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Five reasons project teams should keep asking 'why?'

Why ask 'why?' For Robby Martin of Bush's Best brand, good enough isn't always good enough. The right team alignment can always make it better.

Bush Beans
Bush Beans

While all team players in general want to help the project succeed and help the business succeed, many startup teams overlook the need to question the status quo by asking "why," or diving deeply enough into technical hurdles that compromise the full potential benefit of their project.

Robby Martin, senior engineering project manager with Bush Brothers & Co., Knoxville, TN—famous for Bush's baked bean fame—explained to attendees of Pack Expo 2012 in Chicago that in-house project teams should ask "why" more often, of themselves and their suppliers.
 
Why does this matter? First consider a common approach to problem solving: When a startup team "runs into an unforeseen technical issue" such as a high rate of critical product failures during initial startup runs, all would agree that the issue is "critical and must be solved." The team would typically convene an "appropriate cross-section of experts to review problem and look at product samples." The same kind of action could be justified whenever testing uncovers a defect that can contribute to product failure. 
 
But for Martin, a 27-year veteran of project management, business process development and continuous improvement coaching, good isn't always good enough.
 
The unexpected 'Why'
Consider a case where a defect is identified: Some problems are well understood, and may be solved when a team member cites, for example, "defect type 86753." And the fix may be equally obvious, and traced to "point X,Y, or Z on the line."
 
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