The problem solving, especially in the manufacturing sector has a very diverse and rich background. Be it the Ford era or the Bell's lab where Dr. Shewart developed the Statistical Process Control (SPC) or the epic 1950 research by NASA for development of Failure Mode and Effect Analysis (PFMEA), the problem-solving approach has taken leaps and have stretched to become an essential function and role of any successful manufacturing industry. Today, the survival of any corporate entity would be difficult and would be full of Risk, if, the problem solving is not an integral part of their ecosystem. In the manufacturing industry, problem-solving was used to be done as soon as an abnormality/failure/defect has been found or introduced. The team used to do the root cause analysis using why-why analysis, fish-bone methodology or 8D problem-solving approach etc. Such methodologies are very strong and still are used very efficiently. If the scale of the problem is very large or it is chronic problem, then strategies like Six Sigma, Total Quality Management, Lean Manufacturing or Total Productive Maintenance are also used. Now through Kaizens, Poka-Yoke and other approaches, problem-solving have seen a phase shift from reactive to a preventive one. The problem is now being prevented even before the occurrence.

The concern and a question over these strategies and methodologies are that these are meant to be for everyone and here, everyone means every type of industry irrespective of their market and size. They can be large, medium, small or even micro-enterprise. Large enterprises can afford to do all the quality training, up-gradation and they can also spend on automation. Even medium enterprises can also bear those expenses for a while but what about those small and micro-enterprises. Most of the supply-chain of OEM manufacturing industries are medium, small and micro-enterprises. Largely the quality of the final product is also the responsibility of the supply chain. How these enterprises will be able to cater to such increasing quality needs and dimension? How will they be able to become a problem-solving enterprise without investing much on this front?

The answer to this is the "Red-Bin Analysis". It is a different problem-solving methodology based on quality control circle method focusing on the problem occurrence, detection and solving at the source of generation. This method highlights and explains the problem selection and its solution which is very efficient in case of problem-solving of sub-assemblies or sub-components at the supply chain tier-1, tier-2 or tier-3 level.