Printing and mailing operations are examples of custom manufacturing, and companies that are leaders create a culture of problem-solving.
McKinsey & Company asserts that when companies actively involve their employees in problem-solving on a daily basis, it leads to increased motivation, improved job performance, enhanced organizational performance, and sets in motion a virtuous cycle. This approach unlocks immense potential for both the company and its customers.
Forbes magazine concurs, stating that problem-solving lies at the core of a leader’s purpose. As leaders, our objective should be to minimize the occurrence of problems by proactively confronting them rather than waiting for circumstances to force our hand. So, why do numerous companies today resort to temporary workarounds in departments such as sales, customer service, accounting, and production?
If you find yourself frustrated by persistent production problems, this article provides a seven-step roadmap that can assist in addressing most issues.
The steps
Here are seven refined and improved steps for problem-solving in customer manufacturing:
- Identify the problem: Take note of recurring issues that arise during specific tasks, such as imaging plates, scanning images, clicking buttons, file handling, credit card transactions, printing on a specific paper, using inserters, or mailing envelopes. Pinpoint the specific situations where the problem occurs.
- Describe the situation using the Six Ws: Determine who is involved, what exactly happened, when and where it took place, why it occurred, and how it happened. Gathering detailed information will provide a comprehensive understanding of the problem.
- Implement a temporary workaround solution: Instead of immediately seeking a long-term fix, focus on resolving the issue at the
- moment. Find a solution that allows work to continue, even if it’s not perfect. This approach helps address the immediate challenge and keep operations running smoothly.
- Identify the root cause: Once the immediate problem is resolved, conduct research to determine the underlying cause. Revisit the Six Ws framework, involving both the individuals who experienced the problem and those who were affected before and after the occurrence.
- Propose and research solutions: Engage with everyone who encounters the problem, including those working before and after it happens. Seek their insights on potential causes. As you narrow down the options, lay the groundwork to encourage staff buy-in for the chosen solution(s).
- Develop an action plan: Based on the identified solutions, create a comprehensive action plan. This may involve addressing the issue through staff training, equipment modifications, procedural adjustments, or a combination of these four fundamental solution approaches.
- Monitor and evaluate results: Avoid the common mistake of neglecting follow-up. Assign someone to check the situation the next day, week, and month to ensure no new hurdles have emerged. If new issues arise, repeat the problem-solving process to address them effectively.
By following these refined steps, you can foster a systematic approach to problem-solving in customer manufacturing, leading to improved efficiency and fewer recurring challenges
This article was produced by industry consultant Howie Fenton. With over 30 years of experience, he’s established himself as a leading advisor, author, and trainer in the graphic arts industry. His subject matter expertise lies in benchmarking operational and financial performance, which is underpinned by both practical experience and extensive market research. Fenton has worked with leading organizations such as GATF, PIA, NAPL, and Keypoint Intelligence. Today, he heads his own company, applying his understanding of process improvement and best practices to provide training and consulting. For more information, visit howiefentonconsulting.com or email him HERE.
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