This post could be a sequel of “Yeah, problem solving” in which I used Peter Senge’s quote: “Today’s problems come from yesterday’s solutions”. Quite often people we consultants meet are puzzled by a problem they can’t understand: a reliable process or machine suddenly seems out of control, steady performance dropped unexpectedly and with no apparent … Continue reading Problem solving: what was the last change?
Most people love to solve problems and feel the satisfaction of getting rid of some nasty tricky problem. It’s an outdated but still lasting belief that management is about problem solving. Problem solving turned in some cases into the managers’ and engineers’ holly mission and in some minds, the more problems the manager/engineer solves, the … Continue reading Yeah, problem solving
A3 problem solving or A3 thinking is a structured problem solving approach based on a rigorous Plan-Do-Check-Act (PDCA) cycle. A3 thinking and A3 reports were popularized by Toyota and are considered Lean tools. The term “A3″ in this tool’s name is linked to the original paper size used for the report, which was the largest … Continue reading A3 problem solving
In problem solving or continuous improvement workshops a problem is usually defined as a gap between the actual situation and the desired situation, and thus a problem causes an unsatisfactory situation or an UnDesirable Effect (UDE). This definition, while true, is somewhat too vague to be useful when working on solving problems and continuous improvement. … Continue reading Redefining “problem” (with Goal in mind)
Yes, Lean initiatives can be started bottom-up, but I doubt they’ll get very far and last for long. Here is why. Bottom-up Lean initiatives, e.i. improvements, are opportunities for improvement found by shopfloor people, line leaders or shop management. “Improvement” is most often understood in a broad meaning and bring up suggestions ranging from make … Continue reading The fallacy of bottom-up Lean initiatives – Part 1
David Poveda is a Colombia-based consultant, Owner and Director of FLOWING Consultoria. David is well-known for his successful implementations of Theory of Constraints (ToC) and Lean-based solutions, and his expertise about Demand Driven MRP (DDMRP). Just before the Logical Thinking Process training in Paris, in June 2016, he paid a visit to Marris Consulting and met … Continue reading Bill Dettmer and David Poveda share views about planning
A root cause is the beginning of the cause-effect relationship*. Thus when working down the chain of causes and effects from a problem to its cause, a Root Cause Analysis (RCA) meets causes themselves being effects of some underlying causes and so on, down to the root cause from which everything about the problem originated. … Continue reading What is a critical root cause?
For the second consecutive year (2016), June will be the month of the Logical Thinking Process with the return of Bill Dettmer for his intensive Logical Thinking Process (LTP) training here in Paris, France. The idea of learning to think logically can make some smile, however, experience shows that the general population is not as … Continue reading June, the month of the Logical Thinking Process
Categories of Legitimate Reservation (CLR) are rules for scrutinizing the validity and logical soundness of Theory of Constraints’ Thinking Processes logic trees and diagrams. As with most of simple looking methods and tools, it is easy to get trapped or misuse the seemingly simple logical tools proposed by the Thinking Processes. In order to prevent … Continue reading What are Categories of Legitimate Reservation?
Improving changeovers in pharma industry is a relatively quick and easy way to… quick wins, faster and easier than usually assumed. This series tells you why. Episode III: How to and Why it works In the previous Episode I explained the background of the lag of many traditional pharma makers in regards to Industry Best … Continue reading Why SMED is quick win in pharma – Episode III