SOVLING PROBLEMS – It’s A Behavioral Approach

First and foremost, it’s important to note that this article is not being written as a how-to deploy / use the Eight Steps of Practical Problem Solving. It is our ambition to share the value of this approach in developing, modeling and inspiring the right lean behaviors at all leadership levels. There are plenty of other powerful articles and resources available / published which cover the how-to aspect of this approach.

For us as daily lean practitioners, coaches and mentors, people are always watching how we approach situations. Whether it’s the tonality we use, the style and types of questions we ask or the techniques to better listening, people are always watching. What impacts them the most however, is the actions we take because of those approaches. We’ve all heard the old saying, “it’s not the words you say, but how you said it that made a difference”! Interesting enough, our topic of discussion is a way of learning that is purely behavioral.

All behavior can be learned, meaning that we can change old behaviors and replace them with new behaviors. Behaviorism itself is concerned primarily with the observable and measurable aspects of actions. Therefore, problem-solving is directly attributing our actions to very distinct human behaviors. Allow me to explain.

What you probably already know about Dr. William Edward Deming is that he is best known for his rebuilding efforts with Japanese manufacturers after World War II (Statistical Process Control – SPC). His rigid and direct approaches to combating complacency and leadership in the work environment is well documented with the development of the “System of Profound Knowledge” and several writings with one book in particular, “Out of Crisis” which outlined and detailed the 14 Points.

What you may not be aware of is that Dr. Deming was a HUGE supporter Walter Shewhart’s PDSA (Plan, Do, Study, Act – The Shewhart Cycle) vice the up and coming more popular PDCA (Plan, Do, Check, Act Cycle). His belief was that the term STUDY demonstrated a deeper understanding of why the situation or process produces a variety of results. For him, this was a kind of devotion of one’s time and energy in gaining true knowledge. This contrasted with the term CHECK, which meant to just gather, see and/or share the resulting outcome. In his perspective, this was more of examining something to determine a course of action rather than a true solution. Obviously these two paradigms are truly worlds apart. The interesting point here is that the Japanese culture has really embodied and modeled their behaviors around the “devotion” aspect of this method. I for one see this as a key reason for their consistency in achieving exceptional quality, valuing the effort by simplifying the methods and in delivering their level of customer service. In all fairness, I should divulge that I may be a little bias since I’ve lived here in Japan for more than 31 years…smile!

Moving forward though, in Makoto Flow Ltd. we’ve taken a closer look at how Toyota’s Eight Steps to Practical Problem Solving (PPS) has been designed. Because of those who mentored us, we can clearly see three levels of linkages; 1) the Sequential Method; 2) the PDSA Cycle; 3) the Enabling Behaviors. Let us talk about each of them separately to ensure their value is not miss-stated or demeaned.

The original 8 Steps to PPS are shared below with a brief explanation of their intent.

Step 1. Clarify the Problem – Here we define the problem in terms of deviation, standards, gaps or customer needs. We answer the question WHY it’s a problem by being specific as well as measurable in our statement, which is critically important.

Step 2. Breakdown the Problem – Many aspects or elements contribute to any given problem. Our effort here is to break it down into smaller problems. This is accomplished by going to see, visualizing inputs & outputs, being specific with contributors as well as prioritizing them.

Step 3. Set the Target – Now we are focused on what the end in mind will look like which helps to create a level of commitment/purpose. This is about “tightening the rope” on actions by connecting it to deliverables, expectations and dates.

Step 4. Analyze the Root Cause – Since many enablers & influences exist to most problems, here we dig deeper to get closer to the root cause(s) that are impacting the problem or issue. Typically here we scale down by deploying the 5W+1H, Fishbone and 5 Why methods. 

Step 5. Develop Countermeasures – When done correctly, several root causes will be identified that are both practical and effective based on the target. Usually this requires individual actions to either Eliminate, Reduce, Combine or Simplify (ERCS). Whatever action is chosen the countermeasure must impact the root causes.

Step 6. Implement Countermeasures – Now the actions become real. This usually involves doing one countermeasure at a time to value and understand its impact but also to clearly define What, by Who and by When kind of activities. Communication, feedback and persistence is critical at this juncture.

Step 7. Monitor Results and Process – Here we ensure both before and after actions are monitored along with their outcomes. Understanding the impact and rationale of why things got better or worse is critical. Documentation of each trail and/or action is valued.

Step 8. Standardize and Share Success – Here three basic actions take place. 1st Reflection (hansei), education (learning/sharing) and documentation (standard work documentation) of the new standard. 2nd Implementation of the new standard practices with auditing. 3rd Addressing all unresolved issues.

So in summary, the creativity of these 8 Steps of PPS drives the right actions for more real-time knowledge and hands-on efforts vice extensive analysis and debate. It places a strong value on Genchi Genbutsu (Go and See) activities which is a key principle of the Toyota Production System (TPS).

The next linkage is the PDSA Cycle in both understanding and executing the 8 Steps of PPS. Typically most use what is referred to as the A3 format which visualizes and simplifies the described method. It should be noted that this model has variants that many organizations have adopted using the well-known PDCA Cycle and other formats as their standard practice. Either model utilized, the 8 Steps work hand in hand with the Cycle as we are sharing below.

? PLAN – STEPS 1 thru 5 – Helps to define what exactly we are going to do. This is truly the “thinking and planning phase”. It shall include planning tests, organizing resources and points of observation, as well as what data should be gathered. This generates a list of action steps along with responsible person(s) and a timeline.

? DO – STEP 6 – Helps to capture when and how we did it. This is the “execution or trying phase”. It shall include the trails, small scale tests, the documented efforts of the plan with the resulting data/findings as a means to influence root causes. This generates a description of what happened when you ran your tests or observations.

? STUDY – STEP 7 – Helps to better understand what were the results. This is about “analyzing, learning & summarizing”. When done correctly, we can clearly determine the influence of each actions taken. This phase describes the measured results and how they compare to the predictions we envisioned.

? ACT – STEP 8 – Helps to determine what changes are we going to make based on our findings. This is about “adapting, adopting or abandoning efforts”. Based on what we’ve learned, we describe what modifications to the plan will be made for the next cycle and then repeat as needed.

Hope those simple insights provided the clarity to the linkage of both the 8 Steps of PPS and the PDSA Cycle in terms of actions and purpose. From our experience, we’ve noticed that many people are well versed in both the use and application of these points but what is typically absent is the ability to link the third element, Enabling Behaviors with the problem-solving effort. Let’s dive into this now with a clear sense of purpose.

Our experience has taught us that the 14 Management Principles of the Toyota Way can be broken down into 12 Distinct Lean Leadership Mindsets/Behaviors. This paradigm and the application of these behaviors to the 4 Intersecting Quadrants of the Toyota Production System (TPS, TPM, TQM & Talent Development) has transformed organizations from the shop floor to the board room and across all industries. Obviously, the way that we do this is for another article and time, but for now and relative to problem-solving, allow us to share how just 4 of the 12 behaviors attribute to cultural and mindset changes.

1. Plan Slowly, Act Quickly – It’s human nature to react. However, with this lean behavior being demonstrated, it places a high priority and discipline on being pro-active vice reactive. This in no way means we should take enormous amounts of time and effort to over analyze issues. In fact, it means just the opposite. What it clearly intends to demonstrate is that with the proper amount of time upfront in understanding the real problem, we are better able to find and execute solutions faster, usually resulting in 50 to 60% faster. The A3 format and methodology truly embodies this principle and practice with its structure and discipline.

2. Everybody Solves Problems – We often organize our talents based on tasks and profiles into “experts”, i.e. IT handles all computer & internet issues; HR handles all employee related issues; Quality Control handles all quality assurance and problems; etc. Truthfully, this functionality builds silos and/or organizational barriers. When it comes to problems though, we shouldn’t have to wait for the “expert” to arrive. We are all capable of being problem-solvers. This is another key concept in the Toyota Way of thinking. The 8 Steps of PPS is so simple and adaptable, that every leader at first and then every employee can easily become “problem-solving experts”. Imagine the number of issues that would be solved in a week, a month and better yet a year if this paradigm were changed. 

3. Asking Why 5 Times – Every situation can be instantly driven into a kind of “root cause analysis” phase just by instituting the asking of 5 Why’s. Obviously, this is not a common behavior in the work place, therefore people/co-workers may see those using this approach as being pompous, arrogant or down right combative, especially with the frequency of its use. However, once this is the natural position and behavior of all leaders, great and powerful changes will emerge daily. How and when this is used is also very critical in making it palatable for everyone. The point here is that questioning rationale is very influential to changing the mindset of leaders and cultures.

4. Go See for Yourself on the Gemba – We know this today as Genchi Genbutsu or Going to the Gemba (the place where valued work is done). When this relates to problems or solutions, it becomes evident that discussing things in meetings and asking questions of experts causes disruption and frustration rather than actual solutions. However, when we engage this going to see behavior by going to the point in the system, process or desk where that issue resides, we become proactive influencers in the workplace. Additionally, we often share with others the acronym of POWER, which means Proper Observation Will Eliminate Risk. When applied to a Go See activity this clearly helps to better understand, describe & value the issue at hand. The Go See activity doesn’t mean that you just show up at the location and ask direct question. In many situations, it requires studying/checking for 7 to 10 cycles, hours, days and even different shifts. Thereby embedding the discipline of "study". Additionally, it also requires the adoption of the 3 P’s when going to the gemba – Purpose, Process and Respect for People.

Obviously this was just a sampling, however all 12 Lean Leadership Enablers support problem-solving behaviors from a variety of different perspectives. The key is to recognize them, adopt them, coach and model them. After all, “leaders are teachers”!

If you want to know more about this topic or others, reach out to us at [email protected]. Hope you found this both informative and resourceful. Wishing everyone nothing but great success and health. Until my next article, all the very best.

DJ Duarte, Owner & Co-Founder of Makoto Flow Ltd.