Business faces new challenges and difficulties every day.
Moreover, if there are no problems, this should seriously alert you as a manager: most likely, you don’t know the real state of affairs. And, accordingly, you can’t fix anything at the moment.
Issues need to be resolved quickly and effectively. And for this purpose, you need the right tools.
A Problem Solving Board
A burned-out light bulb, a burst battery. Such issues are easy to solve, and approaches as simple as betting at 22Bet are needed here.
For example, a problem-solving board. It’s so called because you use something – the same flipchart or wattman – for sketching, writing, stickers to visualize the problem.
Here you can keep track of points of contention, record suggestions, keep track of implementation, and mark your status with colored magnets.
Note that if you transfer your work to a shared file, you can return to this story later to, for example, add an action plan to the instructions for employees.
A3 Problem Report
It’s derived from the previous version, but has its own characteristics.
A3 format allows you to compactly record information on the problem, analyze its causes, plan activities to address these causes and monitor performance.
It introduces an additional limitation – the size of the field used, which sets the brain for more systematization.
On the A3 field, we visualize 6 blocks:
- Problem description.
- Description of the goal in working with the problem.
- Problem analysis.
- Choice of solutions.
- Planning of actions.
- Execution control and corrections.
The first three are placed on the left – they are about the problem itself. On the right are the remaining three about the solution.
Let’s look at the important points in more detail.
Problem Description
Write down the deviations you encounter. Take the time to do this. We’re used to acting quickly, but it’s important not to snap at the first solution.
The A3 report encourages us to get to the root cause: what is happening, where is it happening, who is facing it, how often, what are the symptoms of this negative phenomenon, who are the participants, who do we get information from?
Answers to the questions should be supported by numbers and other concrete information.
For example, the problem is that the goal isn’t being reached. Options are possible:
- We are not reaching the goal. How much, for example, 5 km or 10 kg?
- Or the goal is achieved, but now we need a higher goal: who demands other results, how much does he influence us and adequately understand the situation?
- The goal is achieved, but not constantly: how critical is this situation for the business?
- Graphs, diagrams, or flowcharts that show information compactly and clearly work well here.
Describing the Goals
Use SMART technology.
The goal must be specific, measurable, achievable, relevant, and definable in time. These five criteria must be met in formulating the goal, then it will be clear what we want to achieve in the end and when.
Analyzing the Problem
A typical feature of low-quality management is a weak, insufficiently profound analysis of the problem. The consequences are not the most profitable solutions and delayed projects.
Also managers often struggle with the visible problem, that is, only the tip of the iceberg. And the underlying causes go unheeded.
Choosing a Solution
When we get to the root cause of the problem, it becomes clear what can be done. And the solutions can be different.
Let’s choose criteria for their evaluation, because with a limited budget we will not be able to implement them all. At the very least, we estimate:
- Impact (how much of a difference will be made if implemented).
- Confidence (will it work?).
- Simplicity (what will it cost you?).
Make an Action Plan
Make a list of tasks, distribute them among your employees, write down the results and deadlines.
Controlling and Correcting
It’s necessary to establish the control points in advance, hence this step will be filled in gradually during the work, instead of once at the very end.
If you are not satisfied with the results, you have the opportunity to correct the process or go back to one of the previous steps to clarify the situation.