The first step to solving a problem is defining the problem. It seems obvious but it's a step that many managers forget to take, according to Chuck Emery, founder of Lean Quest, a consulting firm focused on lean, in A Practical Approach to Lean.
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Related: Lean for Distributors: Improve Process, Eliminate Waste.
"People forget to define the problem. And then they wonder why the problem returns," he says. “If the problem keeps coming back, you know you’re not getting to the root of the problem.”
Define the problem by identifying the standard that is not being met and why it is important to resolve. Get a grasp on the situation by establishing a cause and effect relationship; document the root causes of the problem.
When those two steps are complete, you can start planning how you will resolve the problem. Check the results and if targets are achieved, standardize those results across your organization. If the targets are not achieved, go back to the plan and reevaluate what needs to be done.
And make sure you document the results for repeatability throughout the organization.
