IN my study of management since more than 45 years ago, I have encountered several hundreds of theories that were proven either successful or unsuccessful by academicians, consultants, and practitioners. In my case, I found some to be incomplete, resulting in their lack of the right potency to solve problems.
To resolve this, I have created here some solutions. The list is incomplete due to space limitations. Next time, I will give you another partial list of strategies that you may not have heard before.
The One-Minute Visibility Rule is a measurable execution of 5S that promotes instant information about what is happening in the workplace, allowing outsiders to understand them without being told by insiders.
This requires a set-up that includes a reasonable amount of universally accepted graphic signs, photographs, and clearly worded notices, like the one we experience in an international airport and dynamic organizations.
A/B Problem-Solving is an experiment where a key problem is assigned to Type A regular workers and Type B non-regular workers who are told to solve it in secret. The goal is to discover the competency of each group, regardless of their employment status.
The two groups may choose any tool to solve a problem 100 percent. The group that solved an issue at the lowest possible cost wins the “contest.” The process and result must be confidential to avoid destroying employee morale.
Automatic Appeal System allows an unresolved problem to be brought to the next management level. It is an improved version of an Open-Door Policy where people can exhaust the administrative machinery before an issue becomes serious. They are classified according to the nature of each problem.
A trivial issue may be resolved by a line executive in not more than three days. A medium-size concern is resolved in seven days, while a major issue is resolved in two weeks. If an issue is not resolved within the prescribed period, it is automatically passed on to the next-ranking executive, whose decision is final.
Free Thinker is a manager authorized to give an impartial opinion to a current or proposed policy. Its job is similar to an amicus curia in a court of law. They can come in anytime upon the approval of the concerned department.
A Free Thinker must be vetted and authorized by the human resources (HR) department, provided that such a person has performed exceedingly well in their job for at least three years. HR must create and maintain a policy regulating the activities of a Free Thinker.
Management by Fear is an extreme strategy designed to startle people so they can move out of their comfort zone. It is done through an announcement in a town hall meeting with details spelled out in a written circular for the workers’ understanding.
It covers a major issue like a ballooning operational cost that, if not solved, would result in manpower reduction. The announcement must include the proposed solutions.
The Monthly Red Tag Event promotes the monthly identification and disposal of all things (tools, raw materials, spare parts, etc.) that have become unnecessary in the work area. This is called seiri or sorting under 5S. It requires the posting of red tags on all unnecessary items to notify the work area owners who may challenge the findings.
The red tag event must be done by an ad hoc committee composed of members representing different departments. Every month, the committee’s composition is changed to allow everyone to have the same experience and promote co-ownership.
Root Cause Validation is a double-checking process designed to discover if a root cause is the real cause of a problem. This can be illustrated with the help of a Fishbone Diagram and corroborated with another problem-solving tool like the Why-Why Analysis (Ask 5 Whys).
If the number one root cause proves to be not the answer, the group may choose another root cause, which must undergo a similar validation process with 5 Whys or other tools. The process continues until the group has discovered the best solution.
Rey Elbo is a business consultant specializing in human resources and total quality management. Contact him on Facebook, LinkedIn, X or email [email protected] or via https://reyelbo.com
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