Those of us trained in engineering and related disciplines have learned how to solve problems, and do so much of the time. If there aren't any, some of us (particularly managers) will even create problems (mostly unintentionally or unconsciously) so we can ride in on our proverbial white horses and solve them (or at least appear to lead others to solve them for us). Problem solving is what we know how to do, and we're good at it. While that's necessary, it seems to be only one half of the business equation. Innovation is the other half. Here's how to use a familiar tool differently to innovate.
There's no tool like an old tool.
Most of us who have been in or around the automotive industry during the past few decades have become familiar with the 8D (or Eight Discipline) Report), a commonly used quality tool. If you've ever been an automotive supplier who sent some "nonconforming" (the quality euphemism for what used to be known as "screwups") products to a customer in an era of ~0 PPM, and were called on the carpet at the customer (and internally) to sit through the resultant version of The Inquisition, then you know what I mean. Don't get me wrong here. It is a good thing for its purpose.
For you history buffs, and according to Wikipedia:
The U.S. Government first standardized the 8D process during the Second World War, referring to it as Military Standard 1520: "Corrective action and disposition system for nonconforming material".
It was later popularized by the Ford Motor Company in the 1960's and 1970's. 8D has become a standard in the Auto, Assembly and other industries that require a thorough structured problem solving process.
The 8D Problem Solving Process is used to identify, correct and eliminate problems. The methodology is useful in product and process improvement. It establishes a standard practice, with an emphasis on facts. It focuses on the origin of the problem by determining Root Cause.
Recently, the 8D process has been employed extensively outside the auto industry. As part of Lean initiatives, it is used within Food Manufacturing, High Tech and Health Care industries.
Like all good processes, the Problem 8D has been refined, reconfigured, amended and thoroughly implemented. It's even been computerized and automated. You can find just about everything about it easily on the internet. Here is the basic version:
Steps
D1: Assemble a cross-functional team of experts.
D2: Define the Problem fully.
Also known as the Problem Statement & Description
D3: Implement and verify Interim Containment Actions (ICAs) as needed.
Also known as Temporary Fixes.
D4: Identify and Verify Root Cause.
D5: Choose and verify Permanent Corrective Actions (PCAs).
Preventive Actions are also chosen.
D6: Implement and validate PCAs.
D7: Prevent recurrence of the Problem/Root Cause
(e.g. in Surrogate Process & Management Systems).
D8: Recognize the efforts of the Team.
Old tools are good tools. New projects may require new tools.
Hereâs a new tool, disguised as familiar old one.
Several years ago, in a fit of inverse thinking, and when working with groups of engineers and otherwise good linear, problem-solving thinkers at automotive supplier clients, I thought, "What if we used this familiar, proven old tool differently?" It's been said that when the only tool you have is a hammer, everything starts to look like a nail. What if we changed the way we look at the tool? What if we used it differently? What if we looked at the nail differently? What if we saw them both with a new perspective? What if we used the tool to focus on understanding, analyzing and replicating success instead of failure? What if we centered on creating opportunities for tomorrow vs. fixing mistakes made yesterday? What if we just picked the 8D tool, and changed a few of the words? Same song, different lyrics. What would happen?
Disciplines are OK, but let's start by loosening it up a little. For the D's, for Discipline, we could substitute O's for Opportunity. We could also use I's for Innovation ( = doing good new things that customers value), but more about that later. Innovation can be a little messy (and that's not a bad thing). Keeping the 8 Disciplines here is useful - and keeps the process people happy, so we'll stick with the D's for this example.
Instead of starting with a problem, mistake or failure, let's begin with the premise that the enterprise has had a success or two in its life, or it probably wouldn't be here. Using the familiar 8D process, with the premise (and a few words) changed:
Steps
D1: Assemble a cross-functional team of experts (& non-experts, who don't know it can't be done, and think laterally as well as linearly. Sure, they'll argue. Good. A little constructive controversy helps. Having a champion also helps here, as it does in the conventional 8D.)
D2: Pick the best successful product/service in the recent past. Define the Success fully. (What were the key factors, ideas and actions that made it happen?)
D3: Implement and verify Known Success Actions (KSAs) (if we really need another acronym) as needed. Also known as Surrogate Success Actions (Useful later, in D7.)
D4: Identify and Verify the Root Cause of the Success (What was - the one thing that was here? How is it translatable to a new project that we are beginning to think of now?)
D5: Choose and verify Permanent Success Actions (PSAs). Repetitive Actions are also chosen.
D6: Implement and validate PSAs - to repeat the success in our new project.
D7: Insure recurrence of the Success/Root Cause (by using earlier KSAs/SSAs to create PSAs, then internalizing them into the individuals, development and management systems.)
D8: Recognize the efforts and success of the Team and Individuals. Innovation is a team effort, but depends on individual competencies and creativity. Rewards may be different here, as innovators and problem solvers likely have different currencies.
Celebrate together in simple ways meaningful to the team, e.g., go out for a beer together when you're done. Involve a manager/sponsor or two. Lots more good ideas & actions result. Again, don't forget to influence and change the Surrogate Processes and Management Systems accordingly and as appropriate, so they will begin to foster success everywhere.
I've tried this a few times, and it works. Small (preferably cross-functional) teams have done this in a day or less, and come out with one or more (typically three) innovative & actionable new projects - with identified leaders, doers, time lines, and a process that satisfies the other management folks. As always, continuous and thorough follow-through by all concerned is necessary for success.
Why does it work? I think it's because 1. we're taking a familiar tool and format, beginning in the comfort zone, then working gradually out of it into a new, opportunity & innovation-focused comfort zone; and 2. we're working on an "upper", instead of just fixing a "downer". As Malcolm Gladwell showed in The Tipping Point: How Little Things Can Make a Big Difference
So, here's a tool that can help change the game from problem-focused to opportunity-focused; from problem solving to opportunity creation. It may help insure the future of the enterprise and enable it to thrive, not just survive. Fixing yesterday's mistakes may be necessary to survive, but alone, it won't help you win. Adding ways to create better tomorrows completes the picture - and is more fun. Innovation begins with new thoughts and actions. The Success 8D*. Try it. Innovate! Thrive!
* © 2000 -2008 THE ZUMHAGEN COMPANY LLC
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