The document discusses common challenges in manufacturing organizations and proposes an alternative approach to problem solving. Traditionally, managers spend much of their time solving immediate problems and "fires" without addressing the root causes. This leads to repetitive issues. The alternative is to empower employees by involving operators and supervisors in problem solving. When employees understand the "why" behind decisions, they can find their own solutions rather than just being told the "what" and "how." This helps eliminate underlying problems instead of constantly fighting symptoms.

1. Joyful day in manufacturing
– is it possible?

2. Problem solving in organization:
Challenges that apear during the process

3. Just imagine a day when you don‘t
need to:
- “run” from one meeting to another,
- take care of problems in
manufacturing
and you sit leisurely in your office.

4. – no urgent calls,
– employees don’t come in every five
minutes to inform about new problems...
Seems like something unreal like from
fairytale?

5. Reality
Yes...
Today PEACE is a
RARE phenomenon in
manufacturing.

6. A calm day without any worries only a fantastic vision
that is very far from reality...
becomes

7. Common problem solving
One person solves a lot of
problems, for example:
• How to increase productivity of
machine Z?
• How to reduce changeover time?
• What strategy to use in negotiation
with customer?
and lots of similar.

8. Common problem solving = Fires
We solve the problem
which “is burning” the
hottest.

9. How to avoid spelled circle of fighting the same fires
and eliminate the core cause from the beginning?

10. Common problem solving = Fires
When manager is forced to solve all problems by himself

11. Common problem solving = Fires
When manager is forced to solve all problems by himself

12. Alternative problem solving = Eliminating the fires
When the middle and entry-level staff is involved
Production
manager
Supervisor
Operator
Operator
Supervisor
Operator
Operator Production
manager

13. Why operators and supervisors?
• Operator operates the machine every day and he knows
how everything works the best.
• Operator will implement the vision for real. And if he
sees the vision he can say what needs to be changed..
• Supervisor can go to operators’ work center more often
to make sure that the core cause is eliminated.

14. Alternative problem solving = Eliminating the fires
When the middle and entry-level staff is involved
Production
manager
Supervisor
Operator
Operator
Supervisor
Operator
Operator Production
manager

15. Why involving more hands into the process is necessary?

16. „The most of my work day I spend solving problems“-
say 98 % of managers

17. So how to find some
time for solving
strategic or business
development tasks?

18. Manager has to spend a lot of his time for daily
problem solving so we tried to identify cause and
effect relation using 5 Whys methodology.

19. #1
Why you spend most of your daily work time solving problems?

20. #1
Why you spend most of your daily work time solving problems?
Because I need to solve many, repetitive problems at
the same time.

21. #2
Why you have to solve repetitive problems every day?
#1 Why you spend most of your daily work time solving problems?
Because I need to solve many, repetitive problems at the same time.

22. #2
Why you have to solve repetitive problems every day?
Because employees fail to implement made decisions
properly and it needs to be solved again.

23. #3
Why employees fail to implement made decisions properly?
#2 Why you have to solve repetitive problems every day?
Because employees fail to implement made decisions and it need to be solved again.

24. #3
Why employees fail to implement made decisions properly?
Because they always do it in the wrong way and they
don’t get required result.

25. #4
Why employees don’t get the required result?
#3 Why employees fail to implement made decisions properly?
Because they always do it in the wrong way and they don’t get required result.
.

26. #4
Why employees don’t get the required result?
Because they don’t understand the exact principles of
final result.

27. #5
Why employee doesn’t understand the exact principles of result?
#4 Why employees don’t get the required result?
Because they don’t understand the exact principles of final result.

28. #5
Why employee doesn’t understand the exact principles of result?
Because he doesn't see the final result as I imagined it.

29. #6
Why employee doesn’t see the final result as you imagined it?
#5 Why employee doesn’t understand the exact principles of result?
Because he doesn't see the final result as I imagined it.

30. #6
Why employee doesn’t see the final result as you imagined it?
Because I made the decision and I know how it should
look like.

31. How often it all works right from the first time?

32. 99/100
Failure

33. 99/100
Failure
Only after you start implementing
experiment, you can see that there is
something that needs to be changed...

34. 1/100
Success
Can a person who doesn’t know how the
solution of problem looks like,
understand that to reach it he needs other
solution?

35. 1/100
Success

36. 1/100
Success
Or maybe it is possible to make that
employee would find problem’s solution
by himself?

37. That is how employees’ empowerment is understand
Supervisor, OperatorManager
WHAT
and HOW
to do
WHAT
and HOW
to do

38. That is how employees’ empowerment is understand
Supervisor, OperatorManager
WHAT
and HOW
to do
WHAT
and HOW
to do
While delegating the task to employee manager says
what and how to do but the explanation why it is
needed to be done is missing. In such case employee
works like a robot – does what he was told to do.
But he doesn’t think through what can be done
differently?

39. That is how employees’ empowerment should look like
Supervisor
WHAT and HOW
Supervisor, Operator

40. That is how employees’ empowerment should look like
Supervisor
WHAT and HOW
Supervisor, Operator
If we want that employee would start searching for
problem’s solution we need to give him WHY. After he’ll
understand WHY it is important to eliminate the
problem he’ll see the possible solution and will start
searching ways how to solve the problem by himself.
Knowing why, he’ll find out how and what to do by
himself.

41. Employees’ empowerment
WHAT
and HOW
to do
WHAT and HOW

42. How people are solving
problems in Your
organization?

43. Thank you for your attention!
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