Problem-Solving Made Easy

Building Great Teams and Team Leaders
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  • Lectures 13
  • Contents Video: 2 hours
  • Skill Level Beginner Level
  • Languages English
  • Includes Lifetime access
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About This Course

Published 12/2014 English

Course Description

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, part of the Team Kata series, provides the basic skills and philosophy of effective problem solving. It is based on 35 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.

What are the requirements?

  • There is nothing you need to know or do before the course,

What am I going to get from this course?

  • To understand and develop the attitudes and habits of team problem solving.
  • To learn a simple and direct approach to root cause analysis and situation analysis.
  • To learn the two models of problem solving associated with Toyota Production System or "lean management."
  • To develop the skills of brainstorming and concensus reaching.
  • To learn and practice a simple and effective model of action planning and follow through.

What is the target audience?

  • Any manager, team leader, or team member wishing to develop the critical skills of improving performance.

What you get with this course?

Not for you? No problem.
30 day money back guarantee.

Forever yours.
Lifetime access.

Learn on the go.
Desktop, iOS and Android.

Get rewarded.
Certificate of completion.

Curriculum

Section 1: Introductions
07:04

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
Introduction
5 questions
Section 2: Principles and Attitudes of Problem Solving
14:20

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
06:59

Our mental model, our beliefs and attitudes, toward problem solving will shape our behavior as we attempt to practice effective problem solving.

Principles and Attitudes
5 questions
Section 3: Root Cause Analysis
11:45

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?
03:56

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.

Brainstorming Causes - The Fishbone Diagram
04:08
Root Cause Analysis
5 questions
Section 4: The Problem-Solving Models
14:11

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.

The PDCA Problem Solving Model
5 questions
09:20

The A3 is not simply a problem solving model. It is a philosophy and approach to high involvement learning and improvement.Be sure to see the attached A3 form.

13:35

This lecture goes step by step through the questions one asks, the sequence of learning and discovery, that is the A3.

A3 Problem Solving
5 questions
Section 5: The Skill of Brainstorming
16:01

Some may not need this, but many others will require a review and practice of brainstorming techniques. Brainstorming is how you generate ideas, creativity, toward the discover of both causes and counter measures to a problem.

03:52

This lecture presents the Pareto principle, or 80/20 rule, to focus energies on the critical few.

The Skill of Brainstorming
5 questions
Section 6: Action Planning
12:19

It seems unbelievable, but too often teams do a good job of identifying improvements, but the team members fail to take action to implement improvements. This lecture presents simple and guaranteed effective methods of developing action plans and accountability. Be sure to download the attached forms.

Action Planning
5 questions
Section 7: Epilogue
03:01

While I have attempted to present both simple and effective problem solving methods, it should be noted that there are other forms of problem solving. Some problem solving is about resolving conflicts and changing behavior. Some is about transforming processes that may flow through the organization. These other forms of problem solving are addressed in other courses in this series:

  • From Forming to Performing: Organizing Your Team
  • How to Motivate and Manage Human Performance
  • Bringing Out the Best In Your Team - The Skills of Facilitation and Communication
  • Managing the Process - How to Eliminate Waste and Create Customer Focused Work

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Instructor Biography

Lawrence M. Miller, Lean Leadership Coach

For the past forty years Lawrence M. Miller 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 hundreds of 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 application of 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 ten 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 numerous appearances on CNBC, has written for The New York Times and been the subject of a feature story in Industry Week magazine.


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