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Problem Solving & Critical Thinking: How to Build These Vital Capabilities
WebinarAugust 2, 2012
Karen Martin
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“Most people spend more time and
energy going around problems
than in trying to solve them.”— Henry Ford
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Rule #1
Embrace Problems
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Problems are not “opportunities for
Improvement.”
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Rule #2
Insist on Cross-Functional Involvement
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Problems Nearly Always Extend Outside the Functional Silos in Which They’re Discovered
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Rule #3
Follow PDSA Fanatically
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Develophypothesis
Conduct experiment
Measure results
RefineStandardize
Stabilize
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“It takes a different kind of thinking to
solve a problem than the kind of thinking
that produced the problem.”— Albert Einstein
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Detailed Steps
1. Define and break down the problem.
2. Grasp the current condition.
3. Set a target condition.
4. Conduct root cause & gap analysis.
5. Identify potential countermeasures.
6. Develop & test countermeasure(s)
7. Refine and finalize countermeasure(s).
8. Implement countermeasure(s).
StudyEvaluate Results
9. Measure process performance.
10. Refine, standardize, & stabilize the process.
11. Monitor process performance.
12. Reflect & share learning.
Adjust
Do
Clarifying the PDSA Cycle
PlanDevelop
Hypothesis
Conduct Experiment
Refine Standardize Stabilize
Phase
Continuous Improvement
New Problem
80%
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Nailing the Plan phase ofPDSA is the most
important step in theentire problem-solving process.
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Primary Goal: Achieving Clarity
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Critical Thinking
Thinking that questions assumptions Why? What if? Why not?
Relies on set of values: Clarity, precision, relevance, accuracy,
fairness, sound evidence, good reasons, consistency, depth, breadth, patience, tenacity
Leads to innovation
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Lack of ClarityLack of Focus
Lack of DisciplineLack of Engagement
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Rule #4
Don’t Look Away. Ever.
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Minding the Store
MUST have a process owner3-5 KPIs for every major processFrequent measurementVisual display of the resultsRelentless pursuit of problems and/or
“raising the bar” (continuous improvement)
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Developing Problem-Solving
Capabilities
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Building mastery takes 10,000 hours
of deliberate practice
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Ways to “Deliberately Practice”
• A3 Management (Shook)
• Toyota Kata (Rother)
• Quick & Easy Kaizen (Bodek)
• Plain Old PDSA (Martin)
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What is A3?• The core of Toyota’s renowned management
system.• A structured method for applying the PDSA
(plan-do-study-adjust) approach to problem-solving.
• International designation for 11 x 17” paper.
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The A3 Report
• A concise “story board” that reflects the problem solver’s discoveries & thought process along the way.– Limited “real estate” develops precise
thinking• A “living document” that reflects the
iterative nature of problem-solving and enables organizational learning.
• Highly visual – graphics, charts, maps, drawings, etc.
• Neither the format nor the specific sections are set in stone.
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The A3 Report is a Communication, Consensus-Building and Learning Tool
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George Koenigsaecker, Leading the Lean Enterprise Transformation.
The A3 report is a story board that
reflects the problem‐solving process.
It is created as you progress through PDSA, not after.
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Sample A3 Report
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Plan Do, Study, Adjust
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Benefits of the A3
• Creates consistency in how organizations go about solving problems, managing projects, and making decisions.
• Builds critical thinking and problem-solving capabilities across the entire organization.
• Forces a holistic/comprehensive view of the problem and solutions; requires collaborative problem-solving.– Reduction in “silo-ism”
• Thorough root cause analyses reduce the risk of “band-aid” solutions.
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Benefits of the A3 (continued)
• Ownership role drives accountability and reduces risk of “it’s everything else’s problem.”
• Stimulates data-driven decisions.• Fairness and accountability replace blame and deceit.• Transparency re: problems spawns a commitment to
action.• Develops deep organizational capabilities.
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A3 Roles & Responsibilities
• Problem owner– Individual who’s accountable both for
the results and the process for achieving results.
– Problem owners have the authority to engage anyone needed and the responsibility to engage all relevant parties.
• Coach– Person teaching the owner the problem-
solving process.– Eventually, the coach is the problem
owner’s direct supervisor.
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Socratic Questions to Instill Critical Thinking While Solving Problems
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Appendix, The Outstanding Organization, Karen Martin, July 2012
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Karen Martin, Principal7770 Regents Road #635
San Diego, CA 92122858.677.6799
[email protected]: @karenmartinopex
Subscribe: www.ksmartin.com
For Further Questions