{"id":309,"date":"2020-04-24T19:42:26","date_gmt":"2020-04-24T19:42:26","guid":{"rendered":"http:\/\/localhost:10003\/?page_id=309"},"modified":"2022-06-16T17:00:40","modified_gmt":"2022-06-16T21:00:40","slug":"problem-solving","status":"publish","type":"page","link":"https:\/\/www.lean.org\/explore-lean\/problem-solving\/","title":{"rendered":"Problem-Solving"},"content":{"rendered":"\n

Explore the process that’s foundational to assuring every individual becomes engaged by arming them with methods they can use to overcome obstacles and improve their work process.<\/h3>\n\n\n\n
\"leapers<\/figure><\/div>\n\n\n\n

Overcoming obstacles to achieve or elevate a standard <\/h4>\n\n\n\n

In a lean management system, everyone is engaged in ongoing problem-solving that is guided by two characteristics: <\/p>\n\n\n\n

  1. Everything described or claimed should be based on verifiable facts, not assumptions and interpretations.\u202f<\/li>
  2. Problem-solving is never-ending; that is, it begins rather than ends when an improvement plan is implemented. The implementation process is a learning opportunity to discover how to make progress toward the target condition.\u202f<\/li><\/ol>\n\n\n\n

    Lean thinkers & practitioners understand that the problem-solving process is impeded if you make the common mistake of mechanically reaching for a familiar or favorite problem-solving methodology or, worse, jump quickly to a solution.\u202f<\/p>\n\n\n\n

    Leaders and teams avoid this trap by recognizing that most business problems fall into four categories, each requiring different thought processes, improvement methods, and management cadences.<\/p>\n\n\n\n

    \"\"<\/figure><\/div>\n\n\n\n

    The Four Types of Problems<\/strong><\/h4>\n\n\n\n

    Type 1: Troubleshooting:<\/strong> <\/em>reactive problem-solving that hinges upon\u202frapidly returning abnormal conditions to known standards. It provides some immediate relief but does not address the root cause.<\/p>\n\n\n\n

    Type 2: Gap from Standard:<\/strong> <\/em>structured problem-solving that focuses on defining the problem, setting goals, analyzing the root cause, and establishing countermeasures, checks, standards, and follow-up activities. The aim is to prevent the problem from recurring by eliminating its underlying causes.<\/p>\n\n\n\n

    Type 3: Target Condition:<\/strong> <\/em>continuous improvement (kaizen) that goes beyond existing standards of performance. It may utilize existing methods in new, creative ways to deliver superior value or performance toward a new target state of improvement.<\/p>\n\n\n\n

    Type 4: Open-ended:<\/strong> innovative problem-solving based on creativity, synthesis, and recognition of opportunity. It establishes new norms that often entail unexpected products, processes, systems, or value for the customer well beyond current levels.\u202f<\/p>\n\n\n\n

    \"PDCA\"<\/figure><\/div>\n\n\n\n

    By helping everyone in the organization to understand the importance of taking ownership of seeing and solving all types of problems, lean thinking & practice:<\/p>\n\n\n\n