C4 is short for Concern, Cause, Countermeasure, and Confirm. These four steps—clearly identify the concern, find the true root cause, correct the cause with an effective countermeasure, and confirm that the solution worked—are vital tools for substantially improving both the work and the workplace.
The C4 process provides an easy-to-follow, down-to-earth approach any firm can use to maximize its ability to thrive under changing market conditions. And it can do so beginning today.
The C4 Process: Four Vital Steps to Better Work – FREE Forms
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Hi David
My concern is about example made at page 27: Mary and network printer. On page 28 you say: “what’s happening to indicate a problem? In this case the answer is not that the toner is low but that the document is unreadable. The document is the real problem…” Then you say: “the low toner is a technical issue that could affect hundreds of customers…”.
How can the document be the real problem when low toner can affect many more other than just Mary? On page 26 you quote the plywood panel problem and address the solution at pro-saw area will not have a significant impact on company.
So I’m confused on what should be my focus on identifying the real Concern: meaningful-wide-range-affected issues or not.
I know focus on Mary give us a customer-oriented reference point, but if we try to solve only her document issue, she can re send the document to another printer and that will solve her problem for that moment.
I don’t know if I’m just getting this all the way around. Please help me out on this. I’m kind of lost.
Thanx.
Armando
Dominican Republic
Hi Armando:
Good question. I have to be honest and tell you that I had to read this one a couple of times and really think though to make sure of what I was saying!
The important thing to remember is when something happens that indicates a problem, STOP. THINK. With the printer example, most people would immediately say to themselves that the printer’s low on ink/toner, rather than recognize that the immediate problem is an unreadable document that could have many other root causes. Isolating the problem is critical to being able to find the right root cause and eliminate the problem permanently.
I chose that example because so many people have experience with this. In a work environment with more complex problems than the one we’re discussing, if we draw a root cause conclusion without thinking through what the problem really is, we are likely to miss the real root cause. It pays to say what the real problem is before assuming you know what the root cause is.
I hoped this helped! Let me know.
Thank you David
Now I see it more clearly.
Is very true what you said about “It pays to say what the real problem is before assuming you know what the root cause is”.
This is a revolutionary way of thinking.
Regards,