In the current business environment, problem-solving remains a critical and highly relevant skill for achieving customer satisfaction especially in the context of digitalization and industry 4.0 and a strong requirement from IATF 16949. In the present paper, a comprehensive analysis of existing problem-solving models is conducted, examining their strengths, limitations, and applicability in the manufacturing companies. By drawing insights from traditional methodologies, as already addressed in the scientific literature, such as Six-Step Model A3 methodology, 8 Disciplines, Six Sigma, the Cynefin Framework, Kepner-Tregoe Methodology and 5P (Principles) for Problem Solving, a new and integrative model designed to address the shortcomings identified in current approaches is created. This innovative framework, named “Synchronous Model” (Greek word for modern) synthesizes key elements from diverse models, offering a more adaptable solution to complex and modern problem-solving challenges. Emphasizing its potential for business digital transformation, we discuss how the proposed model fosters efficiency, agility, and strategic decision-making within organizational settings. This research not only contributes to the theoretical understanding of problem-solving methodologies but also provides valuable insights for practitioners seeking innovative approaches to address challenges in their respective industries, for which the current methods are either not sufficient or too complex. The integration of “Synchronous Model” is meant to elevate problem-solving practices, offering a transformative impact on business operations and strategic decision-making, all in the benefit of the customer.

Initially created four decades ago, the Kano model has been extensively used to synchronize product attributes with consumer requirements. Being subjective in nature but offering a subconscious Voice of the Customer (VoC) for managerial decision making, it has been successfully implemented in broad areas of research and practical case studies. From product or service improvements to new design ideas, it proved useful and at the same time attracted criticism. Scholars have proposed over the years a great number of transformations and refinements to the Kano framework, integrating different quality tools with Kano or improving the evaluation stage of the model. Nevertheless, the confusion in use, the great specialized knowledge needed, or the number of statistical tests has discouraged practitioners to adhere to these new approaches. Artificial Intelligence (AI) has recently proven to be helpful in many domains if used properly. The present paper suggests a new methodology to enhance the Kano model results with the use of AI algorithms in a simple and user-friendly approach. In this manner, the AI-Kano method could open doors for a broader and more accurate usage in a variety of domains.

We are living fast-changing times, and especially in the context where businesses want to remain competitive, they must adopt and implement tailored problem-solving approaches to navigate modern disruptions. In this research, the authors are presenting and proposing the integration of TRIZ’s Contradiction Matrix and 40 Inventive Principles for generating solutions of the identified root causes after using classical problem-solving models, as literature and experience show how struggling is to brainstorming actions when faced with a technical contradiction after the root cause analysis. By combining these approaches, companies can develop agile, systematic, and inventive solutions that drive their business to success. Literature has highlighted how powerful TRIZ is by itself, but not how enriching it can be when introducing principles of it in one of the steps of the classical problem-solving methodologies. This paper revolves around the question of how the solutions generated with problem-solving methods can eradicate the identified root cause and prevent recurrence when dealing with technical contradictions. Consequently, the authors have made a thorough literature review on the most used models and their supporting tools for generating solutions. A comparative analysis highlighting the advantages and disadvantages of classical methods has been performed to pave the way to the existing need for a stronger approach to problem eradication through powerful solutions. The article presents a case study from a manufacturing company, starting from a case already tackled through an 8D Report, but where there were challenges in finding a solution for the identified technical contradiction that would eradicate the problem. A case study using the hybrid model is presented without having a result after the action implementation, offering a roadmap for organizations seeking to lead change in a disruptive landscape.

The context of the four pandemic years has produced major changes in both customer and business behaviour. Companies have thus begun to adapt their way of running businesses, entering the virtual market, becoming a necessity. The COVID-19 pandemic has affected all areas of activity, especially that of optical stores. The pandemic has also brought changes among consumers, not just businesses. They increasingly prefer to purchase products or services through online stores. Online commerce provides them with access to a much wider variety of products and services than in physical stores. Therefore, this paper aims to analyze the functionalities of a platform, more precisely of a virtual optic store, which offers customers the same experience as in physical stores, at home. In this direction, 12 platform functionalities were developed, including two that are less commonly found on profile e-shops, namely, virtual eye exam and virtual try-on. The two functionalities mentioned previously, along with the others, will be analyzed using the Kano methodology, and then customer requirements will be translated into design attributes and analyzed based on the Quality Function Deployment (QFD) tool. Based on these analyses, the most important quality attributes that participants consider relevant in their interaction with a virtual optical store will be determined.