From Problem to Solution: What the Washington Monument Can Teach Us About Process Improvement
The Washington Monument, one of the most iconic structures in the United States, faced a significant maintenance problem. The monument was plagued by discoloration, and those responsible for its upkeep desperately tried to keep the white monolith clean. To combat the discoloration, they used chemicals to clean the surface. However, over time, these chemicals began to damage the stone, creating even greater challenges. This was a classic reaction to symptoms without a deeper understanding of the underlying cause.
A Misguided Approach to the Problem
Instead of investigating what caused the discoloration, the maintenance team focused on addressing the visible issue—stains on the stone. They continued using chemicals, which could have gradually led to the monument's deterioration. The original solution was not sustainable and did not provide long-term results. This is a common mistake in many process improvement initiatives: implementing solutions without understanding the real cause of the problem.
The Ultimate Solution: A Simple Adjustment
An analytical approach was eventually adopted. Instead of just focusing on the discoloration, one person began asking why the discoloration occurred in the first place. Through thorough analysis, they discovered that the discoloration was caused by bird droppings. The birds were attracted to insects, which were in turn attracted to the lights turned on at the monument in the evening. By simply turning on the lights 30 minutes later, the insects, birds, and therefore the discoloration disappeared—without the need for harmful chemicals.
The Relevance of This Analogy to Process Improvement
This story of the Washington Monument illustrates an important lesson in process improvement. Often, companies react to symptoms, such as inefficient processes or errors, by implementing quick and easy solutions. But without understanding the root cause, there is a risk of worsening the problem or creating new challenges. By taking the time to analyze and understand the underlying issue, a much simpler and more effective solution can often be found.
This approach is particularly relevant when mapping processes in a business. Instead of implementing superficial improvements, one should first understand the deeper causes of inefficiencies. This requires thorough analysis and a willingness to ask the right questions, just like in the example of the Washington Monument. Only in this way can lasting and meaningful improvements be achieved.