(The Sixth in the Series-II of ‘The 7 Mavens of SOPs’)
By Dinesh P. Bhrushundi @ dbknowledgey©A great Hello from ᵭᵱᵬ’the मितवा’ ! ‘ᵭᵱᵬ’ is my initial and ‘मितवा’, a Marathi acronym for Friend, Philosopher and Guide, my humble role to ‘Sit Back and Give Back’, after 4 decades of career-cruise.
Series Title: ‘7 Mavens of SOPs’ is expression for instilling some of my learnings as “seven propositions in sets of seven SOPs (norms)”, befitting the human mental capacity and attention span. This write-up illustrates 7Strokes of Problem-Blasters, which essentially is their common unique feature. (Refer Diagram below)
Master Problem-Blasters (‘MPB’s) recognize the Problem as a negative variance or a gap-to-address, between the Experience and the Expectations. ‘OPQ’ may sound like an abbreviation of ‘opaque’’ however it’s their fundamental characteristics of not being opaque to the Opportunity in every Problem for improving Quality. ‘MPB’s always strive to/for:
1. Beat the Biggest problem first and forever. The chairman of a Japanese company visited India plant as part of his annual ‘Genchi Gembutsu’ plan. He walked around from ‘Raw Material In’ point to ‘Finished Motorcycles out’ point, stopping at each manufacturing/assembly shop, asking respective in-charges, TWO same questions: ‘What achievement?’ and ‘What Problem?’. His smile kept broadening with ‘No Problem’ as the pat answer to second question at all the nine stops. Finally, in the conference room, his address to the local management team began with, ‘The Biggest Problem here is ‘No Problem!’. Unfortunately, this situation mostly persists still, and to Beat the Biggest Problem remains ‘MPB’s’ first fight.
2. Shorten ‘D-A-N-D-A’: Immediate reflex when one is confronted with a problem is, ‘Not Here’, ‘Not us’, ‘We? No way!’ or D the DENIAL. Then one is snapped with facts and figures that support the existence of problem, and A the ANGUISH sets in. However Human nature prevails, and one gets into challenging the very data – ‘Is it reliable’, ‘Is it done correctly?’ to activate N the NEGOTIATION- ‘Can you redo it?’, ‘Shall we refer this to expert’ etc. With all that done, and problem established, ’Oh! No!’, ’All the care, and still?’, ‘Why with me only?’, D the DEPRESSION starts building. Finally, one reconciles with A the ACCEPTANCE of problem. Improvement can start only after the Acceptance . ‘MPB’s are swift in shifting through ‘D-A-N-D-A’ cycle.
3. Track20-Train10-Focus5-Tackle2: ‘MPB’s always have their environment signal scanner on and variance detection radar active. They have on their problem-solving horizon, a dynamic ‘Track’ of top ‘20’ issues. They ‘Train’ their guns’ on prioritized ‘10’ from amongst these. Their ‘Focus’, however, always remains on formidable ‘5’. And they ‘Tackle 2’ crucial issues completely, one at a time. Dynamic tracking helps them monitoring and preventing important issues blowing into unexpected crisis. They believe in catching a problem in right time than letting the problem catch them in wrong time.
4. Follow ‘80:16:3:1 Rule’. Despite holding many tools and tackles in their quiver, they are judicious in choosing the right one commensurate with the criticality and complexity of an issue. They cleverly approximate that 80 out of hundred issues can be moved favorable just by right metrices, measurement and monitoring. For 16 out of balance twenty, they choose simple quality tools. Next 3 out remaining four, they address with advance problem-solving processes. Only for the last top 1, they invoke break-through techniques
5. Abide by S2S; 4'C’s & TA(K)T: Often the problems are dealt with, at the effect level than at source. The Problem Blasters do start at the effect or S the Symptomatic level, but soon after the ‘First Aid’ they immediately move to S the Systematic level, appropriately ensuring quick S2S changeover.
They foresee the importance of 4’c’s in problem-blasters role. Hence after the 1st ‘C’ the Correction (or First Aid), 2nd ‘C’ the Corrective Action (CA), resultant from systematic approach, is implemented to eliminate the root causes. They are conscious of the possibility of similar potential issues existing elsewhere in the system. They apply 3rd ‘C’ the Corrective Action Impact to identify and examine all such hot spots and deploy the CAs, as necessary. The 4th, most important ‘C’, they practice is Control Cascades. They practice comprehensive principle of ‘Management by Checklist’, to trigger proper controls, both upstream and downstream, including 21 days’ daily rigor to ingrain the CAs.
They possess the tact of TA(k)T, the combination of TAT or delivering committed timelines, and Takt-making right solutions available at right place in right time proactively.
6. Find2Fix: ‘MPB’s are aware of three types of people in organizations. Dhyanchands, who can only scout for and scream about problems. Gyanchands, who are only keen to give suggestions. And Karamchands, who are only staunch doers of direction. ‘MPB’s amalgamate these three unique features into their team members. They create Shreechands or the people who are value-adders, those pursuing wholistic treatment of problems, end to end, from ‘Find’2(to)‘Fix’.
7. Prevention Vs Intervention: Rightly placed in pyramid, this is the base of ‘MPB’s thought process. They emphasize and employ significant efforts for Prevention Vs slight efforts for Intervention in wake of few problems despite. They very well know the equation that 20% resources spent for problem-Prevention before, will save them 80 % resources on problem-Interventions later. They effectively use SHARPEN too, along with many other prevention methodologies.
I am happy to hand over this 7Strokes of Problem-Blaster to the readers, with a hope that it will shape up/sharpen the Master Problem Blaster already existing within them.
Bestest!
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