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Structured Problem-Solving— A Lean Wave of Change

Structured problem-solving plays a crucial role in a lean methodology. It helps in improving learning, driving the required change, and helping people more clearly in understanding how lean works as a system.

In this article at Lessons in Lean, Gregg Stocker suggests that if an organization aims to achieve transformation, big gains through lean thinking, and sustainable improvements, it needs to put an extra effort into developing effective problem-solving skills.

Developing a Logical Route

Structured problem-solving needs an internal adjustment, clear understanding of the matter, and a logical root cause. This may require the mindset of the people instead of merely teaching them a new tool. Here are four main reasons that may cause poor problem-solving:

  • Jack of All Trades: Often, people assume that they know everything, and they have been doing a great job in resolving issues. For them, problem-solving means inspecting right at the time a fault occurs, firing the under-performing employee, or compelling vendors to reduce the cost of the high-priced product. Unfortunately, these actions mitigate the symptoms and may provide temporary relief. But to resolve the problems, there is no one-size-fits-all approach.
  • Lack of Understanding: Many people charged with driving the change do not have a clear grasp of problem-solving. This may emphasize the simpler tools to drive the transformation and, the ability to sustain or address them. This means, selecting a facilitator for a lean transformation is vital.
  • Lack of Patience & Persistence: Changing mindset of the people requires time and persistence. If you fail to understand this and expect a fast outcome, it will definitely lead to failure. Patience and persistence is the key to develop a better understanding of a transformational step.
  • Leaders Do Not Support: Addressing an issue without leaders is impossible. In fact, they must be closely involved in the transformation. They must develop a deep understanding to become the coach and, most essentially, model the behavior.

Click on the following link to read the original article:

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