Fix the Process, Not the Problem


A paper company whose subsidiary, a mill, was on the verge of bankruptcy turned the mill into a profitable operation within a few years. It used a multiyear learning process in which employees developed four progressively more sophisticated problem-solving loops: fix-as-fail; prevention; root causes; and anticipation.
Subject: Article Summaries
Source: Harold Sirkin and George Stalk, Jr. , Harvard Business Review, July-August 1990
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