In “The Power of Observation—Part 1,” we learned that a good portion of problem solving should be devoted to a thorough understanding of what’s going on before any corrective action steps are taken.

In many cases, too much time is spent on proposing various solutions before the problem has been correctly defined. Observation is a powerful technique that can be used to help understand problems.

At the end of the first part of this article, I promised to share some observational tools and techniques that can help you better understand processes. Here they are:

Process mapping or value stream mapping (See figure 1.). Map the process while walking through it from beginning to end. Look for areas where problems could occur, i.e., scrap, lack of process control, lack of method, etc. Visit the area on different shifts. Are differences in method observed, differences in defects, and so on? Are two pieces of equipment making the same part? If so, can a comparison be made? As you walk the process, think about the 6Ms: machine, material, method, man, measurement, and Mother Nature. Look to see if any of them are controlled, vary (create noise in the system), or are specified by procedure, work instruction, etc.

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