Houston, we have a problem…or don’t we?
Do you have problems in your organization? Does everyone agree on what they are?
Teams worry about problem solving processes and problem solving skills. But if they can’t even agree on what would be a problem and what wouldn’t be, then what’s the point?
Is the report or order being late a problem, or just work? Is the equipment being down a problem, or just another day? Is that customer complaint a problem, or just a cranky customer?
When we lack definition of what is a problem and what isn’t, waste and frustration is the result. People can’t get alignment when they start working on a problem. Other problems go unnoticed or unclaimed. People lose trust in others for working on problems they think are not worth the effort. This lack of definition can be a bigger problem than it might appear on the surface.
Many would suggest that at Toyota, any abnormality is a problem. But if that is the definition you start with, then you might just have 1,000,000 on day one. You will likely have to start with a definition that isn’t quite as revealing. But what’s important is that you continue lowering the water line to expose more and more.
Have you discussed what defines a problem in your team?
Very recognizable. Got maintenance staff discussing with production personnel every day whether something is a problem or not. And if maintenance doesn’t see it as a problem, it doesn’t get solved.
On the flip-side, they’ve got a lot of discussion whether something is an improvement or just fixing something.
Very recognizable. Got maintenance staff discussing with production personnel every day whether something is a problem or not. And if maintenance doesn’t see it as a problem, it doesn’t get solved.
On the flip-side, they’ve got a lot of discussion whether something is an improvement or just fixing something.
Very recognizable. Got maintenance staff discussing with production personnel every day whether something is a problem or not. And if maintenance doesn’t see it as a problem, it doesn’t get solved.
On the flip-side, they’ve got a lot of discussion whether something is an improvement or just fixing something.
I learned an interesting perspective on problem definition from David Meier, co-author of the Toyota Field Book. It’s kind of like a 5 Whys in reverse. Whereas 5 Whys help to more clearly find causes, using the phrase, “Therefore, what happens?” takes us deeper into problem definition. For example, patients don’t get called back, therefore patient care is compromised; therefore, patients get readmitted; therefore costs for the patients and hospital increase.
You can choose to define or attack the problem at any level the team feels is right. It takes practice, just like the 5 whys, but it can be helpful.
I learned an interesting perspective on problem definition from David Meier, co-author of the Toyota Field Book. It’s kind of like a 5 Whys in reverse. Whereas 5 Whys help to more clearly find causes, using the phrase, “Therefore, what happens?” takes us deeper into problem definition. For example, patients don’t get called back, therefore patient care is compromised; therefore, patients get readmitted; therefore costs for the patients and hospital increase.
You can choose to define or attack the problem at any level the team feels is right. It takes practice, just like the 5 whys, but it can be helpful.
I learned an interesting perspective on problem definition from David Meier, co-author of the Toyota Field Book. It’s kind of like a 5 Whys in reverse. Whereas 5 Whys help to more clearly find causes, using the phrase, “Therefore, what happens?” takes us deeper into problem definition. For example, patients don’t get called back, therefore patient care is compromised; therefore, patients get readmitted; therefore costs for the patients and hospital increase.
You can choose to define or attack the problem at any level the team feels is right. It takes practice, just like the 5 whys, but it can be helpful.
Mark, that’s definitely the approach I use on a case by case basis. I never really thought of it as a reverse 5 why, but I see how that makes sense. However, that’s how to get to the right problem statement once you agree to have a discussion about the problem. Where people are blind is before that discussion even happens. If people look past a situation because we don’t recognize it as a problem, we can’t even coach someone to the right problem statement.
Mark, that’s definitely the approach I use on a case by case basis. I never really thought of it as a reverse 5 why, but I see how that makes sense. However, that’s how to get to the right problem statement once you agree to have a discussion about the problem. Where people are blind is before that discussion even happens. If people look past a situation because we don’t recognize it as a problem, we can’t even coach someone to the right problem statement.
Mark, that’s definitely the approach I use on a case by case basis. I never really thought of it as a reverse 5 why, but I see how that makes sense. However, that’s how to get to the right problem statement once you agree to have a discussion about the problem. Where people are blind is before that discussion even happens. If people look past a situation because we don’t recognize it as a problem, we can’t even coach someone to the right problem statement.
Oh yeah, I agree, Jamie. I was a bit downstream – just wanted to share a little nugget that might be helpful.
It kind of gets back to 1)recognizing waste as such, which is a very fundamental problem if you can’t, then if/once you do 2)are you motivated to do anything about it, which to me involves 3) the leadership working to change the culture by engaging, educating, and leading the charge to start doing something about it.
Nice post, Jamie. Thought-provoking!
Oh yeah, I agree, Jamie. I was a bit downstream – just wanted to share a little nugget that might be helpful.
It kind of gets back to 1)recognizing waste as such, which is a very fundamental problem if you can’t, then if/once you do 2)are you motivated to do anything about it, which to me involves 3) the leadership working to change the culture by engaging, educating, and leading the charge to start doing something about it.
Nice post, Jamie. Thought-provoking!
Oh yeah, I agree, Jamie. I was a bit downstream – just wanted to share a little nugget that might be helpful.
It kind of gets back to 1)recognizing waste as such, which is a very fundamental problem if you can’t, then if/once you do 2)are you motivated to do anything about it, which to me involves 3) the leadership working to change the culture by engaging, educating, and leading the charge to start doing something about it.
Nice post, Jamie. Thought-provoking!
Mark Hamel’s Kaizen Fieldbook had a great bit in there about how people can identify waste, but then they have to acknowledge it as waste and a problem before they can eliminate it. The ackowledge part is like getting alignment.
It is always an interesting conversation about what is considered abnormal and therefore a problem (especially when working in such a probablatic condition is normal!)
Mark Hamel’s Kaizen Fieldbook had a great bit in there about how people can identify waste, but then they have to acknowledge it as waste and a problem before they can eliminate it. The ackowledge part is like getting alignment.
It is always an interesting conversation about what is considered abnormal and therefore a problem (especially when working in such a probablatic condition is normal!)
Mark Hamel’s Kaizen Fieldbook had a great bit in there about how people can identify waste, but then they have to acknowledge it as waste and a problem before they can eliminate it. The ackowledge part is like getting alignment.
It is always an interesting conversation about what is considered abnormal and therefore a problem (especially when working in such a probablatic condition is normal!)