3.1 Finding the Problem Regardless of what you have been told about what the problems are, independent problem identification is the first step. A fresh look at the system by an outsider can reveal problems that people close to it cannot see. If this analysis only confirms that assumed problems are real problems, then the analysis is still valuable, because it strengthens our beliefs based on facts. 1) Go back through the interviews and make a list of as many potential problems (approx. 10) as you can find. Include potential non-process problems, such as human resources and disagreements. For each problem that you list, give a brief description of it and a potential solution (if you can find one). 2) After generating your list, go back to the Honcho interview and find the memo on quality from Loomer to Honcho. Perform a Pareto analysis on both sets of data and draw what conclusions you can from them