Recorded webinar: http://slidesha.re/1hT5ghk
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For most, problem solving and critical thinking are NOT naturally given talents. But they are skills that can be developed in anyone, with practice and adequate coaching. In this webinar, Karen shares her 12-step model for executing the PDSA (plan-do-study-adjust) cycle and give tips on how to best develop deep capabilities across the entire workforce.
8. âIt takes a different kind of thinking to
solve a problem than the kind of thinking
that produced the problem. â
â Albert Einstein
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9. Clarifying the PDSA Cycle
Phase Detailed Steps
New
  1.  Define and break down the problem. Problem
  2.  Grasp the current condition.
DevelopÂ
80% Plan
Hypothesis
  3.  Set a target condition.
  4.  Conduct root cause & gap analysis.
Continuous
  5.  Identify potential countermeasures. Improvement
  6.  Develop & test countermeasure(s)
ConductÂ
Do   7.  Refine and finalize countermeasure(s).
Experiment
  8.  Implement countermeasure(s).
EvaluateÂ
Study   9.  Measure process performance.
Results
10. Refine, standardize, & stabilize the process.
RefineÂ
Adjust Standardize 11. Monitor process performance.
Stabilize
12.  Reflect & share learning.
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10. Nailing the Plan phase of
PDSA is the most
important step in the
entire problem-solving process.
Primary Goal:
Achieving Clarity
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11. Critical Thinking
ďśThinking that questions assumptions
ď Why? What if? Why not?
ďśRelies on set of values:
ď Clarity, precision, relevance, accuracy,
fairness, sound evidence, good reasons,
consistency, depth, breadth, patience,
tenacity
ďśLeads to innovation
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12. Lack of Clarity
Lack of Focus
Lack of Discipline
Lack of Engagement
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14. Minding the Store
ďśMUST have a process owner
ďś3-5 KPIs for every major process
ďśFrequent measurement
ďśVisual display of the results
ďśRelentless pursuit of problems and/or
âraising the barâ (continuous improvement)
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18. What is A3?
⢠The core of Toyotaâs renowned management
system.
⢠A structured method for applying the PDSA
(plan-do-study-adjust) approach to problem-
solving.
⢠International designation for 11 x 17â paper.
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19. The A3 Report
⢠A concise âstory boardâ that reflects
the problem solverâs discoveries &
thought process along the way.
â Limited âreal estateâ develops precise
thinking
⢠A âliving documentâ that reflects the
iterative nature of problem-solving
and enables organizational learning.
⢠Highly visual â graphics, charts,
maps, drawings, etc.
⢠Neither the format nor the specific
sections are set in stone.
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22. 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.
â Reduction in âsilo-ismâ
⢠Thorough root cause analyses reduce
the risk of âband-aidâ solutions.
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23. Benefits of the A3 (continued)
⢠Ownership role drives accountability and reduces risk of
âitâs everything elseâs problem.â
⢠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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24. A3 Roles & Responsibilities
⢠Problem owner
â Individual whoâs accountable both for
the results and the process for
achieving results.
â Problem owners have the authority to
engage anyone needed and the
responsibility to engage all relevant
parties.
⢠Coach
â Person teaching the owner the problem-
solving process.
â Eventually, the coach is the problem
ownerâs direct supervisor.
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25. Socratic Questions to Instill Critical
Thinking While Solving Problems
Appendix, The OutstandingÂ
Organization, Karen Martin, July 2012
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26. For Further Questions
Karen Martin, Principal
7770 Regents Road #635
San Diego, CA 92122
858.677.6799
ksm@ksmartin.com
Twitter: @karenmartinopex
Subscribe: www.ksmartin.com
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