It's a difficult time, but in these times we can learn incredible lessons. Don't be a bystander to problems. Learn from them, grow, and become stronger. Here's how.
4 Lessons For Difficult Economic Times
TAP Portugal Supply Chain Planner breaks down his problem solving strategy.
At 18 years old, Anthony Grieco saw an opportunity to help companies save money in the expanding aviation industry through logistics.
He earned his degree in Transport Management and Logistics and without wasting any time he immediately began working as a Supply Chain Planner for TAP Portugal.
How To Accept Problems, Then Solve Them
In the fast paced, non-stop world of aviation, problems happen and they happen often. Most people look at problems as a bad thing. They're afraid of them. It controls their every move. The more they're afraid of the problems, the bigger, more complex the problems will become.
This is the very reason we've adopted a core value here at Skylink, "Accept Problems, Then Solve Them." Sitting at our desk worrying about a problem does nothing. Getting to the root of the issue and solving it does. There are a number of ways we tackle problems.
Listening
We're active listeners. 
If it's a client showing concern, we listen. If it's a team member who has a problem, we listen. If it's a supply chain partner explaining a delay, we listen.
By listening, we hear the other person and can effectively translate what they are saying into solutions.
The art of listening is the first step to proper communication and problem solving.
If we're not listening, then we're not solving. And if we're not solving, we're not practicing what we preach.
Advice process
This concept isn't new for us but the methodology and practice will be a reoccurring topic in our daily communication.
We are a self-managed organization giving people autonomy to make decisions as they see fit. The only requirement when making a decision is to seek advice from the people who will be directly affected and people who have knowledge in the subject.
The advice process isn't the "manager" making the final decisions but instead it's the collective group working together for the best viable decision. The person leading the team then formulates the responses to output the right solution.
5 Whys
The simple question "why" is a great concept to actively engage a problem.
When a problem comes up at Skylink, we tackle the issue by asking "why."
Stubborn and recurrent problems are often symptoms of deeper issues. A "quick fix" may seem convenient, but it's really just a temporary solution and it may solve only part of the problem.
To solve it properly, you need to drill down through the symptoms to the underlying cause.
The 5 Whys is a simple, practical tool that is very easy to use. When a problem arises, simply keep asking the question "why" until you reach the underlying source of the problem, and until a robust counter-measure becomes apparent.
The 5 Whys uses "counter-measures," rather than solutions. A counter-measure is an action or set of actions that seeks to prevent the problem arising again, while a solution just seeks to deal with the situation. As such, counter-measures are more robust, and are more likely to prevent the problem from recurring.
Each time you ask "why," look for an answer that is grounded, in fact: it must be an account of things that have actually happened – not events that might have happened. This prevents the 5 Whys becoming just a process of deductive reasoning, which can generate a number of possible causes and, sometimes, create more confusion.
Keep asking "why" until you feel confident that you have identified the root cause and can go no further. At this point, an appropriate counter-measure should become evident."
Contingencies
We make hundreds of decisions every day. One of the ways we expedite problem solving is by having contingencies in place at every level. Or at least know the worst case scenario.
A good example is in repairs. If we have a repair in process for a pooling rotable and the units goes BER, what's our backup? If we already have the contingency in place when the units goes BER then we've expedited the resolution process.
Contingencies are crucial throughout our entire operation.
It's very important that everyone on the Skylink team knows and understands how to accept problems and solve them. We live and breathe this and when were all in sync, problems are a mere speed bump into the flow of the Skylink way.
Are you afraid of problems? Do you encounter problems on a daily basis? Fill out the form below and let's chat about how to get you to overcome these obstacles.
Problem Resolution: A True Testament To Vendor Relationships
We've all been there. In the office, palms sweating, heart racing on the verge of an emotional breakdown.
Last week we had an international air force AOG for a scarce, nonexistent yoke. No, not the egg kind.
Now envision a drill sergeant yelling at you if you screw anything up.
The order was planned, distribution was set. A week later the OEM advised us they had changed their “policies.” Meaning our order isn’t a priority and there’s now an additional lead time.
Thank you corporate structure governed by an aggressive union.
No calls to advise us on status, 10 emails left ignored and a careless attitude because of internal politics and simply not giving a ****.
Companies are horrible at communicating and resolving problems.
This is true for 95% of the industry, big OEM or small, 2 person distributor.
Identify the problem & fix it
Identifying problems and issues is a three step process.
Most people over-complicate the first step and then kick and scream eventually giving up and leaving the customer high and dry.
First step: Identify
This is where you dig down and find the real issue. Most of the time the problem is rarely the real issue. Dig deep to find the cause.
For us we recently had a fire-bottle that needed to go to Uganda on an AOG basis. Every day the freight kept getting bumped and we narrowed it down to the 1.4S HAZMAT classification.
With the real issue identified we could begin discussing resolutions.
Second step: Discuss
In an open and honest environment everyone must share their thoughts, ideas, concerns and possible solutions regarding the issue. After discussing and debating with the greater good in mind, the solution is always simple, though not always easy and sometimes very hard.
For the fire bottle our client and VP discussed and debated collaboratively. No rock was left unturned, no email went unanswered. We were on a mission to get it resolved. A few carriers were crossed out, a bonded warehouse was found and the end destination was possibly going to be changed.
Step 3: Solve
Once a solution has been stated and agreed upon it’s time to take immediate action. Put it on the person who owned it’s to-do list and confirm completion.
We eventually decided that the fire bottle was best to be transported to S. Africa to a bonded warehouse in Johannesburg. Then our clients could take receipt of the goods and install it. A decision was made to redirect the material and that's exactly what happened.
An effective problem resolution strategy is best in conjunction with effective communication.
Once people begin only thinking about themselves and not in a collaborative, team environment, more unnecessary problems will surface.