Hello everyone. Last time, I wrote about the “5 Whys”, one of the techniques used in the “Analyze” phase of Lean Six Sigma to find the root cause of a problem.
Until the last time, “as-is (current situation analysis)” is once completed! In Lean Six Sigma, we have come to “Define”, “Measure” and “Analyze”.
From this time, we will go into the “to-be (future state design)”. Now it’s time to “solve the problem”!
1. “Key for problem solving lies in Gemba”!
So, it’s time for problem solving. I think this is where every “problem solver” will be so excited:) As I’ve posted before, it’s fun because it’s a creative process to draw future state. It makes us to think “Let’s come up with a great idea that no one has ever thought of”! Especially in the case of consulting firms, there are many cases where they receive a lot of money (maybe), so in those cases, you may feel such kind of pressure, right?
However..
What is important in problem solving is not “thinking of a great solution to the problem” but “actually solving the problem”. In order to “actually solve the problem”, it is important that problem solving is steadily implemented. So who actually implement the problem solving measures? This would be members in “Gemba (in the field)”, right? If the person who solves the problem is a member in Gemba, I don’t think this is much of a problem, but I think there are many cases where this is not the case.
Human beings are strange, and the ideas (problem solutions) that other people come up with are not very interesting. It’s out of the question if the level of the idea is really low (laughs), but even if it’s at a certain level, if it’s an idea from someone other than Gemba, there is sense of resistance like “Don’t say something bossy as you don’t even know Gemba”. Or there is sense of victim like “In the end, we are the ones who have to suffer in Gemba”. Or there is sense of giving up like “We worked with similar consultants before, but nothing changed. So let’s treat them carelessly”. Or making alibi like “If we agree with the idea easily, we won’t know what will be said if it fails, so let’s deny it for the time being”. From these emotions, it often happens that we cannot get a “buy-in” for an idea.
In case of consulting firms, I think there are many contracts like until presenting this “idea (problem solution)” is one project, and the rest of the execution should be done by the client’s Gemba members. In those cases, this problem is likely to arise. In order to prevent this from happening, I think there are many cases where we propose a solid “roles and responsibility for execution” during the project period, but after that, I think it is up to the client (Gemba) whether or not it is truly executed “enthusiastically”.
Now, if you, the problem solver, are not Gemba members, I recommend that you involve the Gemba members when coming up with ideas for problem solving. “Involving” specifically means “asking people to come up with ideas for solving problems”.
2. “to-be” corresponds to “Improve” ~ “Control” in Lean Six Sigma
Here as usual (laughs), I would also like to touch upon Lean Six Sigma. As shown in Fig 1 above, “to-be” stage corresponds to “Improve” to “Control” in Lean Six Sigma.
In “Improve” phase, we consider improvement measures (problem solutions) for the “root cause (of the problem)” extracted in the previous “Analyze” phase. It’s so called “brainstorming”. And to have a good brainstorming, a good facilitator is essential. I would like to write about brainstorming and facilitation in this area later on this blog.
The good thing about Lean Six Sigma is that the final “Control” is explicitly included! As I mentioned earlier, what is important in problem solving is not “thinking of a great solution to a problem” but “actually solving the problem”. Therefore, for each of the improvement measures considered in the “Improve” phase, we need to decide “who will do what, by when”, and manage them properly. Since it’s the last phase, it’s easy to neglect this phase (laughs), but I personally think it’s the most important phase.
3. Your role as “problem solver” in “to-be” phase
In “as-is” phase, I introduced various analysis methods and tools, but I think your role in this phase is more like an “analyst“. I also posted this before, but in this phase, it was important to “grab their hearts” of stakeholders by uncovering facts that they “did not know” or “would have never thought of”, right?
When you go into “to-be” phase, you have to “transform (laughs)”. First, in the problem-solving stage, “Improve” phase of Lean Six Sigma, you need to be a “facilitator (facilitator of problem-solving discussions)“.
Lastly, in the stage of implementing problem solving, the “Control” phase of Lean Six Sigma, you need to become a “project manager (tracking the progress of problem solving and let members follow through until it is completed)“.
You have to change your roles multiple times. Well, being a problem solver is tough:)
That’s all for this time, and I would like to continue from the next time onwards. Thank you for reading until the end.