Solve problems with low-cost, commonsense solutions

“Problem-solving is not progress if we spend money on the solution.”

That’s not just a subtitle of my 2016 book Total Quality by Maximization (TQMax). It’s also the same line that makes CFOs sleep better at night. The premise? You don’t need a gold-plated algorithm or an AI robot that speaks five languages to fix everyday issues.

Sometimes, your best solutions are already in your office – probably sitting in the break room, wondering why no one ever asks them anything. We’re talking about ignored employee ideas, overlooked assets like unused tools or equipment and empty rooms. It’s time to give these resources the spotlight.

TQMax puts a spin on the ideas behind the generic principle of kaizen, lean thinking and their branded equivalent in the Toyota Production System, which I call the Thinking People Strategy when applied in the non-manufacturing environment. Believe it or not, even in places without conveyor belts, people want to be recognized for their ideas.

The trouble is that we often hear people talking about its irrelevance in the service industry. That’s why when an organization is experiencing work overload, many managers hire both regular and contractual employees without looking at a viable, long-term solution, like analyzing the reasons so they can eliminate them.

Sometimes, they would buy expensive equipment or software to make their work easy while being unmindful of the ills of their processes. But how many can afford overstaffing if they do not buy new equipment or software, even if they have the money to throw away?

In the book The Innovator’s Toolkit (2009), co-authors David Silverstein, Philip Samuel and Neil de Carlos talk about “resource optimization” as a value-adding approach when we need to come up with ideas to improve the make-up of existing products or services. Silverstein, et al cite the example of manufacturers of making reverse bottles in ketchup, mayonnaise, shampoo and more.

Instead of waiting for gravity to reluctantly cooperate with your meal plans, Silverstein and his co-authors decide to use gravity so that there’s no need for Herculean shaking to get every last drop of ketchup.

Imagine applying that same logic to your business. You don’t need the complex Six Sigma to rule the world. It’s just a matter of turning a workflow upside down. That’s the same approach being supported by TQMax.

Sadly, most managers skip the “thinking” part and head straight to “buy something shiny.” Work overload? Hire more people. Inefficiency? Buy software with more tabs than a browser after a late-night research binge. Rarely do they ask: “Is our process terrible?”

The answer is obvious. Yes, it often is.

Karakuri

Another parallel illustration of TQMax and Silverstein’s ideas is the karakuri, a Japanese term that refers to mechanical devices or automata, especially traditional ones developed during the Edo period (1603–1868). These intricate mechanisms were often used in entertainment, theater and even practical applications.

Imagine tea-serving dolls and fire arrows that don’t use electricity, but instead rely on gears, cams and pulleys, like a clockwork, while demonstrating mechanical elegance. Today, the karakuri have shown many best practices.

In 2023, I saw firsthand how Toyota Motor Philippines has developed the local application of karakuri in car assembly and manufacturing.

It helps improve productivity by reducing the manual work content of certain processes in levers, cams, chutes and guides, with the use of gravity.

Six resources

Many organizations swear by the four Ms – the typical representation of Manpower, Method, Material and Machine. If you’re still at it, then you’re missing two equally important resources like Measurement and Milieu – a French word symbolizing either Mother Nature or employee Morale, depending on circumstances.

Measurement is about defining, collecting and analyzing data that could help identify potential issues like defective tools and equipment, inaccurate data, human interpretation errors or inconsistent metrics.

Mother nature refers to the physical and environmental conditions that hamper a work situation. This includes high temperature, humidity, dust, lighting or noise levels affecting performance. On the other hand, Morale represents the motivational or satisfaction level of employees, which could manifest in their slowdowns, frequent absenteeism or tardiness, or even conflict with management or colleagues.

6M problem-solving can systematically investigate problems, brainstorm root causes for defects or inefficiencies and develop robust countermeasures to improve quality and productivity issues. One popular tool is the fishbone diagram, aka cause-and-effect diagram or Ishikawa diagram, which was developed by Kaoru Ishikawa (1915-1989), a Japanese organizational theorist and total quality management innovator.

Stop spending, start thinking

Before throwing money at your next problem like it’s a street performer with a monkey, ask the following questions: Have we talked to the team? Do we know the real root cause? Are we ignoring a simple fix hiding in plain sight? Sometimes the answer isn’t new software or hiring more bodies.

Therefore, before setting an appointment with that vendor who sells software that requires a PhD to log in, stop. Breathe. Pause. Think. Gather your team and ask, “What would MacGyver do?”

It’s realizing you’ve been metaphorically shaking the ketchup bottle instead of flipping it. The Swiss psychologist who founded the school of analytical psychology, Carl Jung (1875-1961), was right when he said: “Thinking is difficult, that’s why most people judge.” To put it in another way - thinking burns calories, judging burns bridges.

Rey Elbo is a quality and productivity improvement enthusiast. Got a wonderful business story? Send it to elbonomics@gmail.com or DM him on social media or through reyelbo.com. Anonymity guaranteed – even if your idea does not involve a flipped ketchup bottle.