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Here at Acceler8, we have a best practice approach to resolving issues quickly and effectively. By using our Business Consulting services we can also introduce your people to this approach. As a result, making your company self-sufficient.
These are just examples of synonymous terms that consume a lot of energy and effort in any business operation, from manufacturing to customer services. Many methods have been developed to problem solve. The most common are Six Sigma DMAIC (Define-Measure-Analyse-Improve-Control), the Demming Cycle (Plan-Do-Check-Act) and Lean PMASEE (Plan-Measure-Analyse-Solve-Execute-Embed).
Because of our analytical expertise, we have a host of methods and tools we can use that suit different types of issues and problems. The overall approach we use follows the principles of Six Sigma DMAIC but with some refinements. Unresolved issues and problems in a business can ultimately lead to mounting waste and, using an environmental parallel, create a desert, a deserted or failed business. For this reason, we have named our refined approach as the Accelerate out of the DESERT©.
The Accelerate out of the DESERT© Approach has 6 simple steps that work in a cycle:
Defining the issue or problem is the first stage of any problem-solving approach. It helps the business recognise there is a problem, without which there will be little support to take any action. As a result, the definition should highlight the impact on customers as well as profitability and provide the scope of the problem. This is where the plan of action is also defined and agreed.
Evaluating the issue or problem is all about collecting data, measuring performance and impact. You then need to assess and evaluate the likely root cause(s). Consideration should be given to how data is collected and what is measured. With this in mind, irrelevant measures and quality issues with data can lead a business down a garden path.
Solving the issue or problem is where the root cause is confirmed and alternative options on reducing or eliminating the root causes are identified and analysed. As a result, stakeholders should participate in this which will ensure a quick agreement with the solution.
Execution is the doing step. This is where the solution is designed, tested and implemented. If this is complex, a full project may need to be funded and initiated following a project management methodology, as an example.
Regulating is all about monitoring the new solution to verify whether it is delivering the required outcome. As a result, this is where small adjustments may need to be made to refine or fine-tune the solution. Bear in mind, this is not just about the technical elements of the solution but also the human factor. As a result, this ensures people do not slip back to old habits, therefore including roll-out and training.
The final step is about embedding the changes. This transfers knowledge to those that operate the solution. It also makes sure people are empowered to continuously improve. It also creates a cycle by linking back to step 1, Define.
