Defining the Problem: The First Step Toward Effective Solutions

Albert Einstein once said:
“Given one hour to save the world, I would spend 55 minutes defining the problem and 5 minutes finding the solution.”

This perspective highlights one of the most underestimated but crucial aspects of continuous improvement: defining the problem with clarity and accuracy. Too often, individuals and teams jump into solutions without fully understanding what they’re trying to solve. The outcome? Effort spent on treating symptoms while the real cause remains untouched.

Why Defining the Problem Matters

A precise problem statement acts as the head of the Fishbone Diagram. If the statement is vague or biased—like “maintenance is inefficient” or “staff are careless”—the entire analysis will be built on shaky ground.

A good problem definition should be:

• Specific – Narrow the scope to one clear issue rather than a broad or vague challenge.
  Example: Instead of “maintenance is inefficient,” define “average A-check inspections exceed planned time by 25% in the last quarter.”

• Neutral – Keep the wording objective and free of blame or assumptions. Blaming staff or departments leads to defensive discussions and hides systemic issues.
  Example: Replace “technicians are careless” with “additional findings during inspections have increased the average turnaround time.”

• Measurable – Anchor the problem with data or observable facts so that progress can be tracked. Without measurement, it’s impossible to know whether the problem is improving or worsening.
  Example: “15% of departures delayed by 20–40 minutes” provides a measurable baseline.

• Time-bound – Define the period or frequency in which the problem occurs. This helps distinguish between recurring issues and isolated events, while focusing attention on trends.
  Example: “Delays increased in the last three months compared with the same period last year.”

Structuring the Problem with 5W2H

To avoid assumptions and ensure everyone shares the same understanding, teams can use the 5W2H method. This structured approach asks seven guiding questions:

• What? → What is the issue that needs attention?

• Why? → Why does it matter—what is the purpose of solving it?

• Where? → In what location, department, process, or context does it occur?

• When? → At what time or frequency does it happen?

• Who? → Which people, teams, or roles are involved?

• How? → How does the issue manifest itself—through what process or steps?

• How much/How Many? → What is the size, cost, or measurable impact of the problem?

Example

Problem: Delays in flight departures linked to maintenance checks.

• What? Aircraft experience 20–40 minute delays.

• Why? This disrupts schedules, increases costs, and lowers passenger satisfaction.

• Where? Primarily at the regional maintenance base, where resources are more limited compared with main hubs.

• When? Most frequent during early-morning departure waves.

• Who? Maintenance staff, flight crews, and operations control are affected.

• How? Planned line checks are exceeding the scheduled time because of deferred defect rectifications and waiting for tooling or spare parts.

• How much? Roughly 15% of flights impacted, with costs estimated at €200,000 per quarter.

This structured analysis produces a clear and measurable problem statement that can now be explored further with tools like the Fishbone Diagram.

From 5W2H to the Fishbone Diagram

Once the problem is well-defined, the Cause and Effect (Fishbone) Diagram helps teams systematically explore possible contributing factors. The clarity gained from 5W2H ensures that discussions stay focused and productive.

For instance:

• Head of the Fish: 15% of short-haul flights delayed due to extended A-check inspections.

• Bones of the Fish: Categories such as methods, manpower, materials, environment, or equipment.

Together, these tools prevent teams from rushing into superficial fixes and instead guide them toward uncovering and addressing the root causes. To avoid stopping at surface-level explanations, it can be combined with the 5 Whys method. By repeatedly asking “Why?” for each branch, teams drill down from symptoms to root causes.

Avoiding the Quick-Fix Trap

If a problem is not defined properly, solutions often drift toward adding staff, sending employees to additional training, or enforcing stricter controls. These may help temporarily but rarely solve the real issue. Defining the problem thoroughly is what enables root cause tools, like the Fishbone Diagram, 5 Whys, or TIMWOODS, to achieve lasting results.

Conclusion

The journey to improvement always begins with the right question: Are we solving the right problem?

By applying the 5W2H method to frame issues clearly, and then using tools like the5 Whys and Fishbone Diagram to explore them in depth, organizations can avoid wasted effort, uncover meaningful insights, and drive sustainable improvements.

At The Lean Airline, we believe that mastering the art of defining the problem is the true key to smarter, safer, and leaner operations.

If you’re ready to go beyond concepts and learn how to apply these methods in real airline contexts, our Certified Problem-Solving & Root Cause Analysis Course is designed for you.