Pass on
only good words

Aguiding theme of Meggitt Production System is neatly summed up in the maxim: ‘Accept only good work—Do only good work—Pass on only good work’. As we’ve heard, it’s one of Managing Director Annette Hobhouse’s favourites.

But not every piece of good work is carved from metal or held together by screws. Even in a company like Meggitt—a company that makes real things—it is very often a matter of ‘good information’.

All good problem statements begin with, and can only begin with, good observation and attention to detail

The power of Daily Layered Accountability to solve problems rapidly depends crucially on the quality of the information that flows into and through it. The problem statement, formal or otherwise, is where it all begins. Get those initial information inputs right and everything else becomes possible. So what are the dos and don’ts of great problem statements? Manufacturing Systems Engineering Team Leader Sam Juniper says:

Don’t worry too much about the how

Initially a problem statement can be in writing, a conversation or a diagram—even all three. At first the form of communication is not as important as the quality of the information. The team can work together later to capture the problem statement in a properly-documented way.

Don’t pass on your problem without thinking about whether you can describe it adequately

Like all bad communication, a bad problem statement may save its author a little time and effort—but only at the expense of making life harder for the person who receives it. Everyone is the poorer for that.

Do pay close attention to what is happening

All good problem statements begin with, and can only begin with, good observation and attention to detail. Can you provide a careful and considered description of your issues?

Do use the tools

Good questioning of what you are experiencing will be vital when it comes to describing it to someone else. Don’t forget your ‘Five Whys’ and the other problem-solving tools.

Don’t think “I haven’t got time for this.”

It’s your manager’s job to help you make time – to set you up to win.

Don’t worry that you haven’t been given permission to get involved in solving problems. You have

MPS grants you that permission by right. When managers think otherwise, they are mistaken.

Good questioning of what you are experiencing will be vital when it comes to describing it to someone else

Do get engaged

When you experience a problem you are the eyes (and ears) of the whole business. You are vital. Only you can keep the things you do running sweetly and working well. ■