How can you improve problem-solving skills when managing a team in Food Manufacturing?

Muchas cometemos el error de ir por la solución antes de diagnosticar y entender el problema, Si lo hacemos correctamente vamos a identificar la causa con precisión y no por prueba y error.

In the fast-paced world of food manufacturing, it's crucial for a team to be great problem solvers. This means encouraging teamwork, keeping everyone trained on the latest industry stuff, and always figuring out why things go wrong, not just fixing the surface issues. Using technology smartly, being creative, and having clear rules help too. The idea is to not just solve problems quickly but to make the team really good at handling anything that comes their way in the ever-changing world of food production

1. Identify the problem 2. Collect probable causes 3. Find the root cause 4. Define the type of non-conformity 5. Measure the degree and the impact of non-conformity 6. Analyze the corrective and preventive actions to put in place 7. Implement the corrective and preventive actions 8. Follow up the corrective and preventive actions 9. Standardize the process with control measures 10. Sustain the control measures put in place

In my many years of experience developing and leading high performance teams, I have learned that the primary obstacle is not in finding a solution. Most often, the people involved so not have a clear, shared understanding of the current situation --- everyone wants to assume that "everyone knows" how the current process/product is running. Therefore, significant effort needs to be expended to achieve clarity regarding the current situation. When this has been accomplished, the group must reach shared agreement regarding the objective for changing the process/product --- must focus on the ultimate goal, not a potential means of achieving that goal. With they two pillars in place, coming up with viable solutions is often quite easy.

For every problem, there has to be a cause and in manufacturing having a systemic approach to activities ensures improvement in the system. Therefore, the first step in improving the capacity of your team in solving problems is teaching, coaching and guiding them on root cause analysis approaches, the principles and the practice. This will build their confidence and aid their ability to tackle problems independently. Another approach that helps is consulting them for solutions to the causes identified then backing them to execute the solutions they have come up with. Generally, with these steps, teams become more confident approaching problems and coming up with innovative and effective solutions.

Es la regla básica incluir a los equipos en la solución, sino no disponemos de lo que realmente pasa en el proceso, no se hacen responsables de las soluciones y queda ejemplificado que los lideres no saben trabajar en equipo.

For me the team involvement should happen since the beginning. My best experiences and resolutions have come from an early adoption of a team to if and solve the issue. So should not be step 2 but one. The root cause analysis is best done when you have cross functional experience by your side that can uncover biases or blind sighted spots.

I tend to thinking that never underestimate even the role of simple people among the the team it’s very narrowing subject to have strong active listening to pay enough attention the word by word of frontline team who are really on the battle ground.

Getting your team involved and getting the buy in is the foundation of problem solving. It is that team that deals with the every day challenges that actually has the power to properly come together and solve any problems and challenges that the overall process is encountering. The team has the overall power “to make it or break it”.

En equipo debe estar integrado por personas de diferentes áreas que tengan injerencia en el problema identificado, el no tener un enfoque multidisciplinario puede derivar en obviar algunas factores que generen el problema, recomendable involucrar a personal de línea u operativo más los líderes de las áreas.

Siempre que hay que generar una Carta de Control de Proceso una vez modificado, con una cierta periodicidad de revisión cosa que si presenta desviación podamos corregir a tiempo y no cuando es tarde. Si ya vemos en el mediano a largo plazo, que esta en Control, podemos ir distanciando su control.

The best indicators are automatic and inherently derived. Any manually reported indicators suffer the risks of adulteration, error, and lag.

Work with the team to implement solutions, whether these are management related or operating related. A well calibrated exchange of knowledge leads to determining 'where to look', what are the indicators needed to monitor performance. This knowledge exchange is crucial for the 'polishing work' needed when implementing the solution. This to ensure that variation is under control. Also to ensure this solution does not negatively impact elsewhere in the system. Again, a systemic approach is necessary for the implementation and monitoring of process.

For us, performance control system was a key fundamental tool to monitor all deviation in both CTQs and Operation Indicator to ensure the team are informed and prepared for corrective and/or preventive actions.

One thing I have found helpful is to group complaints into similar causes, as its important to see trends before they become a bigger issues. Trends can be very helpful when there maybe more than one rootcause!

I always learned from the people who did the work on a daily basis, sometimes 8 - 12 hours per day and they taught me the value of departmental input in resolving non-conformances. Cross functional teams are imperative in gaining the knowledge of everyone's input for root cause analysis of any non-conformances. This approach always encourages 'buy-in' from the team and makes the team more effective in coming to a unified decision in problem resolution and CAPA.

One of thing I’ve noticed is simplicity: we need to wear the shoes of people and transform the systematic literature as simple as possible with good visualization and easy to access and accurate feedbacks

Continuous improvement. Not only with the resources involved but bring fresh eyes with clarity to support the improvement and bring new ideas in a periodical review of the main programs.

Encourage collaboration by providing cross-functional training that allows the team to understand the entire manufacturing process. Implement continuous improvement practices such as root cause analysis and Lean principles to foster an innovation and efficiency culture in food manufacturing.This not only addresses immediate issues, but also lays the groundwork for long-term efficiency and innovation in the fast-paced world of food production.

El análisis de causa raíz en la resolución de no conformidades representa un proceso sistemático de aprendizaje, no solo en términos técnicos, sino también en la evolución del pensamiento, gracias a las valiosas contribuciones de los miembros del equipo. Además, el hecho de documentar la información de manera rigurosa de este proceso no solo actúa como un registro detallado de nuestras lecciones aprendidas, sino que también sirve como guía crucial para futuras mejoras y un recurso valioso para el desarrollo continuo de mejores prácticas en la gestión.

Walk the talk. When you are in a leader position building a culture to solve problems highly depends on how you lead by example and hold the team accountable by asking the right questions and allowing them the time to think and brainstorm the root cause. If we as leaders demand answers or solutions on the spot, fear takes over and no proper time is allocated to sort this out. Remember: the time you avoid in investing in this problem solving will be taken from the capital you will invest in trouble shooting time and time again.

Start with easiest tools like a logo game with pilot group of people and time to time check their progress and it not important that how big problems they can solve also consider the small celebrations of success.

First of all you need to start with change management, as you go along to introduce a new way of thinking and or working the transition has to be well managed, to get everyone on board, with support from senior management. This will be an ongoing process and will require plenty of planning and learning as you move along. The most important aspect is always to start with putting people first and build relationships and trust.

Clear understanding of the process flow and the critical to quality issues on the production line is a must for the team to succeed. Having clear quality standards on a finished product is first . Then work along the process flow to have members recognise where the problem is. Quality is the responsiblity of all sections and a team approach will help solve issues. This approcah is reinforced by the supervisor , manager so all are focussed on the quality production issues.

One thing I found useful was developing a culture that always seeks to find the answers to avoid reoccurring problems . When we trust and value employees and give them the opportunity to voice their opinions in a professional manner you will notice positive change and engagement which helps identify root causes within a short period of time.

The key issue to me is not solving the problem but preventing the problem in the first place. How do we stop things going wrong and avoid the need for problem solving. Prevention as opposed to cure. You should consider the 5 P of manufacturing 1 Process have a detailed knowledge of you process and do your risk assessments 2 procedures for managing the process job instructions work flows etc 3 people need clearly defined responsibilities as well as detailed training and on the job assessment to ensure that they really know their job 4 Predictive and preventative maintenance plans essential to avoid failures 5 Planning is the most important for me. Ensure you have a good understanding and plan your deliverables

Utilize Tools and Resources: Implement data analysis tools: Leverage data analytics software to identify trends, patterns, and potential problems before they escalate. Develop standard operating procedures (SOPs): Create clear and concise SOPs for routine tasks and procedures to minimize errors and ensure consistency. Utilize technology: Explore digital solutions like real-time monitoring systems and predictive maintenance tools to identify and address potential issues proactively. Lead by example: Demonstrate strong problem-solving skills yourself by remaining calm under pressure and approaching challenges with a methodical and analytical mindset.

There are three things to improve problem solving skills; 1. Training..... 2. Training..... 3. Training..... ..............

Good operating principles never change. If they do- they weren't good to begin with. Your work culture should be based on these. All of your actions should be tied to these, and your employee training should always be based on these. Once these are engrained in your team- then sit back and watch them govern themselves. Let them surprise you with the solutions they come up with. Often they will find new ways of doing things that you had not previously considered. Then praise and promote those that show initiative. This kind of leadership builds its own momentum and soon- everybody wants to be a part of that movement.

Only well trained employees will know how to troubleshoot in a manufacturing line, the way is to ensure SOPs are followed strictly to the customer’s needs. Seen too many untrained employees who just don’t know what they are doing. Training, training, training