What do you do if your problem-solving in Lean Manufacturing is hindered by unclear communication?

The key to problem solving is to identify the right tool for problem solving.The easiest tool available for problem solving is 5-Why's and can be taught at the floor level as well. More complex tools like DOE, Fishbone diagram, SIPOC should be used by more experienced lean practitioners. Once the tool is identified the person familiar with the tool should facilitate problem solving and that will lead to a clear communication path for problem solving.

Before starting to look for a cause we need to understand if there is a problem. To understand if you have a problem at hand you can use the following 3 questions: Is there a deviation from the norm or normal? Is cause unknown? Do we need to know cause to take appropriate action? If yes to all above there is a problem. Next we need an object and a defect to formulate the problem statement. For this we can use 5 why and if there are a lot of circumstances which might contribute a incident map of cause and effect map might help te tighten the problem statement.

We have to clearly articulate the issue of unclear communication and its impact on Lean initiatives. We need to identify specific instances where unclear communication has led to challenges or inefficiencies. Next step would be to collect data and feedback from team members, stakeholders, and other relevant parties to understand the scope and nature of the communication problem. Here we should explore various factors that may be contributing to unclear communication, including cultural barriers, lack of communication channels or protocols, misalignment of goals or expectations, inadequate training or skill development, or organizational structure and hierarchy.

In Lean Manufacturing problem-solving, unclear communication can hinder progress. To mitigate this, clarify expectations for communication, improve channels like regular meetings and technology tools, provide training in effective communication techniques, standardize processes, and encourage open dialogue and feedback. Tackling language barriers through training or translation services is crucial. These efforts foster a culture of clarity, collaboration, and efficiency, enhancing problem-solving and overall productivity in manufacturing processes.

Before identifying the root cause, need to determine if this is a customer nonconforming requirement. Identifying the root cause will be easy as you use the 5 whys methodology. Involve at least one member of each department in this analysis and include an expert person on this methodology, because you will find other possible causes wrong

Post identifying the root cause of unclear communication hindering Lean initiatives, it's crucial to assess its specific impacts such as delays in project timelines, misunderstandings, coordination issues, and reduced productivity. We should determine the scope of the communication problem by identifying affected teams, departments or processes. We have to quantify the effects using metrics like project delays, error rates, rework levels or customer complaints related to communication. All this will help develop a clear problem statement detailing the issue's impact on Lean initiatives and any measurable effects. Next we need to validate this statement with stakeholders to ensure accuracy and relevance, and refine it based on the feedback.

At this point, get creative and work together to brainstorm solutions! Your team and stakeholders can bring valuable insights. I've found that using tools like Brainstorming or Affinity Diagrams sparks diverse ideas, and during the first stage, all ideas are valid ideas, don't discard any of them. Then, we can use methods like Decision Matrix to weigh our options, and on this point, this is where you can organize and prioritize the ideas. Remember that clear communication is crucial; it fosters feedback and builds support.

Time to do what we decided in the previous step, on this stage, clear communication about progress with the team is key; for that we'll use tools like Action Plans and Gantt Charts to stay organized and focused. Regular check-ins and adjustments, guided by tools like PDCA Cycles, will ensure we're on the right track. Monitoring our results with tools like Run Charts or Pareto Charts will help us celebrate successes and learn from any setbacks.

Un punto importante es que a veces ni siquiera se conocen las propiedades de los materiales en transformación y se usan conceptos Lean en lugar de fundamentos científicos para describir el problema. Verlo demasiado simple es un error recurrente ??

Aquí es donde realmente falla, no somos claros en comunicar. Desde que no tenemos una secuencia ordenada para hacerlo. Lo mejor siempre es usar una estructura PDCA y de ahí cuidar el cómo se dicen las cosas. Me ha tocado ver casos donde ni siquiera el problema ha sido bien redactado, así no vas a poder comunicar y hacer entender el porque el problema es un problema.

Un punto importante es que a veces ni siquiera se conocen las propiedades de los materiales en transformación y se usan ci conceptos Lean en lugar de fundamentos científicos para describir el problema. Verlo demasiado simple es un error recurrente ??

Review the objectives Rephrase the statement Do several communication with all the team Let everyone explain what we are looking for

Un punto importante es que a veces ni siquiera se conocen las propiedades de los materiales en transformación y se usan ci conceptos Lean en lugar de fundamentos científicos para describir el problema. Verlo demasiado simple es un error recurrente ??

This is one reason why it's a good idea to use an A3 template. By presenting the problem information to your stakeholders and seeking their feedback, you create the opportunity to build consensus on the relevance of the problem, the problem statement, and the allocated resources.

Just ask critical thinking questions right to get the right information you need to reach the root cause of the problem FIRST you Need to learn how to use your Critical Thinking Process Otherwise nothing will happen Thank you for sharing

Why?: Why did this problem occur? What?: What exactly is the issue or symptom we're experiencing? Who?: Who is affected by this problem, and who might have relevant information? When?: When did the problem first arise, and when does it occur? Where?: Where does the problem occur, and where are its effects felt? How?: How does the problem manifest itself, and how is it currently being addressed? What if?: What if we tried a different approach or solution?

BMW Group proactively identifies communication-related problems, encourages a culture of collaboration and continuous improvement, and ensures that effective communication supports the success of Lean initiatives across its manufacturing operations. Regular meetings, workshops, and collaborative sessions are held to ensure that communication channels are open, transparent, and aligned with organizational goals. BMW Group promotes a culture of empowerment where employees are encouraged to voice their concerns, provide feedback, and suggest improvements related to communication processes. BMW Group leverages advanced communication technologies and digital tools to enhance communication efficiency and effectiveness.

Communication is an essential skill that is used to boost lean manufacturing in the organization. Without good communication, lean will not be applied in a proper way. If we face poor communication. We should start and use different types of communications, face to face, meeting direct or online, mails, banners or messages via TV.,…… and keep using these types till people start changing using these communication channels