Page 117 - How To Implement Lean Manufacturing

96 Cha pte r S i x

d. When an item is stated, no value judgments by others are allowed (at this
stage). No agreement and no disagreement is permitted. All items are
taken at face value.
e. Discussion can proceed on any item, but only “to the point of under-
standing.” Once it is understood, discussion ceases.
f. No other talking or work of any nature is allowed; no side discussions are
permitted. If there is a question, it must be directed to the group. This
requires a great deal of both attention and patience, not to mention
respect for the people and the process.
g. No piggy-backing or modifying of any item is permitted without the
author’s agreement.
h. Pass if you do not have an idea on this turn.
i. Spin-around the room until all items are exhausted and documented.
4. The session then proceeds when the facilitator documents the first item and
the spin-around continues.

The preceding procedure requires good facilitation, which is a topic in itself, but
is unfortunately outside the scope of this book. I recommend you refer to The Team
Handbook by Peter Scholtes, (Joiner Associates, 1988) for further information.

In addition, this small cadre must be available
whenever the plant is running. Generally, this entire
Point of Clarity We will
group is not readily available, but it needs to be man-
have a JIT plant, and thus we
aged in such a way that at least one of these problem
will need JIT problem solving. solvers is readily available.
Problem solvers who have requisite skills to
solve problems are rare indeed. They must be able to:
1. Readily grasp a situation.
2. Turn it into a meaningful problem statement.
3. Know how to gather and sort through the data.
4. Analyze the situation, including doing a statistical review.
5. Utilize root cause problem analysis.
6. Create a list of possible solutions.
7. Sort through the options, comparing the options to the needs of the business,
and weighing the risks of each solution.
8. Decide which one is the best solution.
9. Use project management skills to turn this solution into action plans.
10. Show the leadership to implement those plans, turning them into improved
performance for the facility.

It takes an awesome complement of skills to be an accomplished problem solver.
Most managers believe the scarcity of good problem solvers is solely a result of not