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Problem Solving & Critical Thinking:
   How to Build These Vital Capabilities

              Karen Martin




                Webinar
              August 2, 2012
“Most people spend more time and
energy going around problems

 than in trying to solve them. ”
                — Henry Ford




                                   2
Rule #1
Embrace Problems




                   3
Problems are not
“opportunities for
 Improvement.”




                     4
Rule #2

Insist on Cross-Functional
        Involvement




                             5
Problems Nearly Always Extend Outside the
Functional Silos in Which They’re Discovered




                                               6
Rule #3

Follow PDSA Fanatically
                    Develop
                   hypothesis




      Refine                     Conduct
   Standardize                  experiment
    Stabilize




                   Measure
                   results

                                             7
“It takes a different kind of thinking to
solve a problem than the kind of thinking
    that produced the problem.           ”
                     — Albert Einstein




                                              8
Clarifying the PDSA Cycle

               Phase                             Detailed Steps

                                                                                             New
                                 1.  Define and break down the  problem.                   Problem

                                 2.  Grasp the current condition.

                   Develop 
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)

                    Conduct 
       Do                      7.  Refine and finalize countermeasure(s).
                  Experiment

                                 8.  Implement countermeasure(s).

                   Evaluate 
      Study                      9.  Measure process performance.
                    Results

                               10. Refine, standardize, & stabilize the process.
                     Refine 
      Adjust      Standardize  11. Monitor process performance.
                    Stabilize
                               12.  Reflect & share learning.

                                                                                                     9
Nailing the Plan phase of
        PDSA is the most
      important step in the
entire problem-solving process.

                 Primary Goal:
                Achieving Clarity




                                    10
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



                                                 11
Lack of Clarity
    Lack of Focus
       Lack of Discipline
            Lack of Engagement

                                 12
Rule #4

Don’t Look Away. Ever.




                         13
Minding the Store

MUST have a process owner
3-5 KPIs for every major process
Frequent measurement
Visual display of the results
Relentless pursuit of problems and/or
 “raising the bar” (continuous improvement)




                                              14
Developing
Problem-Solving
  Capabilities




                  15
Building mastery takes
  10,000 hours
of deliberate practice




                         16
Ways to “Deliberately Practice”
• A3 Management (Shook) • Quick & Easy Kaizen (Bodek)




• Toyota Kata (Rother)   • Plain Old PDSA (Martin)




                                                     17
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.




                                                  18
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.



                                              19
The A3 Report is a Communication,
                Consensus-Building and Learning Tool



  The A3 report is a 
   story board that 
reflects the problem‐
   solving process.

 It is created as you 
  progress through 
   PDSA, not after.




                         George Koenigsaecker, Leading the Lean Enterprise Transformation.


   20
Sample A3 Report
     Plan                 Do, Study, Adjust




21
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.
                                           22
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.




                                                             23
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.

                                             24
Socratic Questions to Instill Critical
 Thinking While Solving Problems




                      Appendix, The Outstanding 
                      Organization, Karen Martin, July 2012

                                                         25
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




                              26

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Problem Solving & Critical Thinking

  • 1. Problem Solving & Critical Thinking: How to Build These Vital Capabilities Karen Martin Webinar August 2, 2012
  • 2. “Most people spend more time and energy going around problems than in trying to solve them. ” — Henry Ford 2
  • 4. Problems are not “opportunities for Improvement.” 4
  • 5. Rule #2 Insist on Cross-Functional Involvement 5
  • 6. Problems Nearly Always Extend Outside the Functional Silos in Which They’re Discovered 6
  • 7. Rule #3 Follow PDSA Fanatically Develop hypothesis Refine Conduct Standardize experiment Stabilize Measure results 7
  • 8. “It takes a different kind of thinking to solve a problem than the kind of thinking that produced the problem. ” — Albert Einstein 8
  • 9. Clarifying the PDSA Cycle Phase Detailed Steps New   1.  Define and break down the  problem. Problem   2.  Grasp the current condition. Develop  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) Conduct  Do   7.  Refine and finalize countermeasure(s). Experiment   8.  Implement countermeasure(s). Evaluate  Study   9.  Measure process performance. Results 10. Refine, standardize, & stabilize the process. Refine  Adjust Standardize  11. Monitor process performance. Stabilize 12.  Reflect & share learning. 9
  • 10. Nailing the Plan phase of PDSA is the most important step in the entire problem-solving process. Primary Goal: Achieving Clarity 10
  • 11. 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 11
  • 12. Lack of Clarity Lack of Focus Lack of Discipline Lack of Engagement 12
  • 13. Rule #4 Don’t Look Away. Ever. 13
  • 14. Minding the Store MUST have a process owner 3-5 KPIs for every major process Frequent measurement Visual display of the results Relentless pursuit of problems and/or “raising the bar” (continuous improvement) 14
  • 16. Building mastery takes 10,000 hours of deliberate practice 16
  • 17. Ways to “Deliberately Practice” • A3 Management (Shook) • Quick & Easy Kaizen (Bodek) • Toyota Kata (Rother) • Plain Old PDSA (Martin) 17
  • 18. 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. 18
  • 19. 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. 19
  • 20. The A3 Report is a Communication, Consensus-Building and Learning Tool The A3 report is a  story board that  reflects the problem‐ solving process. It is created as you  progress through  PDSA, not after. George Koenigsaecker, Leading the Lean Enterprise Transformation. 20
  • 21. Sample A3 Report Plan Do, Study, Adjust 21
  • 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. – Reduction in “silo-ism” • Thorough root cause analyses reduce the risk of “band-aid” solutions. 22
  • 23. 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. 23
  • 24. 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. 24
  • 25. Socratic Questions to Instill Critical Thinking While Solving Problems Appendix, The Outstanding  Organization, Karen Martin, July 2012 25
  • 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 26