broader than they used to be. I can make students work on larger and more advanced projects.”

Ooi echoes that sentiment, noting that generative AI tools “will free up time for us to teach higher-level thinking—for example, how to design software, what is the right problem to solve, and what are the solutions. Students can spend more time on optimization, ethical issues, and the user-friendliness of a system rather than focusing on the syntax of the code.”

Avoiding AI’s Coding Pitfalls

But educators are cautious given an LLM’s tendency to hallucinate . “We need to be teaching students to be skeptical of the results and take ownership of verifying and validating them,” says Matthews.

Matthews adds that generative AI “can short-circuit the learning process of students relying on it too much.” Chang agrees that this overreliance can be a pitfall and advises his fellow students to explore possible solutions to problems by themselves so they don’t lose out on that critical thinking or effective learning process. “We should be making AI a copilot—not the autopilot—for learning,” he says.

“We should be making AI a copilot—not the autopilot—for learning.” —Johnny Chang, Stanford University

Other drawbacks include copyright and bias. “I teach my students about the ethical constraints—that this is a model built off other people’s code and we’d recognize the ownership of that,” Porter says. “We also have to recognize that models are going to represent the bias that’s already in society.”

Adapting to the rise of generative AI involves students and educators working together and learning from each other. For her colleagues, Matthews’s advice is to “try to foster an environment where you encourage students to tell you when and how they’re using these tools. Ultimately, we are preparing our students for the real world, and the real world is shifting, so sticking with what you’ve always done may not be the recipe that best serves students in this transition.”

Porter is optimistic that the changes they’re applying now will serve students well in the future. “There’s this long history of a gap between what we teach in academia and what’s actually needed as skills when students arrive in the industry,” he says. “There’s hope on my part that we might help close the gap if we embrace LLMs.”

How Coders Can Survive—and Thrive—in a ChatGPT World ›
AI Coding Is Going From Copilot to Autopilot ›
OpenAI Codex ›

Rina Diane Caballar is a writer covering tech and its intersections with science, society, and the environment. An IEEE Spectrum Contributing Editor, she's a former software engineer based in Wellington, New Zealand.

Yes! Great summary of how things are evolving with AI. I’m a retired coder (BS comp sci) and understand the fundamentals of developing systems. Learning the lastest systems is now the greatest challenge. I was intrigued by Ansible to help me manage my homelab cluster, but who wants to learn one more scripting language? Turns out ChatGPT4 knows the syntax, semantics, and work flow of Ansible and all I do is tell is to “install log2ram on all my proxmox servers” and I get a playbook that does just that. The same with Docker Compose scripts. Wow.

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Title: comm: collaborative multi-agent, multi-reasoning-path prompting for complex problem solving.

Abstract: Large Language Models (LLMs) have shown great ability in solving traditional natural language tasks and elementary reasoning tasks with appropriate prompting techniques. However, their ability is still limited in solving complicated science problems. In this work, we aim to push the upper bound of the reasoning capability of LLMs by proposing a collaborative multi-agent, multi-reasoning-path (CoMM) prompting framework. Specifically, we prompt LLMs to play different roles in a problem-solving team, and encourage different role-play agents to collaboratively solve the target task. In particular, we discover that applying different reasoning paths for different roles is an effective strategy to implement few-shot prompting approaches in the multi-agent scenarios. Empirical results demonstrate the effectiveness of the proposed methods on two college-level science problems over competitive baselines. Our further analysis shows the necessity of prompting LLMs to play different roles or experts independently. We release the code at: this https URL

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