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Essay / Research Paper Abstract
A 3 page paper discussing the issue of properly identifying the underlying problem rather than only symptoms of the problem. Striving for bringing processes into statistical control using the tools of root cause analysis recalls some of the basic premises of TQM as well as the basic tools used for problem identification two decades ago, such as the fishbone diagram and seeking the input of the front line. Bibliography lists 5 sources.
Page Count:
3 pages (~225 words per page)
File: CC6_KSmgConsProbID.rtf
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Unformatted sample text from the term paper:
self-help coach will comment about problems that at least half of the solution lies in properly identifying the problem. This is true for individuals, and it certainly is true
for organizations. It is crucial for the organization to address problems rather than giving attention only to symptoms of those problems. Accurately identifying the problem for which the
consultant has been called in affects the outcome of the entire consulting event, for if the consultant is unable to identify the problem underlying symptoms, then of course the real
problem will continue to create havoc. Systematic Approach One practicing business consultant said before the advent of the quality movement and its resulting
"employee empowerment" efforts that when entering a new company, he of course would meet with the appropriate managers and supervisors, who were eager to describe their problems to him.
Typically what they described were symptoms; to gain real insight the consultant would seek out lower-level employees who had been with the company many years. It was his experience
that these individuals could accurately identify the underlying problem and convey it in only one or two sentences. Deming (1986) later would confirm
that these "front line" employees often have accurate knowledge that management failed to recognize or use. Today the astute knowledge of the front line is more likely to be
recognized, but the stakes of proper problem identification are higher as well. Business moves faster now than in the past, and there is no room for missteps.
Conoley, Conoley and Gumm (1992) studied the means by which the consultant is introduced to the symptoms for which an organization has determined to secure
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