Journey to Excellence 2019 · 2019. 6. 26. · x x We don’t have enough time! I don’t think my people really understand how to problem solve… What we do is very complicated!

Journey to Excellence 2019

Solving the biggest Problem with

Problem Solving

Gemma Jones

True North Excellence

Before we start…

How easy is problem

solving in your

organisation?

Really easy!

Really hard!

Before we start…

What do you think

makes it hard?

In as few words as possible

x

x

We don’t have enough

time!

I don’t think my people really understand how to

problem solve…

What we do is very complicated!

We have to get on with production!

We go round and round in

circles

So many different opinions…

Finding the

root cause is

impossible!

People are not really

interested…

Getting the right people in the same room is difficult

It’s never really

worked

Different methods that can be

used for problem solving:

PDCA 8D DMAIC A3

DefineMeasureAnalyseImproveControl

No method

?

x

x

Plan Do Check Act

PDCA

ControlDefine Measure Analyse Improve

DMAIC

D5Possible corrective

actions

D6Implement CA

D7Define actions

D8Congratulate

team

D1Create Team

D2Describe

problem

D3Contain

D4Analyse Root

cause

8D

Root

Cause

Counter-

measures

Follow

up

Next

StepsBackground Problem Target Contain

A3

x

x

Plan Do Check Act

PDCA

ControlDefine Measure Analyse Improve

DMAIC

D5Possible corrective

actions

D6Implement CA

D7Define actions

D8Congratulate

team

D1Create Team

D2Describe

problem

D3Contain

D4Analyse Root

cause

8D

Root

Cause

Counter-

measures

Follow

up

Next


A3

Common issue = the problem

solving starts here

xAlbert

Einstein

"If I had an hour to solve a problem, I'd spend 55 minutes thinking about the problem and five minutes thinking about solutions."

Root

Cause

Counter-

measures

Follow

up

Next


IDEAL TIME SPENT (A3)

40% 10% 10% 10% 10% 10% 5% 5%

80% of the time spent in ‘Plan’ phase

Root Cause Counter-measures

ACTUAL TIME SPENT

80% of the time spent in ‘Do’ phase

The biggest problem with

problem solving:

They do not understand the ACTUAL problem

Opinion

Opinion

Opinion Opinion

Opinion

Opinion Opinion

Opinion

Opinion Opinion Opinion

Opinion

You cannot solve

what you do not

understand.

Fundamentally:

The solution?

Spend time defining

the problem properly

…so you know exactly what the problem is

…so you can then solve it

3 Key Elements:

GLSAPROCESS

MAPSSPEAK

WITH DATA

1 overriding principle:

No blame

Go-Look-See-Ask

Key Element 1

GLSA

where the problem is happening

at the process

what is happening

questions to fully

understand

GLSA

Go where the problem is happening

Go as a TEAM

Introduce yourselves + explain

TIP: Smile while you are talking

GLSA

Observe the area

Walk the process

Talk with those that work there

Take photos and short videos

TIP:

GLSA

Step back and see the whole picture

Where is the process falling down?

Look from different perspectives

Make notes and list comments

TIP:

Be gentle and curious

TIP:

GLSA

Explain the symptoms

Ask the operators what they think

FOCUS ON THE PROCESS

where the problem is happening

at the process

what is happening

questions to fully

understand

Key Element 1

SUMMARY

PROCESS MAPS

Visualise the process

Key Element 2

PROCESS MAPS

Visual map of the process steps

So that everyone clearly

understands the process

And where in the process the issue

is occurring

PROCESS MAPS

Exercise: DrawToast

Part One

Individually, on a sheet of A4

Draw a picture of how to make toast.

Use no words in your diagram.

Try to illustrate the important actions to

someone who has never made toast before.

Credit: Tom WujecTom is a Fellow at Autodesk where he helps leadership teams solve complex challenges and design their future with emerging digital technologies.

He is author of four best-selling books on creative thinking and design tools. For more information, visit tomwujec.com

A4

Share your Toast ☺

Stick them up on the wallWhat is common?

NODESThe tangible objects

LINKSConnections between them

NODES + LINKS = SYSTEMS MODEL

13 = leads to ‘mapshock’

Ideal = between 5 and 13

When drawn individually this way:

PROCESS MAPS

Exercise: DrawToast

Part Two

Individually, on small sticky notes on A3 paper







A3


Stick them up on the wallWhat was different?

Clearly see step by step processRapid iteration – you could move them aroundAllows analysis and reflection

CLARITY



FLIP CHART

Exercise: DrawToast

Part Three

In a group, on big sticky notes on FLIP CHART PAPER






Starts out messy, then gets messierTeam builds on each others ideasIntegrates diversity of individuals points of view

++SOPHISTICATED

Stick them up on the wallWhat was different?

PRACTICAL TIPS

Turn through 45° to show a decision step

YES

NO

Use square sticky notes

Use a thick pen

Easy to read across the room and forces you to be concise

Peel notes sideways

PEEL

PEE

L

✓

Take photos of your process maps and email or print them

The Camscanner app makes this very easy

SUMMARY

Process Mapping…

Key Element 2

Using sticky notes we can refine and iterate a

model fluidly

Working as a group we can produce detailed

models, incorporating different points of view

…helps us understand what is going on

ConversationsVisual Frame of Reference

CLARITY ACCURACY+ +=

SPEAK WITH DATA

Facts not opinions

Key Element 3

Part of the issue

here is

perspective

Very often:

People jump in quick with opinion and feeling

There is finger pointing and accusations

People get defensive and demotivated

Team get derailed and follow the wrong path

…and then you get nowhere

Remove opinion

and feeling

Focus on

facts and data

HANS ROSLING1948-2017

Swedish Physician, academic, statistician and public speaker.

Trusted counsellor to UN Leaders, billionaire executives and Politicians.

Rosling took freely available data and presented it in a way to tell a story.

He explained the world with graphics.

HANS ROSLING

HANS ROSLING

Hans

developed

game-

changing,

creative

ways to

present

datawww.gapminder.org

His team also developed ‘Dollar Street’

showing how photos can also be data

Data Analysis ToolsCheck sheet Scatter Histogram

Pareto Control Chart

PRACTICAL TIPSTry to KEEP IT SIMPLEDraw graphsmanually if possible

Find your Excel

Wizard

Stick your data on the wall

Give people time to digest it and think

SUMMARY

SPEAK WITH DATA

Key Element 3

to focus on facts, not opinions

Make the data visual

Different perspectives

Be creative

No blameProcess, not people

Overriding Principle

How do people respond

if they feel they might be

blamed?

Defensive

ASHAMEDWORRIED

about their job

May try to cover up

Point the finger elsewhere

Keep quiet

NO BLAME

Keep the focus on finding out

where the process is failing.

Not on finding out what

people are doing wrong.

“When people are stressed,

they need to know that you care,

before they care what you know”

Once you have:

GLSAPROCESS

MAPSSPEAK

WITH DATA

No blame

Making sure there is:

Then, you can define your problem

xIf you can’t explain it

simply, you don’t understand it well enough.’

Albert Einstein

Thank you

for listening and

taking part

Any Questions?

[email protected]
mailto:[email protected]

Documents

Journey to Excellence 2019 · 2019. 6. 26. · x x We don’t have enough time! I don’t think my people really understand how to problem solve… What we do is very complicated!