Problem Diagnostics - Q & A

Joe DagerBusiness901

Diagnosing Problems

Leader

Good Problem Solvers know Types of Thinking they need Breakthrough Incremental  How much time they have

2 Types of Thinking NeededReproductive Thinking:  Valuable when Consequences of failure are high (Incremental).Productive Thinking:  Valuable when Consequences of failure are low (Breakthrough)

Overarching Principles Creative Thinking (Breakthrough) is separate from Critical Thinking (Incremental)

Productive ThinkingCreative Thinking:  Generative  Non – Judgmental  Expansive

Reproductive ThinkingCritical Thinking:  Analytical  Judgmental  Selective

LEAN THINKING IS REPRODUCTIVELean Thinking  Perceive a Problem  Pick a Solution  Do Something

LEAN THINKING IS REPRODUCTIVEKaizen 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

A3 LEAN THINKINGTeam: Date: Countermeasures:Title/Theme:Background/Definition: Implementation:Current Conditions:Target:Determine Cause/Analysis: Follow-up:

Based on ScientificExperimentation

Productive ThinkingCreative Thinking:  Generative  Non – Judgmental  Expansive

You need Productive ThinkingTenkaizen is needed:  Means good revolution  Rather than reproduce old, produces new  Coping with change and creating change

Successful Productive ThinkingRequires 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? Whats the • Listing itch? • Clustering Whats the • Concern impact? • Priority Whats the • Know information? • Wonder Whos • Were you & others stand Involved? • Whose most important Whats the • It would be great vision? • I wish, If only

Theory: What’s success? Target • Influence, Importance, Future Imagination • What do you want it to do • What to avoid DRIVE • Resources & Limits • Measurable Targets & Nonnegotiable elements Develop a success criteria

Theory: What’s the question? • How might I Phrase each • How might we problem as a • Need the right ? to get question right answer • Advantages AIM • Impediments • Maybes • Cull (Review, Separate) C5 - • Cluster Converging to • Combine get Question • Clarify • Choose

Theory: Generate Answers List a long • How else might I list of answers • How else might we Think from other perspectives • Cull (Review, Separate) • Cluster Use the C5 • Combine method • Clarify • Choose

Theory: Forge the Solution Evaluate Comparison Refine Use success • Evaluate each idea against Criteria • + - not numbers • Dont Fossilize Problems • Revaluate criteria • Positives & Objections POWER up • What else solution • Enhancements & Remedies

Theory: Align resources • List Action Steps • Identify missing steps Put in order • Identify People • Assign steps to people Identify and record outcomes • Kanban board Great Wall of Time • Calendar • Energy • Funds EFFECT • Expertise • Conditions

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 theDeathof 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? 50%  Generate Answers 30%  Forge the Solution  Align resources 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 50% Countermeasures 30% Evaluate Standardize 20%

Manage Time, Manage Decisions

References Think Better by Tim Hurson The A3 Workbook by Dan Matthews

Visit the Business901 Website Lean Marketing House Marketing with PDCA Marketing with A3 Lean Engagement TeamOur Mission is to bring Continuous Improvement to Sales and Marketing.

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Problem Diagnostics - Q & A

by Business901 on Jan 31, 2012

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