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Building a problem solving organization
Building a problem solving organization
Building a problem solving organization
Building a problem solving organization
Building a problem solving organization
Building a problem solving organization
Building a problem solving organization
Building a problem solving organization
Building a problem solving organization
Building a problem solving organization
Building a problem solving organization
Building a problem solving organization
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Building a problem solving organization

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  • 1. Building aProblem Solving Organization Jamie Flinchbaugh Lean Learning Center
  • 2. Introduction Right amount?Manager’s Overloaded?Workload 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 ProblemYour 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 ownproblems. You Your Team Your Team’s Problems Not Your Problems
  • 4. What are your problems? Your Problems You What Problems + Barriers Get In Their WayYour problems are: The barriers that prevent progress Breakdowns in your systems Opportunities that enable success across the workof your direct reports
  • 5. The Manager as System ArchitectThe role of the manager is notto solve all of the problems PROBLEMbut to build the systems SOLVINGcapable of solving problems CULTURE +at every level. BEHAVIORS PROBLEMS PROBLEM PROBLEMS SOLVING MGMT + METHOD + SYSTEMS SKILLS
  • 6. PROBLEM • Good problem statements SOLVING METHOD + establish our vector for SKILLS improvement • The ability to explore currentWhat capabilities do we reality begins with thecultivate to surface and question of what do we needsolve problems. 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
  • 7. • Build the work in order to PROBLEMS MGMT + SYSTEMS make problems visible – 5S, just-in-time, kanban are all mechanisms to accomplishHow do we manage theprocess of surfacing, this objectiveengaging in, and solvingproblems. • 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
  • 8. Surface Problems by a Process
  • 9. PROBLEM • Do we surface problems SOLVING CULTURE + BEHAVIORS quickly? • Do we write down theWhat behaviors support a really hard problems thatstrong problem solvingculture we have no idea how to solve? • Do we dig deeper and understand cause and effect? • Do we work problems across boundaries?
  • 10. A Behavior ChangeHow it is often done How it should be done
  • 11. Problem Solving Dimensions PROBLEM SOLVING CULTURE + BEHAVIORS PROBLEMS PROBLEM PROBLEMS SOLVING MGMT + METHOD + SYSTEMS SKILLS
  • 12. Find MeJamie Flinchbaugh, Lean Learning CenterJamie@LeanLearningCenter.com /www.LeanLearningCenter.comBlog: www.JamieFlinchbaugh.com 12

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