1. JDI / A3 Management Process Start with A3 B4 6S
JDI / A3 Management Process Start with A3 B4 6S ! [Start with JDI (A3 Thinking) Before Six Sigma]
Presenter
Date
Place
2- 4 hour workshop …
Utilize a Know, Show, Do, and Review learning model to introduce JDI / A3 Thinking approach
Leaders will learn systematic problem solving process
Capture thoughts/ plans /actions on a Template
Then - roll out a project plan and perform problem solving analysis with actions/ implement follow-up measures to maintain the gain,
and most importantly, realize accomplishment!
Source material for this presentation

2. Safety Tip and Introductions
Name
Position
Location
Years of experience in the industry
What is something nobody in this room knows about you? (keep it clean)
SAFETY FIRST!

3. Learning Objective
Learn how to utilize a systematic process to effectively solve small-scoped problems, requiring immediate action
… more quickly.
Specifically:
1) Review 7 elements of problem solving:
Understand Background / Assess Current Condition
Establish Outcome / Goal Identification
Perform Root Cause Analysis / Recommendations
Generate Countermeasures / Evaluate Actions (Trials)
Implement Change / Confirm Results / Follow-Up
2) Document this Problem Solving process on a Template
3) Complete a JDI / A3 Report Template with actual problem / issue
- Next steps
4) Share Insights / Applications to your work

4. Agenda 1) Group Discussion See and Solve Problems
3 Improvement approaches
Recap problem solving and the DMAIC framework
Discover 7 elements of Just-Do-It (JDI) A3 thinking
Review /explore Problem Solving Process
2) Document the Problem Solving Process
Template layout / Component parts
3) Work through / document a Problem / develop a (JDI) A3 template
Application
4) Share / Application
Next steps
Roadmap of workshop:
Know
Show Do
Review

5. Problems are Normal, Inevitable
Exposing and examining problems is desirable because they show us what can be improved.
Problems are a source of valuable information about what is going right or wrong.
Problem identification and resolution are important tools for managing a process, a unit, or an entire organization.
Problems may be a sign that we have changed, need to change, or need to consider an alternative.
(KNOW)
Problems… We have to face them
Analyze them
Solve them - Drive Continuous Improvement throughout the organization!
(There is indeed ‘Gain’ from their demise !!)

6. Seeing Problems Problem gathering methodology: Data Analysis
Actual performance against targets (KPIs)
Customer Surveys
Observation of work flow
Staff feedback
Benchmarking
(KNOW)
Problems are out there, sometimes – they find us!
What are the ways we can find problems??
Cover items on list. KPI = Key Process Input(s)

7. Solving Problems
Process Excellence / Continuous Improvement methodology:
Define the scope, problem statement, and opportunity.
Measure how well process is performing and how it is measured.
Analyze data collected on the process/ project and determine key process factors affecting variability.
Improve the process and test strategies that reduce variation.
Control processes to ensure continued performance.
(KNOW)
DMAIC phase gate(s) – a proven, systematic approach to problem solving
True Cause and Effect relationships established and true countermeasures (interjections/ process changes / fixes) are put into effect that will prevent recurrence
Don’t forget to focus on Control Phase – ‘Sustain the Gain’

8. Three Improvement Approaches
Opportunity Identified
Immediate Action Required
Simpler Problem
Complex Problem
JDI A3 Report
Very Small Team
Just-Do-It
2-6 hours of effort
(2-4 hours of training)
Kaizen Event
Small Team
Concentrated Effort
3-7 days of effort
(1 week of training)
Lean Six Sigma Project Cross-Functional
Project Based
1-4 months of effort
(2 weeks of training)
Continuing to improve the C.I. program to support our needs and decrease cycle time (rapid improvement)
Three problem solving methods based upon complexity
Just starting out - 70% to 80% of projects are likely to be JDI or Kaizen

9. All Approaches Follow DMAIC model
JDI / A3 = Basic problem solving tool, formalizes problem solving and documents how a problem was solved, minimal toolset (more about communication / culture change)
Kaizen = Workshop based problem solving tool, team based, little more around toolset
L6S = Project based problem solving tool, very team based, data driven, strong toolset
Solid problem solving ‘Rigor and Discipline’ required with all Problem Solving approaches

10. DMAIC model Illustrated
Define
Measure
Analyze
Improve
Control
JDI / A3
“Just Do It”
Team of 1-3
4-6 Hours
Background / Current Situation
Outcome / Goal Identification
Root Cause & Recommendations
Countermeasures Implemented
Action Plan & Follow-ups
30 minutes
30 minutes
1-2 hours
2-3 hours
1+ hours
Kaizen
Simple Issue
Team of 3-6
3-7 Days
Current Process Map
High Level Metrics / Value Stream Map
Waste Identification & Improvement Plan
Risk Analysis & Implementation
Sustainability & Measurement
½ -1 day
½ -1 day
1 day
1 day
1+ days
JDI / A3 Thinking & Kaizen reduce cycle time of projects through dedicated efforts and less complex toolsets
JDI -> Basic problem solving tool, formalizes problem solving and documents how a problem was solved
Kaizen -> Workshop based problem solving tool (team based, little more around toolset)
L6S -> Project based problem solving tool (very team based, data driven, strong toolset)
The Control phase is not completed until the improvement has been measured and financial validation has occurred
Lean
Six Sigma
Complex Issue
Team of 3-6
2-4 Months
Requirements & Current Process Map
Baseline Measurement
Statistical Analysis & Solution Mapping
Pilot & Implementation
Control Plan & Measurement
1-2 weeks
2-3 weeks
1-2 weeks
2-3 weeks
1+ weeks

11. Recognize Important Problems and their Impact
Elements in the Just-Do-It (JDI) / A3 Thinking Approach
1) Logical Thinking Process
2) Objectivity
3) Results
4) Synthesis, Distillation, and Visualization
5) Alignment
6) Coherency within and consistency across
7) Systems viewpoint
Examine each
Demonstrate how the elements, within the JDI / A3 Thinking process, become the basis for effective, real-time problem solving

12. 1) Logical Thinking Process
“Unfortunate reality is that organizations face an infinite number of problems to solve, but only have a finite amount of resources available to attack them … “
This approach helps to:
Address important details
Consider numerous avenues
Take into account effects of implementation
Anticipate possible stumbling blocks
Incorporate contingencies
Review

13. 2) Objectivity Don’t play the blame game!
Start with your own picture of the situation.
Make it explicit so you can share it with others.
Verify picture is objective. (Collect quantitative facts about the problem)
Discuss with others to verify it is accurate.
Make appropriate adjustments.
Objectivity is central component to this mind-set
Continually test understanding of a situation for assumptions, biases, and misconceptions.
Review points on the slide
Frame problem with relevant facts and details
Action should promote organizational good, NOT (even if subconsciously) personal agendas

14. 3) Results and Processes
It’s about personal development and problem solving
Processes used become paramount.
How well do you …
understand the problem?
investigate alternatives?
know how the proposal fits in a larger picture?
Results certainly test one’s understanding …
and achieving results accidently or by happenstance is of little long-term value as this process can be refined and repeated for better results.
Review key point – it’s about getting results and following correct way to obtain them.

15. 3) Results and Processes (continued)
Following process and not achieving results is equally ineffective.
Results truly are a test of one’s understanding.
Poor results not only fail to move the organization forward but also reflect a poor understanding, a situation that simply must be rectified.
Review key point – BOTH RESULTS AND PROCESS ARE IMPORTANT.
Both are necessary and critical to effective organizational improvement and personnel development.

16. 4) Synthesis, Distillation, and Visualization
Template is brief by design.
Point is to force synthesis of the learning acquired in course of researching the problem or opportunity and discussing it with others.
Not all information obtained is equally salient.
Must distill the synthesized picture to only the most vital points.
Causes multiple pieces of information from different sources to be integrated into a coherent picture of the situation and recommend future action

17. 5) Alignment Communicate horizontally and vertically.
Consider history, past remedies.
Obtain practical consensus.
Take concerns seriously.
Individuals may need to sacrifice some of his or her interests for the greater group of the group/ organization.
Effective implementation of change hinges on prior consensus. Communicate to all parties concerned with the change.

18. 6) Coherency Within and Consistency Across
Establish logical flow.
Theme or issue should be consistent with organization’s goals.
Diagnosis of situation should be consistent with the theme.
Root-cause analysis follows directly.
Proposed remedies address root-causes.
Implementation plan puts remedies into place.
Consistent approaches speed up communication and aid in establishing shared understanding

19. 7) Systems Viewpoint
Before engaging in specific course of action, develop a deep understanding of:
purpose of course of action
how course of action furthers organizational goals, needs, and priorities
how it fits into a larger picture and affects other parts of the organization
Avoid a solution that solves a problem in one part of the organization only to create another in some other part of the organization.
The problem solver should understand the situation in a sufficiently broad context, and a recommendation should promote the overall good of the organization

20. Review of Problem Solving
Writing a report and/ or documenting the steps on a template is important – but not nearly as important as the activities executed in the creation of the report and the conversations that the template help to generate.
IT’s REALLY IS ALL ABOUT THE PROCESS !!

21. What is the Process? Grasp Current Situation Identify Root Cause
Devise Countermeasures and Visualize Future State
Create Implementation Plan
Build Consensus and Create a Follow Up Plan
Discuss with Affected Parties
Obtain Approval
Execute implementation and follow-up
A solid and systematic problem solving process assures Success!

22. Review of Problem Solving Process
1) Grasp the Current Situation
Gain thorough understanding of process or system
that gave rise to the problem
in the context where the problem occurred
i.e. – key to resolving a problem is in a detail that no one has yet noticed… (for if anyone had, the problem would have been prevented!)
Confirm through observation
– your original conception may be only approximately correct, there may a number of exceptions, that only some of the people do it that way and so forth

23. Review of Problem Solving Process
1) Grasp the Current Situation
Clarifying the problem further involves finding out why the problem is a problem;
that is what should be happening that is not;
or what is not happening that should be?
Going to ‘Gemba’ (actual place) to observe and to understand is an effective way to verify and update a person’s mental image of how the system works, making it more accurate to reality.
“Go and See …”
TRAVEL physically to the actual location (genba or gemba) where the problem occurred , and observe the situation firsthand.
TALK with people involved to find out exactly where the problem occurred, when and under what conditions.

24. Review of Problem Solving Process
2) Identify Root Cause
ASK: Why is this problem occurring?
(Most obvious cause may not be the root cause!)
Continue to Ask why? At least 5 times in the causation chain
Continue this inquiry until recurrence can be prevented by addressing that cause
When completed, problem solver has complete and coherent cause-effect chain that demonstrates an in-depth understanding of the problem in context, noting how root cause is linked to observed phenomenon.
Cause-effect chain should be shared with others to verify that is probable and reasonable

25. Review of Problem Solving Process
3) Devise Countermeasures and Visualize Future State
Brainstorm specific changes (countermeasures) to current system that addresses the root cause(s).
These changes (countermeasures) should be designed to prevent recurrence of the problem.
Give serious consideration to how the new system, process, or procedure will operate with the countermeasures implemented.
Share envisioned change with key representatives of those groups that will be impacted by it.
Most people (teams) want to work around the problem rather than prevent it from recurring! (May take multiple iterations)
Consider several alternatives – not just one solution set …
Final alternative can include feedback form all participants, ensuring proposed change incorporates a systems viewpoint

26. Review of Problem Solving Process
4) Create a Plan
List tasks required to realize and implement proposed countermeasures
Who is responsible for that activity?
When will that activity be completed?
Exactly Who is going to do –
What, Where, When, Why, and How …
Create plan with team so that the persons listed in the implementation agree to carry out the tasks by the assigned date.
Goal of plan: Make the “TARGET STATE” a REALITY!

27. Review of Problem Solving Process
5) Follow-Up
Include how the actual results will be verified against predicted outcomes
After the change …
how will we know the problem is taken care of?
Follow-up is important!
Follow-up determines whether implementation had any effect, if not – then, further work on the problem remains.
Follow-up increases amount of learning that occurs.
Follow-up by key individuals or managers shows organization is paying attention to problems and not just letting them slip through the cracks.
FOLLOW-UP answers these questions:
How do you know that you understood the situation well enough to devise countermeasures that actually work??
How do you know that the problem is actually (really) solved??

28. Review of Problem Solving Process
6) Discuss Learning and Ideas with Affected Parties
Approach individuals again with whole picture.
Diagram current situation and diagnosis of root cause through implementation and follow-up plans.
Insure as much alignment as possible.
Although problem solving may be led by an individual, the process must be carried out collaboratively with as broad an audience as is appropriate for the problem.
Cover each point

29. Review of Problem Solving Process
7) Obtain Approval
This is an explicit learning / mentoring opportunity!
Gives manager opportunity to mentor the problem solver.
Aids in the following developmental processes:
Enhances his/ her investigative/ reasoning skills
Helps build communication
Enforces and challenges rigor
Cover each point
Questions – see page 26 Understanding A3 Thinking

30. Review of Problem Solving Process
8) Implement and Follow-Up
Upon approval, implementation plan is executed!
If results are satisfactory, new change is established as the standard process and results are disseminated to other groups that may have similar situations.
If results are not satisfactory, team engages in an abbreviated problem-solving process to discover why the results were not satisfactory and to take corrective action.
Cover each point

31. Documenting the Process
A problem solving process is universal, but we can’t always write a report for each and every little problem.
Questions to Answer:
Is the situation difficult enough to warrant using a template to provide structure?
Will there be on-going discussion for some time so this summary of the thought process has communication value?
Will a person be well served in terms of development by drafting out a template?
Is there a good reason to document and capture the knowledge in some fashion?

32. Template helps with Problem Solving
The one-page template is meant to identify and communicate the critical project information and to facilitate decision-making.
This information should fit on one page.
It is customized to the Team Leader and application at hand.
It can be characterized as a Lean tool best suited for solving relatively short-duration improvement activities.
Template makes it easy to communicate make decisions with team

33. Template helps with Problem Solving (continued)
This process standardizes an approach for innovating, planning, problem-solving, and communicating with others.
It places ownership squarely on the shoulders of the lead (author-owner) of the report, the individual whose initials appear in the upper right-hand corner of the paper.
This person has taken or accepted responsibility to get decisions made and implemented.
Write it down and plan it out

34. Template layout is Universal, Simple, Easy
Every issue that an organization faces can and should be captured on a single piece of paper.
Like a resume, can be adapted in layout, style, and emphasis.
The layout can be adapted to fit the requirements of each situation.
(KNOW)
Introduce idea of capture thoughts on one piece of paper.
A “Universal Way” of sharing problems, issues, and ideas. SIMPLE and EASY.
A management process to solve problems, gain agreement, mentor, and lead.

35. What does a template look like?
Can be Handwritten
(KNOW/ SHOW)
Using The Report with BLOCK TITLES (Handout) have participants follow along. Explain each section quickly. (Self-explanatory - but check for learning…)
THEME – “WHAT ARE WE TRYING TO DO?”

36. What does a template look like? (continued)
Can be more Formal
(KNOW/ SHOW)
Using The Report with BLOCK TITLES (Handout) have participants follow along. Explain each section quickly. (Self-explanatory - but check for learning…)
THEME – “WHAT ARE WE TRYING TO DO?”
DRAFT

37. What are the elements?
Background - A brief description of the problem, highlighting the importance to the organization and the measures used.
Current Situation - Visual depictions of the problem under consideration.
Analysis - The analysis performed to determine root cause(s).
Goal - A visual depiction of what the situation would need to be so that the problem did not occur.
(KNOW)
Using The Template with BLOCK TITLES (Handout) have participants follow along. Explain each section quickly. (Self-explanatory - but check for learning…)
THEME – “WHAT ARE WE TRYING TO DO?”

38. What are the elements? (continued…)
Recommendations - The solution that will be (or has been) implemented.
Implementation Plan - Tasks, start dates, duration, responsibilities, and completion status.
Follow Up - Post-implementation tasks to ensure solution benefits are maintained.
Results Report - Charted progress to plan with implementation and measures.
(KNOW)
Using The Template with BLOCK TITLES (Handout) have participants follow along. Explain each section quickly. (Self-explanatory - but check for learning…)
THEME – “WHAT ARE WE TRYING TO DO?”

39. Step-by-Step Theme or Title – Names the problem or issue at hand.
(KNOW)
Using The Template with BLOCK TITLES (Handout) have participants follow along. Explain each section quickly. (Self-explanatory - but check for learning…)
THEME – “WHAT ARE WE TRYING TO DO?”

40. Step-by-Step
Theme or Title – Names the problem or issue at hand. Owner/ Date – Identifies ‘Who’ owns this issue and the last document update or revision.
(KNOW)
Using The Template with BLOCK TITLES (Handout) have participants follow along. Explain each section.
OWNER /DATE - REVISION LOG AND DOCUMENTATION/ CHANGE CONTROL FOR IMPROVEMENTS / MONITORS ON REVISIED PROCESS.

41. Step-by-Step
Theme or Title – Names the problem or issue at hand. Owner/ Date – Identifies ‘Who’ owns this issue and the last document update or revision. Background – Establishes Business Context and Importance.
(KNOW)
Using The Template with BLOCK TITLES (Handout) have participants follow along. Explain each section.
BACKGROUND – Business imperative and context required for fuller understanding of the situation…

42. Step-by-Step
Current Conditions – Describes what is currently known about the problem or issue.
(KNOW)
Diagram, highlight w/ storm bursts.
Ask: WHAT ABOUT THE SYSTEM IS NOT IDEAL. Extent of the problem, i.e. – what are the key measures?

43. Simple flowchart example (with data)
Mapping Example
Simple flowchart example (with data)
“Data is useful … high quality, well understood and auditable data is priceless.” - Ted Friedman

44. Value Stream Map Example (w/ Symbols)
Mapping Example
Value Stream Map Example (w/ Symbols)
Basic planning tool for identifying waste, designing solutions, and communicating results.
Value Stream Mapping is the process of identifying and charting the flows of information, processes, and physical goods across the supply chain from raw material to possession of the Customer.

45. Step-by-Step
Current Conditions – Describes what is currently known about the problem or issue. Goals / Targets – Identifies desired outcome.
(KNOW)
WHAT SPECIFIC OUTCOMES ARE REQUIRED?

46. Step-by-Step Current Conditions
– Describes what is currently known about the problem or issue.
Goals / Targets
– Identifies desired outcome.
Analysis
Analyzes the situation. Why does the problem or need exist? What is the most likely or direct root cause of the problem?
(KNOW)
Show CAUSE AND EFFECT RELATIONSHIP. UTILIZE 5 WHY ANALYSIS. (Ask Why? 5 times…)

47. Step-by-Step
Proposed Countermeasures – Proposes some corrective actions to address the problem, close the gap, or reach a goal.
(KNOW)
WHAT IS YOUR PROPOSAL TO REACH FUTURE STATE, THE TARGET CONDITION? HOW WILL COUNTERMEASURES AFFECT ROOT CAUSE?

48. Step-by-Step
Proposed Countermeasures – Proposes some corrective actions to address the problem, close the gap, or reach a goal. Plan – Who will do what, when, where ??
(KNOW)
WHAT ACTIVITIES ARE NEEDED?? WHAT THE INDICATORS OF PERFORMANCE OR PROGRESS?? USE A GNATT CHART, TIMELINE OR DETAIL STEPS…

49. Step-by-Step
Proposed Countermeasures – Proposes some corrective actions to address the problem, close the gap, or reach a goal. Plan – Who will do what, when, where ?? Follow-up – Creates a review / learning process and anticipates remaining issues.
(KNOW)
HOW WILL YOU CHECK THE EFFECTS? WHEN WILL YOU CHECK THEM? CAPTURE AND SHARE LEARNING.

50. Key Questions around the Problem / Issue
Who is responsible for this issue?
Who owns the process for addressing the problem (or realizing the opportunity or managing the project)?
What is the business context?
How did you decide to tackle this problem?
What do you actually know and how do you know it?
(SHOW)
JUST A COUPLE OF QUICK THINGS TO CONSIDER BEFORE WE DO ONE ….

51. What is Five Whys ? (Quick Review)
Practice asking Why? repeatedly whenever a problem is encountered in order to get beyond the obvious symptoms so as discover root cause.
Taiicho Ohno – (Toyota Motors executive)
“Why save your brainstorming creativity for solutions that may solve the wrong problem? First brainstorm the cause of the problem …”
(SHOW)
Provide a quick example of ‘5 Why analysis’ …
Mom finds Car will not start… why? Car battery dead…. Why? Interior Light left on… Why? Door left ajar… why? Kids in car in the Garage… why? Mom asked them to pack/ set-up Video player for next day’s trip … why? Dad was late coming home that night … why? Tied up in A3 Problem Solving class… why? Learning examples too long for time allocated… why ??? etc etc

52. Group Exercise (Left Hand Side of Form)
Decide on a Problem and complete the following: 1) Background “What are talking about and why?” 2) Current Conditions “Where do things stand now?” 3) Goal “What specific outcome is required?” 4) Analysis “Why does the problem or need exist?”
(DO)
Have class do one – in pairs or small groups of 3 _ A WORK EXAMPLE WOULD BE BEST or PERSONAL PROCESS NEEDING IMPROVEMENT.
Examples – making a pot of coffee, designing a training and development program/ workshop…. Getting to work on time. [anything - ask for examples…]
(REVIEW)
WALK AROUND AND MENTOR GROUPS, HAVE THE BEST ONES REPORT OUT TO CLASS… TEST FOR LEARNING!!

53. Additional Questions Have you identified the real problem?
Did you go observe, and talk to the people who do the work to fully grasp the current situation?
Did you clarify the true business objectives?
Did you uncover the right (i.e., most meaningful) information to support the analysis?
(REVIEW)
ASK these questions (as appropriate/ needed) as groups report-out …

54. Additional Questions
Did you capture this material in the most clear and concise manner, i.e., one that clarifies true problems, invites analytical questions, and suggests direct countermeasures?
(REVIEW)
ASK these questions as groups report-out …

55. Countermeasures vs Solutions
Detectives refer to cases as “closed” (meaning suspect identified and handed over to authorities…) not “solved”
With JDI, this wording recognizes that even apparent ‘solutions’ inevitably create new problems. “They are merely temporary responses to specific problems that will serve until a better approach is found or conditions change.”
Once a countermeasure is in place, it will create a new situation …
1. Steven J. Spear, “Learning to Lead at Toyota,” Harvard Business Review, September-October 1999. 1.
(KNOW)
Explain term “countermeasure”

56. Set-Based Decision-Making
Consider assessment of a set of countermeasures rather than just one approach.
By exploring a range of potential choices, you can uncover a broader and more meaningful database for analysis.
Through quick, simple trials, costs can be reduced by preventing large projects from having to make large-scale change late in the process as a result of choosing a weak approach early on.
Explore thought of solution sets, alternatives, or several options …

57. Set-Based Decision-Making (continued …)
The responsibility of the individual developing the options is not to create the ideal ‘solution’ that can be iterated to perfection, rather it is to help everyone involved in the work to develop the fullest understanding of the current situation and the most effective set of countermeasures.
Sometimes…
Leaders have to prevent people from making decisions too quickly. [Jumping to conclusions…]
Everyone loves to jump to the solution !! (sometimes without fully understanding the complete situation…)
[Does jumping to conclusions count as exercise???]

58. Group Exercise (Right Hand Side of Form)
Continue with Your Problem Analysis: 5) Recommendations “What do you propose and why?” 6) Plan “How will you implement?” 7) Follow-up “How will you ensure on-going success?”
(DO)
Reconvene the groups to finish (right side of form) – HOWEVER - JUST DO SECTIONS 5 and 6 - Monitor and test for learning …
AGAIN, have a couple people report-out to class. Encourage questions and sharing from others.

59. DMAIC (revisited)
… has proven itself to be one of the most effective problem–solving methods ever used because it forces teams to use data:
to confirm nature and extent of problem
to identify true causes of problem
to find solutions that evidence shows are linked to the causes
to establish procedures for maintaining the solutions even after the project is done
Important to focus on CONTROL. What are the measures, response plans, key performance indicators??

60. Group Exercise (Right Hand Side of Form)
Continue with Your Problem Analysis: 5) Recommendations “What do you propose and why?” 6) Plan “How will you implement?” 7) Follow-up “How will you ensure on-going success?”
(DO)
Reconvene the groups for 3rd time to finish (FOLLOW UP AND CONTROL ELEMENTS BEING VERY IMPORTANT ! HOW WILL THE FIX STICK ?? ARE THERE MONITORS AND CONTROLS IN PLACE?? FEEDBACK LOOPS… etc) - Monitor and test for learning …
AGAIN, have a couple people report-out to class. Encourage questions and sharing from others.

61. Problem Solving is Hard Work
Can you …
show how your proposed actions will address the root causes of the performance problems?
justify why your proposed actions are necessary?
Have you …
continued to go to the “actual place” (Gemba) in gathering new information and countermeasures?
Food for Thought !!

62. Problem Solving is Hard Work
Have you …
explored every reasonable alternative countermeasure?
produced viable alternatives based on productive conversations…
w/ everyone doing the work?
w/ customers of the process?
w/ stakeholders of the process?
More Food for Thought !!

63. Link to I/O Analysis (Inputs/ Outputs)
Has problem solving shifted from quick fixes to root-cause counter-measures?
Does the current Template / Plan reflect the input of the key people involved with the work?
Do counter-measures have support?
Do you see where your Thought Process / Template (and the work it encompasses) fit into the work / processes of colleagues below and above you?
Emphasis is on process analysis and proper questioning… “systems” thinking/ systems linking.

64. Link to D-M-A-I-C phases
Use JDI / A3 Template to gather and share knowledge.
Define project scope, problem statement, goals, and targets.
Measure extent of problem. Where? And how much?
Analyze specific issues, conditions, and occurrences.
Improve and address gaps in current situation.
Control and follow-up to enable, assure, and sustain success.
All improvement initiatives revolve around D-M-A-I-C. Time between steps may be longer or shorter…

65. In the Final Analysis …
Are you making a conscious effort to use the review process as a way of sharing your learning with your team members and with other individuals?
Have you captured and communicated key details of what your team has learned?
Have you considered a wide set of potential scenarios and consequences of the changes – and developed follow-up activities to address them?
(REVIEW)
Close and summarize. Get into critical thinking modes.

66. In the Final Analysis …
Is your problem / theme ripe for another round or should you turn your attention elsewhere?
Is your team gaining capability of JDI / A3 thinking? Are they bringing problems and ideas forward, or waiting for assignments?
Are issues and problems being revisited repeatedly? This indicates matters are not being dealt with at the root cause.
Are staff still jumping to solutions?
Like all new management ways – JDI thinking and analyses is a maturation process.

67. Do’s and Don'ts …
Don’t worry about whether to use pen or pencil or even a computer. Hand-written is just fine.
Don’t get hung up on formal elements. The ‘Template / Plan’ should be determined by analysis and questions as they relate to the problem. Work the problem.
Do get your message across. Make it easy by following a logical flow.
Do get messy. Pass it around, mark it up!
Use the JDI / A3 Template to control meetings and lock down agreements. Learn from the practical knowledge gained.
Leverage your improvement.
Do an actual one from the workplace.

68. In Closing
Our purpose was not about generating more paperwork, but was about -
creating and utilizing a process (and a mindset) uncompromising in its dedication to continuous improvement.
diligently applying this process, thinking, and tool set which will dramatically improve the effectiveness of those involved in problem solving.
When spread throughout the organization, A3 Thinking will quickly result in a culture of genuine on-going improvement !

69. One More Point
The measure of success is not whether you have a tough problem to deal with, but whether it is the same problem you had last year…
Key Point

70. Thank You for Your Attention
Thoughts ?
Questions?
Any questions ??