Jason Piatt

Five Keys to Effective Operational Problem-Solving

Feb. 26, 2013
Develop successful and permanent resolutions for sustainable results.

When solving problems within operations, it’s possible to do so partially and to have said problem manifest itself again and again with various mutations that would make us think we’re dealing with multiple issues. By completely and thoroughly resolving the core issue, we can accomplish two things: stop wasting resources dealing with problems from the same core issue and create sustainable improvement in the organization. In order to better solve problems, the operations team should be well-trained and guided to find permanent corrective actions for the problems they encounter.

1. Focus on Root Cause(s) and not Symptoms

It is very easy to focus on the symptoms that are most visible in the organization when trying to improve performance. Unfortunately, it’s not enough to scream “Stop being late with deliveries!” to resolve a delivery problem -- if it were, every executive would at some point have resolved the issue. Instead, we must ask “Why?” and drill down until the core root causes are identified. There can be one, multiple or interrelated root causes to any particular issue that manifest themselves in the operation.

2. Turn-off All Root Causes

If we only defeat one root cause of a problem that has multiple causes, the problem will re-establish itself shortly and perhaps change slightly so as to be considered a new or different problem. When we conduct our root cause analysis, we should identify all root causes and develop plans to turn off each one (or one of any given interrelated grouping) to make sure the problem never recurs.

3. Don’t Mistake Containment for Resolution

As soon as an operational problem is discerned, it should be contained. Awareness should be raised and those affected should work together to identify a short-term strategy for making sure the problem doesn’t escape the immediate area while permanent corrective actions are developed and verified. All too often, this temporary action can remain in place far too long while other more emergent issues are looked after. Instead, be certain to use the containment action to stop problems from becoming tragedies, but don’t allow containment to remain past its welcome.

4. Audit Results of Problem-Solving

When a problem has been certified as “solved” within the operation, this should trigger periodic and scheduled assessment of resolution to ensure that it is truly fixed. A post-mortem should also be conducted to understand why the things that functioned properly were effective and why failures were ineffective. Brutal honesty and focus on process are essential to be effective in this endeavor.

5. Don’t Over-Adjust

It can be a tendency of executives driving problem-solving activity to make immediate adjustments when they learn that, after a process has been changed to solve a problem, the problem re-emerges. Remember that occasionally the cycle-time to incorporate solutions is longer than the frequency of emergence. This means that, while the problem is being solved and the process modified, other problems may occur that escape the containment strategy -- particularly if all root causes are not yet understood. In this case, it is important to identify which problem manifestations occurred because of failed containment and which occurred because the new process is still faulty. Focus on root cause of the failure here is essential for final resolution.

By carefully solving the problems within our operation, we can consistently increase profitability and create more output with fewer resources. It’s essential to do a great job of problem solving -- every time!

Jason Piatt is president of Praestar Technology Corp., a provider of consulting and training services to manufacturers in the Mid-Atlantic region specializing in lean, Six Sigma & strategy formation.

About the Author

Jason Piatt | President

Jason Piatt is cofounder and president of Praestar Technology Corp.  Prior to founding Praestar Technology, Jason held various tactical and executive positions in engineering, sales and marketing, and program management with a leading power transmission component manufacturer.  He has served as a member of the faculty at Penn State University and has taught at Pennsylvania College of Technology in electrical and mechanical engineering technology, mathematics, and physics.

Jason earned a Bachelor of Science in electrical engineering with minors in mathematics and physics from Bucknell University. He also earned a Master of Science in electrical engineering from Bucknell and an MBA with honors from Mount Saint Mary's University.  Jason earned an executive certificate in technology, operations, and value chain management from the Sloan School at The Massachusetts Institute of Technology (MIT).  Jason completed his Six Sigma Black Belt training at the University of Michigan as well as additional graduate education at the Wharton School - University of Pennsylvania.

Jason and the Praestar Consulting team have assisted numerous manufacturers in the areas of lean manufacturing, Six Sigma, sales and marketing management, and strategy formation.

Jason has received numerous awards and recognition including senior membership in the Institute for Electrical and Electronics Engineers (IEEE) and membership in Sigma Xi Research Society.  He is a monthly columnist for IndustryWeek.com and has been referenced as an authority on manufacturing competitiveness by the Wall Street Journal Radio Network and other leading publications.

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