Brainstorming may sound like a casual conversation technique, but when applied properly, it becomes a critical tool for continuous improvement across a range of creative and technical disciplines.
In a structured environment, brainstorming enables organizations to capture a wide range of ideas, perspectives, and solutions — ideas that might never surface in a traditional problem-solving meeting.
Let’s take a step back and revisit the basics of effective brainstorming, especially its role in driving meaningful change.
What Is Brainstorming?
According to Merriam-Webster, brainstorming is “a group problem-solving technique that involves the spontaneous contributions of ideas from all members of the group.”
At its heart, brainstorming values divergent thinking: generating as many ideas as possible without immediately judging or filtering them. It works best when multiple viewpoints are combined, encouraging creative and often unexpected insights into tough problems.
For manufacturing and engineering professionals, brainstorming is not just about creativity — it is about discovery. By gathering cross-functional teams, organizations can identify root causes, uncover practical solutions, and develop better products and processes.
Why Cross-Functional Teams Matter
One of the greatest strengths of brainstorming lies in the diversity of its participants.
In a manufacturing setting, for instance, different people see problems through very different lenses:
- A maintenance technician may focus on equipment durability and repairability.
- A production operator may notice ergonomic issues or inefficiencies that others miss.
- A manufacturing engineer may prioritize process flow and capability.
- A quality engineer may be concerned with compliance, testing, or defect prevention.
- A supervisor may think in terms of scheduling and workforce management.
Bringing these perspectives together leads to richer, more complete understanding. What seems like an isolated defect from one angle may reveal broader issues when seen through the eyes of an operator or technician.
A well-structured brainstorming session not only collects ideas but builds a more holistic view of the system itself.
Key Elements for Successful Brainstorming
While brainstorming may seem informal, successful sessions are carefully facilitated. Certain rules and best practices dramatically increase effectiveness:
1. Appoint a Skilled Facilitator
The facilitator — often a quality engineer, continuous improvement professional, or supervisor — manages the session.
Good facilitation involves:
- Guiding the discussion without dominating it
- Encouraging contributions from quieter participants
- Keeping the group focused
- Managing time
Facilitation is both a skill and an art. Poor facilitation can result in wasted time, while strong facilitation can unlock powerful insights.
2. Share the Problem and Constraints Ahead of Time
Whenever possible, circulate the problem statement and relevant background information before the brainstorming session.
Giving participants time to think independently can prevent groupthink and ensure more thoughtful contributions.
For example:
- Provide defect data or customer feedback summaries
- Share design limitations or regulatory requirements
- Outline operational goals or deadlines
Early preparation leads to more robust participation.
3. Encourage Independent Thought First
To minimize groupthink — where individuals conform to others’ ideas rather than offering their own — ask participants to develop some initial ideas privately before the group discussion begins.
Groupthink often arises from social pressures, authority dynamics, or simple hesitation. Independent idea generation helps ensure that each participant’s unique viewpoint is captured.
4. Suspend Judgment During Idea Generation
During the brainstorming phase, no idea should be dismissed, criticized, or even evaluated.
Comments like “We tried that before” or “That won’t work” stifle creativity and inhibit further contributions.
The brainstorming phase is about collecting ideas, not about evaluating them. Narrowing, prioritizing, and refining ideas will come after brainstorming concludes.
5. Assume Every Contribution Is Valid
Every idea, no matter how unusual, is worth recording. Sometimes a seemingly impractical suggestion can spark a new and feasible solution in someone else’s mind.
In a dynamic brainstorming environment, participants build on each other’s ideas, creating a network of connections that ultimately leads to deeper insight.
6. Capture All Ideas
Write down every contribution on a whiteboard, flip chart, or shared digital space. Visible recording helps participants stay engaged and reassures them that their input is valued.
Brainstorming in Practice: An Example
Imagine a team tasked with reducing downtime on a bottling line:
- Maintenance suggests improving preventative maintenance schedules.
- Operators point out that minor jams cause the biggest delays.
- Engineers propose design modifications to the feed system.
- Supervisors recommend better operator training for startup and shutdown procedures.
None of these ideas alone solves the problem completely. But together, they uncover a broad picture — leading to a multi-pronged improvement plan that addresses both technical and human factors.
Without structured brainstorming, these insights might have remained siloed or undiscovered.
Common Pitfalls in Brainstorming
Brainstorming is powerful, but like any technique, it can fall short if misused. Watch out for:
- Unstructured sessions that devolve into casual conversation
- Domineering participants who shut down others’ ideas
- Immediate judgment that discourages creative thinking
- Lack of clear focus or follow-up action plans
Recognizing and addressing these pitfalls ensures that brainstorming remains a productive use of everyone’s time.
Final Thoughts
Brainstorming is not just a warm-up activity. It is a fundamental tool for discovery, creativity, and improvement.
By creating a safe, well-facilitated space for idea generation, organizations can tap into the full potential of their teams, break down barriers between functions, and accelerate meaningful change.
For engineering and manufacturing professionals, mastering the art of brainstorming isn’t optional — it’s a core competency for driving better results.
When used well, brainstorming transforms collective knowledge into collective action — the true heart of continuous improvement.
Ray Harkins is the General Manager of Lexington Technologies in Lexington, North Carolina. He earned his Master of Science from Rochester Institute of Technology and his Master of Business Administration from Youngstown State University. He also teaches manufacturing and business-related skills such as Quality Engineering Statistics, Reliability Engineering Statistics, Failure Modes and Effects Analysis (FMEA), and Root Cause Analysis and the 8D Corrective Action Process through the online learning platform, Udemy. He can be reached via LinkedIn at linkedin.com/in/ray-harkins or by email at the.mfg.acad@gmail.com.
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