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.

2. 2
is now

3. 3
www.tkmg.com

4. 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

5. 5
Have you taken
The Clarity Quiz?
www.clarityfirstquiz.com

6. Clarity First Summer Webinar Series
6
www.TKMG.com/webinars + YouTube, Vimeo, and Slideshare
1 2
3 5

7. 7
PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
PURSING ORGANIZATIONAL CLARITY:
THE FIVE P’S
www.clarityfirstbook.com

8. 8
PURPOSE PRIORITIES PROCESS PERFORMANCE PROBLEM
SOLVING
THE FIVE P’S
© 2017 The Karen Martin Group, Inc.

9. © 2017 The Karen Martin Group, Inc. 9

10. © 2016 The Karen Martin Group, Inc. 10

11. © 2016 The Karen Martin Group, Inc. 11

12. Building
Organization Wide
Problem-Solving
Capabilities
12

13. 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

14. 14
Does this mean I begin by
creating an action plan?
Does “do” = implementation?
What should I study?
How should I “adjust”?

15. 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

16. 16© 2017 The Karen Martin Group, Inc.

17. 17
www.clarityfirstbook.com
Chapter 6, pp. 168-209© 2018 TKMG, Inc. All rights reserved.
P D S A

18. 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

19. 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

20. 20

21. 21© 2018 TKMG, Inc.
21
Problem
breakdown
tree

22. Pareto Diagram
© 2018 The Karen Martin Group, Inc. 22

23. 23

24. 24
Understanding Reality: Gemba Visits & Stakeholder Interviews

25. 25
Understanding Reality: Value Stream Performance

26. 26
Understanding Reality: Value Stream Performance

27. 27
Understanding Reality: Metrics-Based Process Mapping

28. 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

29. 29
Understanding Reality: Data Gathering and Analysis

30. 30
Understanding Reality: Data Gathering and Analysis

31. 31
Understanding Reality: Reviewing Processes, Reports, Business Performance
Compound Annual Growth Rate = 7.3%

32. 32
What evidence do
you have of this?

33. 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.

34. 34
IUMRINC TO GQNGIUSIQNS
JUMPING TO CONCLUSIONS

35. 35
35
John Manoogian - Wikimedia

36. 36

37. © 2016 The Karen Martin Group, Inc. 37
5 Whys

38. Fishbone Diagram (Cause-and-Effect Diagram)

39. 39
Fishbone Diagram (Cause-and-Effect Diagram)

40. Problem Analysis Tree (Issue Tree; Cause Tree)
40© 2018 The Karen Martin Group, Inc.

41. 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%

42. 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

43. 43

44. 44

45. 45

46. 46

47. 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

48. Goal: Continuous Improvement
as a part of the work itself

49. 49

50. 50
Building
Organization Wide
Problem-Solving
Capabilities

51. 51
A3 Management
• A method for building problem-solving capabilities across an organization
• Centers on the relationship between a problem owner and coach

52. 52
A3 Report Enables Learning & Facilitates Communication
52

53. 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)

54. 54
www.clarityfirstquiz.com

55. 55
www.clarityfirstbook.com
What could you
accomplish with
greater clarity?