Avoiding Mistakes, Spotting Red Flags, and Preventing Defects.
...mistakes are part of being human, but that doesn’t mean we should accept them casually.
Dear friends,
A wise man (whose name I’ve sadly forgotten, but may the credit find him wherever he is) once said: “The only person who makes no mistakes is the one who does nothing.”
There’s also a Yoruba proverb that says, “Àṣìṣe ò kan ọgbọ́n”, which means “Wisdom does not exclude one from mistakes.”
Both sayings remind us of one thing, mistakes are part of being human, but that doesn’t mean we should accept them casually.
We must remain mindful, intentional, and constantly improving how we work, because every mistake leaves a trace that could grow into something far worse if ignored.
Now, before this turns into a 10-minute emotional sermon, let’s stay focused on the Lean side of things today.
Mistakes, Defects, and DOWNTIME
A while back, we discussed the 8 Lean Wastes, remember DOWNTIME?
Defects, Overproduction, Waiting, Non-utilised talent, Transportation, Inventory, Motion, and Extra-processing.
I hope that still rings a bell.
Today we’ll zoom in on the first one, Defects, and its close cousin, Mistakes.
By definition:
A mistake is an action that produces an unwanted or unintentional result.
A defect is the outcome of that mistake, the visible evidence that something went wrong.
In simple English:
If you do Action A expecting Outcome B, but you get Outcome Z, that means you’ve made a mistake and Outcome Z is your defect.
Mistakes are expensive!
Let’s add some colour to all that has been said so far.
A group of 10 friends walk into a small restaurant. Everyone orders Indomie Instant noodles, that legendary dish that has saved more lives than first aid boxes, especially bachelors.
Now, you know Indomie lovers are like snowflakes, no two are the same.
One wants suya pepper.
Another wants two boiled eggs.
Someone else wants it soupy (don’t ask me why).
And there’s always that one person who wants “just vegetables, no oil.”
The waiter scribbles everything down... or so we think.
A few minutes later, the server proudly presents the same spicy Indomie to all 10 friends.
Server: “E like spicy indomie?”
Now everyone is confused and angry, and you just know someone will post it on Instagram with the caption, “Can you imagine this nonsense?”
So, what’s been wasted here?
Time. Effort. Ingredients. Think about what reworking the entire process would entail. Don’t even get me started on the disappointment and the restaurant’s reputation in this “social media” era.
That’s just noodles o!
Now imagine a similar mistake happening in a hospital. Prescribing “Amicor” instead of “Amicar” or “Cardex” instead of “Cardexin”. The difference between mild inconvenience and disaster becomes painfully clear.
What to do if you were the manager at the restaurant.
I don’t need to spell this part out for you, do I?
Of course, you would need to calm the customers down, apologise sincerely, whip up the right orders, and do everything possible to save your face, and your Google reviews. Most importantly, pray that Ope Famakin, our beloved self-acclaimed Nigerian food critic, doesn’t find out about it!
Once the dust settles, it’s time to think seriously about how to make sure this never happens again.
1. Seek to understand the mistake or defect
If this mistake has happened more than twice in the month, it’s no longer an accident; it’s a pattern.
You need to dig deep.
Ask probing questions: When does it occur?, Where did it happen?, Who was involved?, Was there a deviation from the standard process? If yes, why?
Notice that we’re not rushing to blame the waiter. Maybe the order pad is confusing. Maybe the menu descriptions are unclear. Maybe the kitchen process lacks a clear system for tracking orders.
If you jump to blame, you’ll treat symptoms instead of causes, and the real problem will stay hidden, waiting to bite your bum later.
The key is: ask questions, assume nothing.
2. Knowing the Red Flags
Red flags are conditions that increase the likelihood of a mistake, the subtle warning lights we often ignore.
Here are three big ones:
a) Newness or Novelty:
New technology, new procedures, or new staff can all create opportunities for mistakes. People are still learning, still adjusting, pressing the wrong buttons sometimes.
b) Repetition:
Ironically, the more we repeat a task, the easier it becomes to make errors.
Why? Because we get too comfortable. Our brains switch to autopilot, and that’s when the mind starts wandering, maybe to dinner plans or fuel prices.
c) Similarity:
When two things look or sound alike, mistakes creep in. Ever mixed up two phone chargers that look identical but charge at completely different speeds? Now imagine that in a pharmacy or a manufacturing plant.
Knowing these red flags helps us build awareness so that we can design safeguards before mistakes happen. In Lean, awareness is half the cure.
3. Identify the Root Cause
You’ve probably heard me preach this before: don’t fix the symptom, fix the cause.
This is where your Five Whys or Fishbone Diagram come in handy. They help you break down the situation step by step until you uncover the real reason behind the mistake.
But there’s one thing most people forget:
Root cause analysis is only as good as the data you use.
Outdated or incomplete information gives you false answers.
Always gather current, accurate information that reflects the real situation today from the relevant people. Involve the waiter, the chef in the analysis.
Take your time. Verify. Recheck. Don’t rush your investigation.
4. Brainstorm Potential Solutions
Now that you’ve figured out the root cause(s), it’s time for you and your crew to put your heads together and come up with possible solutions. One powerful approach to consider here is mistake-proofing. Designing your process in such a way that errors simply can’t slip through to the next step. Think of it as building guardrails, not just for your team, but for the process itself.
It’s a whole topic on its own, and we’ll explore it properly in the coming weeks.
Wrapping Up
Mistakes are inevitable, but defects are optional if we learn fast enough.
As you read this, I want you to imagine these examples in the context of healthcare or flight engineering.
A wrong medication label.
A misread instruction.
A missing screw on an aircraft engine.
The difference between life and loss sometimes begins with one small, unnoticed mistake.
So let’s all stay curious, question our processes, and watch for the red flags before they become red alerts.
If you enjoyed this post, leave a comment below, whether you’re reading on Substack or LinkedIn.
Your feedback keeps me going (and reminds me that someone actually read to the end).
See you next week,
Tomiwa Femi-Philips
Continuous Improvement Enthusiast