OpEx Problem Solving System
We work with organizations that struggle with recurring, chronic problems that limit performance and growth, whether they occur in manufacturing, transactional processes, or R&D. We support executive teams, operational leaders, engineering and technology teams, as well as R&D departments in permanently eliminating the sources of those problems.
Solving chronic organizational problems
OpEx Problem Solving System helps organizations move beyond firefighting and achieve lasting results. Chronic problems persist not because they cannot be solved, but because organizations learn in ways that prevent them from seeing interactions. An interaction means that the same action can produce very different, or even opposite, outcomes depending on the conditions.
Sustainable solutions come from understanding cause-and-effect relationships based on data. This requires both the ability to observe processes effectively and the ability to experiment systematically. Testing across a wide range of conditions makes it possible to understand when and why solutions work, not just whether they work.
When does it make sense?
When problems keep returning despite a strong understanding of the process and product, and previously effective solutions stop working. Different individuals or teams find themselves revisiting issues that seemed to have been solved already. This is a clear signal that you are dealing with an interaction.
Signs that interactions are present:
- Solutions work, but only temporarily. Their effectiveness depends on conditions that continue to change.
- We find ourselves solving the same problem repeatedly as it continues to reappear in different forms.
- Conflicting expert opinions, with each person observing a different aspect of the same interaction.
- Good results in a pilot, poor results after implementation. The pilot and the full-scale operation function under different sets of conditions.
Why does this happen?
Chroniczne problemy wymagają umiejętności skutecznego uczenia się. Dopiero połącznie wiedzy eksperckiej o procesie i produkcie z umiejętnością testowania pomysłów i posiadanych teorii daje szansę na ich trwałe rozwiązania. Kolejne projekty rozwiązywania problemów najczęściej zawodzą nie dlatego, że nie mamy wiedzy, ale dlatego, że
- we learn one factor at a time (OFAT), assuming one factor leads to one conclusion
- the focus is placed on solutions that must work immediately rather than on understanding
- there is little willingness to accept that the first answers may be uncomfortable
- we confuse stability with an understanding of causality
- we confuse correlation with an understanding of causality
- we assume that the data collected in day-to-day operations already contains the answers we need
- we optimize averages and metrics instead of understanding relationships
- control replaces learning, short-term success kills curiosity; it works, so we stop asking questions
How do we approach this in OpEx Problem Solving System?
OpEx Problem Solving System is a structured approach to building knowledge about cause-and-effect relationships. We design the learning process so that interactions become visible.
Every situation is different, so there is no single procedure that leads to the right solution. The process begins with the theories, assumptions, ideas, and questions that already exist within the organization. These are then tested through the deliberate collection of relevant data.
Depending on the situation, we use process observation techniques, experimentation, or a combination of both. As knowledge grows, new questions emerge. Those questions lead to new answers, and understanding continues to deepen.
We consider a cause-and-effect relationship to be truly understood when we can deliberately turn a chronic problem on and off.
Who do we work with?
We work with organizations facing chronic problems, regardless of whether they occur in manufacturing, transactional processes, or R&D.
We most often work with executive teams and business owners, operations directors, leaders of manufacturing and technology organizations, engineering and technology teams, and R&D teams.
What does the engagement look like?
Collaboration within the OpEx Problem Solving System follows a logical sequence of steps:- When multiple problems need to be addressed, we identify the priority issue whose resolution will deliver the greatest business value.
- Review of historical data already collected by the client. Definition of the project's success metrics.
- We map the process or product, identifying all potential parameters and sources of disturbance that should be considered in subsequent testing. We define the Sources of Variation present in the production process. This stage helps organize and document the organization's current knowledge of the product and its manufacturing process.
- We identify and verify the precision of the measurement systems that will be used throughout the project.
- Based on the findings from the Current State Analysis and the existing knowledge of the process and product, we design a learning process focused on uncovering cause-and-effect relationships. This most often involves planned experiments using Design of Experiments (DoE). The approach enables us to identify the root cause of chronic problems and develop new process setting guidelines.
- We implement the changes, verify their effectiveness, and transfer control back to the organization so that the system can operate independently.
If your organization is facing a chronic problem, let’s talk!
The first conversation is focused on understanding your situation and determining whether OpEx Problem Solving System is the right approach to solving the problem.
