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Stop Drowning. Start Solving. And Get Really Good At It.
demonstrate problem solving skills that earn respect and build great reputations.
We've been there.
We've heard it.
We've experienced it.
Hearing "you're just not cutting it"...
OR “we’re going to start looking for another vendor”…
OR “how could you let this happen again?!”…
is never a good place to be. We’ve seen it, felt it, experienced it.
We understand what's at stake!
And asking for help almost seems like an admission that they’re right…ALMOST…
You know your team is trying. You know they can do this. But something just isn’t clicking…
Another set of eyes or brains on the problem may just be what you need. Or maybe…this time… your team just needs a different approach.
As the foremost investigative engineering firm in the world...
a different approach is what we're made of.
Let's transform your approach to solve and eliminate problems faster and more efficiently.
We're
Shainin.
The transformative problem solving
company.
We're
Shainin.
The transformative problem solving
company.
Why Transformative?
Transformation requires a conscious choice. It takes deliberate and consistent action to not only do it better, but to redefine how things are done.
It requires…
A Shift in Perspective
For Example...
Your team likely solves problems by looking at all the possible causes and going throuhg a process of elimination…sometimes having no possible causes left on the list but still having a problem that needs to be solved.
Looking only at what we know could go wrong still leaves a lot of possibilities out there…
Let's Imagine...
Your team is solving the problem by looking at what things must go right to get the desired result. There’s a subtle but significant shift in perspective.
Looking at what must go right helps to simplify our focus and provides clear direction of next steps. Simplicity and focus accelerate results.
[ Ok, but you just said problems are complex not simple.]
Problems are Complex,
Solving can be simple
Over the last 70+ years, problem solving has changed. And it should…
Products, processes, supply chains, equipment, teams, systems and even designs have all become more complex. With multiple components having to function together exactly as planned…
It’s no wonder the problems we face have become so complicated. Especially when trying to solve them with the same tools ours father’s used.
It’s time to innovate!!!
Simple in form, Statistically rigorous by nature
Innovation can be tricky.
While some innovation dilutes the efficacy of a product, other innovation can make a product more accessible, more leverageable, and simpler to use.
And while there are benefits, not all innovation is welcomed…
We hear it from our critics…
“…Shainin methods are elementary compared to Six Sigma…”
And from an outsider’s perspective, from someone who doesn’t understand what we do and how we do it… We get it.
Our process seems simplistic. But that’s how it was designed.
Our process and tools have been simplified to make them approachable for everyone on your team.
From the manager to the engineer…
From the engineer to the operator…
From the operator to the logistics handler…
Your entire team should be able to understand the tools to solve complicated problems without needing a Master’s Degree in Statistics!
We did the math…A LOT of math!
We made sure the statistics were rigorous and the application simple.
We translated the statistics into easy to use tools so your team, all of your team, can be successful.
But it doesn't stop there...
We've been innovating for decades
Here’s a few of the innovations that have helped our customers achieve success in solving complex problems and gaining recognition both internally and externally for their successes.
 “Talk to the Parts” Talking to the parts moves away from speculating about what could be wrong and provides a structured, disciplined approach that gets you to the real culprit in a more efficient manner. CATEGORY: Complex Technical Problem Solving |
 Service MonitoringService Monitoring-1948, a method to discover dangerous failure modes when new products are put into actual service. The purpose for service monitoring is to supplement the lab testing in anticipation of environmental stresses that aren’t expected. This can expose serious problems before they impact the customer. Category: Product Development & Reliability |
Red X Principle |
 Component Search
Component Search-born from hydraulics in airplanes, this technique isolates components in a system that contribute to variations. It is a highly disciplined, structured approach that allows the user to quickly isolate whether the problem is coming from the assembly process or from the parts and then WHICH parts are contributing to the difference. CATEGORY: Complex Technical Problem Solving |
 Overstress Probe TestingA method Dorian developed to support Grumman in the development of the lunar module as part of the Apollo program. Nasa required the lunar module have a reliability of 99.99%. 1 failure in 10,000 missions. In the field of reliability, what’s meaningful is the ability to predict reliability with confidence. With this, Dorian could get 90% confidence for 99.99% reliability, which won him the contract. Used for the apollo program—lunar module was 100% reliable. In Apollo 13, the service module exploded, and the command module was damaged. Because the lunar module was so reliable, the astronauts were saved. In short, this testing helps users identify failure modes they wouldn’t otherwise anticipate. CATEGORY: Product Development & Reliability |
|
CATEGORY: Process Management & Control |
|
CATEGORY: Confirmation Testing |
|
CATEGORY: Complex Technical Problem Solving |
|
CATEGORY: Complex Technical Problem Solving |
|
Allows users to identify the specific feature or input that’s driving a ifference, making it a detailed tool for identifying the Red X. It gets the customer to the final answer. CATEGORY: Complex Technical Problem Solving |
|
A system for leadership structure that brings structure and discipline to the leadership role and magnifies the impact of the program (based on ROI at least doubles it). Maximizes return on investment for customers. CATEGORY: Executive Coaching |
|
Allows the user to establish tolerances for two inputs together. A Red X and a strong pink X. A tolerance ellipse allows the user to establish two customer-identified inputs that are important. CATEGORY: Process Management & Control |
|
Every problem solving method needs a roadmap. For RedX, FACTUAL functions as the structure for finding and controlling Red Xs. CATEGORY: Complex Technical Problem Solving |
|
Technical problem solving is one thing, but business process problems are another. Technical problems are bound by physics, business processes aren’t. Our journey to assist customers in Business Process problem solving started as a single customer challenge but we found we loved it and decided to create the TransaXional method to solidify the roadmap for repeatably solving business process problems. CATEGORY: Business Process Improvement & Optimization |
|
A functional base description of a system in order to identify how it really works (physical or process, etc). A Y to X approach to understanding how things actually work. This helps users frame the process they are trying to perfect. CATEGORY: Product Development & Reliability |
|
A tool for documenting the structure of a system to allow the problem solver to make choices as to which strategy is going to be most efficient. This helps the user map out exactly where to focus their efforts in terms of testing the system. CATEGORY: Complex Technical Problem Solving |
|
Every problem solving method needs a roadmap. For TransaXional, DETAIL functions as the structure for solving business process problems. D=define project; E=execute function model; T=talk to occurrences; A=assign priority; I=implement corrective actions; L=leverage results CATEGORY: Business Process Improvement & Optimization |
|
system for new process/product development. The finite number of functions that must go right. One of the ways we help companies achieve a trouble-free product launch. CATEGORY: Product Development & Reliability |
|
Allows people to address challenging problems when it appears there was no trouble found. CATEGORY: Product Development & Reliability |
|
A method of documenting the structured innovation required when the Red X turns out to be outside of the manufacturer’s control. Outside energy causing failure; corrective action tree finds what options they have to make up for issues. CATEGORY: Complex Technical Problem Solving |
"Talk to the Parts" Talking to the parts moves away from speculating about what could be wrong and provides a structured, disciplined approach that gets you to the real culprit in a more efficient manner. CATEGORY: Complex Technical Problem Solving |
| Service Monitoring Service Monitoring-1948, a method to discover dangerous failure modes when new products are put into actual service. The purpose for service monitoring is to supplement the lab testing in anticipation of environmental stresses that aren’t expected. This can expose serious problems before they impact the customer. Category: Product Development & Reliability |
|
Red X Principle |
| Component Search
Component Search-born from hydraulics in airplanes, this technique isolates components in a system that contribute to variations. It is a highly disciplined, structured approach that allows the user to quickly isolate whether the problem is coming from the assembly process or from the parts and then WHICH parts are contributing to the difference. CATEGORY: Complex Technical Problem Solving |
| Overstress Probe Testing A method Dorian developed to support Grumman in the development of the lunar module as part of the Apollo program. Nasa required the lunar module have a reliability of 99.99%. 1 failure in 10,000 missions. In the field of reliability, what’s meaningful is the ability to predict reliability with confidence. With this, Dorian could get 90% confidence for 99.99% reliability, which won him the contract. Used for the apollo program—lunar module was 100% reliable. In Apollo 13, the service module exploded, and the command module was damaged. Because the lunar module was so reliable, the astronauts were saved. In short, this testing helps users identify failure modes they wouldn’t otherwise anticipate. CATEGORY: Product Development & Reliability |
|
CATEGORY: Process Management & Control |
|
CATEGORY: Confirmation Testing |
|
CATEGORY: Complex Technical Problem Solving |
|
CATEGORY: Complex Technical Problem Solving |
|
Allows users to identify the specific feature or input that’s driving a ifference, making it a detailed tool for identifying the Red X. It gets the customer to the final answer. CATEGORY: Complex Technical Problem Solving |
|
A system for leadership structure that brings structure and discipline to the leadership role and magnifies the impact of the program (based on ROI at least doubles it). Maximizes return on investment for customers. CATEGORY: Executive Coaching |
|
Allows the user to establish tolerances for two inputs together. A Red X and a strong pink X. A tolerance ellipse allows the user to establish two customer-identified inputs that are important. CATEGORY: Process Management & Control |
|
Every problem solving method needs a roadmap. For RedX, FACTUAL functions as the structure for finding and controlling Red Xs. CATEGORY: Complex Technical Problem Solving |
|
Technical problem solving is one thing, but business process problems are another. Technical problems are bound by physics, business processes aren't. Our journey to assist customers in Business Process problem solving started as a single customer challenge but we found we loved it and decided to create the TransaXional method to solidify the roadmap for repeatably solving business process problems. CATEGORY: Business Process Improvement & Optimization |
|
A functional base description of a system in order to identify how it really works (physical or process, etc). A Y to X approach to understanding how things actually work. This helps users frame the process they are trying to perfect. CATEGORY: Product Development & Reliability |
|
A tool for documenting the structure of a system to allow the problem solver to make choices as to which strategy is going to be most efficient. This helps the user map out exactly where to focus their efforts in terms of testing the system. CATEGORY: Complex Technical Problem Solving |
|
Every problem solving method needs a roadmap. For TransaXional, DETAIL functions as the structure for solving business process problems. D=define project; E=execute function model; T=talk to occurrences; A=assign priority; I=implement corrective actions; L=leverage results CATEGORY: Business Process Improvement & Optimization |
|
system for new process/product development. The finite number of functions that must go right. One of the ways we help companies achieve a trouble-free product launch. CATEGORY: Product Development & Reliability |
|
Allows people to address challenging problems when it appears there was no trouble found. CATEGORY: Product Development & Reliability |
|
A method of documenting the structured innovation required when the Red X turns out to be outside of the manufacturer’s control. Outside energy causing failure; corrective action tree finds what options they have to make up for issues. CATEGORY: Complex Technical Problem Solving |
Agile enough to leverage in any industry,
Robust enough to support our values
Customer Needs Inspire Our World
As a global entity working to empower organization to solve and prevent problems, our mission can only be realized when your needs are met. Some of our best technology has been inspired by the needs of our customers.
Not sure how to solve something? We’d love to help figure it out.
We value our shared motivation to solve your problems.
We value being able to help customers where and when you need it. Right here at home or half-way across the world.
Curious about our global presence? We hoped you’d say yes.
Transform with Empathy and Innovation
Consistent or repetitive problems cause frustration. Frustration leads to irritation, impatience, and difficult conversations.
While these situations may be uncomfortable, we can help. We know what’s it’s like to be dreading customer calls. And in certain situations, having a “3rd party” to help navigate the situation can actually help.
We insist on starting our relationships with empathy. You don’t need to hear any “I told you so’s…” or “Why haven’t you solved it yet’s”. Our goal is to support you and understand the work that you’ve done. What has worked and what hasn’t.
We’re here to guide you through an innovative process that helps you be successful.
With the combination of empathy and innovation, we get to know your struggles and we can solve them together. We value starting with empathy and delivering innovation.
Talk to the Parts, They're Smarter than You think
It’s been said that we lack data because our sample sizes are small. We like to think of them as small but mighty. Having a fine Focus.
Simple in form, statistically rigorous in nature. The parts and the data they provide speak without bias or opinion. Only facts based in physics.
Imagine smaller sample sizes and clearer results. It’s possible! What about definitive tests that leave little room for bias? Possible!
By “talking to the parts”, you’ll get unbiased information that leads to swift results.
We value impactful data and talking to the parts.
Approach Situations with an Inquisitive Mind
Since we’re already talking to parts, we’ll mention that we like to ask questions of our customers too.
“No one has ever asked that before” is something we hear all too often. We like to ask questions. We’re engineers at heart. Questions and investigation are our thing.
And we know that sometimes it seems like a lot. But we’re looking for the thing that hasn’t yet been found. With that in mind, we value asking the questions no else has asked but doing so with an inquisitive mind.
We value our history, our experience, our inquisitive minds and definitive data but we also value the innovators.
The leaders that decided to make a concious choice to let us guide them through redefining how problems get solved within their company.
Without them, we couldn’t live our purpose.
Customer Needs Inspire Our World
As a global entity working to empower organization to solve and prevent problems, our mission can only be realized when your needs are met. Some of our best technology has been inspired by the needs of our customers.
Not sure how to solve something? We’d love to help figure it out.
We value our shared motivation to solve your problems.
We value being able to help customers where and when you need it. Right here at home or half-way across the world.
Curious about our global presence? We hoped you’d say yes.
Transformation with Empathy and Innovation
Consistent or repetitive problems cause frustration. Frustration leads to irritation, impatience, and difficult conversations.
While these situations may be uncomfortable, we can help. We know what’s it’s like to be dreading customer calls. And in certain situations, having a “3rd party” to help navigate the situation can actually help.
We insist on starting our relationships with empathy. You don’t need to hear any “I told you so’s…” or “Why haven’t you solved it yet’s”. Our goal is to support you and understand the work that you’ve done. What has worked and what hasn’t.
We’re here to guide you through an innovative process that helps you be successful.
With the combination of empathy and innovation, we get to know your struggles and we can solve them together. We value starting with empathy and delivering innovation.
Talk to the Parts, They're Smarter than You think
It’s been said that we lack data because our sample sizes are small. We like to think of them as small but mighty. Having a fine Focus.
Simple in form, statistically rigorous in nature. The parts and the data they provide speak without bias or opinion. Only facts based in physics.
Imagine smaller sample sizes and clearer results. It’s possible! What about definitive tests that leave little room for bias? Possible!
By “talking to the parts”, you’ll get unbiased information that leads to swift results.
We value impactful data and talking to the parts.
Approach Situations with an Inquisitive Mind
Since we’re already talking to parts, we’ll mention that we like to ask questions of our customers too.
“No one has ever asked that before” is something we hear all too often. We like to ask questions. We’re engineers at heart. Questions and investigation are our thing.
And we know that sometimes it seems like a lot. But we’re looking for the thing that hasn’t yet been found. With that in mind, we value asking the questions no else has asked but doing so with an inquisitive mind.
We value our history, our experience, our inquisitive minds and definitive data but we also value the innovators.
The leaders that decided to make a concious choice to let us guide them through redefining how problems get solved within their company.
Without them, we couldn’t live our purpose.
In order to improve products and services around the globe everyday, we do things a little differently.
Be an Innovator, Be a Leader
Your phone rings…
It’s John, your point of contact at your customer.
He starts off with “Hey. We’ve got to talk…”
In that moment, you’re wondering how bad his next few words are going to be. You’re holding your breath.
He continues, “I’ve got to tell you how impressed our team is with how you’ve turned things around. We were worried there for a bit, even had us considering other options…
…but the work you’ve done over these past few months has been incredible! Whatever you’re doing, keep it up!”
And with that, you breathe a sigh of relief. And then it happens…
You feel it. A sense of pride in not just yourself, but your entire team.
Your team just earned a better relationship with your customer. Gained trust, showed worth, demonstrated ability and built internal and external confidence.
After months of painful report outs, you’ve earned respect because you solved critical problems and outperformed expectations.
Take a breath.
Now imagine that was YOUR story, for you and your team.
Ready to be recognized, not reprimanded?
