Your business process is not what you think it is

Deliveries were unpredictable at best, and months late at worst. Frustration at both locations was high, and finger-pointing was rampant. That was the situation when I was assigned to resolve an issue that had been nagging the organization for years. A US-based team was ordering sample assemblies from a production line in another country. No one was happy with how it was going.
I asked to review the instructions for the sample ordering process and quickly discovered that there weren’t any! Next, I individually asked each key stakeholder to put together a simple flow diagram of the process of defining, ordering, processing, and delivering samples. In hindsight, I shouldn’t have been surprised - the flow charts from the design engineer, technician, customer service rep, administrative assistant, manufacturing team, and new product development process leader were all quite different from each other.
Working with each stakeholder separately at first helped me understand the specifics of their individual frustrations, understand their view of the process, and ensure they knew they were being heard. Next, I integrated the various process flows into one (giant) document and then pulled the team together to correct and refine it. In doing so, we discovered many simple changes that allowed us to streamline the process (eliminating wasted steps and delays) and clarify how to handle different situations that might arise (reducing confusion). Finally, I documented instructions for all users, published them in a location accessible to everyone, and implemented a system of revision control. Then I organized a rollout/training meeting for the global team. Today there is one complete, clear, efficient, and (importantly) visible process instead of several fragmentary ones, a team who talks when things don’t go as expected, and much improved performance and morale.
Key take-away's from the experience: (1) Your actual process is never what you think it is. (2) If people see that you’re really listening to them, they will be open to listening to you.
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Over the years we’ve been exposed to Six Sigma, Juran, Deming PDCA, 8D, Dale Carnegie, A3, Shainin, and more. Each technique works pretty well, and has been demonstrated many times in a wide variety of industries and circumstances. At the core they are all essentially the same!
Each approach relies on an underlying logical flow that goes like this: [a] make sure the problem is clearly defined; [b] be open to all sources of information; [c] vet the information for relevance and accuracy; [d] use the process of elimination to narrow down all possible causes to the most likely few; [e] prove which of the suspects is really the cause of the issue; [f] generate a number of potential solutions; [g] evaluate the effectiveness, feasibility and risk of the potential solutions; [h] implement the winning solution(s); and [i] take steps to make sure your solution(s) don’t unravel in the future.
The differences between the paradigms resides in supplementary steps and toolkits. For example, 8D contains the important “In
