Lean Problem-Solving for Team Members and Leaders
- 2.5 hours on-demand video
- 6 downloadable resources
- Full lifetime access
- Access on mobile and TV
- Certificate of Completion
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- 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! Great 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.
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.
- Any manager, team leader, or team member wishing to develop the critical skills of improving performance.
- Anyone engaged in lean management or continuous improvement.
This course will present several models of problem solving that are easy to learn and to apply. Whether the senior management team or a team on the factory floor, you can apply these tools to improve your performance. They include the following:
- The healthy attitudes of problem solving
- The principles of lean manufacturing that create healthy problem solving
- A simple Situation Analysis
- Root Cause Analysis - the Five Why's
- Brainstorming Causes of Problems
- The Plan-Do-Check-Act (PDCA) model of problem solving
- The A3 model of problem solving
- The Skill of Brainstorming
- Developing Action Plans that Produce Results
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
- Continuous Improvement
- 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
All problem solving relies on a frank and thorough analysis of the "current condition" or "current state", or situation. This lecture presents a simple, yet thorough, model of situation analysis.
Many problems are made worse, by not fully understanding the situation. Situation Analysis includes the following:
- The facts.
- Who are the players.
- Cultural factors
- How long has it gone on?
Even five year-old's have a desire to get to the root cause of a matter by repetitively asking "Why, mommy?" This is one form of root cause analysis that can be mastered by anyone.Asking the 5 why's is deceptively simple. By asking them in a disciplined manner they can lead to profound discovery.
The PDCA problem solving model is the most widely used, most proven method of engaging a team in problem solving. It simply works.
The Plan-Do-Check-Act, sometimes called the Plan-Do-Study or Learn-Act model was developed in the 1930's by Walter Schewart, it was promoted by Dr. W. Edwards Deming and Dr. Juran, adopted by Toyota and has become the foundation business improvement process at Toyota and other lean companies. It can be used in a ten minute pre-shift huddle, or it can be used for major process improvement.