In the context of an ultra-competitive and increasingly complex market, continuous improvement is more than ever the solution for businesses. This is nothing new!
Continuous improvement was introduced by William Edwards Deming in Japan in the 1950s, put into practice at Toyota, and promoted by Womack and Jones under the term " lean It is widely used in many organizations.
But it doesn't always produce the desired results. Why?
His problem-solving engine often runs at a slow pace.
Why, when the tools are well known (8D, cause trees, cause-and-effect diagrams, 5 Whys) and have proven their effectiveness, are they so rarely used on a daily basis? Why is the use of problem-solving methods often limited to technical aspects and so rarely applied to organizational, communication, and management issues management
Here are some of the reasons we often encounter: the process is tedious, employees don't have time, companies are not mature enough, staff have little or no training and lack practice, methods are not applied rigorously, etc.
Why not conduct this analysis with your managers?
Discover the ProWhy collaborative tool that we developed with ENIT to easily and effectively promote a culture of problem solving.
