Have a problem – Want to solve it fast?

Answer the “who what where when why and how questions”.

I walked into a department that had bad morale, a backlog of work that would make your head spin, outdated technology and processes, and horrible customer service, I had to come up with effective problem-solving tactics to turn around this department fast!

System:

I came up with the who, what, where, when, why and how process for identifying the current situation, identifying the problem, and lastly solving the problem.

Problem solving can drive increased efficiency and improved decision-making.  It can also strengthen communication, generate cost savings and boost team morale.

When approaching any process improvement or problem-solving situation, the first step is to thoroughly understand the current situation. Without a clear picture of what’s happening now, it’s impossible to diagnose issues accurately.

This involves gathering information on who is involved, what the item or process is, where it resides in the workflow, when and how frequently it’s used, and why it exists in the first place. Breaking down these elements provides the foundation for a comprehensive analysis, allowing you to pinpoint areas for improvement and set your department, agency, business and yourself for successful change.

Ask yourself these 6 questions to identify any situation.

1. 1. 1. 1. 1. 1. 1. Who – who uses it?
                  2. What – what is it?
                  3. Where – where is it currently located?
                  4. When – how often do you use it?
                  5. Why – why use this it?
                  6. How – how do you use it?
                  7. Question #1: Who uses it?

Purpose #1:  Analyze processes or tools.

Identifying the users gives clarity about the stakeholders involved. For example, is the item or process being used solely or accessed by the one department or multiple departments or even external vendors? Knowing the users of the item or process will help understanding the needs, pain points, and how integral this tool is to the stakeholders’ daily tasks.

Question #2:  What – What Is It?

Purpose #2: Specificity in the tools and processes that run your department or agency

Define what exactly you’re dealing with. Is it a tool, a digital tool, a manual process, or something else? Sometimes, a process is assumed to be one thing but, in practice, it serves a multitude of purposes. Defining exactly what it is in technical, functional and simple terms ensures clarity before moving forward.

Question #3:  Where – Where Is It Currently Located?

Purpose #3:  Time to find ALL your processes and tools!

The location of a tool or process plays an important role in understanding how accessible and efficient it is. Where is the tool currently located? If it’s a physical tool, where is it stored or accessed? If it’s digital, where does it live—on an intranet, in cloud storage, or through a specific software platform?

The location also speaks to the convenience and usability of the process. For example, a tool stored in a centralized digital system that all employees can easily access is far more efficient than one that must be manually retrieved from a physical filing cabinet or emailed to multiple recipients. Likewise, processes that are siloed within one department may create barriers for cross-functional teams. Identifying the location of the tool or process helps in diagnosing inefficiencies related to accessibility and can point to easy improvements such as digitization or system integration.

Question #4:  When – How Often Do You Use It?

Purpose #4:  Do you need it if you don’t use it?

When is the tool or process being used, and how frequently? Understanding usage patterns is crucial in determining whether it’s an essential part of daily operations or a rare task that’s only needed under specific circumstances. Processes or tools that are used frequently—such as daily expense reports, attendance logs, or customer intake tools—may require a different approach to improvement than those used sporadically, like annual review tools or special project request tools.

Take the time to understand the frequency of use.  Only then can you better evaluate the impact of any proposed changes. A tool that is used daily and causes frequent bottlenecks will likely take priority in streamlining, whereas a rarely used tool may need a simpler solution or may not justify significant resource investment for changes.

Question #5:  Why – Why Use This Tool?

Purpose #5:  Outdated, updated, needed or not needed?

The why behind a process or tool is one of the most important aspects to consider. Why does this tool or process exist? What purpose does it serve? Understanding the “why” provides insight into the tool’s necessity, purpose, and value. In some cases, processes are in place simply because “that’s how it’s always been done.” They may no longer serve their original function or could have been made redundant by newer, more efficient systems.

However, a tool might also be mission-critical, ensuring compliance with regulations, maintaining data integrity, or capturing essential information for decision-making. The “why” will help you decide whether to eliminate, streamline, or improve the tool or process. If the tool or process no longer serves its intended purpose or creates more work than value, it may be time to retire it. On the other hand, if it plays a key role, understanding this helps in designing more efficient solutions that align with the tool’s core objectives.

Question #6:  How – How Do You Use This Thing?

Purpose #6:  It is an efficient process or does it cause friction in the process?

Consider how the tool or process is being used. Are there specific steps that users must follow to fill out the tool or complete the process? How complex is it? Are there multiple layers of approvals, or is it a straightforward task? Often, the “how” reveals inefficiencies, bottlenecks, or user frustrations.

For instance, a tool may require information from multiple departments, each contributing data at different times, leading to delays. Or the process may involve several approval layers that could be simplified with clearer guidelines or digital automation. By breaking down each step in the process, you can uncover hidden inefficiencies and identify opportunities to make the process smoother and faster.

Total Understanding

Understanding how the process is used from start to finish allows you to see it from the user’s perspective. This insight is crucial when designing improvements because it ensures that changes address actual pain points and streamline the process in a way that makes it easier for all users to engage with.