5 Elements of an Effective Problem Solving Method, PDCA

Every day we face challenges and problems in life, both big and small, and so it’s very important to be good at tackling them. Finding the best solutions to problems is a necessary skill for navigating the changes that are continuously affecting our company. Organizations that take a proactive and structured approach to problem solving position themselves to overcome obstacles and take advantage of opportunities.

Rather frequently, companies – notably management – demand swift action when facing a problem. Well, there is nothing wrong with a bias for action but what often results is “cutting corners” in the rank and file. Finding the best solutions starts with having a structured approach to problem solving.

Root cause analysis is a fact-based methodology. Many of the problem solving tools are similar. 5Whys, Ishikawa Fish-bones, 8Ds for automotive, A3 for Lean, PDCA, DMAIC for Six sigma….All “logically” based fact systems and follow how the basic "instinctive" brain works, you set a goal, brain storm ideas, evaluate it, you do it, and see whether it works. The difference is the level of complexity. This is why PDCA is a cycle, in every turn you can understand different parts of the problem. The more complicated the problem or the improvement, the more you need to repeat the cycle.

Step 1: Stabilize the Process

When impactful problems manifest, they cause immediate pain and noise within the organization, which then causes great pressure to “do something” in response. The correct action here is stabilization. Stabilizing a system does not mean getting it working properly. Instead, the goal is to get the system to work at the best function it is currently capable of.

Another goal of stabilization is to keep the problem contained, i.e. to keep the problem from getting worse, or at least minimize its rate of degradation. Proper stabilization happens within the existing operating patterns, meaning a known activity that the team has documented and practiced. Stabilization is not the place for innovation or extensive analysis. The phrase “I have an idea… we could try” often signals problematic departure from stabilization activities. Brainstorming has its place in problem resolution, but not in the stabilization phase. Stabilize first!

Step 2: Identify the Root Cause

Often a problem is hard because we are unsure what we are being asked, or asking ourselves, to do. Poorly defined problems rarely lead to quick “ah-has!” Spending time to understand the problem is a neglected part of the problem solving process. Typically, there are many strategies for demystification.

Asking why 5 times: “the 5 Whys”, is a simple but powerful tool to use with any problem solving activity. It’s a technique to help you get past the symptoms of a problem, and to find its root causes. Simply ask the question “why” up to five times. 

Taiichi Ohno gave this example about a machine that stopped working (Ohno 1988, p. 17):

1. Why did the machine stop?
There was an overload and the fuse blew.

2. Why was there an overload?
The bearing was not sufficiently lubricated.

3. Why was it not lubricated?
The lubrication pump vs not pumping sufficiently.

4. Why was it not pumping sufficiently?
The shaft of the pump was worn and rattling.

5. Why was the shaft worn out?
There was no strainer attached and metal scarps got in.

Without repeatedly asking why, we would likely replace the fuse or pump and the failure would recur. Keep asking why until the root cause is reached and eliminated.

Step 3: Explore Countermeasures

Unlike many mathematical problems, which allow for only one answer, complex problems have many possible solutions. So don’t jump to the conclusion that one particular solution is the only solution. Take the time to identify and consider as many ideas as possible. This is perhaps the most creative step in the problem solving process. Do not judge the quality of your solutions, even the crazy ones, until you exhaust the brainstorming process. Then, select an approach, preferably one that focuses on process improvement and that is financially feasible, has the best chance of being implemented and will have a high impact on the problem.

Take the time to do a test run on the solution. Make individual responsibilities clear and establish a daily schedule for the improvement plan. Notify anybody who might be affected by your changes before you begin implementation.

Step 4: Implement Solutions and Monitor

Now you are ready to implement the proposed solution and measure the results. How well have you done? Is the problem subsiding? Do you see any improvement? Are there any assumptions that need to be modified? Check whether your solution produced the desired effect.

If the results are satisfactory, the change achieved the stated goal. Amazing! You can now move directly to step 5.

If the results are not satisfactory, the change represented an improvement but did not meet the stated goal. Incremental progress is still progress, so it may make sense to move to Step 5 and start another improvement cycle to try more solutions. It also may be the case that there is a way to amplify the change you implemented to get more of the results you seek. In that case, make some slight adjustments and gather more data.

If the change did not achieve improvement, then in this case, you have a couple of things to think about. First, if there were other proposed solutions, you might implement one of them and then measure again. Another thing to consider is that perhaps you did not find the root cause of the problem after all and need to go back to Step 2.

Step 5: Standardize and Control

In order for improvements to last, they must be standardized and repeatable. Once you see that the solution is working, take action to maintain the gain. Standardize the solution so that you can prevent the very improvements you worked so hard to accomplish from being neglected or replaced over time with past practices. Gather data until the benefits stabilize.

Standardizing work is crucial to PDCA because it creates a baseline for improvement. When you make improvements to a process, it’s essential to document the new standard work in order to sustain the improvements and create a new baseline. Standard work also reduces variability in processes and promotes discipline, which is essential for continuous improvement efforts to take root. After you confirm that you achieved your desired effect, communicate the improvement.

Of all things needed to foster a problem solving culture, training is the most important, allowing and expecting associates to be systematic. Socratic questioning works best! The reason is simple: the problem is usually smarter than us and will always win over shortcuts.

Effective problem solving doesn’t happen by accident. It takes time, commitment and a methodical approach. Businesses can fall into pitfalls with problem solving if they fail to give the issue at hand the correct level of priority and importance. Remember, for every month this problem continues, your business could lose out!

4 Ways to Build Trust in the Workplace

Your ability to build trust in your team is essential if you are to empower them and achieve the results that will make you build confidence in yours and their abilities.

Trust is needed in every aspect of performance in an organization and affects many aspects ranging from increased productivity, efficient management, job satisfaction, employee engagement and staff development. However, when there is organizational change trust becomes the most important aspect of a company to ensure the change succeeds.

Model the Behavior You Seek

Nothing speaks more loudly about the culture of an organization than the leader’s behavior, which influences employee action and has the potential to drive their results. If you say teamwork is important, reinforce the point by collaborating across teams and functions. Give credit when people do great work and you’ll set the stage for an appreciative culture.

Be Consistent

Consistently doing what you say you’ll do builds trust over time – it can’t be something you do only occasionally. Keeping commitments must be the essence of your behavior, in all relationships, day after day and year after year.

Listen to Their Concerns

Leadership is not a one-way process; you must allow for team members to offer ideas and give their opinions. Only then will they buy into what you are trying to achieve in the department and give their best. This will engender higher levels of communication, making the interactions between you more open and, hence, building that trust.

Be Honest and Supportive

Even when it’s difficult, tell the truth and not just what you think people want to hear. Understand what employees need to know and communicate facts while being considerate of their effort and sensitive to their feelings. Showing support and understanding for your team members, even when mistakes are made. It goes a long way in building trust as a leader.

Trust must be earned. It comes from conscious effort to walk your talk, keep your promises and align your behavior with your values. Building trust is worth the effort because once trust is lost, it can be very difficult to recover.

Without trust in the workplace, communication and teamwork will erode. Additionally, morale will decrease while turnover will rise. However, by using these strategies, you can build your employees’ trust in management, thereby making their workplace an environment filled with innovation, creativity and ultimately higher profits for all.

Lean Quote: It’s Where You’re Going That Counts

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"It isn’t where you came from; it’s where you’re going that counts."  — Ella Fitzgerald

On some level, everybody is looking for a purpose in life. Finding that purpose starts with an understanding of who we really are. On the one hand, we have a history of past decisions that defines us. On the other, we have an unlived future where we place our hopes and dreams, and that defines us too.

Look to the future. Set goals. Be hopeful. Don’t dwell on what’s happening. Don’t think that all the accomplishments you’ve had in your life to this point mean as much as your next challenge. Do the same thing with failures. Don’t be thinking about all the things that you haven’t accomplished, and that you haven’t gotten respect for. Maintain a positive mindset, look toward the future while making tweaks to become better at what it is you’re focused on.

Everyone has the potential to make a change. Don’t let your past interfere with your present, and certainly don’t make it a part of your future.

Be mindful of what you have in mind, and “if you can dream it, then you can achieve it.” But, also be critical of your surrounding and consider that you will face obstacles…but always remember that it all is a part of life!

Lean Tips Edition #312 (#3706 - #3720)

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #3706 – Appoint a Strong Team Leader

A team has no direction without an elected leader. It is vital that this person is efficient and switched on when it comes to delegating tasks to the appropriate team members.

Leaders of effective teams will also prioritize team goals over individual goals, ensuring the whole team is committed to getting the job done. Finally, they must be capable of showing direction and increasing the morale of the team.

Lean Tip #3707 – Foster Open Communication

Encouraging team members to be forthcoming with their ideas and concerns is very important for the success of the team. 

When team members feel that they can freely contribute ideas, there is more scope for creativity and innovation. It is also important to establish two-way communication of information between both the members within the team, as well as between team members and their manager. This ensures that everyone is always appropriately informed and no topics of conversation are avoided.

Team members should also feel comfortable to address concerns and issues with the team. When different points of view exist, being able to resolve conflict positively is enormously productive, and a hallmark of effective teams.

Lean Tip #3708 – Be Willing to Help Others

In a team project, although you are assigned personal tasks you must remember that your overall goal is to contribute to completing the project. This, therefore, means that if you have finished your workload, you must be willing to help out where needed. This may mean contributing to tasks that are perhaps below your level or outside your usual responsibilities, but the overall goal must be kept in mind.

Lean Tip #3709 – Set Common Goals

Each team will be comprised of people with diverse backgrounds and skillsets. It is therefore important to set common goals in which the team is working towards so that the focus always remains on the finished product. 

Each team member must understand that personal goals must be set aside and team goals must remain a focus throughout the project. As the well-known saying goes, ‘There is no I in team’. If conflicts arise, refer back to these original goals and make decisions with a primary focus on them. 

Lean Tip #3710 – Leaders Must Follow Through on Teamwork 

Employees will lose their motivation to work together if nothing ever comes from their efforts. It’s not enough to simply foster a creative environment. You need to take the good ideas your team generates and actually follow through with them. After all, the whole point of developing ideas and setting goals is to actually achieve them. 

Follow-through is vital for other aspects of teamwork as well. For example, if a team member raises concerns about a lack of team cohesion and expresses difficulty collaborating due to technological barriers, leadership should take those issues seriously and course-correct. Employees will be less inclined to work together if leaders only discuss collaboration in theory and don’t ensure it’s possible in practice.

Lean Tip #3711 – Change Requires Transparency

One of the tricky parts about organizational change is that it will often arrive in phases, or will involve a level of confidentiality on the part of the management team or certain individuals. However, especially when the change will be a major one, it's helpful to be as transparent as possible with your employees. Even if you can't give them a full, detailed plan, being upfront about the pieces you can share (and clearly explaining their impact) will go a long way towards helping your staff feel more comfortable.

Lean Tip #3712 – Tell the Truth About Challenging Circumstances

This is an easy rule to follow when the change in question is positive; when the change is in response to challenging circumstances or will result in short-term negative outcomes, this becomes trickier. However, being honest with your staff to the extent that you're able to is usually the best route: sugarcoating, presenting things in an overly optimistic way, and promising unrealistic outcomes will just make your staff suspicious and distrustful of your motives. While it's important, as a manager, to present an optimistic front to your team, do so in a way that acknowledges potential challenges and drawbacks.

Lean Tip #3713 – Invite Participation and Provide Training

Although this won't always be possible, giving employees the opportunity to participate in or give feedback on decisions can be a really positive change management strategy. Employees will be grateful for the chance to make their voices heard, and it can also be a great way to get different perspectives and understand impacts you might not have thought of otherwise.

When the change involves shifts in technologies or processes, provide adequate training for your employees to help them master the new way of doing things. And make sure that you convey that this training will be available when the change is announced, so as to avoid employees feeling like they'll be left behind due to lack of skill or experience.

Lean Tip #3714 – Don't Expect to Implement Change Overnight

A longer, more strategic rollout is almost always the best option, rather than a hasty shift in direction. Not only will you give your employees a chance to adjust to the change, you'll be able to answer questions and address any issues well in advance of the change going into place. Additionally, people are generally slow to adopt new habits, so this will give your staff a chance to familiarize themselves with the new way of doing things and gradually phase out old practices in a more natural way.

Lean Tip #3715 – Demonstrate Strong Leadership

Once the change process is in motion, it's important to maintain consistent oversight over implementation and rollout to ensure that things go smoothly and that you'll ultimately be successful. Keep a close eye on potential problems, and address any issues in a timely manner. Define metrics to measure success, and continually monitor them to make sure that you're staying on track. And continually touch base with key stakeholders to gauge their perceptions and get any relevant feedback.

Above all else, remember to go back to basics and focus on maintaining and exemplifying the qualities of a great leader. Inspire your team; demonstrate strategic thinking, be open-minded and flexible, and show your team that they can depend on you to have their best interests at heart. A strong leader can help their team weather the storms of change with confidence and clear-sightedness, no matter how challenging they might be.

Lean Tip #3716 – Leader Should Focus on Optimism

The most admired leaders are known for their optimistic outlook. They can stay positive in the face of adversity, and they genuinely believe that the organization will continue to improve over time.

While optimistic leaders can look on the bright side, it's important to note that they do not necessarily ignore negative experiences or frustrating setbacks. They acknowledge these situations, but they can look at them through a positive lens. They recognize a challenge but view it as an opportunity to grow and improve.

As an optimistic leader, you can inspire your team to adopt a more positive outlook and focus on the best aspects of any situation.

Lean Tip #3717 – Decision-making is a Critical Component of Great Leadership

Decision-making is a critical component of great leadership, and the best leaders can swiftly make clear and fair decisions. The fact of the matter is when you are in a leadership position, your team is relying on you. You are the person that they look to for guidance. As a result, they expect you to be able to make a decision that will benefit the team and allow the group to accomplish organizational goals in the shortest amount of time.

Those who have honed other leadership qualities, such as integrity, trust, and courage, are generally better leaders and decision-makers who feel more confident as they make choices for their organization.

Lean Tip #3718 – Integrity is One of Most Critical Leadership Qualities

A leader with integrity is honest and relies on their own moral compass and values to make decisions for the organization. An individual with a strong sense of integrity is motivated to do what is right simply because it is right. They will make that same decision whether they have an audience in public or whether they are working in private.

People known for having integrity are also generally considered to be respectful, approachable, fair, honest, and trustworthy, which is another reason why it is essential for truly effective, strong leadership.

Lean Tip #3719 – Transparency Instills Confidence in the Team

Transparency has long been an important aspect of leadership. A transparent leader makes decisions without secrecy and is willing to explain why a specific plan has been put into place. In addition, a transparent leader is willing to accept feedback from those around them and take the actions needed to adapt accordingly.

Transparency instills confidence in the team at large, as they know why certain decisions have been made and what the plan is for moving forward. When you try to be transparent, you are more likely to earn the trust and respect of those working under you.

Lean Tip #3720 – Resilient Leaders Adapt to Challenges

Resilience is one of the most essential leadership qualities for those who aim to navigate challenges successfully. A resilient leader stays determined and optimistic in the face of setbacks, adapting to changes and leading their team through difficult times.

Demonstrating resilience, a leader shows their team that challenges are opportunities for growth as opposed to reasons to give up. This attitude helps to maintain team morale and keeps everyone focused on long-term organizational goals, even during periods of uncertainty. Resilient leaders inspire their teams to be strong, resourceful, and adaptable — qualities that are key to overcoming obstacles and achieving success.

Five Factors for Managing Productive Change

For virtually everyone change means hard work, risk, and the need to learn new ways for unproven benefits. Change is one of the most difficult things for humans to readily accept. Charles Darwin said, “It is not the strongest species that survive, nor the most intelligent, but the ones who are most responsive to change” which holds true for culture change.

Fortunately, there is a formula that provides insight into how to successfully facilitate change:

Where:

V = Vision: How you would like things to be in the future, this is the “True North” thinking.

S = Skills: Learn the skills necessary to facilitate the change. Find a change agent. Understand and disseminate the lean knowledge.

I = Incentive: Communicate the why and how of the vision to inspire people to want to try to achieve it. As you gain momentum you need to expand your scope. Apply strategy deployment (Hoshin Kanri) to facilitate horizontal and vertical alignment.

R = Resources: Change cannot occur unless the proper resources (like time and tools) are provided. Dedicate time and allocate budget necessary to focus on process improvement and implement suggestions for improvement. 

AP = Action Plan: Actions and strategies needed to move the organization toward the vision. It is important to begin as soon as possible with visible activity. Often, a great start is to identify and map your value streams.

All these elements are needed for a productive change. If an element is missing you won’t get change but rather something short of that as shown below:

When you lack the vision part of this five-factor model, you create confusion for people throughout the organization.

When you lack the skills part of this five-factor model, you create anxiety for people throughout the organization.

When you lack the incentives part of this five-factor model, you create resistance throughout the organization.

When you lack the resources part of this five-factor model, you create frustration throughout the organization.

If you lack the action plan part of this five-factor model, you create false starts throughout the organization.

To ensure a successful change it is necessary to use influence and strategic thinking in order to create vision and identify those crucial, early steps towards it. In addition, the organization must recognize and accept the dissatisfaction that exists by listening to the employee voice while sharing industry trends, leadership ideas, best practices and competitor analysis to identify the necessity for change.

There is no quick solution for creating a lean culture. You will only succeed if you have a clear vision, the necessary skills, motivated employees, vital resources, and a solid action plan.