Solving managerial problems systematically: a guide to the MPSM

Preface

If you study IEM at the University of Twente, you will often hear about the Managerial Problem-Solving Method (MPSM). This practical introduction explains how the method addresses unclear managerial problems. Dr. Hans Heerkens developed and teaches the method at UT and co-authored the book with Arnold van Winden.

“This book focusses on the Managerial Problem-Solving Method (MPSM), a tried and true problem-solving method which can be applied to various problems occurring in a multitude of situations in all subject areas.” (Heerkens & Van Winden, 2021, p. 3)

The book documents applications in waste management, airport operations, and packaging production:

“The MPSM has helped a waste management company solve an issue with working hours which did not fit with garbage truck routes; mathematics alone was not enough to solve this logistical puzzle. MPSM’s consistent approach helped make an airport better suited to certain types of aircraft. It has improved productivity of packaging machines. The MPSM can be used anywhere, anytime.” (Heerkens & Van Winden, 2021, p. 13)

MPSM as a methodology

Heerkens and Van Winden connect research methodology with the design of practical solutions. They describe the separation between these traditions:

“Most books on methodology are concerned with research methodology, which centres on how to acquire knowledge and information. A minority of methodological literature is concerned with designing, with solving practical problems. In this book on the MPSM, research and design go hand in hand.” (Heerkens & Van Winden, 2021, p. 15)

The authors use both “method” and “problem-solving approach” for MPSM. In formal research terminology, MPSM is a methodology because it provides principles for selecting and applying methods and tools.

The book explicitly addresses this positioning:

“The MPSM is one of several systematic problem-solving approaches. Developed by the University of Twente, the MPSM is based on several different problem solving methods.” (Heerkens & Van Winden, 2021, p. 12)

MPSM combines existing tools within one problem-solving process. The authors explain its flexibility:

“The phases of the MPSM are the basis for you own problem solving approach. You should look at this approach as a framework, a grid for you to fill in as you want. Each of the phases allows you to use different models, techniques and methods to your hearts content.” (Heerkens & Van Winden, 2021, p. 14)

The systematic selection and application of methods makes MPSM a methodology.

Connecting research and design

The authors connect the acquisition of knowledge with the design of solutions:

“The goal of nearly all research is to contribute to resolving a situation you are unhappy with. In order to come to grips with a problem, you need knowledge. In order to get knowledge, you conduct research; you investigate. Using existing literature, you can certainly go some way when it comes to researching or designing solutions. But getting the two to mesh can be quite a hassle.” (Heerkens & Van Winden, 2021, p. 15)

MPSM incorporates an eight-phase research cycle into its problem-solving process. An action problem describes a situation you want to change. A knowledge problem identifies information you need before deciding how to act.

Introduction

Managerial problems often begin with several connected symptoms and no clear starting point. Examples include declining productivity, outdated machinery, and low employee motivation.

MPSM combines systematic analysis with room for creative work:

“The Managerial Problem-Solving Method allows you to embark on necessary creative jaunts within the systematic approach to a problem. These excursions are a requirement for reaching quality solutions.” (Heerkens & Van Winden, 2021, p. 16)

Problems as analytical concepts

MPSM treats problems analytically rather than emotionally:

“Solving a managerial problem does not involve feelings of sadness, or other emotions for that matter. It is simply to do with not liking or not knowing something.” (Heerkens & Van Winden, 2021, p. 21)

There are two fundamental types:

• Action problems: “A discrepancy between the norm and the reality, as perceived by the problem owner” (Heerkens & Van Winden, 2021, p. 22)
• Knowledge problems: “A description of the research population, the variables and, if necessary, the relations that need to be investigated” (Heerkens & Van Winden, 2021, p. 23)

The language of variables

A distinctive feature of MPSM is its insistence on expressing everything through variables:

“Using the MPSM, reality is expressed in variables – and variables only. Formulating these variables carefully allows you to establish inconsistencies in your analyses quite easily.” (Heerkens & Van Winden, 2021, p. 13)

The rationale is clear:

“If you cannot express something in terms of variables, then it cannot contribute to a solution… nor can it be a problem.” (Heerkens & Van Winden, 2021, p. 14)

This discipline requires concrete statements. Replace “motivation is low” with a measurable claim such as “Average motivation score is 5/10, compared with a target of 8/10, measured through absenteeism and willingness to work overtime.”

The seven phases of MPSM

The methodology guides you through seven phases, with flexibility to iterate:

The research cycle

Throughout MPSM, you frequently need to solve knowledge problems via the eight-phase research cycle:

1. Formulate research goal
2. Formulate problem statement (as a question!)
3. Formulate research questions
4. Design research approach
5. Operationalize variables (make measurable via indicators)
6. Gather data
7. Process and analyze data
8. Draw conclusions

The research cycle begins whenever the MPSM process identifies missing information:

“When dealing with an action problem, you always need a certain amount of knowledge. As soon as you find that there is information you need and do not already have, you move away from the MPSM, and enter the research cycle. Once you have completed the cycle (and your investigation), you re-enter the MPSM at the phase from which you left off.” (Heerkens & Van Winden, 2021, p. 26)

Guidance from the authors

The Lock plastic production case

Chapter 3 presents a detailed case study following a trouble-shooter’s log through all seven phases. The company faces losses due to aging machinery causing production stagnation. The process reveals:

• Initial problem cluster identifying multiple interconnected issues
• Research discovering material hardness affects cutting stage failures
• Multiple solution alternatives (new machines, refurbishment, outsourcing)
• Board choosing outsourcing despite advisor recommending new machines
• Successful implementation with lessons about flexibility

The case shows that organizational problem-solving can require iteration and adaptation.

Scope of the MPSM contribution

The authors are refreshingly honest about their contribution:

“As you read, you will find that much of what is discussed in this book is based on existing knowledge. Not all of the individual parts of the MPSM are brand new. This book is a way of combining theories and methods into a practical reference work for dealing with all sorts of managerial problems, from the seemingly easy to the truly complex.” (Heerkens & Van Winden, 2021, p. 3)

The authors claim integration and systematization of existing knowledge. MPSM makes that knowledge accessible and shows how to select an appropriate method at each stage.

The book explicitly avoids deep philosophical justification:

“This book does not go into a scientific or philosophical justification of the method. The MPSM’s usefulness and underlying logic become apparent to the reader without discussing theories posed by other authors.” (Heerkens & Van Winden, 2021, p. 3)

The practical focus makes the book accessible to students and practitioners. Academic readers may want additional theoretical justification.

Relevance for IEM students

Industrial Engineering and Management connects technical analysis with organizational decisions. Engineers use optimization, while managers must also consider people, politics, and context. MPSM gives students a structured process for handling both sets of concerns.

Key benefits:

1. Applicable across domains: Works for logistics, production, organizational design, and strategy
2. Balances rigor with pragmatism: Systematic without being rigid
3. Integrates analysis and action: Doesn’t separate knowing from doing
4. Teachable and learnable: Clear phases without requiring extensive prerequisites
5. Context-aware: Recognizes organizational realities

Conclusion

The Managerial Problem-Solving Method is a mature methodology for addressing complex organizational problems. It systematizes established practices and connects research with solution design.

For IEM students, MPSM provides a reliable process for approaching unfamiliar problems. Students remain responsible for the solution while using the phases to work systematically and preserve room for creativity and contextual judgment.

As the authors remind us:

“The key is to stay flexible, involve the right people, and remember: ‘Problems are only opportunities in work clothes’ (Henry J. Kaiser).” (adapted from Heerkens & Van Winden, 2021, p. 21)

MPSM provides a tested process for work on production lines, organizational design, supply chains, and other managerial problems.

References