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How to Do Lean—Cultural Change Fundamentals 107

solvers who are well versed in Kepner-Tregoe logical skills, statistical problem solving,
and facilitation skills. This small group will be very instrumental in our success, so they
must be chosen wisely.
In addition to the three questions mentioned earlier about the culture, we will need
to pay particular attention to three other cultural characteristics. First, the degree of
interdependence that all the changes will have. As we modify one aspect of our cul-
ture—one aspect of our business—other parts will change sympathetically. These are
pronounced in a Lean initiative and may be changed for the good or the detriment of
the initiative. Second, we can not stray from our commitment to emphasize the founda-
tional issues. Finally, the key issue that is likely to get less attention than needed is
jidoka. It will be a key to our future vitality and we will need to implement it aggres-
sively, starting now.

Appendix A—Problem Solving and Standardization:
How Are They Similar?

Concerns and Problems
Many things bother us. We have many concerns but not all concerns are problems. A prob-
lem is defined by the Kepner-Tregoe Methodology as a “concern” that meets three criteria:
• There must be a difference between what “should be” and what “is.”
• It must be a present issue.
• It must have a root cause that is unknown, and the root cause must be eliminated.
If our concern meets all three criteria, it is a problem and needs problem-solving logic
to resolve it. Problem solving is the finding and removal of the root cause of the problem.
Let’s say warrantee returns, by our standards, should be less than 50 ppm but are
currently 220 ppm. This is characteristic number 1. It is a present issue so it meets the
second criteria, and if we do not know the cause, it meets the third criteria. Now we
have a problem to solve. That seems clear enough.
Let’s look at something a bit more mundane. For example, each time you take your
ten-year old car in for servicing, the mechanic finds $200 worth of necessary extra work.
This should not be, you are thinking. So, though it should not be, it is, and it is hap-
pening right now. But can I find and eliminate the root cause of the problem that is
manifest by the extra costs? Probably not. So in this case, without some possible correc-
tive action on a root cause, we do not have a problem. But what we do have is a concern
in the form of a decision to make—that is, do you buy a new car or continue to pay for
the repairs?
On the other hand, what if—instead of having high maintenance costs right now—
you are worried about them happening in the future? In this case, even though it is a
concern, it is not a present concern, so you do not have a problem. However, what you
do have is a threat or a possible future problem.
Each of these concerns: threats, decisions, and problems require a different logical
approach for their resolution. To study the various methodologies here is beyond the
scope of this text, but with a quick trip to the bookstore you can buy The New Rational
Manager (Princeton Research Press, 1981) by Kepner and Tregoe and you can learn all of
these powerful techniques. I highly recommend it.