Problem Diagnostics - Q & A
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Transcript of Problem Diagnostics - Q & A
Diagnosing Problems
Leader
Good Problem Solvers know
Types of Thinking they need
Breakthrough
Incremental
How much time they have
2 Types of Thinking Needed
Reproductive Thinking:
Valuable when Consequences of
failure are high (Incremental).
Productive Thinking:
Valuable when Consequences of
failure are low (Breakthrough)
Creative Thinking (Breakthrough)
is separate from
Critical Thinking (Incremental)
Overarching Principles
Productive Thinking
Creative Thinking:
Generative
Non – Judgmental
Expansive
Reproductive Thinking
Critical Thinking:
Analytical
Judgmental
Selective
LEAN THINKING IS REPRODUCTIVE
Lean Thinking
Perceive a Problem
Pick a Solution
Do Something
LEAN THINKING IS REPRODUCTIVE
Kaizen has limits:
Incremental improvements produce
learned thoughts
Will achieve predictable results
Viewed from sum of parts
(Breakdown Problem)
Reproductive Thinking Model
Initial Problem Perception
Clarify the Problem
Locate the Point of Concern
Investigation of Root Cause
Countermeasures
Evaluate
Standardize
Reproductive Thinking Model
Initial Problem Perception
Clarify the Problem
Locate the Point of Concern
Investigation of Root Cause
Countermeasures
Evaluate
Standardize
Reproductive Thinking Model
Initial Problem Perception
Clarify the Problem
Locate the Point of Concern
Investigation of Root Cause
Countermeasures
Evaluate
Standardize
Team: Date:
Title/Theme:
Background/Definition:
Current Conditions:
Target:
Determine Cause/Analysis:
Countermeasures:
Implementation:
Follow-up:
A3 LEAN THINKING
Based on Scientific
Experimentation
Productive Thinking
Creative Thinking:
Generative
Non – Judgmental
Expansive
You need Productive Thinking
Tenkaizen is needed:
Means good revolution
Rather than reproduce old, produces
new
Coping with change and creating
change
Successful Productive Thinking
Requires you to stay in the Question:
Okay with Ambiguous
Okay with Uncertainty
Okay with not Knowing
Productive Thinking Model
What’s going on?
What’s success
What’s the question?
Generate Answers
Forge the Solution
Align resources
Theory: What’s going on?
•Listing
•Clustering
What's the
itch?
•Concern
•Priority
What's the
impact?
•Know
•Wonder
What's the
information?
•Were you & others stand
•Whose most important
Who's
Involved?
• It would be great
• I wish, If only
What's the
vision?
Theory: What’s success?
• Influence, Importance,
Imagination
Target
Future
•What do you want it to do
•What to avoid
•Resources & Limits
•Measurable Targets &
Nonnegotiable elements
DRIVE
Develop a success criteria
Theory: What’s the question? •How might I
•How might we
•Need the right ? to get
right answer
Phrase each
problem as a
question
•Advantages
• Impediments
•Maybes
AIM
•Cull (Review, Separate)
•Cluster
•Combine
•Clarify
•Choose
C5 -
Converging to
get Question
Theory: Generate Answers
•How else might I
•How else might we
List a long
list of
answers
Think from other
perspectives
•Cull (Review, Separate)
•Cluster
•Combine
•Clarify
•Choose
Use the C5
method
Theory: Forge the Solution
Evaluate
Comparison
Refine
•Evaluate each idea against
•+ - not numbers
Use success
Criteria
•Don't Fossilize
•Revaluate criteria Problems
•Positives & Objections
•What else
•Enhancements & Remedies
POWER up
solution
Theory: Align resources
•List Action Steps
• Identify missing steps
• Identify People
•Assign steps to people
Put in order
Identify and record outcomes
•Kanban board
•Calendar Great Wall of Time
•Energy
•Funds
•Expertise
•Conditions
EFFECT
Productive Thinking Model
What’s going on?
What’s success
What’s the question?
Generate Answers
Forge the Solution
Align resources
“All models are wrong. Some are useful!” - George Box
What’s the Death of a Decision?
Poorly Managed Time….
Productive Thinking Model
What’s going on?
What’s success
What’s the question?
Generate Answers
Forge the Solution
Align resources
No matter where you are or how much time you have!
Productive Thinking Model
What’s going on?
What’s success
What’s the question?
Generate Answers
Forge the Solution
Align resources
50%
30%
20%
Reproductive Thinking Model
Initial Problem Perception
Clarify the Problem
Locate the Point of Concern
Investigation of Root Cause
Countermeasures
Evaluate
Standardize
Reproductive Thinking Model
Initial Problem Perception
Clarify the Problem
Locate the Point of Concern
Investigation of Root Cause
Countermeasures
Evaluate
Standardize
50%
30%
20%
Manage Time, Manage Decisions
References
Think Better by Tim Hurson
The A3 Workbook by Dan Matthews
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