the 25 problems problem
DESCRIPTION
This presentation is on transforming how problems are managed and solved in organizations today. It is being delivered for the Iaccoca Institute at Lehigh Unversity.TRANSCRIPT
The 25 Straws That Broke The Manager’s Back
Jamie Flinchbaugh
Introduction
Manager’s Workload
Right amount?Overloaded?Overwhelmed?
What percentage of the manager’s time is spent on problems? Those chosen Those that pop up and demand attention
How many would describe their jobs entirely as solving problems?
The 25 Problems Problem
You
Your Team
Your Team’s
Problems
Not Your Problems
Your team has 25 problems. But these are NOT your problems. Your problems are not the sum total of your direct reports’ problems. You do not have 25 problems. You have your own problems.
What are your problems?
You
Your Problems
What Problems + Barriers
Get In Their Way
Your problems are: The barriers that prevent progress Breakdowns in your systems Opportunities that enable success across the work of your direct reports
PROBLEMS
PROBLEM SOLVING
CULTURE + BEHAVIORS
PROBLEMS MGMT + SYSTEMS
PROBLEM SOLVING
METHOD + SKILLS
The Manager as System Architect
The role of the manager is not to solve all of the problems but to build the systems capable of solving problems at every level.
What capabilities do we cultivate to surface and solve problems.
• Good problem statements establish our vector for improvement
• The ability to explore current reality begins with the question of what do we need to learn more about?
• Turning the Plan – Do – Check – Act wheel as we improve through experimentation
• Tools may include A3s, DMAIC, 5 Whys and more – but how they are used matters most
PROBLEM SOLVING
METHOD + SKILLS
How do we manage the process of surfacing, engaging in, and solving problems.
• Build the work in order to make problems visible – 5S, just-in-time, kanban are all mechanisms to accomplish this objective
• A process to surface includes definition of what is a problem, how to surface it, to whom, and how they will respond
• Are we tracking the problems and the response
PROBLEMS MGMT + SYSTEMS
Surface Problems by a Process
What behaviors support a strong problem solving culture
• Do we surface problems quickly?
• Do we write down the really hard problems that we have no idea how to solve?
• Do we dig deeper and understand cause and effect?
• Do we work problems across boundaries?
PROBLEM SOLVING
CULTURE + BEHAVIORS
A Behavior Change
How it’s done How it should be done
Problem Solving Dimensions
PROBLEMS
PROBLEM SOLVING
CULTURE + BEHAVIORS
PROBLEMS MGMT + SYSTEMS
PROBLEM SOLVING
METHOD + SKILLS
Jamie Flinchbaugh, Lean Learning [email protected] / www.LeanLearningCenter.comBlog: www.JamieFlinchbaugh.com
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