Last month, we started a series about feasibility studies and the importance of conducting them on a regular basis. The frequent change in the global economic landscape makes this more important than ever. Before I can provide examples of feasibility studies and how our clients have used them to great success, it is important to understand each step in the process.
Look back at the five steps to conduct a feasibility study.
- Identify the core problem to be solved.
- Understand your current state.
- Brainstorm solutions
- Test Solutions against current state
- Decide on a course of action
Asking Why
We are a big believer in the 5 Whys Methodology to find the route cause of a problem. If you are not familiar with the problem, here is a simple example.
Note: it is called 5 Whys, but I recommend you use as many Whys as you need to get to the core of the problem.
Our team has found that this method is a simple way to find out what problem truly needs to be solved and find your way past the surface level problem.
One of our previous projects is a perfect example of how to use the “why” to understand the real root cause of a problem. An American company contacted MTG to write work instructions for its manufacturing operations. When the team arrived started to ask questions:
Problem: need work instructions
Why? – The factory needs to be able to train new people quickly.
Why? - The factory has high turnover.
Why? – New Employees often stay less than 2 months.
Why? – Workers feel unsafe.
Why? – Injuries are very common.
Why? – The factory is dirty and equipment is poorly maintained.
That was the core problem. The factory needs to resolve its safety otherwise most of the other improvements put into place would not be effective. The initial request (develop work instructions) was still valid and something that the factory should complete as soon as it could. However, creating work instructions without improving safety would be like putting a band-aid on a gushing wound: it is better than nothing, but does little stop the bleeding. Apologies for the graphic metaphor.
Don't stop asking why until you have found a solution.
Start with the Problem Not a Solution
Long time readers of our content know that MTG recommends using the right tool for the right task. Could that tool be automation? Certainly, especially human error is the primary cause of a quality problem? Is it a reorganized manufacturing line? Is it AI visual management?
The right tool could be any of these or countless others. You can only know the right tool if you start with the problem and not the solution. For years, we have spoken about the need for smart automation; i.e. automation that is implemented into a good process. Automation for automations stake often is ineffective or actively decreases productivity. The same can be said about AI. MTG has been integrating more and more AI into our work to achieve better results for our clients. Yet it is not an instant solution. There needs to be a strong foundation to build on to first.
Confirm Your Findings
Identifying the core problem needs data to back it up. The factory in the earlier example had employee surveys that backed up the theory that unsafe working conditions waw the core problem. Walk other team members through the problem and check if they come to the same conclusion. Be sure of what you propose before moving to the next step.
Next week we will provide more information to understand your current state. The results of the first step will play an important role in understanding the current state of your operations.
Have you conducted a 5 Why exercise to find the core problem? How did it go?
What can MTG do to help you improve your operations?
