The idea for this mini-article (it’s impossible to write others in the era of mosaic-clip thinking) arose after attending Rod Baxter’s webinar ( https://www.projectmanagement.com/profile/rodbaxter ). Take a look at his profile, stand in awe for a second… and follow me further.

So, how often do you hold meetings to find solutions to some production problems? Are they often spontaneous, without a pre-distributed agenda or designated time and place? How successful would you call them? Do you have to schedule follow-up meetings? There are still many thought-provoking questions whose answers may not be what they would ideally be. But we strive for the ideal, don’t we?

Let’s start with the most important thing – what issue(s) need to be resolved at the meeting. Who should be invited to it? Who will be the facilitator if it is not you? How much time do you have? What will be discussed and what will not be discussed? What are the criteria for a good solution? What are the risks and external dependencies? All this should be written down on the agenda and sent to participants in advance.

Next, having stocked up with all the necessary supplies (stationery, coffee cookies, flipcharts, markers), having arrived at the place in advance and making sure that everything is in order and all participants are here, the facilitator (the one who conducts the meeting) together with the sponsor (the one who needs results – for example, the director) begins the meeting by explaining the purpose, expected results, roles and responsibilities of each participant before, during and after the workshop. And then… then the most mysterious thing begins – discussion, generation of ideas, development of joint solutions using the very tools that should always be at hand, that is, in the head.

Here is a list of these very tools with links to useful Internet pages:

• 5 Why Root Cause Analysis (we ask “why” at least 5 times and be sure to get to the bottom of the true reasons for what happened).
• Action Plan (action plan – well, it’s absolutely clear what it is and where, but the problem is – is this plan always drawn up based on the results of each meeting??).
• Affinity Diagram (grouping of related entities).
• Brainstorming (we all think we know everything about this – but is it so simple?).
• Cause-and-Effect Diagram (aka C&E, or Fishbone, or Ishikawa – draw a fish on the board or print a finished one, with causes and effects).
• [Conflict Resolution](https://translate.google.com/website?sl=ru&tl=en&hl=be&client=webapp&u=http://www.institute.nhs.uk/quality_and_service_improvement_tools/quality_and_service_improvement_tools/human_dimensions_-_managing_conflict.htm) (it’s easy in words only).
• [Consensus Building](https://translate.google.com/website?sl=ru&tl=en&hl=be&client=webapp&u=http://www.beyondintractability.org/essay/consensus-building) (can be considered as part of the Conflict Resolution process, but it can also be considered separately – there aren’t always conflicts that require resolution, right?).
• [Decision Tree](https://translate.google.com/website?sl=ru&tl=en&hl=be&client=webapp&u=https://www.mindtools.com/dectree.html) (numerical proof of the correctness of the decision).
• Fault Tree Analysis (FTA, comprehensive analysis of the causes of what happened).
• [Force Field Analysis](https://translate.google.com/website?sl=ru&tl=en&hl=be&client=webapp&u=http://www.institute.nhs.uk/quality_and_service_improvement_tools/quality_and_service_improvement_tools/force_field_analysis.html) (FFA, antagonist force analysis).
• [Failure Modes and Effects Analysis](https://translate.google.com/website?sl=ru&tl=en&hl=be&client=webapp&u=http://asq.org/learn-about-quality/process-analysis-tools/overview/fmea.html) (FMEA, a step-by-step process for identifying possible errors).
• Impact/Effort Analysis (a visual tool for visualizing labor costs and expected returns from implementing a solution).
• Mind Mapping (everyone knows this and uses it – no comments :).
• Multivoting (a useful tool for highlighting the most important factors from a set).
• Nominal Group Technique (NGT – gives everyone the opportunity to hear their voice).
• [Pairwise Comparison](https://translate.google.com/website?sl=ru&tl=en&hl=be&client=webapp&u=http://www.ctl.ua.edu/math103/Voting/methodpc.htm) (factor sorting).
• Process Maps (aka Flowcharts, useful for process analysis).
• Pugh Matrix (aka Decision Matrix, Selection Matrix, Problem Matrix, Solution Matrix, Solution-Selection Matrix etc. – choosing the best solution from a list of alternatives).
• RACI (comprehensive description of who should do what).
• SIPOC (identification of the most significant process elements).
• [Six Thinking Hats](https://translate.google.com/website?sl=ru&tl=en&hl=be&client=webapp&u=http://www.valuebasedmanagement.net/methods_bono_six_thinking_hats.html) (considering a situation from different angles).
• SWOT Analysis (a popular tool for a comprehensive analysis of the situation).

Different tools are used at different stages:

• SIPOC, RACI, flowchart, input/output map, or deployment flowchart are good for analyzing the current situation; in particularly severe cases, a SWOT analysis can be carried out.
• To find the reasons that prevent the situation from being resolved, you can use brainstorming, NGT, affinity diagram, or mind map.
• Multi-voting or pairwise comparisons are good for prioritizing causes.
• For each reason, the list contains the reason that gave rise to it – C&E diagram, FTA, and 5 Why work here.
• Next, a vision of an ideal solution to the situation is discussed. It is possible to use a whole bunch of techniques: SIPOC, RACI, flowchart, input/output map, deployment flowchart, solution-selection matrix, decision tree, Pugh matrix, impact/effort matrix, FFA, FMEA.
• Next, a step-by-step plan for solving the problem is created, with the appointment of someone responsible for execution and a detailed plan for each step.
• The plan is sent to all participants, and they report their acceptance and completion of the assigned actions within a specified period (depending on the meeting, but usually no more than 30 days).
• Finally, when all planned actions are completed, the organizer notifies that the objectives have been successfully achieved. Hooray!

This is what a set of tools looks like!🙂