Page 20 - MetalForming Magazine August 2022

ate in fire-fighting mode. Thus, poten- tial causes often are misidentified as root cause, and the problem never goes away—problem solving becomes increasingly difficult
Generally, people tend to see prob- lems in a way that reflects their train- ing. When solving a stamping-related problem, a diemaker will investigate the die. Press technicians may wonder if changes they detected in floor vibra- tion and the sound of the press are contributing factors. A quality engi- neer, who recently encountered qual- ity issues with the sheet metal sup- plier, may suspect a supplier quality issue.
As Fig. 3 shows, individual biases influence how problems are viewed. Neither observer has a full understand- ing of the problem (reality), but both see the situation according to their own perspective (truths) and training.
Engage with Employees to Assess Problems
While many metal forming compa- nies depend on automated processes and equipment, they also must rely on people to conduct successful problem solving and keep their automated processes running. Removing friction and conflict in business processes can lead to greater quantity and quality of outputs from plant operations. Not surprisingly, successful problem solving begins and ends with people.
Leveraging the passion, creativity and frustration of the affected employ- ees is crucial to identifying what needs to be fixed and opportunities for improvement. The more people feel involved, the greater the impact of their solutions to the problems.
People closest to the problem— production employees—often have the best perspective on how a prob- lem might be solved and recognize potential unintended consequences of proposed solutions. However, too often, production employees are viewed as possessing less knowledge and skills than a tradesperson, super- visor or engineer. They also commu- nicate differently, without the tech-
nical savvy and jargon of the engineer and tradesperson. The danger here: Opinions and observations of pro- duction personnel may not carry as much weight as others in the organi- zation. But, like witnesses to a car crash, they were present when the problem occurred, and they experi- enced what happened before and afterward. These employees possess a different type of knowledge and skill
that is very valuable to the problem- solving effort.
While many companies view finding an immediate solution as the end goal, highly successful problem-solving organizations know that the end goal is a lasting impact. This means changing the mindsets, skillsets and behaviors of employees to integrate solutions into the day-to-day work environment and organizational culture. MF
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