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The 25 Problems Problem

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This presentation is on transforming how problems are managed and solved in organizations today. It is being delivered for the Iaccoca Institute at Lehigh Unversity.

This presentation is on transforming how problems are managed and solved in organizations today. It is being delivered for the Iaccoca Institute at Lehigh Unversity.

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  • 1. The 25 Straws That Broke The Manager’s Back Jamie Flinchbaugh
  • 2. Introduction Manager’s Workload Right amount? Overloaded? Overwhelmed? What percentage of the manager’s time is spent on problems?  Those chosen  Those that pop up and demand attention How many would describe their jobs entirely as solving problems?
  • 3. The 25 Problems Problem You Your Team Your Team’s Problems Not Your Problems Your team has 25 problems. But these are NOT your problems. Your problems are not the sum total of your direct reports’ problems. You do not have 25 problems. You have your own problems.
  • 4. What are your problems? You Your Problems What Problems + Barriers Get In Their Way Your problems are:  The barriers that prevent progress  Breakdowns in your systems  Opportunities that enable success across the work of your direct reports
  • 5. PROBLEMS PROBLEM SOLVING CULTURE + BEHAVIORS PROBLEMS MGMT + SYSTEMS PROBLEM SOLVING METHOD + SKILLS The Manager as System Architect The role of the manager is not to solve all of the problems but to build the systems capable of solving problems at every level.
  • 6. What capabilities do we cultivate to surface and solve problems. • Good problem statements establish our vector for improvement • The ability to explore current reality begins with the question of what do we need to learn more about? • Turning the Plan – Do – Check – Act wheel as we improve through experimentation • Tools may include A3s, DMAIC, 5 Whys and more – but how they are used matters most PROBLEM SOLVING METHOD + SKILLS
  • 7. How do we manage the process of surfacing, engaging in, and solving problems. • Build the work in order to make problems visible – 5S, just-in-time, kanban are all mechanisms to accomplish this objective • A process to surface includes definition of what is a problem, how to surface it, to whom, and how they will respond • Are we tracking the problems and the response PROBLEMS MGMT + SYSTEMS
  • 8. Surface Problems by a Process
  • 9. What behaviors support a strong problem solving culture • Do we surface problems quickly? • Do we write down the really hard problems that we have no idea how to solve? • Do we dig deeper and understand cause and effect? • Do we work problems across boundaries? PROBLEM SOLVING CULTURE + BEHAVIORS
  • 10. A Behavior Change How it’s done How it should be done
  • 11. Problem Solving Dimensions PROBLEMS PROBLEM SOLVING CULTURE + BEHAVIORS PROBLEMS MGMT + SYSTEMS PROBLEM SOLVING METHOD + SKILLS
  • 12. Jamie Flinchbaugh, Lean Learning Center Jamie@LeanLearningCenter.com / www.LeanLearningCenter.com Blog: www.JamieFlinchbaugh.com Find Me 12

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