Problem Solving & Critical Thinking
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The webinar by Karen Martin focuses on enhancing problem-solving and critical thinking capabilities, emphasizing the importance of embracing problems, cross-functional collaboration, and the PDSA (Plan-Do-Study-Adjust) cycle. It introduces the A3 report as a structured tool for documenting the problem-solving process, promoting clarity and accountability in organizations. Key takeaways include the necessity for deliberate practice and a commitment to continuous improvement through effective measurement and engagement.
Problem Solving & Critical Thinking
- 1. Problem Solving & Critical Thinking: How to Build These Vital Capabilities Karen Martin Webinar August 2, 2012
- 2. “Most people spend more time and energy going around problems than in trying to solve them. ” — Henry Ford 2
- 4. Problems are not “opportunities for Improvement.” 4
- 5. Rule #2 Insist on Cross-Functional Involvement 5
- 6. Problems Nearly Always Extend Outside the Functional Silos in Which They’re Discovered 6
- 7. Rule #3 Follow PDSA Fanatically Develop hypothesis Refine Conduct Standardize experiment Stabilize Measure results 7
- 8. “It takes a different kind of thinking to solve a problem than the kind of thinking that produced the problem. ” — Albert Einstein 8
- 9. Clarifying the PDSA Cycle Phase Detailed Steps New 1. Define and break down the problem. Problem 2. Grasp the current condition. Develop 80% Plan Hypothesis 3. Set a target condition. 4. Conduct root cause & gap analysis. Continuous 5. Identify potential countermeasures. Improvement 6. Develop & test countermeasure(s) Conduct Do 7. Refine and finalize countermeasure(s). Experiment 8. Implement countermeasure(s). Evaluate Study 9. Measure process performance. Results 10. Refine, standardize, & stabilize the process. Refine Adjust Standardize 11. Monitor process performance. Stabilize 12. Reflect & share learning. 9
- 10. Nailing the Plan phase of PDSA is the most important step in the entire problem-solving process. Primary Goal: Achieving Clarity 10
- 11. Critical Thinking Thinking that questions assumptions Why? What if? Why not? Relies on set of values: Clarity, precision, relevance, accuracy, fairness, sound evidence, good reasons, consistency, depth, breadth, patience, tenacity Leads to innovation 11
- 12. Lack of Clarity Lack of Focus Lack of Discipline Lack of Engagement 12
- 13. Rule #4 Don’t Look Away. Ever. 13
- 14. Minding the Store MUST have a process owner 3-5 KPIs for every major process Frequent measurement Visual display of the results Relentless pursuit of problems and/or “raising the bar” (continuous improvement) 14
- 16. Building mastery takes 10,000 hours of deliberate practice 16
- 17. Ways to “Deliberately Practice” • A3 Management (Shook) • Quick & Easy Kaizen (Bodek) • Toyota Kata (Rother) • Plain Old PDSA (Martin) 17
- 18. What is A3? • The core of Toyota’s renowned management system. • A structured method for applying the PDSA (plan-do-study-adjust) approach to problem- solving. • International designation for 11 x 17” paper. 18
- 19. The A3 Report • A concise “story board” that reflects the problem solver’s discoveries & thought process along the way. – Limited “real estate” develops precise thinking • A “living document” that reflects the iterative nature of problem-solving and enables organizational learning. • Highly visual – graphics, charts, maps, drawings, etc. • Neither the format nor the specific sections are set in stone. 19
- 20. The A3 Report is a Communication, Consensus-Building and Learning Tool The A3 report is a story board that reflects the problem‐ solving process. It is created as you progress through PDSA, not after. George Koenigsaecker, Leading the Lean Enterprise Transformation. 20
- 21. Sample A3 Report Plan Do, Study, Adjust 21
- 22. Benefits of the A3 • Creates consistency in how organizations go about solving problems, managing projects, and making decisions. • Builds critical thinking and problem- solving capabilities across the entire organization. • Forces a holistic/comprehensive view of the problem and solutions; requires collaborative problem-solving. – Reduction in “silo-ism” • Thorough root cause analyses reduce the risk of “band-aid” solutions. 22
- 23. Benefits of the A3 (continued) • Ownership role drives accountability and reduces risk of “it’s everything else’s problem.” • Stimulates data-driven decisions. • Fairness and accountability replace blame and deceit. • Transparency re: problems spawns a commitment to action. • Develops deep organizational capabilities. 23
- 24. A3 Roles & Responsibilities • Problem owner – Individual who’s accountable both for the results and the process for achieving results. – Problem owners have the authority to engage anyone needed and the responsibility to engage all relevant parties. • Coach – Person teaching the owner the problem- solving process. – Eventually, the coach is the problem owner’s direct supervisor. 24
- 25. Socratic Questions to Instill Critical Thinking While Solving Problems Appendix, The Outstanding Organization, Karen Martin, July 2012 25
- 26. For Further Questions Karen Martin, Principal 7770 Regents Road #635 San Diego, CA 92122 858.677.6799 [email protected] Twitter: @karenmartinopex Subscribe: www.ksmartin.com 26