Lean Problem-Solving for Team Members and Leaders
What you'll learn
- You will develop the attitudes and habits of team problem-solving that produce performance improvement.
- You will learn three models of problem-solving associated with Toyota Production System or "lean management."
- You will learn and apply a simple and direct approach to root cause analysis and situation analysis.
- You will develop and practice the skills of brainstorming and consensus reaching.
- You will practice a simple and effective model of action planning and follow through that is critical to achieving results.
- There is nothing you need to know or do before the course.
Your personal success depends on your ability to lead teams! High performing team leaders are promoted and are successful entrepreneurs. Leading teams is the critical competence for leaders at all levels today. And, problem-solving is the basic methodology that drives improvement by teams and lean organizations. This short course provides the basic skills and philosophy of effective problem solving. It is based on 45 years of experience developing teams and implementing lean management or Toyota Production System. I recommend that you go through the course with your team so that you can together practice each of the methods in your real work setting. This is not an “academic” course, but rather it is based on working in manufacturing, healthcare and other industries with hundreds of teams tackling real world problem and engaging in continuous improvement.
Toyota Production System, or lean management and culture, are based on the practice of continuous improvement through problem solving. This lectures reviews the basic principles of lean that apply to problem solving.
The principles of lean that are important to how we solve problems include the following:
Respect for People
Going to Where the Work Get's Done - the Gemba
Know the Facts - Graphing the Data and Understanding Trends
Applying the Scientific Method of Experimentation
The course covers the following:
The Lean philosophy of problem-solving and continuous improvement.
Healthy attitudes toward problem solving.
Simple situation analysis.
Root cause analysis - the "five why's?"
Brainstorming causes of problems.
The PDCA problem solving model.
The A3 problem solving model.
The skill of brainstorming.
Pareto or the 80/20 rule.
Action-Planning and follow-up
Who this course is for:
- Any manager, team leader, or team member wishing to develop the critical skills of improving performance.
- Anyone engaged in lean management or continuous improvement.
Larry Miller is now teaching more than two hundred thousand students in 200 countries on Udemy, is the author of eleven books, and has forty years of experience consulting with major corporations. Several of his courses on management and leadership are best selling courses in their category and have been adopted by major corporations as part of their leadership development and lean culture implementation process.
For the past forty years he has worked to improve the performance of organizations and the skills of their leaders. His expertise is derived from hands on experience creating change in the culture of more than a hundred organizations.
He began his work in youth prisons after recognizing that the learning system in the organization had exactly the opposite of its intended effect – increasing, rather than decreasing, dysfunctional behavior. For four years he worked to redesign the prison system by establishing the first free- economy behind prison walls, where each inmate had to pay rent, maintain a checking account, and pay for everything he desired. This was his first organizational transformation.
He has been consulting, writing and speaking about business organization and culture since 1973. After ten years with another consulting firm, he formed his own firm, the Miller Howard Consulting Group in 1983. In 1998 he sold his firm to Towers Perrin, an international human resource consulting firm and became a Principal of that firm. In 1999 he left that firm to focus on solo consulting projects.
He and his firm were one of the early proponents of team-based management and worked with many clients to implement Team Management from the senior executive team to include every level and every employee in the organization. The Team Management process created a company of business managers, with every employee focused on continuous improvement of business performance. In addition to directing the overall change process, Mr. Miller personally coached the senior management team of many of his clients.
The implementation of Team Management led to the realization that the whole-system of the organization needed to be redesigned to create alignment so all systems, structure, skills, style and symbols support the same goals and culture. From this realization he developed the process of Whole System Architecture that is a high involvement method of rethinking all of the systems, structures and culture of the organization. Among his consulting clients have been 3M, Corning, Shell Oil Company, Amoco and Texaco, Shell Chemicals, Air Canada and Varig Airlines, Eastman Chemicals, Xerox, Harris Corporation, McDonald's and Chick-fil-A, Merck and Upjohn Pharmaceuticals, United Technologies, Metropolitan Life and Landmark Communications.
Mr. Miller has authored eleven books, among them American Spirit: Visions of A New Corporate Culture, which was the text for Honda of America's course on their values and culture; and Barbarians to Bureaucrats: Corporate Life Cycle Strategies, which draws on the history of the rise and fall of civilizations to illustrate the patterns of leadership and evolution in corporate cultures. Most recently he authored Getting to Lean – Transformational Change Management that draws on the best change management practices such as socio-technical system design, appreciative inquiry, and systems thinking or learning organizations to provide a road map to transforming organizations. He has also authored Team Kata --Your Guide to Becoming A High Performing Team, the core human process of lean organizations. Most recently he published The Lean Coach that corresponds to his course on Coaching Leaders for Success. He has appeared on the Today Show, CNN, made many appearances on CNBC, has written for The New York Times and been the subject of a feature story in Industry Week magazine. He was recently the subject of articles in Fast Company and Inc. Magazine.