In this Resource Center, we present the two most common problem-solving processes: 8-D Problem-Solving and DMAIC Problem-Solving.
In this Resource Center, we present the two most common problem-solving processes: 8-D Problem-Solving and DMAIC Problem-Solving.While there are differences in these two processes, the tools and techniques used to analyze the problem, generate solutions and implement the action plan are the same and therefore are presented independent of the problem-solving process.There’s a dreadful notion that often rears its ugly head, expressing the idea that in order to achieve a goal or clear an obstacle, we need only attempt the thing once and it’s done. Conventional wisdom – wrong as it’s continually proved to be – is often at the root of some shaky business philosophies, many of which are so cliché-ridden that any kind of intellectual pursuit in building or creating anything worthwhile gets buried in the saccharine mix of meaningless tautologies.
Tough problems are tough to solve because they haven’t been solved before.
Easy problems are quickly resolved, but tough problems require an in-depth understanding of the problem and creative thinking beyond the obvious solutions.
When there are deviating results, it is important to find out what could have caused these deviations.
Subsequently, changes and/or adaptations will have to take place in the process, so that the goal will still be achieved. Is A3 Thinking Process applicable in today’s modern businesses and organizations?
The deeper, underlying causes of the problem are not always considered, allowing repetition to lie in wait.
The same problems will resurface with the result that operational performance does not improve.The A3 Thinking process helps to arrive at a joint and detailed problem resolution. The A3 Thinking Process can be applied in almost any problem situation provided the ten steps are followed in the process: The problems is recognized, acknowledged and identified by the team members of the A3 Thinking process.: Because of the new form of communication, the status of the delivery will be clear to the customer and the company.Car giant Toyota has included the ability to continuously carry out improvements in operational performance in a structured process. Toyota describes problem identifications in a 10 step plan in which cooperation and personal development of employees is promoted.Both the results of the problem identification and the planning are represented in a concise A3 report.Typically tough problems are solved by teams rather than individuals because it takes several different perspectives to form a complete analysis of what is at the root of the issue.By using a standard process that all team members are familiar with, a diverse group of people will have a common understanding of the step-wise process, terminology and techniques to efficiently and effectively tackle long-standing or acute problems.The A3 Thinking process team can work purposefully by pointing out the contents and the details of the countermeasures. A countermeasure could be that Stock Control maintains contacts with both the suppliers and the customers on a daily basis.To achieve the goal, a carefully thought-out and workable implementation plan will be drawn up.Most organizations are perfectly capable of solving problems.However, realizing a structured problem solving approach is often much more difficult.