Skip to content

Summary

Summary - What Changed (And What Didn’t)

Across all three parts:

  • The orders were still wrong
  • The systems were still fragmented
  • The packaging line was still under pressure
  • The people were still capable and well-intentioned

The difference was not effort. It was discipline.

In Part I, the problem travelled as anecdotes and emotion. Each retelling lost accuracy and gained confidence.

In Part II, the problem was documented - but polluted with assumptions, causes, and solutions. It looked professional. It was useless.

In Part III, the problem was reduced to observable facts. No one tried to be clever. No one tried to be helpful. And for the first time, everyone understood the same thing.

Nothing was solved yet.

But now it could be.

That is the purpose of proper problem definition: not to fix, not to design, not to optimise - but to make sure everyone is standing in front of the same problem, instead of arguing about different ones.

If this feels boring, that’s a good sign.

It means the problem has finally stopped moving.