The key question, of course, is how long it takes to stop it.
Do we quickly apply a band-aid and limit the damage to our body or do we sit around and wait until medical attention can no longer save us?
I know it’s a gruesome thought – bleeding to death – but the parallels to problem solving are strong.
Let’s Create a Charter!
You see often times lean and six sigma practitioners identify an issue and prepare to solve it.
They form a team. They create a charter or begin an A3. They get approval to work on the problem. The have a kick-off meeting with donuts and coffee. And, finally, they start to identify root causes so a countermeasure can be applied.
This is all well and good… but the problem is the patient (the process in this case) is lying on the operating table bleeding to death!
Stop the Bleeding!
So, before you worry about forming your team or getting approval or planning a meeting… the most important thing you can do is STOP THE BLEEDING.
Apply a temporary solution/band-aid. Who cares if the solution isn’t perfect or ideal. All we’re trying to do is keep the patient alive.
Of course, once the bleeding has been stopped we must seek a more permanent countermeasure to the problem… in other words don’t relax once the band-aid has been applied. After all, that’s how disease and infection sets in.
Do you agree?
Do you agree with this approach to problem solving? Should we keep the patient/process alive by applying a temporary solution/band-aid?