Stop Fixing Problems. Start Eliminating Them.

In many organizations, being “busy” is worn like a badge of honor. Teams scramble to fix issues as they arise — quality defects, customer complaints, equipment breakdowns, missed deadlines. It feels like we’re doing important work. After all, we’re putting out fires, keeping things afloat. But here’s the hard truth: firefighting is not improvement. It’s survival. And it’s exhausting.

Lean and continuous improvement call us to operate differently. Instead of reacting to problems, we design systems to prevent them. We build processes so robust and visual that they almost run themselves. When problems do occur — and they will — we use them as windows into the system, not just isolated events.

Firefighting vs. Problem Solving

Let’s imagine a typical day on a production floor or in a service center. A team member notices a defect on the line — they rework it and keep going. A customer order is late — a manager steps in to expedite it. A report is incorrect — someone stays late to fix it manually.

This kind of work might feel productive. It’s action-oriented. It saves the day. But it also keeps the underlying issues alive. And over time, firefighting becomes baked into the culture. We normalize chaos.

In contrast, Lean asks us to slow down and look deeper. Not just “What went wrong?” but “Why did it go wrong — and why was that possible in the first place?” That second question moves us from fixing problems to eliminating their causes.

The Power of “Why”

Root cause analysis is a cornerstone of Lean. You’ve likely heard of the 5 Whys — asking “why?” repeatedly to dig below the surface. It’s simple, but powerful. Let’s say a delivery was late:

1. Why was the delivery late? → The truck left an hour behind schedule.

2. Why? → The order wasn’t ready on time.

3. Why? → One component was missing.

4. Why? → The supplier didn’t ship it on time.

5. Why? → We placed the order too late due to poor demand planning.

   
   

Now you’re looking at a planning process issue — not just a delivery issue. That’s a root cause you can act on.

Learn from the Best: Toyota’s Andon Cord

One of the most iconic examples of this mindset comes from Toyota’s production system. On every line, there’s an Andon cord — a simple rope that any team member can pull when they spot a problem. Pulling it stops the line. Managers and engineers come running, not to blame, but to learn.

Why stop the whole line for one defect? Because that moment is gold. It's a real-time opportunity to see the problem, understand it, and solve it before it becomes a habit. Toyota understands that every defect is a signal from the process, and ignoring it — or just fixing it temporarily — invites recurrence.

This might seem like it would slow production, but over time, it builds quality, trust, and speed. When problems are solved at the root, they don’t come back — and that’s where real productivity lives.

Toyota Andon Cord — The DevOps Handbook (1st ed. 2016) Kim et al.

Culture Eats Tools for Breakfast

Many organizations adopt Lean tools — visual boards, kanban, standard work — but struggle to get lasting results. Why? Because the tools are only as good as the thinking behind them.

Shifting from fixing to eliminating problems requires a culture of curiosity, respect, and accountability. It means rewarding problem prevention, not just heroism. It means creating safe spaces where people can speak up, share insights, and try new ideas without fear of blame.

Leaders play a huge role here. Ask your team, “What’s getting in your way?” and really listen. Celebrate when someone surfaces a problem. Give time and support to solve it deeply. That’s how a culture of continuous improvement takes root.

Start Small, but Start Now

You don’t need a massive transformation to begin. Start with one recurring issue — something small but annoying. Map the process. Ask why. Involve the people who do the work. Change one thing, test it, and learn.

Then do it again.

Improvement isn’t an event — it’s a mindset and a habit. Over time, you’ll find that fewer fires need putting out. Processes run smoother. People have more time to think, create, and innovate. That’s the Lean way — and it’s how we move from good to great.

Final Thought:

When we focus on eliminating the causes of problems — not just reacting to them — we unlock a better version of our work. One with less stress, less waste, and more meaning. That’s not just process improvement. That’s people improvement.

So next time a problem shows up, don’t just fix it.