Problem Diagnostics - Q & A

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 ScientificExperimentatio n

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

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Problem Diagnostics - Q & A

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