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--- articles:using_red_team_vs_blue_team_to_improve_quality [2023/02/20 10:39] – [The Tools] rrandall
+++ articles:using_red_team_vs_blue_team_to_improve_quality [2023/02/20 11:08] (current) – [The Tools] rrandall
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 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).
+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.
-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.
+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).
+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.
- 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).
-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).
-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.
-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: \\