One very good idea-creation tool is “inverting the problem” – developing ideas on how to cause the effect you are trying to prevent. This is a common approach for developing mistake-proofing, but I just saw a great use of the idea for general teaching.
Ask “How could we make this operation take as long as possible?” Then collect ideas from the team. Everything on the flip chart will be some form of waste that you are trying to avoid. In many cases, I think, even the most resistant minds would concede that nothing on this list is something we would do on purpose.
It follows, then, that if we see we are doing it that we ought to try to stop doing it. And that is what kaizen is all about.
This article by Anita Tucker and Amy Edmondson at Harvard highlights a problem that is as common on the manufacturing floor as it is in the hospitals they studied:
When people encounter a problem that stops their work, they work the system, get what they need, and continue their work.
A lot of people call this initiative, and most organizations reward this behavior. Many of those organizations have actual or implied negative consequences for bringing up an issue that “you could have solved yourself.” Unfortunately this behavior only accomplishes one thing: It guarantees that the problem will occur again.
What is the big deal? Simple. Small problems accumulate. They do not go away, and more come into play every day. Eventually the Team Members are overwhelmed by “too much to do.” Supervisors press for “more people,” the organization grows in size, and the cycle continues. In health care all you have to do is spend an hour talking to harried nurse to know all of the things that keep them from providing patient care.
Go stand in the chalk circle on your own shop floor. What things keep your Team Members from doing their jobs?