Tag: Lean

Lessons in Lean – Structured Problem-Solving: Rarely Given the Attention it Deserves

There is little argument regarding the critical role that structured problem-solving plays in a lean transformation. Besides the business results associated with solving problems, developing problem-solving skills increases learning, drives the desired change in thinking, and helps people more clearly understand how lean works as a system. With this said, however, it is amazing how little effort many organizations put into developing effective problem-solving skills. It seems like more time is spent on things like 5S, value stream mapping, and other tools that are generally considered easier to apply and less likely to be met with resistance.  As a result, transformation does not occur, improvements are not sustainable, and the big gains possible through lean thinking are never achieved.

Lessons in Lean: Structured Problem-Solving: Rarely Given the Attention it Deserves
by Greg Stocker

Good discussion on the importance of rigorous, sustained problem-solving as part of Lean initiatives. I think many of us have experienced this in our own organizations.

Utilizing problem solving tools in a structured way helps us better understand what is happening, how it is happening and most importantly, why it is happening. Armed with this understanding we can then engage in those improvements. Problem solving is key to getting those improvements because it allows us to discover why a problem is actually happening and not to just treat symptoms.

Problem Solving needs to reach a level of detail that accurately identifies an actionable cause that can then be addressed.

Deep expertise, quality culture and the long road

Dr. Zeynep Tufekci, a professor who writes about the social impact of technology, wrote and excellent Op-Ed in the New York Times this past weekend titled “What Elon Musk Should Learn From the Thailand Cave Rescue.” In this she takes to task silicon valley, stresses the importance of hard-earned expertise and the “safety culture” model. A topic near-and-dear to my heart as a quality professional, as she stresses the importance of deep expertise, lengthy training and the ability to learn from experience (and to incorporate the lessons of those experiences into future practices) as a valuable form of ingenuity.

Safety culture = quality culture. It has been said many times that the only real difference is that of the question asked (patient safety vs employee safety), but lets all agree that the tools used are pretty equivalent.

What this article really reminds me of is an article from A Lean Journey back in February titled “Lean Culture: Do You Want Firemen or Farmers in Your Organization.”

I see this a lot in Lean, especially early in the transformation process. An idea that any expert is equivalent, that quick, fast wins are the best. Which is sometimes relevant, often not good for the long run. Its interesting that we are, what, 30-40 years into Lean as a management methodology in this country (my entire adult life I have been involved in Lean projects of one sort or another) and it still feels new in most places.

I think that the trends Dr Tufekci and Mr McMahon are discussing are very similar. Stem from similar causes, and probably lead to why a lot of long-term transformations don’t get the benefits we intend.