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5 • Use Checklists - Part 1

You have already met examples of checklists in the previous chapter: the "Question Listings" to help you explore problems, dig out facts, and evaluate ideas. And, of course, you probably use other types of checklists every day in your normal business routines. The most common business checklist is aimed at re­minding a person not to make mistakes in an accepted procedure. But another type, such as those we have already considered, is aimed at reminding us not to forget to be original.

Such checklists usually consist of operational-type questions that challenge the obvious aspects of a problem. Using them can often stimulate your mind into exploring areas you might other­wise miss through mere acceptance of routine. We have already mentioned the General Electric Value Analysis service as an example of applied systematic creativity in business. Here is the checklist used by a value analyst when he first meets up with any particular part or component:

1.        Does its use contribute to value?

2.        Is its cost proportionate to its usefulness?

3.        Does it need all its features?

4.        Is there anything better for the intended use?

5.        Can a standard or a vendor's standard be found which will be
usable?

6.        Can a usable part be made by a lower cost method?

7.        Is it made on the proper tooling, considering volume?

8.        Do material, reasonable labor, reasonable overhead, and reason­
able profit total its costs?

9.        Will another dependable supplier provide it for less?

10.   Can anyone buy it for less?

You will note that a lazy thinker could answer most of those questions with a simple "yes" or "no" because many of the answers lie purely in the realm of fact—they are either yes or no. But a man with a creative mind, rather than take this obvious way out, uses such questions to aid him in "thinking around" the problem at hand. For example, consider question No. 2: "Is its cost proportionate to its usefulness?" The answer to this may be a simple "yes" or "no," but it may also be "maybe." It could be that a "yes" would still leave some room for doubt whether the part was being utilized to its fullest potential, even though the cost was fair. On the other hand, a "no" could open up a whole stream of questions aimed at narrowing down the causes of the excessive cost and suggesting ways to reduce the cost. In this manner, a creative thinker can develop his whole problem solution from knowing which questions to ask and what kind of answers to hunt for.

Related terms include organizing business and business industry.