1. Introduction to the OODA Loop and the 8-Step Problem-Solving Process

2. OVERVIEW Objective of the Problem-Solving Process
OODA Loop Decision Making
8-Step Problem-Solving Process
All the services have implemented these concepts, although with different names. The Air Force program is fairly new.

3. Problem-Solving Process
Objective:
- Help Airmen focus their problem-solving skills on big issues that affect our mission, our workcenters, and our people
- Team centered, systematic, common-sense approach aimed at increasing combat capability and making Air Force units more effective and efficient

4. Problem Solving Process
Core of Process Improvement!
Remove Waste and Inefficiencies
Increase:
Productivity
Asset Availability
Improve:
Response Time and Agility
Energy Efficiency
Sustain Safe and Reliable Operations

5. ? ? ? ? ? ? ? ?
SO….How do we do all this? ? ? ? ? ? ? ? ?

6. OODA Loop

7. OODA Loop Originated by Col John Boyd (USAF)
Also known as Decision Cycle
He was dubbed "Forty-Second Boyd" for his standing bet as an instructor pilot that beginning from a position of disadvantage, he could defeat any opposing pilot in air combat maneuvering in less than forty seconds

8. Four Overlapping and Interacting Processes
OODA Loop
Four Overlapping and Interacting Processes
Observe
Current Situation
Form Theories
Orient
Set improvement targets
Determine root causes
Decide
Develop Solutions
Act
Implement and Evaluate

9. OODA Loop/Eight-Step Problem-Solving
1. Clarify The Problem
2. Break Down The Problem/
Identify Performance Gaps
3. Set Improvement Target
4. Determine Root Causes
5. Develop Countermeasures
6. See Countermeasures Through
7. Confirm Results & Process
8.Standardize Successful Processes
Observe
Orient
Decide
Act

10. The “Problem” There are different types of “PROBLEMS”
Something IS broken, how do we fix it?
IS there opportunity to make something better? If so, how do we improve?
Why did something happen? Find the answer.
This new initiative WILL be implemented, make it happen and deal with any problems that come up.
OODA

11. Step 1 – Clarify & Validate The Problem
Critical Step!
Recognize the correct problem and be sure it is completely understood by all
State the problem by developing a “Problem Statement”
What
Where
When
Significance
OODA

12. Step 1 – Clarify & Validate The Problem
Clarification/Verification Tools
Go and See
“Lay eyes” on situation
First hand observation
Value Stream Mapping
Diagram of steps in process
Flowchart
Voice of the Customer
Surveys
Interviews
It is the customer or end user who determines value
OODA

13. Step 2 – Break Down Problem & I.D. Performance Gap
Don’t just start taking action!
Gather and Review Key Data
Understanding what data is necessary and what it means is critical to problem solving
What is the Performance Gap?
Gap Analysis
Is there a Bottleneck (Constraints)?
Bottleneck Analysis
OODA

14. Step 2 – Break Down Problem & I.D. Relevant Data
Value and Waste Analysis
-- Eight Types of Waste:
Defects
Over Production
Waiting
Non-standard Overprocessing
Transportation
Intellect
Motion
Excess Inventory
-- Always look for waste in your processes
OODA

15. Step 3 - Set Improvement Targets
Where You Want To Be--Desired Outcome
Strategic Targets
Visions of what the organization strives to become
Tactical Targets
Define the performance level necessary to make your strategic vision a reality
Challenging but Achievable
OODA

16. Step 4 – Determine Root Causes
Most vital step in the problem-solving process
Root Cause Characteristics
All too often Air Force leaders find themselves addressing problems that have been “solved” many times before. This is usually due to problem solving efforts being directed at the symptoms of a problem rather than at the root cause of the problem
OODA
Determining the Root Cause is easier with Data

17. Step 4 – Determine Root Causes
Brainstorming
- Quantity, Not Quality
- Hitchhike Ideas
- Withhold Judgment
- Encourage
Freewheeling
5 Whys?
When you think you understand the cause of the problem ask what caused the cause. i.e. Ask “why” five times.
OODA

18. Step 4 – Determine Root Causes
Control Chart
Pareto Analysis
Cause and Effect Diagram
OODA

19. Step 5 – Develop Countermeasures
Selecting Solutions
Consider quality and practicality and need to gain acceptance by those that must implement it
Two tools to use: Analysis of Alternatives and Action Plans.
Factors to consider when analyzing alternatives:
Effectiveness
Feasibility
Impact
Must be Specific, Measurable, and Attainable
OODA

20. Step 5 – Develop Countermeasures
ACTION PLAN
Make sure that you have created a clear and detailed plan that everyone can understand.
MOST importantly build consensus with others by involving all of your team appropriately to develop a sense of ownership in the solution and in its success.
REMEMBER
Communicate!
OODA

21. Step 6 – See Countermeasures Through
Take Action!
Collect Data according to the action plan
Implement contingency plan
Changing conditions
Provide required training
OODA

22. Step 7 – Confirm Results & Process
Ensure the plan is producing the intended results
The project should be monitored for performance relative to:
The baseline developed in steps 1 and 2
The improvement targets established in step 3
Where you thought you would be at this stage
Meeting targets by the established deadline
Return to any step necessary
OODA

23. Step 8 – Standardize Successful Processes
Most commonly skipped and under completed of the entire Problem Solving Process
Step 8 can be defined by the answers to Several Questions:
What is needed to standardize the improvements?
Documentation? Tech order changes, Air Force Instruction changes, Official Instruction changes
Were other opportunities or problems identified by the Problem Solving Process?
Restart the OODA Loop
OODA

24. SUMMARY Objective of the Problem Solving Process
OODA Loop Decision Making
8-Step Problem-Solving Process
All the services have implemented these concepts, although with different names. The Air Force program is fairly new.

25. OODA Loop/Eight-Step Problem-Solving
All the services have implemented these concepts, although with different names. The Air Force program is fairly new.