Stop Guessing

To Solve a Hard Problem, Change These Two Mindsets

To Solve a Hard Problem, Change These Two Mindsets

When we’re brought into an organization to help it solve a hard problem, we’re often introduced to the situation like this: “Oh, the solution to this one is easy: we just need to build a whole new second well — or plant — or warehouse.” Then comes the next part of that statement: “And good luck getting capital approval for that.” The translation, to us, is that the people we’re talking to already know this problem can’t be solved, and so we’re either going to have to live with it, or throw a lot of money at it.

You are just guessing; stop it!

You are just guessing; stop it!

You have probably found yourself in this meeting before - the emergency, all-hands-on-deck sit in scheduled to solve the new, big problem.  It could be about people, customers, sales, a technical or quality issue--it doesn’t matter.  Your group spends the first 10 minutes excitedly proposing solutions to the problem.  These solutions are great, creative ideas that have sprung to mind.

Why asking stupid questions is the smartest thing to do

Why asking stupid questions is the smartest thing to do

“There’s no such thing as a stupid question”. You have probably heard that sentence before, maybe from a teacher or professor, encouraging you to raise your hand and participate in class. The concept of asking “stupid questions” doesn’t always resonate outside of the classroom.

Your data is telling you where to stand, not what to fix

Your data is telling you where to stand, not what to fix

In today’s manufacturing world we’ve become focused on collecting and analyzing data - creating pivot charts and paretos, moving data into buckets, rearranging so that it can tell us how our process is performing. Although good for initial prioritization, taking this analysis too far can get us into trouble because it distracts us from getting on the floor and starting the actual problem solving needed to improve.

Do you solve problems like a NASA rocket scientist?

Do you solve problems like a NASA rocket scientist?

Most manufacturing and industrial businesses are not solving their toughest problems because common problem solving tools are ineffective at addressing the hardest, most technical problems. By attempting to solve challenging technical problems with ineffective tools organizations create beliefs that hard problems are “impossible” to resolve instead of bringing in the necessary tools and horsepower to overcome them.