Quotes in problem solving
Successful problem solving requires finding the right solution to the right problem. We fail more often because we solve the wrong problem than because we get the wrong solution to the right problem.
To the man who only has a hammer in the toolkit, every problem looks like a nail.
If you can solve your problem, then what is the need of worrying? If you cannot solve it, then what is the use of worrying?
The systems approach to problems focuses on systems taken as a whole, not on their parts taken separately. Such an approach is concerned with total-system performance even when a change in only one or a few of its parts is contemplated because there are some properties of systems that can only be treated adequately from a holistic point of view. These properties derive from the relationship between parts of systems: how the parts interact and fit together
Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes. Problems are extracted from messes by analysis. Managers do not solve problems, they manage messes.
I should estimate that in my experience most troubles and most possibilities for improvement add up to the proportions something like this:
94% belongs to the system (responsibility of management)
A common disease that afflicts management and government administration the world over is the impression that “Our problems are different.” They are different, to be sure, but the principles that will help to improve quality of product and of service are universal in nature.
Every time you write code or introduce third-party services, you are introducing the possibility of failure into your system.
We have also come to realize that no problem ever exists in complete isolation. Every problem interacts with every other problem and is therefore part of a set of interrelated problems, a system of problems. Furthermore, solutions to most problems produce other problems; for example, buying a car may solve a transportation problem but it may also create a need for a garage, a financial problem, a maintenance problem, and conflict among family members for its use.
the lean manager believes that problem solving is about experimentation by means of plan-do-check-act.