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Clarity First - Problem Solving

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Of all the organizational capabilities to be developed, problem solving takes the top spot. Yet all too often organizations lack a clear and effective method for solving problems that the entire workforce is proficient in.

These are the slides for the webinar of the same name, available at www.ksmartin.com/webinars

In the webinar--the 4th of 5 webinars based on content from Karen’s latest book, Clarity First--you learn a question-based problem solving method (CLEAR) that helps people at all levels of the organization become stronger problem solvers. You'll also learn the proper way to build these capabilities at all levels of your organization.

If you haven't taken it already, we recommend you take the Clarity First Quiz to see how you and your organization rate (www.clarityfirstquiz.com). You may also be interested in purchasing the book to obtain a deeper understanding that can lead to deeper understanding - www.clarityfirstbook.com.

Published in: Business
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Clarity First - Problem Solving

  1. 2 is now
  2. 3 www.tkmg.com
  3. 4 Clarity: What it is Why you need it How to get it www.clarityfirstbook.com https://www.amazon.com/Clarity- First-Organizations-Outstanding- Performance/dp/1259837351
  4. 5 Have you taken The Clarity Quiz? www.clarityfirstquiz.com
  5. Clarity First Summer Webinar Series 6 www.TKMG.com/webinars + YouTube, Vimeo, and Slideshare 1 2 3 5
  6. 7 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING PURSING ORGANIZATIONAL CLARITY: THE FIVE P’S www.clarityfirstbook.com
  7. 8 PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM SOLVING THE FIVE P’S © 2017 The Karen Martin Group, Inc.
  8. © 2017 The Karen Martin Group, Inc. 9
  9. © 2016 The Karen Martin Group, Inc. 10
  10. © 2016 The Karen Martin Group, Inc. 11
  11. Building Organization Wide Problem-Solving Capabilities 12
  12. 13 Problem-Solving Methodologies • PDSA Plan-Do-Study-Adjust • PDCA Plan-Do-Check-Act • DMAIC Define-Measure-Analyze-Improve-Control • 8D 8 Disciplines • OODA Observe-Orient-Decide-Act • TBP Toyota Business Process
  13. 14 Does this mean I begin by creating an action plan? Does “do” = implementation? What should I study? How should I “adjust”?
  14. 15 Detailed Steps 1. Define and break down the problem. 2. Grasp the current condition. 3. Set a target condition. 4. Conduct root cause & gap analysis. 5. Identify potential countermeasures. 6. Develop & test countermeasure(s) 7. Refine and finalize countermeasure(s). 8. Implement countermeasure(s). Study Evaluate Results 9. Measure process performance. 10. Refine, standardize, & stabilize the process. 11. Monitor process performance. 12. Reflect & share learning. Adjust Do Clarifying the PDSA Cycle Plan Develop Hypothesis Conduct Experiment Refine Standardize Stabilize Phase Continuous Improvement New Problem Often 50-80% of the complete cycle Adjust Adjust Adopt Adapt Abandon The Outstanding Organization by Karen Martin
  15. 16© 2017 The Karen Martin Group, Inc.
  16. 17 www.clarityfirstbook.com Chapter 6, pp. 168-209© 2018 TKMG, Inc. All rights reserved. P D S A
  17. 18© 2018 TKMG, Inc. • Apprentice/student • Investigator • Advocate/“lobbyist” (Why this problem matters) • Motivator • Time manager • Obstacle remover (and escalating when needed) • Organizational psychologist • “Project” manager • Problem expert (eventually) The Many Hats of the Problem Owner
  18. 19 The problem owner is an advocate Tips: • Context matters! • Use both % & raw numbers • Include both direct and indirect effects • Include what the outcome causes
  19. 20
  20. 21© 2018 TKMG, Inc. 21 Problem breakdown tree
  21. Pareto Diagram © 2018 The Karen Martin Group, Inc. 22
  22. 23
  23. 24 Understanding Reality: Gemba Visits & Stakeholder Interviews
  24. 25 Understanding Reality: Value Stream Performance
  25. 26 Understanding Reality: Value Stream Performance
  26. 27 Understanding Reality: Metrics-Based Process Mapping
  27. 28 Understanding Reality: Metrics-Based Process Mapping 0 1 0 15 6 -1 0 Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A Activity PT LT %C&A 1 Fax PO to Sales Rep 0 0 45% 2 Review PO; clarify with customer as needed 20 2 90% Fax PO to warehouse 10 4 90% 5 6 Check inventory levels; notify Sales Rep re: status 5 4 95% Fax PO to Sales Rep 5 0.33 90% 0 20 10 5 5 0 2 4 4 0.33 45% 90% 90% 95% 90% 0 20 10 5 5 Rolled %C&A Critical Path LT Total PT Critical Path PT 5431 2 Mary Townsend Hours Worked per Day Sally Dampier Occurrences per Year Sam Parks Current State Metrics-Based Process Map Dave Morgan25-Jun-08 8 Facilitator Process Details Michael Prichard Order FulfillmentProcess Name Specific Conditions Domestic orders through sales force 37,500 Date Mapped Sean Michaels Sales Rep Ryan AustinDiane O'Shea Mapping Team LT Units Function / Department PT Units Step # ► Customer Finance Warehouse / Shipping Seconds Minutes Hours Days Seconds Minutes Hours Days
  28. 29 Understanding Reality: Data Gathering and Analysis
  29. 30 Understanding Reality: Data Gathering and Analysis
  30. 31 Understanding Reality: Reviewing Processes, Reports, Business Performance Compound Annual Growth Rate = 7.3%
  31. 32 What evidence do you have of this?
  32. Why Root Cause Analysis? © 2018 The Karen Martin Group, Inc. 33  To avoid jumping to erroneous conclusions.  To avoid allowing our biases and assumptions to drive our actions.  To truly understand the problem. • Countermeasures become clear. • Transition from subjective to objective understanding.
  33. 34 IUMRINC TO GQNGIUSIQNS JUMPING TO CONCLUSIONS
  34. 35 35 John Manoogian - Wikimedia
  35. 36
  36. © 2016 The Karen Martin Group, Inc. 37 5 Whys
  37. Fishbone Diagram (Cause-and-Effect Diagram)
  38. 39 Fishbone Diagram (Cause-and-Effect Diagram)
  39. Problem Analysis Tree (Issue Tree; Cause Tree) 40© 2018 The Karen Martin Group, Inc.
  40. Pareto Chart Credit Application Delays 2909 627 561 242 180 2493 41% 77% 86% 100% 97% 94% 0 500 1000 1500 2000 2500 3000 3500 No Signature Insufficient Bank Info No prior address Current Customer No Credit History Other Reason for Delay Occurrences 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
  41. 42 Tips: • When possible, run the experiment in real time, with real work • If system related, set up “sandbox” • When possible, use “single- factor experiments” Hypothesis Hypothesis
  42. 43
  43. 44
  44. 45
  45. 46
  46. 47 Tips: 1. Created by people who do the work. 2. Tested by people new to the job 3. Highlight areas prone to errors 4. Keep it concise: “Just the facts, ma’am” 5. Work is checked and SW updated regularly
  47. Goal: Continuous Improvement as a part of the work itself
  48. 49
  49. 50 Building Organization Wide Problem-Solving Capabilities
  50. 51 A3 Management • A method for building problem-solving capabilities across an organization • Centers on the relationship between a problem owner and coach
  51. 52 A3 Report Enables Learning & Facilitates Communication 52
  52. 53 The Role of the Problem-Solving Coach 1. Teach techniques for understanding the current state, performing root cause analysis, and addressing root causes via countermeasures. 2. Teach ways to display data visually. 3. Support problem owners in learning how to synthesize & distill information 4. Support problem owners in learning how to think critically and break old habits 5. Ensure problem solving is sufficiently cross-functional 6. Ensure problem is solved (gap is closed)
  53. 54 www.clarityfirstquiz.com
  54. 55 www.clarityfirstbook.com What could you accomplish with greater clarity?

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