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--- articles:using_red_team_vs_blue_team_to_improve_quality [2023/02/20 10:03] – [Creating your Teams] rrandall
+++ articles:using_red_team_vs_blue_team_to_improve_quality [2023/02/20 11:08] (current) – [The Tools] rrandall
@@ Line 19: / Line 19: @@
   * problem-solving skills to develop a solution.
-Rarely do we ever see management being dismissive of positive/optimistic people because they identify risks!
+Rarely do we ever see management being dismissive of positive/optimistic people because they fail to identify risks!
 In reality... effective "risk identification" and "problem-solving" are two completely different skill sets.
@@ Line 44: / Line 44: @@
 In order for each team to do its job, it must be equipped with the proper tools.
-However, BOTH teams should be trained in "Cause and Effect Chain" (CEC) analysis methods (e.g., 5 Whys, [[articles:those_who_fail_to_plan|Ishikawa (fishbone) diagrams]], Apollo RCA, Fault Tree analysis). Contrary to popular belief, CEC analysis is NOT problem-solving. While CEC analysis is most often used in "problem-solving" to "refine" an overarching problem into one or more specific problems by asking "__Why__ did this happen?", CEC analysis can also be used for risk identification by asking "What __can__ or __could__ go wrong?".
+However, BOTH teams should be trained in "Cause and Effect Chain" (CEC) analysis methods (e.g., 5 Whys, [[articles:those_who_fail_to_plan|Ishikawa (fishbone) diagrams]], Apollo RCA, Fault Tree analysis). Contrary to popular belief, CEC analysis is NOT a problem-solving methodology. While CEC analysis is most often used in "problem-solving" to "refine" a high-level problem into one or more specific problems by asking "__Why__ did this happen?", CEC analysis can also be used for risk identification by asking "What __can__ or __could__ go wrong?".
 __Red Team Tools__ \\
-Upon being trained in the use of FMEAs (Failure Modes and Effects Analysis), pessimistic/negative people are often very good at estimating risk probability and severity.
+Upon being trained in the use of FMEAs (Failure Modes and Effects Analysis), pessimistic/negative people are often very good at assessing risk probability and severity. Whether risks are identified and handled through an FMEA, a Risk Matrix or any other tools is dependent upon the preference of the team. Ultimately, once a tool is selected, it must be used consistently by the team. There should be some lively discussions/debates relating to topics such as whether a RPN (Risk Priority Number) is useful, whether "Detection" should be included in determining the RPN (or whether it is simply a component of the risk mitigation put into place), how the RPN is different from determining "Risk Tolerance", how "Risk Tolerance" levels should be categorized, etc.
-When I encounter a person (whether perceived as "positive" or "negative") who lacks problem-solving skills, I teach them different "Cause and Effect Chain" (CEC) analysis methods (e.g., 5 Whys, Fishbone/Ishikawa Diagrams, Apollo RCA, Fault Tree analysis). While this is NOT problem-solving, it gets us started in "defining" the specific problem(s) as to "why" something won't work. For simple problems, the solution will become obvious. For more complex problems, additional training is required (e.g., understanding and applying TRIZ).
-When I encounter a person (whether perceived as "positive" or "negative") who lacks problem-solving skills, I teach them different "Cause and Effect Chain" (CEC) analysis methods (e.g., 5 Whys, [[articles:those_who_fail_to_plan|Ishikawa (fishbone) diagrams]], Apollo RCA, Fault Tree analysis). While this is NOT problem-solving, it gets us started in "defining" the specific problem(s) as to "why" something won't work. For simple problems, the solution will become obvious. For more complex problems, additional training is required (e.g., understanding and applying TRIZ).
 __Blue Team Tools__ \\
 Contrary to popular belief, "Brainstorming" is an incredibly poor "idea sourcing" methodology. And it is NOT a "solution-sourcing" methodology.
+In order to find a solution to a problem, the Blue Team MUST first distill the high-level problem down to its constituent, individual "causes" – using one or more "Cause and Effect Chain" (CEC) analysis methods (e.g., 5 Whys, [[articles:those_who_fail_to_plan|Ishikawa (fishbone) diagrams]], Apollo RCA, Fault Tree analysis). The [[articles:those_who_fail_to_plan|Ishikawa (fishbone) diagram]] should incorporate the "5 Ms” with an additional “M” for physical environmental conditions (“Mother Nature”). These six elements influence variation in virtually all processes—whether manufacturing or providing services.
-helps "define" specific problem(s) as to "why" something won't work. For simple problems, the solution will become obvious. For more complex problems, additional training is required (e.g., understanding and applying TRIZ).
+Once the individual causes and any contributing factors are identified, these can be assessed and categorized as "common cause" or "assignable cause" variations in the process. Common cause variations can only be eliminated through fundamental changes in the process (e.g., using different or more modern equipment) OR a re-design of a product (e.g., combining or eliminating parts). Most often, emphasis should be placed on identifying and implementing risk mitigation (and counter-measures. ONLY causes resulting from "assignable cause" variations can be "eliminated" (e.g., through Corrective Action).
-Some great tools, to begin with, include the [[articles:those_who_fail_to_plan|Ishikawa (fishbone) diagram]] incorporating the "5 Ms” with an additional “M” for physical environmental conditions (“Mother Nature”). These six elements influence variation in virtually all processes—whether manufacturing or providing services.
+For simple problems, the solution will become obvious. For more complex problems, additional training is required. Some of the best problem-solving tools are some of the least known. For example, [[articles:triz_application|TRIZ]] provides a comprehensive "toolbox" for innovative problem-solving and continuous improvement.
-Some of the best problem-solving tools are some of the least known. For example, [[articles:triz_application|TRIZ]] provides a comprehensive "toolbox" for innovative problem-solving and continuous improvement.
 You can learn more about TRIZ at: \\