With the higher level understanding, the system mechanical engineers will then be able to facilitate the problem solutions and progress the project. If a lower level operator cannot manage the process of constructing the system, the matter would then be escalated to the system mechanical engineers to facilitate the appropriate fixes. This is akin to a reaction plan.Ī suitable example includes the building of any commercial system such as a pump system. When there are critical challenges, or issues seem not to be progressing past a critical point, systems must be put into place that will ensure that the appropriate escalation in a chain of command can be implemented. The lean system is a continuous feedback loop that ensures that the appropriate system targets are being met. Issue Management System Best Practices and System Conclusions This activity concludes or feeds into the feedback loop of the Issue Management System. The relevant responsible parties will respond to the project manager as the hindrances are overcome. Monitoring and Review: As with all lean processes, what gets measured gets managed. An appropriate project action completion checklist is created, and acted on over time. The project issue is a hindrance to project completion and must be rectified as soon as possible, or else the project can run into time and cost over-runs. The largest impactors will influence the creation of an action plan that will rectify the issues at hand.Īction Implementation: The project team is challenged with the task of completing the prescribed project for the purpose of improving the organization’s future operations. Typically using a method such as a Fishbone Diagram, or a Pareto Chart, the severity of the identified problems from the analytical phases of the project can be compared with each other. Issue Evaluation: Analysis of the problem often leads to its root cause. Issue Analysis: Using the appropriate tools, such as a problem solving, the challenge at hand can be appropriately analyzed in terms of severity of impact on the current process activities. Issue Identification: When an issue arises during a process management activity, the first step is to log the issue so that it can be further discussed by the relevant assessment teams on the process team during a problem solving session. Via the Daily Management process the following five steps are implemented in an appropriate Problem Solving System: With each process iteration, the process becomes easier and the completion activities are completed in a faster time frame. The root cause analysis system also provides an appropriate means via which the issue resolution process can be appropriately analyzed and documented for future learnings by the process team. In the course of an operation, the root causes of the process discrepancy will indeed vary, but it is in the systematic process that all solutions will ultimately be attained. With the appropriate foresight, critical action can then be taken to ensure that root causes are appropriately eliminated. With appropriate root cause analysis, a stable and efficient process operation will be attained throughout the process operational cycle. Designed to fit into the daily management systems that we are so used to in the Lean System, the Ishikawa Diagram is the ideal way for a system to work through problems and identify their root causes. Utilizing lean systems, it is best for these issues to go through a five step process of Issue Identification known as an Ishikawa or a Fishbone Diagram. When a process issue is identified, it is ideal for a systematic process to exist that facilitates the appropriate elimination of the hindrance. Since operational processes are not perfect, on almost a daily basis, there will be a parameter that is off target. Knowing that there is no perfection, Operations managers ensure that the appropriate time allocation is available for any system authorities to correct any underlying issues that may arise in the process of delivering the desired customer requirements. The Deming cycle is a process that involves creating a feedback loop that is centred on your industrial process. “Successful people ask better questions, and as a result, they get better answers.” – Anthony Robbins
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