Improved problem solving capability
reaping rewards for Galway medical
Boston Scientific Galway adopted the Engineers Ireland CPD framework as a strategy for
developing talent within the organisation, and building upon its...
Boston Scientific Galway develops and manufactures critical-to-life medical devices in an evolving and
competitive environment. Excellent performance in safety, quality, service and cost is crucial to patient
care and maintaining position as a global market leader, but this cannot be achieved without a mechanism
for continuous improvement.
Background
The journey to becoming a CPD award finalist began with the realisation in late 2012 that problem solving
was a capability held by a relatively small number of employees, mostly in the engineering functions.
Although good training courses were in place, delivered to a large audience, there was no follow-up
system that ensured learning was applied on the job. The challenge lay in developing a team problem
solving system that would develop more and more people to become capable problem solvers. Boston
Scientific needed to build individual skills and organisational capability to support a culture of continuous
improvement where problems are solved at the appropriate level.
It was realised that problems needed to be eliminated across the organisation, at all levels. The benefits of
achieving this were clearly around improved performance in safety, quality, service and cost, but were also
around professional development, morale, empowerment and improved job satisfaction.
The process
A team of people, selected from across the manufacturing operation, began to develop a team problem
solving system under the guidance of the director of manufacturing engineering. While the team did focus
on developing best-practice problem solving methods it was even more important that they focus on all the
elements of a system that would ensure improved problem solving activity levels and better outcomes.
For example, training would need to be supplemented with project work, coaching, project reviews and
feedback mechanisms; teams would need problem solving boards, templates, cheat sheets and easy access
to reference material; and a good set of metrics would need to be developed that would drive the right
system behaviours.
Of course there were many obstacles to be overcome along the way. How to build teamwork between
technical and non-technical team members? How to convince people that this is not just a fad – problem
solving should not be something else we must do, it should be what we do to achieve our goals. How to
train and coach hundreds of busy people in teams? How to sustain the effort beyond 12 or 18 months?
Training began in October 2013 and was delivered to almost 50 teams in short modules. Teams began
working on problems immediately, armed with all the tools they needed. Coaching was delivered on the
shop floor. Problem solving was made visual as problem solving boards were installed across the plant.
Managers and senior engineers were trained to support the teams and ownership of problem solving was
handed over to production supervisors.
Teams worked on daily problems using the plan/do/check/act methodology and on larger projects using
six-step problem solving. The larger projects were documented in A3 format and stored in a database for
easy knowledge sharing. The system was continuously monitored and adjusted to drive desired behaviours
and maintain momentum.
The outcome
After 15 months of training, coaching, supporting and driving the Galway site finally hit an internal goal of
closing five projects in a month across the site. A transformation has been achieved and for the past seven
months that level of activity has been met or exceeded. The knowledge database has 64 completed A3s at
the time of writing.
“Team problem solving is a great example of Boston Scientific’s commitment to Continuing Professional
Development. It enables employees to thrive in a culture of learning while delivering measurable results to
the
business.”
Mike O’Flynn, vice-president, operations
A far greater percentage of our manufacturing population now have the skills to solve problems with
permanent solutions using a standardised approach, under minimum supervision, to prevent recurring
problems. Vital process knowledge is now captured in a growing knowledge database which is accessible
to all employees.
Although there are many other contributory factors in a wide-ranging continuous improvement effort, team
problem solving has helped to ensure production performance continues to improve in safety, quality,
service and cost.
Perhaps the biggest benefit has been in the development of people. Problem solving, technical writing and
coaching skills have improved; better teamwork and leadership skills have spilled over into other areas;
people have improved their communication skills by presenting projects and have gained recognition as
trailblazers; they feel that they have developed professionally and enhanced their job satisfaction.
“The methodical approach that was driven through the process helped us as our problem solving
techniques became more organised, systematic and ultimately led to a more effective permanent solution.”
SES Core Team 2
“Good learning experience … problem solving enhanced teamwork within the core team. Team
involvement
is
vital
to
the
success
of
the
project.”
Moulding Days Core Team
Summary
Having strong technical capability within operations is critical to maintaining high standards. Boston
Scientific Galway adopted the Engineers Ireland CPD framework as a strategy for developing talent within
the organisation. Building upon its systemic, multi-layered approach a system for problem solving was
developed, implemented, improved and sustained.
Peter Delmer, Boston Scientific
Persistence in working towards a common vision has ensured that today Boston Scientific is reaping the
rewards. While Galway is a leading plant in the Boston Scientific network, maintaining this performance is
vital to attracting new business to sustain jobs for the local and national economy.
Peter Delmer is responsible for developing internal capability in problem solving and process
improvement methods. A certified Six Sigma Black Belt, Peter has extensive experience in manufacturing
processes having worked in Fujitsu, Microsoft, Motorola and Boston Scientific, starting as a maintenance
technician and progressing through various process engineering roles. He has an diploma in electronics
(hons), a BSc degree in information technology and is currently pursuing an MSc in lean enterprise