How to solve on-farm problems effectively

Making time to take a structured approach to solving a problem will avoid endless firefighting and find farm-specific solutions that work and are easy to implement.

As a result, time and money can be saved and stress levels lowered.

What usually happens, however, is that a busy farmer with a pressing issue jumps from problem to solution without working through it properly or considering the consequences.

See also: How to create a resilient dairy business

This, according to management coach Kim Stafford of Sheffield-based company U&I.

This does not necessarily solve the problem long term and can often make things worse if the wrong solution is chosen, she points out.

Systematic vs reactive problem solving

“Systematic problem solving ensures that problems are worked through and resolved effectively, rather than reactive problem solving, where quick-fix solutions are put in place and problems tend to come back,” explains Kim.

“When people are busy and under pressure, the temptation is to fix it quickly; it feels like you have no choice. But making a wrong decision can cost you more money in the long run.

“This is why it is important to find time to think it through and sort it out, or else the problem will just creep back – or get bigger.”

A common example she sees is with staff recruitment. For a farmer snowed under with work, or short staffed, the easy answer is to employ someone – anyone will do.

Yet that person may not be the best candidate. And digging deeper into the problem could, for instance, unearth that current staff are unclear about their roles, so are missing jobs or making mistakes, says Kim.

Two types of problems

She points out there are two sorts of problems to solve. The first is knowing what needs to be done, but the time has not yet been found to do it.

The second is more complex and arises where it is recognised that something is not working, but you are unsure why, or what the answer is.

“It is one you can’t solve by yourself – if you could, you would do it – usually it needs others to help,” she adds.

It is the latter, more complicated, issues that benefit from going through a formal problem-solving process.

The Ideal method

There are several online tools and techniques available – usually based on acronyms such as Cigar (Current, Ideal, Gaps, Action, Review) or Six Sigma’s DMAIC (Define, Measure, Analyse, Get better, Control) – but Kim suggests the Ideal method (see table).

This can be written on a whiteboard, making the procedure easily visible to the whole farm team and provide somewhere they can leave feedback.

Whatever method is used, she says following a structured process prevents jumping to conclusions and wasting money.

“Rather than reacting, you invest your time in the right place.

“The aim is to be able to choose the right solution [for your problem] with confidence because you have thought it through, and you know you are moving your business in the right direction.”

Team involvement

Kim says the starting point is always to take time to understand why there is a problem and what caused it in the first place.

This step is the most critical as it defines the problem, ensures everyone understands it, and gets them on board discussing, solving and implementing the solution.

Asking everyone involved in the farm business for their opinions creates a full picture and is vital in influencing them to take any changes forward, she says.

“It isn’t clear at the start what the problem is, because everyone will have a different perspective and assume that everyone thinks or sees the same as themselves.

“This is why you need to spend more time at the early stages – you get resistance otherwise – then all other steps become easier. Think of WIIFM: What’s In It For Me?” she says.

Solution considerations

Next, good problem solving fully explores options and analyses a solution specific to your farm circumstances, instead of accepting an off-the-shelf answer.

“There could be a perfect solution to a problem – but not for your particular farm,” Kim warns.

“Asking “why” throughout the process helps to drill down into the detail of the problem and the impact of any potential change or solution.

It is essential to fully consider consequences, alongside pros, cons, costs and benefits, for every solution.

These range from checking the affordability of the solution, to what return it can bring and whether there are enough skilled staff to implement it.

“Then think about the consequences of not doing it. Is it a case of we can’t afford not to do it, for instance with legislation for muck storage?” she points out.

A timeframe for problem solving is also important. Kim cautions against pushing ahead with a solution before ensuring it is the correct one.

Working through the model includes returning to review each step to avoid hitting further issues. “Don’t implement it for the sake of it. If it’s worth doing, it’s worth doing right,” she stresses.

However, there is a case for solution-focused problem solving, she adds, where the timeframe drives the process.

For example, changes to muck storage or housing might be needed to meet regulations, which could have a deadline for grant funding or installation.

Here, the timeline starts the process, then the steps needed to get there are worked out, says Kim.

“Reactive problem solving causes more work than you need. It feels difficult, so you go for the easiest option because you want the problem out of the way.

“But if you invest more time in those problem-solving steps, you’ll implement what’s really needed, as you’ve gone through a process,” she explains.

“If you haven’t got time for this, the reality is that you end up having to find time for firefighting [instead] – the fires keep reappearing.

“Dealing with the consequences of not sorting things out, such as not training staff properly, becomes a normal part of the day, and you are always having to check up on an employee.

“Be busy doing the right things – make good use of your time.”