Spotting a problem is just the beginning, solving it effectively is where the real work begins.

In Part 1 of this series, we explored the core principles of continuous improvement, including the shift from reactive to proactive operations and the use of Lean and Six Sigma to boost efficiency and reduce waste. Recognizing opportunities is only part of the equation, though. Lasting improvements depend on how well you implement changes and sustain them over time.

In Part 2, we focus on the practical side of reaching your continuous improvement goals. You'll learn:

• How to clearly define and analyze recurring issues
• Tools for uncovering root causes
• A simple, repeatable approach to ongoing experimentation
• Tactics for locking in progress
• The leadership mindset needed to support lasting change

Let's dive in, starting with why so many manufacturers end up solving the same problems over and over.

The Problem with Recurring Problems

A common, ineffective problem-solving pattern often plays out in manufacturing when urgency takes precedence over root-cause analysis. It usually looks like this: a breakdown or delay occurs, and the immediate reaction is to jump into fixing it. While this response is natural, it often skips a crucial step.

Without identifying the underlying cause, the issue is likely to return, either in the same form or slightly altered. The result? A frustrating, time-consuming, cycle that wastes resources and delivers short-term fixes instead of lasting solutions.

The Missing Step

The first step in reaching your continuous improvement goals is clearly identifying what the problem actually is.

Before jumping to a solution, take a moment to define the issue in specific, measurable items:

• What should be happening?
• What's actually happening?
• How big is the gap between the two?

Once you have a clear understanding of the gap, you're ready to take the next step: digging into a root cause analysis to find out what's really driving the issue.

Root Cause Analysis: Using the 6M's & Mind Mapping

Fixing the wrong issue means wasting time twice, once on the fix and again where the problem reappears. That's why effective problem solving starts with identifying the root cause.

It's all about shifting your mindset: don't just ask what went wrong, ask why.

The 6M's

One of the most effective tools for root cause analysis is the Fishbone Diagram (also known as the Ishikawa diagram).

This approach encourages you to ask "why" multiple times, digging deeper with each layer to pinpoint the source of a true problem. It breaks down issues into six main categories:

• Methods: Inefficient processes or unclear procedures
• Machines: Equipment breakdowns, wear, or misuse
• Manpower (People): Skill gaps, lack of training, or understaffing
• Materials: Low-quality inputs, incorrect specs, or inconsistency
• Measurement: Inaccurate data or poor tracking systems
• Milieu (Environment): Factors like temperature, noise, lighting, or workspace layout

By exploring each of these areas thoroughly, you're more likely to uncover the real issue and implement a solution that lasts.

Mind Mapping

While the Fishbone Diagram offers a structured and reliable method for problem solving, some situations, especially with new teams or unfamiliar processes, benefit from a more flexible approach. That's where mind mapping comes in.

Mind mapping is essentially free-form brainstorming.

• Gather your team around a whiteboard and start asking questions or tossing out ideas, no suggestion is off-limits.
• Encourage open conversation and honest input.
• Involve team members who aren't directly tied to the process, they often bring fresh perspectives and insightful questions.

The key is to keep the discussion flowing. Even seemingly off-track ideas can spark valuable insights and lead you closer to the root cause.

Resolving Disagreements

Root causes can be tricky to pin down, and disagreements are bound to happen. When they do, the best move is to take a step back and refocus on the basics: What should the process look like when it's working correctly?

Often, team members are unknowingly trying to fix different problems. Re-centering the discussion on the standard, or the expected condition, helps align everyone's understanding. Once the team agrees on what "right" looks like, both the disagreement and the root issue often become much clearer.

The PDCA Cycle: The Practice of Meeting Continuous Improvement Goals

At this point in the problem-solving process, you've accomplished three key steps:

1. Recognized there's a problem
2. Clearly defined it in terms of frequency, severity, and location (your current state)
3. Outlined what an ideal, issue-free process would look like (your target state)

Now it's time to bridge the gap. Rather than aiming for a full-scale overhaul, approach this phase as a cycle of small, repeatable experiments. Each one brings you closer to your goal through continuous learning and adjustment.

Plan, Do, Check, Act

The Plan-Do-Check-Act (PDCA) cycle is a practical framework for testing change in a controlled, repeatable way. It's how manufacturers move from guessing to learning, and from reaction to refinement.

Plan

Avoid the urge to fix everything at once.

Begin with a single, well-defined problem or challenge, and create a small-scale experiment to address it. Like any good scientific approach, start with a clear hypothesis:

• What outcome do you expect?
• What insights are you aiming to gain?

This clarity will help you evaluate the results and guide your next steps effectively.

Do

Run the experiment and follow the plan closely.

Keep in mind that the PDCA (Plan-Do-Check-Act) cycle is designed to be repeated, not drawn out. Avoid spending excessive time on a single experiment. Instead, make small, targeted changes to one variable at a time, and document your findings carefully. The more cycles you complete, the more valuable insights you'll gain.

Check

Review the results.

Did the outcome match your expectations?

Were there any unexpected findings?

Visualize the data using charts, graphs, or simple before-and-after comparisons to help your team clearly see what changed.

Act

Apply what you’ve learned. If the experiment worked, roll it out more broadly. If it didn’t, you still gained valuable insight. Use it to design the next iteration.

What About Really Large Problems?

Big-time issues with quality, systemic delays, or safety risks call for more structure. This means assigning a team of internal stakeholders and developing a formal project charter. The charter is a formal document that aligns your team on four essentials:

1. Stakeholders: A formal list of anyone with roles and stakes in the project. This means team members, along with customers, both internal and external.
2. Business Case: A statement of the desired outcome
3. Problem Statement: Getting everyone on the same page
4. Goal Statement: You may need to take multiple steps to achieve the end goal. For each step, remember the SMART acronym — goals should be Specific, Measurable, Achievable, Realistic, and Timely

This formal approach ensures clarity, accountability, and cross-functional buy-in from the start. It’s slower than a quick PDCA cycle, but it’s the only way to address deep-rooted issues without making them worse.

As a general rule, the bigger the problem, the more formal and structured the attack needs to be.

How to Sustain Progress Towards Continuous Improvement Goals

In many facilities, improvement efforts fade the moment attention shifts. New processes are abandoned, old habits creep back in, and before long, the same problems return. The solution to this lies in follow-through.

Each improvement towards the ultimate goal needs reinforcement mechanisms in place to prevent backsliding. That includes things like:

• Standardized procedures: Document clear, consistent steps for the new process
• Specific training: Make sure teams are thoroughly trained on the new process and the consequences of slipping into old habits
• Visual management: Identify and document simple cues that show if things are slipping and how to get back on track
• Leadership presence: Managers who follow up, coach, and celebrate wins

Sustaining success also means tracking whether changes are delivering the expected impact. Something not working as planned doesn’t mean throwing out everything you’ve already learned; it simply indicates another PDCA cycle is needed.

Coaching to Sustain Continuous Improvement Goals

In a continuous improvement culture, managers can’t just delegate. They must teach. That means helping employees see problems clearly, test solutions, and reflect on outcomes. It’s not about having all the answers. It’s about guiding the thinking process.

Cultivate Scientific Thinking

Your leaders must be well-versed in the art of scientific thinking. That means they don’t jump to conclusions. They go to where the work happens, observe firsthand, and ask questions that guide their teams toward understanding, not just execution.

In practice, that means:

• Visiting the floor regularly (not just when something breaks)
• Asking “What do you see?” instead of “What went wrong?”
• Encouraging small-scale trials instead of sweeping changes

When leaders model this behavior, it signals to the team that improvement isn’t optional, but an expected part of the job. Over time, that expectation becomes culture. When it’s done well, this creates an organization that can solve problems at every level, not just the top.

How Manufacture Nevada Can Help

Solving problems once and solving them well is the heart of continuous improvement.

In Part 2 of this blog series, we explored how to define a problem in measurable terms, uncover its root cause, and apply the PDCA cycle to test and refine solutions. We also covered strategies for tackling larger, more complex challenges, sustaining gains over time, and developing a coaching culture that empowers teams to think critically and act with purpose.

To successfully implement these tactics towards your continuous improvement goals, you must treat them as more than just one-time tasks. Instead, they’re ongoing habits that will shape how your business performs and adapts.

If you're seeking guidance on how to apply these principles to your small or medium-sized manufacturing business, Manufacture Nevada is ready to help. Reach out to our Business Advisors today to address your concerns.

Content from this blog was sourced from CMTC.