What do you do if your manufacturing operations encounter a problem that requires critical thinking?

As the saying goes, "A Problem Well-Defined is a Problem Half-Solved." Most common mistakes in problem and root cause identification is being deceived by observed symptoms leading to "shotgun" thinking approach. It is important to start with an open "unbiased" mind and take all symptoms and observed footprints of the issue at hand as valuable data and facts. Data and Fact finding is tedious but critical as you move to the next step - "Root Cause Analysis" whereby process of elimination, proving hypotheses and testing its significance are methodically executed. Defect concentration diagrams are handy and helpful in drawing hypotheses to kick off the analysis.

If manufacturing operations require critical thinking, it is essential to develop and strengthen this skill in a systematic way. Here are some steps that can help individuals improve their critical thinking abilities in the context of manufacturing operations: Enhance Problem-Solving Skills: Critical thinking often involves problem-solving and decision-making. Practice solving complex problems related to manufacturing operations, such as process inefficiencies, quality control issues, production delays, or supply chain disruptions. Analyze Data and Information: In manufacturing, data analysis plays a crucial role. Develop your ability to analyze data and information effectively to identify trends, patterns, and root causes of issues.

You must slow the desire to rush to a solution, and the proper way to do that is to take the time to identify the true root cause of the problem. If you don’t identify, and then solve, the root of the problem it will come back after you have already committed to someone that it is gone. Problem identification requires Facts, Data, Creative thinking, an open mind, and a passion to seek the real issue. This doesn’t have to take forever, but rest assured if you find the root of the problem you will easily fix it forever.

Data collection is most important phase to identify root cause but before data collection CFT needs to decide type of data to be collected and correct skill set of responsible team. Data collection, data validation is very critical phase of problem solving

Como sou apaixonada por dados, acredito que esta etapa em qualquer análise seja fundamental e orientadora. Utilizar softwares e programa??o para o tratamento dos dados é crucial. Entretanto, acredito que tudo come?a na gera??o do dado, onde devemos garantir que sejam confiáveis. N?o menos importante, é essencial a coleta de dados em áreas com pessoas, praticando uma escuta ativa em conjunto com as pessoas que vivem o problema, ou seja, ir ao gemba.

Nesta etapa, com o problema bem definido e os dados analisados, é fundamental designar um líder no brainstorming. O papel desse líder é garantir um ambiente que favore?a e encoraje a escuta e a exposi??o de ideias. Também é essencial que ele direcione sempre o foco para o problema, evitando que as discuss?es se desviem para assuntos irrelevantes. é importante lembrar que, nesta fase, todas as ideias devem ser consideradas, pois posteriormente será feita uma sele??o com base na prioriza??o e no refinamento, levando em conta a viabilidade de implementa??o.

First step, understand the problem, describes problem as is it, make a gemba, once you have all information, get all possible data and use predictive tools, bring a cross funtional team to use all experience in same room and start to work on your brain storming and deep analisys for a sistemic solution

Excellent, indeed People capabilities and competence is the core to understand the risk or issue , understands it magnitude , perform RCA - rootcause and analysis and subsequent actions - containment if possible , corrective and preventive.

You should care about too theoretical solutions, that demands long time to implement. The best implementation is the faster and cheaper that could reduce the problem repetition immediately. More complex options should be in a second phase.

Implementation relies on cooperation, that's where it pays off to ensure that everyone affected has had an opportunity to be part of the solution. Open communication channels - especially regarding feedback - are vital; the faster feedback reaches you, the faster you can adapt.

The article is good but seems to handle simple and straight problems. It is using the PDCA cycle very well. But problems needn't be straight and in many cases "defining" the problem itself is a challenge. Some problems may have to be addressed in a new way and without taking history or past statergy into consideration. Hypothesis may face disruption !

The article is good, but it missed the first step, which is Containment. When the problem first rears it’s ugly head, first protect the employees and the customer. Make sure the offending operation is still safe, and corral and isolate any problem process outputs. Don’t let non-conformities escape! Once you have the problem isolated and collected, it makes it easier to collect data.

Carefully assemble a team comprised of members with the right technical skills, diverse enough to address various aspects of the problem at hand, and well-balanced to foster lively and productive discussions.

When considering all options... I recommend utilizing the DMAIC model. Define, Measure, Analyze, Improve and Control. The DMAIC model gives the team the tool to truly understand the situation. In this case the most important attribute is the Define stage... one must understand the problem and truly define it BEFORE trying to move forward with the measure phase.