Understanding reality in detail is the essence of problem solving

Observing how work takes place every day is fundamental to knowing where problems arise and to supporting experiments with solutions

Those who follow our column have probably already noticed that one of the foundations of lean management is what we simply call “go and see”.

In short, it means observing every day how work takes place, how value is added, in order to observe problems, encourage the search for root causes and support experiments with solutions – something fundamental, especially for company leaders to practice in their interaction with their teams.

It is a process that is sometimes difficult to put into practice. It is not uncommon to see leaders who try to do it, but with mistaken attitudes and without a deeper perception of important elements related to all of this.

How, then, should one carry out “go and see” in a way that effectively solves problems and improves processes?

It is necessary to pay attention to some fundamental elements that, ultimately, have to do with understanding in detail the true reality that generated the problems. Going straight to the source, seeing with your own eyes, talking with the people involved.

Only then is it possible to understand the “real” context of the problem, gathered personally, first-hand.

The word “real” here makes all the difference, as opposed to “versions of reality”, which are generally obtained only through reports or from people who are far from the places and teams actually involved. These “versions” become true “illusions”, hiding or failing to show details that are decisive for a good solution.

The first step, when identifying a problem, is to go to the “real place”, where the work is done, that is, to the gemba, as we call it in the lean philosophy. Go to the section where a defective part was produced or to the administrative area where the problematic process is carried out.

Once at the gemba, we need to identify the “real location”, that is, on which machine or workstation that deviation may have originated. We also have to understand the “real condition”, that is, how people are working. Do they have adequate tools? Do they receive complete information? Which of these factors may be related to the problems?

What is the “real object”, that is, what are we really focusing on? Incredible as it may seem, it is not trivial to reach consensus on which problem we are trying to solve. People struggle, jumping to supposed solutions without even agreeing on this.

The search for this “reality” continues in other aspects: what is the “real time”? Do the problems show any pattern in terms of variation over time? Are they concentrated in a particular shift or on specific days of the week?

We also need to ask what the “real method” is, that is, how do people actually do the work? It is often found that this is quite different from what is in the procedures or flowcharts that establish what the ideal process would be. Are there variations? Do different people perform tasks differently?

By putting these perceptions together, the leader, along with the teams directly involved, will begin to understand the “real facts”, what really happened. And, from there, what the “real causes” are, which will point to the origin and the mechanisms that generated the problem, thus making it possible to prioritize and direct the countermeasures that will effectively solve it.

These are expressions – place, location, condition, object, time, method, fact and cause – that signal, that is, alert us to and remind us of essential elements to be considered when one needs to interact with those who do the work to understand what is happening and pursue the continuous improvement of everything.

In short, “go and see” seems, at first, something simplistic, but it brings with it a series of sophisticated elements. A good part of this principle can even be carried out in digital interactions, in this hybrid world we are living in.

This practice brings leaders closer to their teams, effectively supporting and developing people, and brings enormous results in terms of problems effectively solved.

It is the first step toward understanding how to guide individuals so that they themselves also awaken this awareness and continuously improve the work they do.