lean problem solving adalah

Teknik A3 Problem Solving Pada Pendekatan Lean Six Sigma

Teknik A3 Problem Solving Pada Pendekatan Lean Six Sigma, dimana dalam dunia bisnis yang kompetitif, kemampuan untuk mengatasi masalah dengan cepat dan efektif menjadi kunci keberhasilan. Salah satu pendekatan yang terkenal dalam Lean Six Sigma adalah A3 Problem Solving. Teknik ini menggabungkan analisis mendalam dengan komunikasi yang jelas melalui penggunaan format dokumen A3. Dalam artikel ini, kami akan memperkenalkan pembaca pada teknik A3 Problem Solving yang efektif dalam memecahkan masalah dengan pendekatan Lean Six Sigma. Kami akan memberikan panduan langkah demi langkah tentang bagaimana mengimplementasikan pendekatan ini untuk mencapai hasil yang sukses.

Table of Contents

Memahami Konsep A3 Problem Solving

Dalam pendekatan Lean Six Sigma, A3 Problem Solving menjadi salah satu teknik yang populer dan efektif untuk mengatasi masalah dengan cara yang sistematis. Konsep dasar A3 Problem Solving adalah menggunakan format dokumen A3 yang menggambarkan masalah, analisis, dan rencana perbaikan dalam satu halaman. Format ini memungkinkan tim untuk secara jelas dan terstruktur mengkomunikasikan pemahaman mereka tentang masalah yang dihadapi serta solusi yang diusulkan.

Format dokumen A3 biasanya terdiri dari beberapa bagian penting. Bagian pertama adalah penjelasan tentang masalah yang dihadapi, termasuk dampaknya terhadap proses bisnis dan tujuan yang ingin dicapai. Bagian ini membantu menyatukan pemahaman tim terhadap permasalahan yang dihadapi. Selanjutnya, dilakukan analisis akar penyebab masalah dengan menggunakan alat-alat seperti diagram Ishikawa, 5 Whys, atau analisis Pareto untuk mengidentifikasi faktor-faktor yang berkontribusi pada masalah.

Setelah itu, tim mengusulkan solusi perbaikan yang didukung oleh analisis yang telah dilakukan. Rencana perbaikan harus memperhatikan aspek-aspek seperti kriteria kesuksesan, sumber daya yang tersedia, dan dampak dari solusi yang diusulkan. Pada bagian akhir dokumen A3, dilakukan pemantauan dan evaluasi terhadap hasil dari implementasi solusi perbaikan. Tim mengukur sejauh mana tujuan telah tercapai dan mengidentifikasi pembelajaran yang dapat diterapkan pada proyek-proyek selanjutnya. Dengan pendekatan A3 Problem Solving, tim dapat fokus pada inti masalah, menerapkan solusi yang tepat, dan memastikan perbaikan yang berkelanjutan dalam proses bisnis.

Langkah 1: Menjelaskan Masalah dengan Jelas

Langkah pertama dalam A3 Problem Solving adalah menjelaskan masalah dengan jelas dalam dokumen A3. Hal ini melibatkan mengidentifikasi sumber masalah secara spesifik dan menggambarkan dampaknya terhadap proses bisnis. Dalam menjelaskan masalah, penting untuk mempertimbangkan perspektif dari berbagai pemangku kepentingan yang terlibat.

Identifikasi sumber masalah yang jelas membantu tim memfokuskan upaya mereka pada akar penyebab yang mendasarinya. Misalnya, jika masalah terkait dengan kualitas produk yang rendah, tim perlu mengidentifikasi faktor-faktor yang berkontribusi pada kualitas yang buruk tersebut, seperti proses produksi yang tidak stabil atau kekurangan keterampilan operator.

Selain itu, penting juga untuk menggambarkan dampak masalah secara rinci. Hal ini melibatkan mengukur tingkat keparahan masalah dan dampaknya terhadap proses bisnis, baik dari segi kualitas, biaya, waktu, maupun kepuasan pelanggan. Dengan menjelaskan masalah secara jelas, tim dan pemangku kepentingan dapat memiliki pemahaman yang sama tentang masalah yang dihadapi dan urgensi untuk menyelesaikannya.

Dalam menjelaskan masalah, juga penting untuk mengidentifikasi pemangku kepentingan yang terlibat dan memahami perspektif mereka. Pemangku kepentingan dapat termasuk pelanggan, pengguna akhir, pemilik proses, dan manajemen. Memahami perspektif mereka membantu dalam mengidentifikasi kebutuhan dan harapan yang harus dipertimbangkan dalam merumuskan solusi perbaikan.

Langkah 2: Menganalisis Akar Penyebab Masalah

Langkah kedua dalam A3 Problem Solving adalah menganalisis akar penyebab masalah secara mendalam. Dalam langkah ini, Anda akan menggunakan berbagai alat analisis seperti diagram Ishikawa, 5 Whys, atau analisis Pareto untuk mengidentifikasi faktor-faktor yang berkontribusi terhadap masalah yang dihadapi.

Alat analisis yang umum digunakan adalah diagram Ishikawa, juga dikenal sebagai diagram sebab-akibat atau diagram tulang ikan. Diagram ini membantu tim untuk mengidentifikasi berbagai faktor penyebab yang mungkin berkontribusi pada masalah. Faktor-faktor tersebut dapat mencakup bahan baku, metode kerja, mesin, lingkungan, dan tenaga kerja. Dengan menggambarkan hubungan antara faktor-faktor ini, tim dapat melihat secara jelas akar penyebab yang mendasari masalah.

Selain itu, alat analisis 5 Whys juga dapat digunakan. Konsepnya adalah mengajukan pertanyaan “mengapa” secara berulang hingga mencapai akar penyebab yang paling mendasar. Dengan terus menggali pertanyaan mengapa terjadi, tim dapat menemukan faktor-faktor yang menjadi akar penyebab masalah tersebut.

Analisis Pareto juga berguna dalam mengidentifikasi faktor-faktor kritis yang berkontribusi terhadap masalah. Prinsipnya adalah memfokuskan upaya pada faktor-faktor yang memiliki dampak terbesar. Dengan menganalisis data dan mengurutkannya berdasarkan tingkat kontribusinya, tim dapat menemukan faktor-faktor yang paling berpengaruh dalam masalah yang dihadapi.

Tujuan dari langkah ini adalah mengidentifikasi akar penyebab yang mendasari masalah. Dengan memahami akar penyebab tersebut, tim dapat mengambil tindakan yang tepat dan efektif dalam merancang solusi perbaikan. Dengan analisis yang mendalam, tim dapat memahami hubungan sebab-akibat yang kompleks dan mengatasi masalah dengan pendekatan yang berkelanjutan.

Langkah 3: Merancang Solusi Perbaikan

Langkah ketiga dalam A3 Problem Solving adalah merancang solusi perbaikan yang efektif untuk mengatasi akar penyebab masalah yang telah diidentifikasi. Dalam langkah ini, Anda perlu berpikir kreatif dan mengembangkan strategi yang akan membantu mengatasi masalah yang mendasarinya.

Pertama, Anda perlu mempertimbangkan kriteria kesuksesan yang ingin dicapai dengan solusi perbaikan. Apakah itu terkait dengan peningkatan kualitas, efisiensi proses, penghematan biaya, atau kepuasan pelanggan. Dengan memiliki kriteria yang jelas, Anda dapat fokus pada pengembangan solusi yang relevan dan sesuai dengan tujuan yang ingin dicapai.

Selanjutnya, Anda harus mempertimbangkan sumber daya yang tersedia untuk menerapkan solusi perbaikan. Hal ini melibatkan penilaian terhadap anggaran, waktu, tenaga kerja, dan peralatan yang diperlukan. Dengan mempertimbangkan ketersediaan sumber daya, Anda dapat merancang solusi yang realistis dan dapat dilaksanakan dengan efektif.

Selain itu, penting juga untuk memahami dampak dari solusi yang diusulkan. Apakah solusi tersebut akan memiliki efek domino yang dapat mempengaruhi aspek lain dalam proses bisnis? Apakah solusi tersebut akan membutuhkan perubahan dalam kebijakan atau prosedur yang ada? Dengan mempertimbangkan dampak yang mungkin terjadi, Anda dapat mengantisipasi dan merancang solusi perbaikan yang tepat.

Dalam merancang solusi perbaikan, penting untuk melibatkan pemangku kepentingan yang relevan. Dengan melibatkan mereka, Anda dapat memperoleh perspektif yang beragam dan memastikan solusi perbaikan yang diusulkan dapat diterima dan diimplementasikan secara efektif.

Langkah 4: Melaksanakan dan Memantau Perbaikan

Langkah keempat dalam A3 Problem Solving adalah melaksanakan dan memantau perbaikan yang telah dirancang. Dalam langkah ini, Anda akan menjalankan rencana tindakan perbaikan yang telah dibuat untuk mengatasi akar penyebab masalah.

Pertama, Anda perlu merencanakan dengan hati-hati langkah-langkah yang akan diambil untuk melaksanakan solusi perbaikan. Hal ini meliputi penentuan siapa yang akan bertanggung jawab atas setiap langkah, jadwal pelaksanaan, dan alokasi sumber daya yang diperlukan. Dengan memiliki perencanaan yang baik, Anda dapat memastikan bahwa pelaksanaan berjalan dengan efektif dan efisien.

Selanjutnya, Anda harus melaksanakan tindakan perbaikan sesuai dengan rencana yang telah ditetapkan. Penting untuk menjaga komunikasi yang baik antara anggota tim yang terlibat dalam pelaksanaan. Mengikuti rencana dengan konsisten dan melakukan tindakan perbaikan dengan cermat akan membantu memastikan bahwa solusi perbaikan dapat diterapkan secara efektif.

Selama pelaksanaan, penting juga untuk melakukan pemantauan yang ketat terhadap kemajuan yang telah dicapai. Ini melibatkan mengumpulkan data yang relevan dan mengukur dampak dari perbaikan yang telah dilakukan. Dengan memantau secara teratur, Anda dapat mengidentifikasi potensi perubahan atau kendala yang mungkin terjadi dan mengambil tindakan korektif yang diperlukan.

Selain itu, melibatkan pemangku kepentingan yang relevan dalam proses pemantauan juga penting. Hal ini memungkinkan Anda untuk berbagi informasi tentang kemajuan perbaikan yang telah dilakukan dan mendapatkan masukan atau umpan balik yang berharga. Dengan melibatkan pemangku kepentingan, Anda juga dapat membangun dukungan yang lebih kuat untuk solusi perbaikan yang diimplementasikan.

Langkah 5: Mengevaluasi Hasil dan Pembelajaran

Langkah kelima dalam A3 Problem Solving adalah mengevaluasi hasil dari perbaikan yang telah dilakukan dan mengambil pembelajaran yang berharga. Pada langkah ini, Anda akan menilai kesuksesan solusi perbaikan yang telah diimplementasikan, membandingkan hasilnya dengan target yang telah ditetapkan, dan mengidentifikasi pelajaran yang dapat diterapkan pada proyek-proyek berikutnya.

Pertama, Anda akan mengevaluasi sejauh mana solusi perbaikan telah mencapai tujuan yang telah ditetapkan. Apakah solusi tersebut berhasil mengatasi akar penyebab masalah dan menghasilkan perbaikan yang signifikan? Anda juga dapat membandingkan hasil dengan target yang telah ditetapkan sebelumnya untuk mengukur tingkat kesuksesan perbaikan yang telah dilakukan.

Selanjutnya, penting untuk mengidentifikasi faktor-faktor yang berkontribusi pada kesuksesan atau kegagalan solusi perbaikan. Apa yang telah berjalan dengan baik? Apa yang perlu diperbaiki atau diubah untuk meningkatkan hasil di masa mendatang? Dengan mengevaluasi secara jujur, tim dapat mengidentifikasi pelajaran berharga yang dapat diterapkan pada proyek-proyek berikutnya.

Selain itu, langkah ini juga melibatkan pembelajaran dan peningkatan berkelanjutan. Tim dapat mengidentifikasi praktik terbaik yang telah terbukti berhasil dan mengintegrasikannya ke dalam proses bisnis yang lebih luas. Pembelajaran yang diperoleh dari pengalaman ini dapat membantu organisasi menjadi lebih tangguh dan terus berkembang.

Melalui evaluasi dan pembelajaran, tim dapat terus meningkatkan kinerja dan memperbaiki proses bisnis secara berkelanjutan. Pelajaran yang diperoleh dari proyek-proyek sebelumnya juga dapat menjadi fondasi yang kuat untuk mengatasi tantangan masa depan dan mencapai keunggulan kompetitif.

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• Guide: Problem Solving

Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

• Last Updated: January 7, 2024
• Learn Lean Sigma

Problem-solving stands as a fundamental skill, crucial in navigating the complexities of both everyday life and professional environments. Far from merely providing quick fixes, it entails a comprehensive process involving the identification, analysis, and resolution of issues.

This multifaceted approach requires an understanding of the problem’s nature, the exploration of its various components, and the development of effective solutions. At its core, problem-solving serves as a bridge from the current situation to a desired outcome, requiring not only the recognition of an existing gap but also the precise definition and thorough analysis of the problem to find viable solutions.

Table of Contents

What is problem solving.

At its core, problem-solving is about bridging the gap between the current situation and the desired outcome. It starts with recognizing that a discrepancy exists, which requires intervention to correct or improve. The ability to identify a problem is the first step, but it’s equally crucial to define it accurately. A well-defined problem is half-solved, as the saying goes.

Analyzing the problem is the next critical step. This analysis involves breaking down the problem into smaller parts to understand its intricacies. It requires looking at the problem from various angles and considering all relevant factors – be they environmental, social, technical, or economic. This comprehensive analysis aids in developing a deeper understanding of the problem’s root causes, rather than just its symptoms.

Finally, effective problem-solving involves the implementation of the chosen solution and its subsequent evaluation. This stage tests the practicality of the solution and its effectiveness in the real world. It’s a critical phase where theoretical solutions meet practical application.

The Nature of Problems

The nature of the problem significantly influences the approach to solving it. Problems vary greatly in their complexity and structure, and understanding this is crucial for effective problem-solving.

Simple vs. Complex Problems : Simple problems are straightforward, often with clear solutions. They usually have a limited number of variables and predictable outcomes. On the other hand, complex problems are multi-faceted. They involve multiple variables, stakeholders, and potential outcomes, often requiring a more sophisticated analysis and a multi-pronged approach to solving.

Structured vs. Unstructured Problems : Structured problems are well-defined. They follow a specific pattern or set of rules, making their outcomes more predictable. These problems often have established methodologies for solving. For example, mathematical problems usually fall into this category. Unstructured problems, in contrast, are more ambiguous. They lack a clear pattern or set of rules, making their outcomes uncertain. These problems require a more exploratory approach, often involving trial and error, to identify potential solutions.

Understanding the type of problem at hand is essential, as it dictates the approach. For instance, a simple problem might require a straightforward solution, while a complex problem might need a more comprehensive, step-by-step approach. Similarly, structured problems might benefit from established methodologies, whereas unstructured problems might need more innovative and creative problem-solving techniques.

The Problem-Solving Process

The process of problem-solving is a methodical approach that involves several distinct stages. Each stage plays a crucial role in navigating from the initial recognition of a problem to its final resolution. Let’s explore each of these stages in detail.

Step 1: Identifying the Problem

Step 2: Defining the Problem

Once the problem is identified, the next step is to define it clearly and precisely. This is a critical phase because a well-defined problem often suggests its solution. Defining the problem involves breaking it down into smaller, more manageable parts. It also includes understanding the scope and impact of the problem. A clear definition helps in focusing efforts and resources efficiently and serves as a guide to stay on track during the problem-solving process.

Step 3: Analyzing the Problem

Step 4: Generating Solutions

Step 5: Evaluating and Selecting Solutions

After generating a list of possible solutions, the next step is to evaluate each one critically. This evaluation includes considering the feasibility, costs, benefits, and potential impact of each solution. Techniques like cost-benefit analysis, risk assessment, and scenario planning can be useful here. The aim is to select the solution that best addresses the problem in the most efficient and effective way, considering the available resources and constraints.

Step 6: Implementing the Solution

Step 7: Reviewing and Reflecting

The final stage in the problem-solving process is to review the implemented solution and reflect on its effectiveness and the process as a whole. This involves assessing whether the solution met its intended goals and what could have been done differently. Reflection is a critical part of learning and improvement. It helps in understanding what worked well and what didn’t, providing valuable insights for future problem-solving efforts.

Tools and Techniques for Effective Problem Solving

Problem-solving is a multifaceted endeavor that requires a variety of tools and techniques to navigate effectively. Different stages of the problem-solving process can benefit from specific strategies, enhancing the efficiency and effectiveness of the solutions developed. Here’s a detailed look at some key tools and techniques:

Brainstorming

SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats)

Root Cause Analysis

This is a method used to identify the underlying causes of a problem, rather than just addressing its symptoms. One popular technique within root cause analysis is the “ 5 Whys ” method. This involves asking “why” multiple times (traditionally five) until the fundamental cause of the problem is uncovered. This technique encourages deeper thinking and can reveal connections that aren’t immediately obvious. By addressing the root cause, solutions are more likely to be effective and long-lasting.

Mind Mapping

Each of these tools and techniques can be adapted to different types of problems and situations. Effective problem solvers often use a combination of these methods, depending on the nature of the problem and the context in which it exists. By leveraging these tools, one can enhance their ability to dissect complex problems, generate creative solutions, and implement effective strategies to address challenges.

Developing Problem-Solving Skills

Developing problem-solving skills is a dynamic process that hinges on both practice and introspection. Engaging with a diverse array of problems enhances one’s ability to adapt and apply different strategies. This exposure is crucial as it allows individuals to encounter various scenarios, ranging from straightforward to complex, each requiring a unique approach. Collaborating with others in teams is especially beneficial. It broadens one’s perspective, offering insights into different ways of thinking and approaching problems. Such collaboration fosters a deeper understanding of how diverse viewpoints can contribute to more robust solutions.

Reflection is equally important in the development of problem-solving skills. Reflecting on both successes and failures provides valuable lessons. Successes reinforce effective strategies and boost confidence, while failures are rich learning opportunities that highlight areas for improvement. This reflective practice enables one to understand what worked, what didn’t, and why.

Critical thinking is a foundational skill in problem-solving. It involves analyzing information, evaluating different perspectives, and making reasoned judgments. Creativity is another vital component. It pushes the boundaries of conventional thinking and leads to innovative solutions. Effective communication also plays a crucial role, as it ensures that ideas are clearly understood and collaboratively refined.

In conclusion, problem-solving is an indispensable skill set that blends analytical thinking, creativity, and practical implementation. It’s a journey from understanding the problem to applying a solution and learning from the outcome.

Whether dealing with simple or complex issues, or structured or unstructured challenges, the essence of problem-solving lies in a methodical approach and the effective use of various tools and techniques. It’s a skill that is honed over time, through experience, reflection, and the continuous development of critical thinking, creativity, and communication abilities. In mastering problem-solving, one not only addresses immediate issues but also builds a foundation for future challenges, leading to more innovative and effective outcomes.

• Mourtos, N.J., Okamoto, N.D. and Rhee, J., 2004, February. Defining, teaching, and assessing problem solving skills . In  7th UICEE Annual Conference on Engineering Education  (pp. 1-5).
• Foshay, R. and Kirkley, J., 2003. Principles for teaching problem solving.   Technical paper ,  4 (1), pp.1-16.

Q: What are the key steps in the problem-solving process?

A : The problem-solving process involves several key steps: identifying the problem, defining it clearly, analyzing it to understand its root causes, generating a range of potential solutions, evaluating and selecting the most viable solution, implementing the chosen solution, and finally, reviewing and reflecting on the effectiveness of the solution and the process used to arrive at it.

Q: How can brainstorming be effectively used in problem-solving?

A: Brainstorming is effective in the solution generation phase of problem-solving. It involves gathering a group and encouraging the free flow of ideas without immediate criticism. The goal is to produce a large quantity of ideas, fostering creative thinking. This technique helps in uncovering unique and innovative solutions that might not surface in a more structured setting.

Q: What is SWOT Analysis and how does it aid in problem-solving?

A : SWOT Analysis is a strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a situation. In problem-solving, it aids by providing a clear understanding of the internal and external factors that could impact the problem and potential solutions. This analysis helps in formulating strategies that leverage strengths and opportunities while mitigating weaknesses and threats.

Q: Why is it important to understand the nature of a problem before solving it?

A : Understanding the nature of a problem is crucial as it dictates the approach for solving it. Problems can be simple or complex, structured or unstructured, and each type requires a different strategy. A clear understanding of the problem’s nature helps in applying the appropriate methods and tools for effective resolution.

Q: How does reflection contribute to developing problem-solving skills?

A : Reflection is a critical component in developing problem-solving skills. It involves looking back at the problem-solving process and the implemented solution to assess what worked well and what didn’t. Reflecting on both successes and failures provides valuable insights and lessons, helping to refine and improve problem-solving strategies for future challenges. This reflective practice enhances one’s ability to approach problems more effectively over time.

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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Apa Itu Problem Solving? Ini Pengertian, Tujuan, & 5 Metodenya

Maret 20, 2024

Di masa ini, problem solving adalah salah satu skill yang wajib dimiliki karyawan, terutama pemimpin dan manajer. Ada banyak manfaat problem solving , mulai dari mempermudah pengambilan keputusan hingga meningkatkan efisiensi. Tapi apa itu problem solving sebenarnya? Apa saja skill problem solving yang perlu Anda kuasai?

Dalam bahasan kali ini, kita akan membahas dengan lengkap tentang problem solving , tujuan, manfaat, dan berbagai metodenya. Yuk, scroll ke bawah untuk tahu kelanjutannya!

Apa itu Problem Solving ?

Memahami apa itu problem solving adalah hal fundamental yang harus dipahami siapapun, terutama yang baru masuk ke dunia kerja atau ingin naik jenjang karir. Tanpa pemahaman dan skill problem solving yang mumpuni, seseorang akan mengalami kesulitan saat bekerja, apalagi jika lingkungan kerjanya penuh tekanan.

Menurut buku The Executive Guide to Improvement and Change , pengertian problem solving adalah kemampuan mendefinisikan masalah, menentukan sumbernya, membuat skala prioritas, menyusun alternatif-alternatif solusi, dan mengimplementasikannya sesuai kebutuhan. Singkatnya, problem solving adalah kemampuan menemukan masalah dan memecahkannya dengan baik.

Agar proses pemecahan masalah terlaksana, ada beberapa karakteristik problem solving yang wajib dipenuhi, yaitu:

• Interaksi antara pihak-pihak terlibat, misalnya antar karyawan dalam satu divisi, lintas jabatan, atau antara atasan dan bawahan.
• Terdapat diskusi yang diselenggarakan dengan efektif, sistematis, dan menghasilkan progres, baik secara formal, semiformal, atau informal.
• Informasi lengkap dan valid, penyampai dapat mempertanggungjawabkan kebenarannya.
• Saling membimbing dan melatih dari pihak berpengalaman ke yang kurang berpengalaman.

Berdasarkan karakteristik di atas, kita dapat menemukan bahwa peran pemimpin sangat vital dalam proses pengambilan keputusan. Agar proses problem solving terselesaikan, pemimpin tidak boleh egois atau terlalu longgar pada rekan-rekan yang membantunya mengambil keputusan.

Tujuan Problem Solving

Setelah mengetahui apa itu problem solving , kali ini kita akan membahas beberapa tujuan problem solving dalam perusahaan, di antaranya adalah:

• Melatih kemampuan karyawan untuk menghadapi masalah
• Melatih karyawan dalam menemukan langkah-langkah terbaik untuk mencari solusi dari masalah yang ada
• Melatih karyawan bagaimana cara bertindak dan apa yang harus dilakukan dalam situasi baru
• Melatih karyawan untuk lebih berani dalam mengambil keputusan terbaik
• Melatih karyawan untuk meneliti suatu masalah dari berbagai sudut pandang dan kemungkinan yang ada

Sementara itu, melatih skill problem solving bagi diri sendiri juga sangat penting. Sebab pada faktanya, keahlian ini tidak hanya berguna di dunia kerja, tapi juga dalam aspek-aspek lain kehidupan.

Sebagai contoh, Anda adalah seorang karyawan berusia 24 tahun dengan tanggungan orang tua dan 3 adik. Selain itu, Anda juga punya keinginan punya rumah dan kendaraan di usia 30 tahun. Supaya tanggung jawab dan impian tercapai, Anda melakukan proses problem solving dan menemukan solusi bahwa Anda harus punya side hustle supaya bisa menabung sekaligus tetap membantu ekonomi keluarga.

BACA JUGA: Manfaat Menerapkan Teamwork Karyawan di Perusahaan Anda

  Tahapan Problem Solving

Setelah memahami apa itu problem solving dan tujuannya, di bawah ini terdapat beberapa tahapan untuk menerapkan metode problem solving . Jika Anda merasa belum punya skill problem solving mumpuni, cara-cara di bawah ini dapat membantu Anda berlatih.

1. Mendefinisikan Masalah

Tahapan pertama problem solving adalah dengan mendefinisikan, mengurai, dan menyusun kembali satu per satu masalah pokok yang sedang terjadi. Meskipun masalah-masalah tersebut tampak banyak, usahakan untuk menemukan inti dari semua masalah tersebut.

Jika Anda sedang bekerja di perusahaan, pastikan untuk mengajak rekan kerja dan orang lain yang berhubungan dengan masalah tersebut. Dengan demikian, Anda dapat mendengar masalah dari berbagai perspektif dan menemukan titik masalah.

2. Menentukan Sumber/Dalang Penyebab Masalah

Setelah masalah utama ditemukan, tahapan selanjutnya problem solving adalah menyelidiki sumber masalah tersebut. Apakah masalah timbul karena sistem? Orang-orang terlibat? Atau komunikasi yang kurang efektif? Dengan menemukan jawaban dari pertanyaan semacam itu, Anda dan tim dapat melakukan brainstorming sumber masalah, sebelum mencari solusinya.

3. Menentukan Prioritas Masalah

Dalam satu kali brainstorming , Anda dan rekan-rekan barangkali akan menemukan lebih dari satu masalah untuk dipecahkan. Namun demikian, memaksakan diri menyelesaikan semua masalah dalam satu waktu sangat tidak efisien. Bukannya tuntas, bisa-bisa Anda dan tim justru tidak akan memecahkan satu pun masalah.

4. Mengembangkan Solusi Alternatif

Claire Cook – penulis terkenal asal Amerika Serikat – pernah berkata, “Jika plan A tidak berhasil, ingatlah masih ada 25 huruf untuk dijadikan rencana ( plan B, C, D, dan seterusnya”. Alternatif-alternatif rencana seperti ini juga perlu Anda siapkan jika sewaktu-waktu solusi utama tidak bekerja.

5. Mengimplementasikan Solusi dan Mengevaluasinya

Tahapan terakhir pada proses problem solving adalah mengimplementasikan solusi sesuai kesepakatan bersama. Setelah sudah menemukan solusi terbaik, maka Anda tinggal menyusun strategi penerapan, membagikannya kepada tim anggota, dan menindaklanjuti solusi yang sudah diputuskan.

Tidak berhenti sampai disitu, ada baiknya jika Anda bisa mengumpulkan masukan dari anggota tim atau pihak-pihak yang terlibat dan melakukan evaluasi dari penerapan solusi tersebut.

Pada setiap tahapan untuk menyelesaikan masalah, dibutuhkan beberapa skill problem solving yang mumpuni. Seperti kemampuan menganalisis, kemampuan berdiskusi, hingga penentuan prioritas.

BACA JUGA: Jenis Kepemimpinan Dalam Perusahaan. Anda Termasuk yang Mana?

Metode Problem Solving

Dalam proses problem solving , ada beberapa metode yang dapat Anda gunakan, di antaranya adalah:

1. Linear Thinking

Metode problem solving pertama yang dapat Anda terapkan adalah linear thinking . Penggunaan metode ini sangat sederhana, yaitu dengan menekankan pada pertanyaan “mengapa” agar bisa menemukan akar permasalahan. Setelah akarnya ditemukan, Anda bisa menggunakan data-data lama dan solusi yang ada untuk diterapkan.

Linear thinking adalah salah satu metode problem solving paling tradisional dan mudah dilaksanakan. Kelemahannya, linear thinking hanya cocok untuk menghadapi masalah yang pernah dihadapi sebelumnya, tapi tidak sesuai jika masalahnya sama sekali baru.

2. Design Thinking

Berbeda dengan linear thinking , dalam apa itu problem solving penggunaan design thinking lebih menekankan pendekatan dari sisi user . Untuk memulainya Anda bisa mencoba untuk berempati kepada user yang sedang menghadapi masalah.

Kemudian setelah Anda mengetahui apa masalah yang dihadapinya, Anda bisa menggunakan skill problem solving yang dimiliki untuk membuat beberapa gambaran atau prototype yang dapat diuji untuk menemukan solusi dari masalah tersebut.

3. Creative Problem Solving

Ketika kita membahas apa itu problem solving , maka Anda perlu menciptakan keseimbangan antara logika dan kreativitas. Anda bisa menggunakan kreativitas untuk mencari tahu apa penyebab masalah yang terjadi dan kemudian mengembangkan solusi yang inovatif.

Metode creative problem solving tidak hanya seputar brainstorming atau ide-ide gila yang out of the box . Tetapi Anda juga perlu fokus untuk mendapatkan ide sebanyak-banyaknya dari proses tersebut.

4. Solution-based Thinking

Metode problem solving keempat yang dapat Anda terapkan adalah solution-based thinking , yaitu metode pemecahan masalah dengan berfokus pada solusi-solusi yang dapat dipastikan keberhasilannya.

Jika dibandingkan, solution-based thinking tampak seperti pertengahan antara linear thinking dan creative problem solving . Dari segi kecepatan, metode solution-based sama terfokusnya seperti linear thinking . Akan tetapi, dari segi fleksibilitas ide, solution-based thinking menggunakan pendekatan brainstorming seperti creative problem solving .

Demikianlah penjelasan mengenai apa itu problem solving , tujuan, dan metode-metodenya. Skill problem solving adalah salah satu keahlian paling dicari di dunia kerja. Bagi perusahaan, karyawan dengan kemampuan memecahkan masalah adalah aset berharga, baik untuk masa sekarang atau masa depan.

Apakah perusahaan Anda sedang mencari karyawan berkualitas tersebut? Kesulitan menemukan platform penyedia SDM dengan skill problem solving tingkat tinggi? Pasang iklan lowongan kerja Anda di KitaLulus dan jemput anggota tim impian Anda sekarang juga!

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• Six Sigma: All you need to know about t ...

Six Sigma: All you need to know about the lean methodology

Six Sigma is a process improvement method that helps organizations improve their business processes. The end goal of Six Sigma is to reduce the amount of variations in a process as much as possible in order to prevent defects within your product. While this methodology is often used to optimize manufacturing processes, it can also be applied to other industries—including tech companies who produce digital products rather than physical ones.

Imagine your development team is in the process of putting the final touches together for a big product launch. When the product gets to the testing stage, the team catches several unanticipated bugs in the code. How can your team prevent this from happening in the future?

One way to do this is to implement an old manufacturing tool: the Six Sigma methodology.

What is Six Sigma?

The main philosophy of Six Sigma is that all processes can be defined, measured, analyzed, improved, and controlled (commonly referred to as the DMAIC method).

According to Six Sigma, all processes require inputs and outputs. Inputs are the actions that your team performs, and the outputs are the effects of those actions. The main idea is that if you can control as many inputs (or actions) as possible, you also control the outputs. 

Where does Six Sigma come from?

In 1809 , German mathematician Carl Friedrich Gauss first used the famous bell curve to explain measurement errors. In the 1920s , Walter Shewhart found that three sigma from the mean is the precise point where a process needs to be corrected. 

But it wasn’t until 1986 that the engineer and developer Bill Smith created the Six Sigma methodology for Motorola that we know today. Motorola used the methodology to identify the maturity of a process by its “sigma” rating, which indicates the percentage of products that are defect-free.

By definition, a Six Sigma process is one in which fewer than 3.4 defects per million opportunities occur. In other words, 99.9997% of opportunities are statistically expected to be free of defects.

Six Sigma is still commonly used in lean manufacturing and production because the process can be helpful in preventing and eliminating defects. However, this methodology can also be used in the service industry and with software engineering teams.

Lean Six Sigma

In general, the goal of a lean methodology is to drive out waste or anything that doesn’t add value to a product or process. The Lean Six Sigma (LSS) methodology values defect prevention over defect detection. This means that the goal of LSS is not to identify where the defect is, but to prevent defects from happening in the first place. 

The 5 key principles of Six Sigma

The Six Sigma methodology has five key principles you can use when analyzing your processes.

1. Focus on the customer

In Six Sigma, the goal is to ensure you can provide your customers with as much value as possible. This means your team should spend a lot of time identifying who your customers are, what their needs are, and what drives their behavior to purchase products. This principle works well for SaaS companies since they often focus on recurring revenue streams.

Identifying your customer’s wants and needs can help your team better understand how to retain customers and keep them coming back to your product.

This requires your team to understand the quality of product your customers would find acceptable, so you can meet or even exceed their expectations. Once you understand that level of quality, you can use it as a benchmark for production. 

2. Use data to find where variation occurs

Outline all of the steps of your current production process. Once you’ve done this, analyze and gather data on the current process to see if there are certain areas that can be optimized or areas that are causing a bottleneck in your workflow.

For example, consider how you share information with your team. Is everyone on your team getting the same information, or are they referencing outdated documents? Establishing a centralized location for all pertinent project information can help minimize the amount of time spent searching for the right documents.

Sometimes it can be challenging to decide what metrics you need to analyze. An easy way to figure this out is by working backward. Identify a goal you want to achieve and work back from there. For example, if your goal is to shorten production time, analyze how long each step in the production process takes.

3. Continuously improve your process

While you’re looking at your production process, consider any steps that don’t add value for your team or your end customers. Use tools such as value stream mapping to identify where you can streamline processes and decrease the amount of bottlenecks. 

The idea of making small improvements to your processes over time is known as kaizen , or continuous improvement. The philosophy behind continuous improvement is that if you’re making small changes over a long period of time, it can lead to major positive changes in the long run.

4. Get everyone involved

Six Sigma is a methodology that allows everyone on the team to contribute. However, this does require everyone on the team to have some training on the Six Sigma process to reduce the risk of creating more blockers instead of getting rid of them. 

Six Sigma works especially well when cross-functional teams are involved, because it provides a holistic view of how a process can affect all parts of your business. When you include representatives from all teams involved in a process, you give everyone insight into the improvements you’re making and how those changes might impact their teams.

We’ll dive into the different types of Six Sigma trainings and certifications later in this article.

5. Ensure a flexible and responsive ecosystem

Six Sigma is all about creating positive change for your customers. This means you should consistently look for ways to improve your processes, and your entire team should stay flexible so they can pivot without much disturbance.

This also means that processes need to be easily interchangeable. An easy way to do this is to break out processes into steps. If there’s an issue with just one step, then only that step needs to be fixed, as opposed to the entire process. 

The two main Six Sigma methodologies

There are two common processes within Six Sigma and they’re each used in different situations.

In general, the DMAIC method is the standard method to optimize existing processes. Alternatively, use the DMADV method when a process is not yet established and you need to create one.

DMAIC is an acronym, meaning each letter represents a step in the process. DMAIC stands for define, measure, analyze, improve, and control.

Define the system. Identify your ideal customer profile, including your customers’ wants and needs. During this stage you also want to identify the goals of your entire project as a whole.

Measure key aspects of current processes. Using the goals you established in the “define” stage, benchmark your current processes and use that data to inform how you want to optimize your project.

Analyze the process. Determine any root causes of problems and identify how variations are formed.

Improve or optimize your process. Based on the analysis from the previous step, create a new future state process. This means you should create a sample of the improved process and test it in a separate environment to see how it performs.

Control the future state process. If the results in the “improve” stage are up to your team’s standards, implement this new process into your current workflow. When doing this, it’s important to try and control as many variables as possible. This is often done using statistical process control or continuous monitoring.

DMAIC example

Your product team notices that the customer churn rate (the rate at which customers stop doing business with you) is increasing. To prevent this problem from getting worse, you can use the Six Sigma DMAIC methodology to identify the issue and develop a solution. 

Define: The customer churn rate has increased from 3% to 7% in the last six months.

Measure: Your team has a lot of information about how prospective customers convert into actual customers, but there’s not much information about what happens after someone becomes a customer. You decide to analyze and measure user behavior after they purchase the product.

Analyze: After looking at the behavior of users after they become customers, your team notices that newer customers are having a harder time getting used to the new product UI than existing customers.

Improve: Your team decides to implement a “new customer onboarding” workflow that helps customers identify key parts of the product and how to use it. Your team works with the customer success team to help set best practices and create trainings. This gives the customer success team all the information they need to train new customers effectively and ensure customer satisfaction. 

Control: Your team monitors both the churn rate and how customers are behaving now that the changes have been implemented. After a few months, you notice the churn rate beginning to decrease again, so you choose to keep the new changes to the process.

The DMADV method is sometimes referred to as Design for Six Sigma (DFSS). DMADV stands for define, measure, analyze, design, and verify. Here’s what to do during each phase:

Define your goals. When defining goals for the new process you’re establishing, it’s important to consider both business goals and the goals of your ideal customer profile. 

Measure and identify CTQs. CTQ stands for “critical to quality.” These are the characteristics that define your perfect product. During this step you will identify how your new process can help achieve these CTQs and any potential risks that could impact quality.

Analyze to develop and design multiple options. When you’re designing a new production process, it’s important to have multiple options. Take a look at the different options you create and analyze the strengths and weaknesses of each one. 

Design the chosen option. Based on the analysis in the previous step, take the next step and implement the option that best fits your needs. 

Verify the design and set up pilot runs. Once you finish implementing your process, it’s time to hand it over to process owners and measure how the process works. Once the process is up and running, then your team can optimize it using the DMAIC method. 

Six Sigma certification

Six Sigma is a multi-level training program . Much like in martial arts, each ranking is a different belt color that indicates a different body of knowledge and years of experience. The Six Sigma certification program breaks down into six different rankings—from white belt to champion:

White Belt : If you’re brand-new to the Six Sigma method, you’ll start out in this stage. Someone with a Six Sigma White Belt doesn’t need to have any formal training or certification in Six Sigma, but they understand the basic framework and guidelines. This means they can participate in waste reduction and quality control projects. 

Yellow Belt : This level requires some formal training and you can receive an official Six Sigma Yellow Belt certification. With a Yellow Belt you can help contribute to strategy more than you could with a White Belt. You can now assist higher-ups with problem solving and analysis.

Green Belt : With a Six Sigma Green Belt certification, you can start strategizing and implementing smaller process improvement techniques on your own.

Black Belt : Once you receive the Black Belt certification, you will be able to break down processes and handle more complex projects than any previous belts. In this training, you’re taught how to manage large-scale changes that can impact a business’s bottom line.

Master Black Belt : The Six Sigma Master Black Belt is an additional course that helps you enhance your current skills by deepening your understanding of Lean Six Sigma. You’ll learn more about statistical tools and cultivate a greater appreciation for the DMAIC method.

Champion : You can become a Six Sigma Champion with a final training that is typically helpful for senior managers and executives who want to become proficient in guiding project teams and leaders through the different DMAIC phases. 

While there is no unified standard for certification, the courses are designed to teach the essentials of the process and how to apply Six Sigma tools to your day-to-day work situations.

Track and improve workflows with Six Sigma

Improving your business processes ultimately helps reduce waste. As you brainstorm and analyze workflows, take time to pinpoint and address bottlenecks . Visualize each step in your production process so you can assign them to specific owners.

If you’re looking to improve your team’s workflows , it’s best to use software that helps connect your team and manage goals. Asana workflows can help you manage and automate how work is completed. Plus, you can easily alert other team members of workflow changes, make real-time adjustments, and create a single source of truth for your entire team.

Related resources

What are story points? Six easy steps to estimate work in Agile

What is a flowchart? Symbols and types explained

How to choose project management software for your team

7 steps to complete a social media audit (with template)

LEI's Learning Portal

Intro to problem solving.

Problem solving is critical to every position in every industry. In this course, you will learn to grasp the situation at the gemba (where the work is done) and use all your senses to understand what is truly happening.

All too often, people create countermeasures to perceived problems without digging deeper, asking the right questions, and thinking more.

Throughout the entirety of the course, we use a case example to illustrate the problem-solving approach as you are learning. In addition, you will deepen your understanding by applying this new way of thinking to a problem of your choice.

This course breaks down lean problem-solving concepts and techniques into simple, easily understood pieces.

How do you solve problems?

Learning objectives.

This course works for people new to the concepts of lean and continuous improvement, for individuals looking to improve their lean understanding and skills, and for organizations wanting to level set the lean knowledge of their workforce to speed progress.

Build a foundational understanding of problem types and problem solvingIdentify the four types of problems

Resolve business challenges by using scientific method, PDCA-based problem solving

Apply A3 thinking to solve problems

Clearly define problems, beginning with grasping the situation at gemba

Learn to break down vague problems to specific problems that can be solved to root cause

Time Estimates Per Unit*

*Actual times may vary.

Course Units

Expand to view lessons

Course Introduction

0.1 Welcome!

0.2 Platform Tour (optional)

0.3 Copyright Acknowledgment

0.4 Curriculum Concept Map (Visual Syllabus)

0.5 Supplemental Textbook

Unit 1: Lean Problem Solving

1.1.1 | Welcome to Introduction to Problem Solving!

1.1.2 | Lean Transformation Framework

1.1.3 | How We View Problems

1.1.4 | Lead with a Questioning Mindset

1.2.1 | What's a Problem

1.2.2 | Problems Problems Problems

1.2.3 | Four Types of Problems

1.2.4 | Four Types of Problem Solving

1.2.5 | Make the Problem Clear

1.2.6 | Problem Breakdown Analysis

1.2.7 | Unit 1 Personal Reflection

Unit 2: What is an A3?

2.1.0 Helpful information for working on Your A3

2.1.1 | Introduction to A3

2.1.2 | A3 Basics

2.1.3 | Simple A3 Example

2.1.4 | A3 as Good Storytelling

2.1.5 | It's Not a Template

2.1.6 | 5-Step A3 Example

2.1.7 | Your A3: Title and Owner

2.1.8 | Introduction and Chapter 1 (optional)

2.2.1 | Develop Problem Solvers

2.2.2 | Developing Problem Solvers at Herman Miller

2.2.3 | The A3 Process

2.3.1 | Basic Thinking, Mindset, Assumptions

2.3.2 | Porter’s First A3: Rush to a Solution

2.3.3 | Rethinking Thinking by Trevor Maber

2.3.4 | What do I need to know

2.3.5 | Chapter 2: Grasp the Situation—Part 1 (optional)

2.3.6 | Unit 2 Personal Reflection

Unit 3: Your A3

3.1.1 | Grasp the Situation at the Gemba

3.1.2 | Gemba Is More than a Place from Managing to Learn (optional)

3.1.3 | Go See, Ask Why, Show Respect

3.1.4 | Chapter 2: Grasp the Situation—Part 2 (optional)

3.1.5 | Porter’s First Revised A3

3.1.6 | Problem-solving Funnel (Part 1)

3.1.7 | Your A3: Background & Current Condition

3.2.1 | Analysis (part 1)

3.2.2 | Problem-solving Funnel (Part 2)

3.2.3 | Chapter 3: Goals and Analysis—Part 1 (optional)

3.2.4 | Your A3: Background & Current Condition - update

3.2.5 | Analysis (part 2)

3.2.6 | The Five Whys

3.2.8 | The Five Whys Animation

3.2.9 | Problem-solving Funnel (Part 3)

3.2.10 | Your A3: Goal, Target and Analysis

3.3.1 | Choose Countermeasures

3.3.2 | Countermeasures vs. Solutions (optional)

3.3.3 | PICKing Countermeasures

3.3.4 | Your A3: Countermeasures

3.4.1 | Create a Plan

3.4.2 | Nemawashi from Managing to Learn (optional)

3.4.3 | Consensus/Agreement from Managing to Learn (optional)

3.4.4 | From Position Based Authority to Pull-Based Authority (optional)

3.4.5 | Chapter 5: Plan and Followup—Part 1 (optional)

3.4.6 | PDCA from Managing to Learn (optional)

3.4.7 | PDCA Improvement

3.4.8 | Your A3: Plan

3.5.1 | Followup

3.5.2 | Chapter 5: Plan and Followup—Part 2 (optional)

3.5.3 | Detailed A3 Template

3.5.4 | Your A3: Followup

3.5.5 | Conclusion and Getting Started (optional)

3.5.6 | Unit 3 Personal Reflection

3.5.7 | Course Summary

Final Course Survey and Certificate of Completion

Final Course Survey

Certificate of Completion

Continue Your Lean Learning

Extra Resources

More books from the Lean Enterprise Institute

A3 Thinking Questions

More learning experiences from the Lean Enterprise Institute

More on the 'Ladder of Inference'

More on 'Leading with a Questioning Mindset'

About this course

• 0.5 hours of video content

Senior Instructor John Shook

Shook co-authored Learning to See, the book that introduced the world to value-stream mapping. He also co-authored Kaizen Express, a bi-lingual manual of the essential concepts and tools of the Toyota Production System. With Managing to Learn, Shook revealed the deeper workings of the A3 management process that is at the heart of Toyota’s management and leadership.

Worth every minute spent!

Christy leite.

This training covers what other root cause training don’t: The Social-Technical system which is equally important to using problem solving tools when handlin...

This training covers what other root cause training don’t: The Social-Technical system which is equally important to using problem solving tools when handling a problem. Problem definition is where most teams fall short. This training covers that well with excellent application examples. Definitely worth taking!

Wish i learned this at the beginning of my career

Jonathan fairweather.

would have saved alot of headake on alot of problem solving arguements ect and got to the root problem

Outstanding

William butdorf.

Very organized and professionally delivered.

It's Not Just a Piece of Paper

You really have to try and put the simplest problem you think you have and see if you can fix or solve it with a sentence or paragraph about what you should ...

You really have to try and put the simplest problem you think you have and see if you can fix or solve it with a sentence or paragraph about what you should do. Then apply the A3 methodology... I bet you find it isn't one simple problem and you might just discover how complex the problem is, what else is affected that you never realized, or who else might be aware or impacted by it. It's just thinking outside the box and being open to solving the problem. I think to many people don't want to expose a problem because they don't know how to fix it or that it's a failure to have problem at all

Additional Courses

Learning to See Using Value Stream Mapping - with Live Coaching

This workshop shows you how to make and apply this fundamental and critical tool based on the Lean Enterprise Institute's groundbreaking value-stream mapping workbook, Learning to See, which has introduced the mapping tool to thousands of people.

NEW Intro to Lean Thinking & Practice

This online course serves as an introduction to the key concepts, philosophies, and tools associated with lean thinking and practice.

Lean Fundamentals Bundle

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An A3 Report is a Toyota-pioneered practice of getting the problem, the analysis, the corrective actions, and the action plan down on a single sheet of large (A3) paper, often with the use of graphics. At Toyota, A3 reports have evolved into a standard method for summarizing problem-solving exercises, status reports, and planning exercises like value-stream mapping.

But it is much more than a sheet a paper with facts and figures. It is a management process  learned through dialogue about concrete problems. It does this by means of a dialogue between a lean manager and a subordinate who learns lean management and leadership as she solves an important problem.

This process of solving problems while creating better employees—A3 analysis—is core to the Toyota management system. An A3 report guides the dialogue and analysis. It identifies the current situation, the nature of the issue, the range of possible counter- measures, the best countermeasure, the means (who will do what when) to put it into practice, and the evidence that the issue has actually been addressed.

The lean leader’s job is to develop people. If the worker hasn’t learned, the teacher hasn’t taught. Training Within Industry Report (Washington, DC: War Manpower Commission, Bureau of Training, 1945).

Effective use of the A3 process can facilitate the shift from a  debate  about who owns what (an authority-focused debate) to a  dialogue  around  what is the right thing to do  (a responsibility-focused conversation). This shift has a radical impact on the way decisions are made. Individuals earn the authority to take action through the manner in which they frame the issue. They form consensus and get decisions made by focusing relentlessly on indisputable facts that they and their peers derive from the gemba.

As a result, A3 management can best be understood as neither “top-down” nor “bottom-up.” The process clarifies responsibility by placing ownership squarely on the shoulders of the author-owner of the A3, the individual whose initials appear in the upper right-hand corner of the paper. This person may not have direct authority over every aspect of the proposal. Yet this owner is clearly identified as the person who has taken or accepted responsibility  to get decisions made and implemented .

Example A3s

The Many Facets of A3

• A standard paper size:  At its most fundamental, “A3” is the international term for a sheet of paper 297 millimeters wide and 420 millimeters long. The closest U.S. paper size is the 11-by-17-inch tabloid sheet. 
• A template:  Many companies and individuals use an A3-sized document pre-printed with the steps needed to conduct lean problem-solving or improvement efforts, with generous white space for “A3 owners” to record their progress. While they refer to this document as a template, an “A3” is not a template.
• A storyboard:  As users record their problem-solving or improvement project’s progress, the A3 becomes a storyboard used to facilitate communication, collaboration, and coordination with other stakeholders affected by the goal the A3 owner is working toward (e.g., solving a problem or improving a  process ). By having all the facts about the effort in one place, logically presented and summarized, the A3 owner is better able to gain buy-in from other stakeholders for recommended process changes. 
• A report:  Once the A3 problem-solving effort concludes, the A3 storyboard serves as a report of the problem-solving or improvement initiative, including the facts and data gathered, hypotheses considered, countermeasures tried, experiment results, corrective actions taken, and the overall thinking of the A3 owner and stakeholders. At Toyota and elsewhere, A3 reports have evolved into a standard method for summarizing problem-solving exercises, status reports, and planning exercises like value-stream mapping.  
• A problem-solving methodology (or process):  Most lean practitioners know “the A3” as a problem-solving process guided by specific steps or questions. The left side of the A3 focuses on various elements of the problem or current condition, and the right on the countermeasures considered, tested, and chosen that resolves the issue or creates a higher standard.
• A management discipline (or process):  At a higher level, lean leaders, managers, and supervisors use “the A3” as a means by which they oversee and guide subordinates while simultaneously helping them develop their  lean thinking and practice  — particularly lean leadership and problem-solving — capabilities. With A3 management, leaders challenge their direct reports to solve a problem. Then, with the A3 report guiding the dialogue and analysis, leaders coach them through the problem-solving process. Importantly, leaders coach by asking questions versus providing answers, ensuring responsibility remains with the subordinate to solve the problem by pursuing facts and building consensus. Through this interaction, subordinates address the issue, allowing them to make progress toward the objective and, in so doing, learn the lean approach to leadership and management and gain problem-solving capability.
• A3 thinking (or analysis):  Most A3 coaches and advanced lean practitioners refer to “the A3” as a thinking process. In this case, the term refers to a systematic approach to resolving problems or improving  work  processes. Someone can follow this systematic approach, regardless of whether they are guided by or record their findings on an A3 document.
• An alignment tool:  Advanced lean organizations that have incorporated lean thinking and practices throughout their operations use “A3s” as part of their  strategy deployment  and execution efforts. In this case, the A3 process ensures a standard approach to managing and  coaching  people, all directed toward solving problems that help achieve corporate objectives.

Additional Resources

How Do I Start My A3?

When asked “where do I start to write my A3,” David Verble responds “don’t start by writing.” His piece, the first in a series about getting started, offers lessons he has learned about the nature of thinking, and a productive way to start the A3 by recognzing it as a thinking process. 

Don’t Present Your A3: Share Your A3

When asked “where do I start to write my A3,” David Verble responds “don’t start by writing.” His piece, the first in a series about getting started, offers lessons he has learned about the nature of thinking, and a productive way to start by recognizing it as a thinking process. 

Related Books

Related Online Courses

Intro to Problem Solving

Problem-solving is critical to every position in every industry. In this course, you will learn to grasp the situation at the gemba (where the work is done) and use all of your senses to understand what is truly happening.

See: Value Stream Mapping

Privacy Overview

Top 25 Lean Tools & Techniques

Exploring Lean

There are a lot of great ideas to explore in lean. So, where should you begin?

One way to start is to survey the most important lean tools, with a brief description and a short explanation of how each tool can improve your manufacturing operations.

If a tool captures your interest or resonates with you in some way – explore it further to decide if it is something to pursue now…or later. Many of these tools can be successfully used in isolation, which makes it much easier to get started. On the other hand, the benefits will compound as more tools are used, as they support and reinforce each other.

25 Lean Manufacturing Tools

What is 5s.

5S organizes the work area:

• Sort: eliminate that which is not needed
• Straighten: organize remaining items
• Shine: clean and inspect work area
• Standardize: write standards for above
• Sustain: regularly apply the standards

How does 5S help?

5S eliminates waste that results from a poorly organized work area (e.g., wasting time looking for a tool).

Learn more about 5S

What is Andon?

Andon is a visual feedback system for the plant floor that indicates production status, alerts when assistance is needed, and empowers operators to stop the production process.

How does Andon help?

Andon acts as a real-time communication tool for the plant floor that brings immediate attention to problems as they occur – so they can be instantly addressed.

Learn more about Andon at Vorne.com

Bottleneck Analysis

What is bottleneck analysis.

Bottleneck Analysis identifies which part of the manufacturing process limits the overall throughput and improves the performance of that part of the process.

How does Bottleneck Analysis help?

Bottleneck Analysis improves throughput by strengthening the weakest link in the manufacturing process.

Continuous Flow

What is continuous flow.

Continuous Flow is manufacturing where work-in-process smoothly flows through production with minimal (or no) buffers between steps of the manufacturing process.

How does Continuous Flow help?

Continuous Flow eliminates many forms of waste (e.g., inventory, waiting time, and transport).

Gemba (The Real Place)

What is gemba.

Gemba is a philosophy that reminds us to get out of our offices and spend time on the plant floor – the place where real action occurs.

How does Gemba help?

Gemba promotes a deep and thorough understanding of real-world manufacturing issues – by first-hand observation and by talking with plant floor employees.

Heijunka (Level Scheduling)

What is heijunka.

Heijunka is a form of production scheduling that purposely manufactures in much smaller batches by sequencing (mixing) product variants within the same process.

How does Heijunka help?

Heijunka reduces lead times (since each product or variant is manufactured more frequently) and inventory (since batches are smaller).

Hoshin Kanri (Policy Deployment)

What is hoshin kanri.

Hoshin Kanri aligns the goals of the company (Strategy), with the plans of middle management (Tactics) and the work performed on the plant floor (Action).

How does Hoshin Kanri help?

Hoshin Kanri ensures that progress towards strategic goals is consistent and thorough – eliminating the waste that comes from poor communication and inconsistent direction.

Learn more about Hoshin Kanri

Jidoka (Autonomation)

What is jidoka.

Jidoka is the idea that manufacturers should design equipment to partially automate the manufacturing process (partial automation is typically much less expensive than full automation) and to automatically stop when defects are detected.

How does Jidoka help?

After Jidoka, workers can frequently monitor multiple stations (reducing labor costs) and many quality issues can be detected immediately (improving quality).

Just-In-Time (JIT)

What is just-in-time.

Just-In-Time pulls parts through production based on customer demand instead of pushing parts through production based on projected demand. Relies on many lean tools, such as Continuous Flow, Heijunka, Kanban, Standardized Work, and Takt Time .

How does Just-In-Time help?

Just-In-Time is highly effective in reducing inventory levels. Improves cash flow and reduces space requirements.

Kaizen (Continuous Improvement)

What is kaizen.

Kaizen is a strategy where employees work together proactively to achieve regular, incremental improvements in the manufacturing process.

Learn more about Kaizen

How does Kaizen help?

Kaizen combines the collective talents of a company to create an engine for continually eliminating waste from manufacturing processes.

Kanban (Pull System)

What is kanban.

Kanban is a method of regulating the flow of goods both within the factory and with outside suppliers and customers. Based on automatic replenishment through signal cards that indicate when more goods are needed.

How does Kanban help?

Kanban eliminates waste from inventory and overproduction. Can eliminate the need for physical inventories, instead relying on signal cards to indicate when more goods need to be ordered.

KPIs (Key Performance Indicators)

What are kpis.

KPIs are metrics designed to track and encourage progress towards critical goals of the organization. Strongly promoted KPIs can be extremely powerful drivers of behavior – so it is important to carefully select KPIs that will drive desired behavior.

How do KPIs help?

The best manufacturing KPIs:

• Are aligned with top-level strategic goals (thus helping to achieve those goals)
• Are effective at exposing and quantifying waste (OEE is a good example)
• Are readily influenced by plant floor employees (so they can drive results)

Learn more about Manufacturing KPIs at Vorne.com

Muda (Waste)

What is muda.

Muda is anything in the manufacturing process that does not add value from the customer’s perspective.

How does Muda help?

Muda doesn’t help. Muda means ‘waste’. The elimination of muda (waste) is the primary focus of lean manufacturing.

Overall Equipment Effectiveness (OEE)

What is overall equipment effectiveness.

OEE is a framework for measuring productivity loss for a given manufacturing process. Three categories of loss are tracked:

• Availability (e.g., downtime)
• Performance (e.g., slow cycles)
• Quality (e.g., rejects)

How does Overall Equipment Effectiveness help?

OEE provides a benchmark/baseline and a means to track progress in eliminating waste from a manufacturing process. 100% OEE means perfect production (manufacturing only good parts, as fast as possible, with no downtime).

Learn more about OEE at OEE.com

PDCA (Plan, Do, Check, Act)

What is pdca.

PDCA is an iterative methodology for implementing improvements:

• Plan: establish plan and expected results
• Do: implement plan
• Check: verify expected results achieved
• Act: review and assess; do it again

How does PDCA help?

PDCA applies a scientific approach to making improvements:

• Plan: develop a hypothesis
• Do: run experiment
• Check: evaluate results
• Act: refine your experiment; try again

Poka-Yoke (Error Proofing)

What is poka-yoke.

Poka-Yoke designs error detection and prevention into production processes with the goal of achieving zero defects.

How does Poka-Yoke help?

It is difficult (and expensive) to find all defects through inspection, and correcting defects typically gets significantly more expensive at each stage of production.

Root Cause Analysis

What is root cause analysis.

Root Cause Analysis is a problem solving methodology that focuses on resolving the underlying problem instead of applying quick fixes that only treat immediate symptoms of the problem. A common approach is to ask why five times – each time moving a step closer to discovering the true underlying problem.

How does Root Cause Analysis help?

Root Cause Analysis helps to ensure that a problem is truly eliminated by applying corrective action to the “root cause” of the problem.

Single-Minute Exchange of Die (SMED)

What is single-minute exchange of die.

Single-Minute Exchange of Die reduces setup (changeover) time to less than 10 minutes. SMED techniques include:

• Convert setup steps to be external (performed while the process is running)
• Simplify internal setup (e.g., replace bolts with knobs and levers)
• Eliminate non-essential operations
• Create Standardized Work instructions

How does Single-Minute Exchange of Die help?

SMED enables manufacturing in smaller lots, reduces inventory, and improves customer responsiveness.

Learn more about SMED at Vorne.com

Six Big Losses

What is six big losses.

The Six Big Losses are six categories of productivity loss that are almost universally experienced in manufacturing:

• Setup/Adjustments
• Small Stops
• Reduced Speed
• Startup Rejects
• Production Rejects

How does Six Big Losses help?

The Six Big Losses provide a framework for attacking the most common causes of waste in manufacturing.

Learn more about Six Big Losses at Vorne.com

SMART Goals

What are smart goals.

SMART Goals are: Specific, Measurable, Attainable, Relevant, and Time-Specific.

How do SMART Goals help?

SMART Goals help to ensure that goals are effective.

Standardized Work

What is standardized work.

Standardized Work is documented procedures for manufacturing that capture best practices (including the time to complete each task). It must be “living” documentation that is easy to change.

How does Standardized Work help?

Standardized Work eliminates waste by consistently applying best practices. Forms a baseline for future improvement activities.

What is Takt Time?

Takt Time is the pace of production (e.g., manufacturing one piece every 34 seconds) that aligns production with customer demand. Calculated as Planned Production Time / Customer Demand.

How does Takt Time help?

Takt Time provides a simple, consistent, and intuitive method of pacing production. Is easily extended to provide an efficiency goal for the plant floor (Actual Pieces / Target Pieces).

Learn more about Takt Time at Vorne.com

Total Productive Maintenance (TPM)

What is total productive maintenance.

TPM is a holistic approach to maintenance that focuses on proactive and preventative maintenance to maximize the operational time of equipment. TPM blurs the distinction between maintenance and production by placing a strong emphasis on empowering operators to help maintain their equipment.

How does Total Productive Maintenance help?

TPM creates a shared responsibility for equipment that encourages greater involvement by plant floor workers. In the right environment, this can be very effective in improving productivity (increasing uptime, reducing cycle times, and eliminating defects).

Learn more about TPM at Vorne.com

Value Stream Mapping

What is value stream mapping.

Value Stream Mapping is a tool used to visually map the flow of production. Shows the current and future state of processes in a way that highlights opportunities for improvement.

How does Value Stream Mapping help?

Value Stream Mapping exposes waste in the current processes and provides a roadmap for improvement through the future state.

Visual Factory

What is visual factory.

A Visual Factory uses visual indicators, displays, and controls throughout the manufacturing plant to improve the communication of information.

How does Visual Factory help?

Visual Factory makes the state and condition of manufacturing processes easily accessible and very clear – to everyone.

Learn more about the Visual Factory at Vorne.com

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5 Langkah Lakukan Root Cause Analysis sebagai Bagian dari Problem Solving

Root Cause Analysis ( RCA ) adalah tool yang populer digunakan oleh perusahaan yang menjalankan Lean Six Sigma . Root Cause Analysis adalah salah satu alat ( tool ) yang digunakan dalam inisiatif problem solving ; untuk membantu tim menemukan akar penyebab ( root cause ) dari masalah yang kini sedang dihadapi.

Langkah-langkah Melakukan Root Cause Analysis

Root Cause Analysis adalah  tool  Lean yang cukup mudah dilakukan. Untuk membantu tim menemukan jawaban mengapa masalah yang spesifik bisa timbul dalam proses anda, RCA dapat dijalankan dalam 5 langkah berikut:

Langkah 1 – Definisikan Masalah

• Masalah apa yang sedang terjadi pada saat ini?
• Jelasklan simptom yang spesifik, yang menandakan adanya masalah tersebut!

Langkah 2 – Kumpulkan Data

• Apakah anda memiliki bukti yang menyatakan bahwa masalah memang benar ada?
• Sudah berapa lama masalah tersebut ada?
• Impact  apa yang dirasakan dengan adanya masalah tersebut?

Dalam tahap ini, harus dilakukan analisa mendalam sebelum anda melangkah untuk melihat faktor-faktor yang berperan dalam timbulnya masalah. Untuk membuat Root Cause Analysis yang anda jalankan efektif, kumpulkanlah perwakilan-perwakilan dari setiap departemen yang terlibat (mulai dari staf ahli hingga staf garda depan), yang memahami situasinya. Orang-orang yang memang familiar dengan masalah tersebutlah yang mampu membantu anda mendapat pemahaman akan situasi saat ini.

Untuk mempermudah, pada tahap ini anda bisa menggunakan metode CATWOE. Tool ini akan memberikan kemampuan untuk melihat sebuah situasi dari berbagai perspektif: yaitu C ustomer  (pelanggan),  Actor  (karyawan yang terlibat),  Transformation Process  (proses yang mengalami masalah),  World View  (gambaran besar, dan area mana yang mengalami impact paling besar),  Owner  ( process owner ), dan  Environmental Constraint  (hambatan dan keterbatasan yang akan mempengaruhi keberhasilan solusi yang akan dijalankan).

Langkah 3 – Identifikasi Penyebab yang Mungkin

• Jabarkan urutan kejadian yang mengarah kepada masalah!
• Pada kondisi seperti apa masalah tersebut terjadi?
• Adakah masalah-masalah lain yang muncul seiring/mengikuti kemunculan masalah utama?

Dalam tahap ini, lakukan identifikasi sebanyak mungkin penyebab masalah yang bisa anda dan tim pikirkan. Dalam banyak kasus, orang akan mengidentifikasi satu atau dua faktor kausal, lalu berhenti. Padahal satu atau dua itu belum cukup untuk menemukan akar masalah yang sebenarnya. RCA dilakukan bukan hanya untuk menghilangkan satu dua masalah di permukaan. RCA akan membantu menggali lebih dalam dan menghilangkan akar dari keseluruhan masalah. Selain itu simak  beberapa tips untuk melakukan RCA berikut ini .

Gunakan beberapa  tool  berikut untuk membantu menemukan faktor-faktor kausal dari masalah:

• Analisa “ 5-Whys ” – Tanyakan “mengapa?” berulang kali hingga anda menemukan jawaban paling dasar.
• Drill Down – Bagilah masalah hingga menjadi bagian-bagian kecil yang lebih detail untuk memahami gambaran besarnya.
• Apresiasi – Jabarkan fakta-fakta yang ada dan tanyakan “Lalu kenapa jika hal ini terjadi/tidak terjadi?” untuk menemukan konsekuensi yang paling mungkin dari fakta-fakta tersebut.
• Diagram sebab-akibat –  Cause and Effect Diagram  (Fishbone Diagram), berupa bagan yang menerangkan semua faktor penyebab yang mungkin untuk melihat dimana masalah pertama kali muncul.

Langkah 4 – Identifikasi Akar Masalah (Root Causes)

• Mengapa faktor kausal tersebut ada?
• Alasan apa yang benar-benar menjadi dasar kemunculan masalah?

Gunakan tool yang sama dengan yang digunakan dalam langkah 3 untuk mencari akar dari setiap faktor. Tools tersebut dirancang untuk mendorong anda dan tim menggali lebih dalam di setiap level penyebab dan efeknya.

Langkah 5 – Ajukan dan Implementasikan Solusi

• Apa yang bisa dilakukan untuk mencegah masalah muncul kembali?
• Bagaimana solusi yang telah dirumuskan dapat dijalankan?
• Siapa yang akan bertanggungjawab dalam implementasi solusi?
• Adakah resiko yang harus ditanggung ketika solusi diimplementasikan?

Analisa proses identifikasi  cause-effect  anda dan yemukan kebutuhan akan perubahan dalam sistem yang lain. Hal lain yang juga sangat penting, lakukan prediksi dari efek yang akan terjadi dengan penerapan solusi. Dengan cara ini, anda dapat menghindari/menghilangkan masalah sebelum mereka muncul ke permukaan.

Salah satu cara untuk melakukannya adalah dengan menggunakan  tool  FMEA ( Failure Mode and Effects Analysis ).  Tool ini dibuat untuk menganalisa risiko untuk mengidentifikasi titik-titik potensial dimana kesalahan bisa terjadi. FMEA juga merupakan alat yang baik untuk diterapkan di seluruh organisasi karena makin banyak sistem yang diawali dengan FMEA, semakin sedikit masalah yang akan terjadi yang membutuhkan RCA di masa depan.

Tool  lain yang berguna yaitu  Kaizen .  Tool   continuous improvement  ini akan membantu anda menciptakan perubahan-perubahan kecil yang bila dilakukan di banyak titik akan meningkatkan kualitas sistem secara keseluruhan. Kaizen sangat efektif untuk mengatasi masalah dalam proses karena dijalankan oleh orang-orang yang benar-benar terlibat dalam proses tersebut dalam keseharian. Dengan Kaizen, akar masalah akan dapat diidentifikasi dan diselesaikan dengan cepat dan efektif.

Ingin tahu lebih jauh mengenai manfaat dan cara melakukan Root Cause Analysis?

IPQI Learning Center Surabaya mengadakan Training Root Cause Analysis (RCA) Pada Tanggal 17-18 Januari 2023 Segera Daftarkan diri anda ke Contact Person Kami ICA |  [email protected]  | 08111798353 Atau, gunakan fitur obrolan dibawah!

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How to implement "Lean Thinking" in a Business

Learn about Lean, Problem Solving, A3, Visual Management, Culture, Values, Principles, Strategy Deployment, TPS, Standard Work, Toyota methodologies, and much more. Follow me on Twitter @tracey_san

Saturday, May 28, 2016

Have you found the point of occurrence (poo) in your process.

•  A standardized work document
•  The day in the life of a document, product, or individual etc.
•  An administrative process (how to apply for medical leave) or get approved for vacation time.
•  A flowchart
• Work Instruction or Job Breakdown
•  Engineering specifications
•  Material and Information flow
•  A pattern or routine that has been created (gym, workout, run path)
•  Grocery shopping
•  GPS directions

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5 Kunci Sukses untuk Problem-Solving yang Efektif dalam Operasional

Mungkin hal ini terdengar akrab di pikiran anda: anda dan tim menjalankan program problem-solving dalam operasional perusahaan, dan berhasil memperoleh pemecahan untuk masalah yang ada pada waktu itu. Namun tidak beberapa lama sejak program berakhir, tanda-tanda kemunculan masalah yang sama mulai terlihat. Akhirnya masalah benar-benar muncul kembali dan anda beserta tim harus mengulang aktiftas pemecahan masalah yang sama. Lama-kelamaan anda merasa bahwa masalah yang muncul menjadi berlipat ganda. (adsbygoogle = window.adsbygoogle || []).push({});

Jika hal tersebut mulai membuat anda gusar, tidak ada salahnya menyimak artikel berikut ini, karena Jason Piatt, seorang pakar Lean Six Sigma, berbagi mengenai bagaimana mengembangkan resolusi yang sukses dengan hasil yang permanen dan sustainable.

Pemecahan Masalah Parsial

Ketika kita melakukan aktifitas problem-solving , ada banyak kemungkinan yang bisa menyebabkan solusi yang kita terapkan dilakukan hanya secara parsial, sehingga masalah terjadi lagi dan lagi, dengan mutasi yang mungkin bervariasi sehingga kita merasa masalah yang harus diselesaikan begitu banyak.

Dengan menyasar dan memperbaiki isu yang benar-benar mendasar, yang menyebabkan semua masalah tersebut terjadi, kita akan memperoleh 2 keuntungan:

• Dapat menghemat tenaga dan sumber daya yang digunakan untuk menyelesaikan semua masalah di permukaan dengan membereskan akar masalahnya.
• Menciptakan improvement yang sustainable di organisasi.

Untuk meningkatkan kemampuan pemecahan masalah, tim operasional harus diberi pelatihan yang memadai dan didampingi untuk menemukan aksi-aksi korektif yang hasilnya permanen untuk setiap masalah.

Lima Kunci Sukses dalam Problem-Solving

Piatt menjabarkan beberapa kunci yang dapat diperhatikan ketika melakukan aktifitas atau program pengentasan masalah adalah:

1) Fokuslah kepada root cause (akar masalah), bukan simptomnya

Sangat mudah bagi kita untuk ‘terjebak’ dalam aktifitas yang hanya menghilangkan simptom, namun akar masalanya malah tidak tersentuh. Jika anda memiliki masalah pengiriman, tidak cukup hanya dengan berteriak, “Jangan pernah telat mengirim!” kepada staf anda untuk mengentaskan masalah hingga akarnya. Alih-alih hanya melihat masalah yang bertebaran di sekitar anda, sebaiknya tanyalah “Mengapa?” dan gali terus hingga inti yang menyebabkan masalah terjadi itu ditemukan. Akar masalah bisa jadi berupa satu hal, beberapa hal, atau beberapa hal yang berinter-relasi kepada isu-isu lainnya yang ada dalam operasional.

2) Hilangkan semua root cause

Jika kita hanya menghilangkan satu akar masalah dari sebuah problem yang memiliki penyebab ganda, maka jangan harap problem tersebut dapat anda singkirkan. Akar-akar masalah yang lain akan kembali ‘membuat masalah’ dan bahkan memodifikasi masalah menjadi bentuk baru yang dapat diidentifikasi sebagai problem yang berbeda. Dalam aktifitas root cause analysis kita harus mengidentifikasi semua akar masalah dan mengembangkan rencana untuk menghilangkan semuanya untuk memastikan problem tidak akan pernah muncul lg.

3) Jangan keliru antara ‘penahanan’ (containment) dengan resolusi

Setelah masalah dalam operasional teridentifikasi, masalah tersebut harus ‘ditahan’ untuk menghentikan kerugian yang diakibatkannya. Awareness akan meningkat dan mereka yang merasakan kerugian karena adanya masalah tersebut bekerja bersama untuk mengidentifikasi strategi jangka pendek untuk memastikan masalah tidak menyebar, sementara aksi korektif yang permanen dirumuskan dan dikembangkan. Sayangnya, yang banyak terjadi, pemecahan masalah (atau ‘penahanan’ masalah / containment ) temporer ini dibiarkan terlalu lama berlangsung, sementara masalah-masalah lain yang muncul menyita perhatian. Jangan biarkan ini terjadi! Segera lakukan problem solving yang permanen dan jangan biarkan penahanan ini terlalu lama berlangsung.

4) Lakukan audit atas hasil problem-solving

Ketika sebuah masalah telah dipastikan “ solved ” dalam operasional, sangat disarankan untuk melakukan assessment atas resolusi secara periodik untuk memastikan bahwa problem telah benar-benar dientaskan. Analisa post-mortem (yang dilakukan setelah program pemecahan masalah selesai) juga sebaiknya dilakukan untuk mengetahui mengapa segala hal yang berfungsi dengan baik akan mendatangkan efektifitas, dan hal-hal yang salah akan menyebabkan ketidak-efektifan. Kejujuran dan kemampuan untuk fokus kepada proses akan sangat menentukan efektifitas analisa ini.

5) Jangan sampai over-adjusted

Kecenderungan lain yang mungkin terjadi adalah, kita melakukan aktifitas problem-solving, dan karena mengetahui potensi masalah untuk kembali terjadi, kita akan membuat sistem penangkal yang akan mencegeah kemunculan kembali tersebut. Ingatlah bahwa kadang cycle-time yang dibutuhkan untuk menyusun solusi lebih panjang daripada frekuensi kemunculan masalah itu sendiri. Artinya, ketika masalah terselesaikan dan proses termodifikasi, masalah lain akan dapat terjadi (dan lolos dari strategi containment ), khususnya jika belum semua root-causes teridentifikasi/dipahami. Dalam kasus ini, sangat penting untuk mengidentifikasi masalah apa yang muncul karena kegagalan ‘penahanan’, dan masalah apa yang muncul karena proses yang baru gagal untuk memenuhi fungsinya. Fokus kepada akar masalah yang menyebabkan kegagalan tersebut sangat dibutuhkan untuk resolusi akhir.

Dengan melakukan aksi problem-solving secara cermat, kita akan dapat secara konsisten meningkatkan profitabilitas dan menciptakan lebih banyak output dengan sumber daya yang lebih sedikit. Sangat penting untuk melakukan aktifitas problem-solving yang efektif, setiap waktu!

Sumber: IndustryWeek; Jason Piatt.

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SHIFT Indonesia adalah media komunitas praktisi continuous improvement (CI) yang mengedepankan proses pengembangan pengetahuan mengenai Six Sigma, Lean Enterprise, dan Cost Reduction serta interaksi diantara para anggotanya sehingga menciptakan sinergi yang berkesinambungan.