🥇 Employee Motivation Catalyst: What Are Problems in Lean Practice? Part 1 of 2

The article explains what problem-solving means in the Lean context, presenting four main approaches: bypassing the problem, immediate countermeasures, organized problem-solving with root cause analysis, and kaizen initiative. It points out that bypassing the problem is an intuitive action that does not solve the problem but delays it, bringing no long-term benefits.

Lean defines a problem as a discrepancy between the standard and reality. To identify problems, standards are necessary, allowing quick noticing of inconsistencies. Immediate countermeasures are reactions that protect the customer and restore normal working conditions, such as clear visual mechanisms in a warehouse.

Lean practice requires managers not only to react to problems but also to actively seek them and immediately respond to inconsistencies. Key here is understanding safe working conditions and the ability to influence employees to adhere to standards, which is particularly important in the safety context.

Root cause analysis is necessary when a problem cannot be easily fixed. The article indicates that leadership plays a key role in conducting the analysis to the end and engaging stakeholders. Organized problem-solving is explained using the PDCA methodology in eight steps, enabling thorough understanding and process standardization.

Finally, the article discusses the concept of kaizen, or continuous process improvement. Kaizen is a tool that trains managers in more effective process management and listening to subordinates' ideas. It introduces standardized analysis methods such as 5S, TPM, SMED, or value stream mapping, which help in better understanding and improving processes.

The article emphasizes that the last three types of solutions – immediate countermeasure, root cause analysis, and kaizen – differ from bypassing the problem, which should never be considered normal. Lean leaders must improve the problem-solving process, which is key to effective Lean transformation.

Lean transformation also requires organizational culture change. The article ends with a reflection on the role of leaders in teaching middle managers how to effectively solve problems instead of devising workarounds. It encourages considering whether we truly practice this approach in our organization.