Jumping to Solutions

Do any of these examples sound familiar:

Example 1. We have this new communications system, and no one is using it. Our metrics for success are enrollment and utilization.

Example 2. Our production capacity is going to be restricted by the mandatory inspections, so we need to increase the speed of our post-inspection processing by adding manpower.

Example 3. Our production quality sucks right now; the issue is accountability. Once the managers start holding the production team responsible for quality, then quality will take care of itself.

Example 4. The reports we generate do not have a consistent format or presentation. Once we develop standard operating procedures for each report...

Jumping to the solution is the default problem solving methodology in many organizations. Because the seeds of the solution are always contained in the problem, responding quickly is often rewarded with initial success. However, a quick response is rarely a comprehensive response. A communications system that no one uses might simply be unnecessary; increasing manpower after an inspection bottleneck will not improve the overall system production; and the system itself should be held accountable for quality, not the individual.

One principle of continuous process improvement is to slow down and apply a disciplined approach to problem solving. Instead of jumping to solutions, take some time to fully define the problem, gather baseline information, and analyze the gaps between the present and desired circumstances.

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