Coaching Archives

The Logic of Root Condition Analysis (6/6)

Problem-solving and particularly the part that focuses on root cause analysis (RCA) has always been one of the topics that has had my special interest. Specifically, two questions always slumbered in my head, viz. (1) whether you could speak of one root cause, or that you should speak of multiple (root) causes; and (2) whether you should speak of the root cause or rather the root condition. This is the final post in a series of six posts, in which I have tried to explain how rigorous problem-solving logic (using an example) can help us answer these questions. At the same time, I hope the example and the logic will be useful in your own problem-solving efforts or your coaching thereof. This sixth and final post will summarize the analysis, say something about prioritizing counter-measures and conclude on the two questions. I will end the series with some words on how this can help you in your problem-solving efforts and your coaching of problem-solving teams.

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The Logic of Root Condition Analysis (5/6)

Problem-solving and particularly the part that focuses on root cause analysis (RCA) has always been one of the topics that has had my special interest. Specifically, two questions always slumbered in my head, viz. (1) whether you could speak of one root cause, or that you should speak of multiple (root) causes; and (2) whether you should speak of the root cause or rather the root condition. In a series of six posts, I will try to explain how rigorous problem-solving logic (using an example) can help us answer these questions. At the same time, I hope the example and the logic will be of use in your problem-solving efforts or your coaching thereof. This fifth post will again dive into the causal event chain, but now at the systemic level. And I will discuss the problem of people not adhering to the standard.

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The Logic of Root Condition Analysis (4/6)

Problem-solving and particularly the part that focuses on root cause analysis (RCA) has always been one of the topics that has had my special interest. Specifically, two questions always slumbered in my head, viz. (1) whether you could speak of one root cause, or that you should speak of multiple (root) causes; and (2) whether you should speak of the root cause or rather the root condition. In a series of six posts, I will try to explain how rigorous problem-solving logic (using an example) can help us answer these questions. At the same time, I hope the example and the logic will be of use in your problem-solving efforts or your coaching thereof. This fourth post will take us to the systemic level of our problem. I will further explore the concept of barriers and make the link to standards in Lean thinking. At this point in the logic, I will also introduce the problem of occurrence and the problem of non-detection.

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The Logic of Root Condition Analysis (3/6)

Problem-solving and particularly the part that focuses on root cause analysis (RCA) has always been one of the topics that has had my special interest. Specifically, two questions always slumbered in my head, viz. (1) whether you could speak of one root cause, or that you should speak of multiple (root) causes; and (2) whether you should speak of the root cause or rather the root condition. In a series of six posts, I will try to explain how rigorous problem-solving logic (using an example) can help us answer these questions. At the same time, I hope the example and the logic will be of use in your problem-solving efforts or your coaching thereof. This third post will dive into tracing back the causal event chain, introducing and applying concepts like causing events, the initial causing event, and the initial active cause.

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The Logic of Root Condition Analysis (2/6)

Problem-solving and particularly the part that focuses on root cause analysis (RCA) has always been one of the topics that has had my special interest. Specifically, two questions always slumbered in my head, viz. (1) whether you could speak of one root cause, or that you should speak of multiple (root) causes; and (2) whether you should speak of the root cause or rather the root condition. In a series of six posts, I will try to explain how rigorous problem-solving logic (using an example) can help us answer these questions. At the same time, I hope the example and the logic will be of use in your problem-solving efforts or your coaching thereof. This second post will introduce concepts like necessary condition, defensive and control barrier, and will apply these to our example.

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The Logic of Root Condition Analysis (1/6)

Problem-solving and particularly the part that focuses on root cause analysis (RCA) has always been one of the topics that has had my special interest. I have coached many problem-solving teams, and besides the sometimes superficial use of problem-solving tools, there have always been two questions that have slumbered in my head, viz. (1) whether you could speak of one root cause, or that you should speak of multiple (root) causes; and (2) whether you should speak of the root cause or rather the root condition. Based upon the way my mentors have trained and coached me in problem-solving, as well as a lot of self-education and practice, I will try to explain how rigorous problem-solving logic (using an example) can help us answer these questions. At the same time, I hope the example and the logic will be of use in your problem-solving efforts or your coaching thereof.
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Delivering upon the Promise of Kanban

Kanban implementations are often disappointing and short lived. Companies are promised better service, lower inventories and level demand. But more often the system is abandoned after a short period as it has turned the shop floor into chaos… What went wrong? (more…)

Don’t Become a “Three-Finger” Manager

As most will know and acknowledge, a key aspect of a truly Lean organization is its continuous drive towards better. Problems are seen as opportunities to learn how work really works and to distill improvements from the analysis of the problem and its underlying cause system. It is through this continuous problem detection and rigorous, structured problem solving that organizations close in on their ambitions. But it implies that we see problems as the so called “voice of the process”; as if the process is trying to tell us that there’s something wrong with it. And it implies that we see problems as the seeds of improvement waiting to be harvested.

But what happens when managers start pointing the accusatory finger, begin a blame game and make people, departments or suppliers into scapegoats? How would you feel in such a situation? It probably would be the last time that you would put a problem on the table or that you would be a constructive team member in investigating a process in which you or your department plays a role, right? (more…)

Worthless Discussions and the Socratic Method

One of the most difficult aspects of accompanying organizational transformations like when a company starts off on their Lean journey, is restraining your zeal. And this is particularly the case when statements are made and opinions are ventilated that run counter to the principles and ideas of the (internal) consultant or coach or even the Lean principles for that matter. The Socratic method of motivation, however, presumes interaction without any presuppositions, without any value judgment. It stresses non-value-based, or one could say “worthless”, interaction. It isn’t about the values and norms of the coach, but about the ball being in the organization’s court. It is an important approach in creating an autonomous Lean organization, but in some situations also not the only one. (more…)

The Trust Formula: T = (C x I) / R

Lean transformations typically require interventions on both content (technical) and cultural aspects (attitude and behavior) and these together initiate and drive the required change. When assisting clients on their Lean journeys, my focus is on this triangle of content, culture and change. However, this change does not happen just because you intend it. As many have learned, people don’t change because you want them to change. But they don’t dislike change either. They just don’t like being changed. For a successful and sustainable Lean transformation, Trust (T) needs to be built between leadership, managers and the workforce, but also between any support staff or consultant and line management. Trust is required in order to be accepted as leader, coach or Lean guide. (more…)