Read Four Types of Problems

Four Types of Problems

Art Smalley

4.9/5 (12033 ratings)

Description:The Big Problem with Problem Solving: Not Every Business Challenge Is a “Nail” But Companies Typically Reach for the Same Old “Hammer”Four Types of Problems, a new book on continuous improvement from the Lean Enterprise Institute, reveals how leaders can break the hammer-and-nail scenario by recognizing four main problem types to precisely apply the right problem-solving approach to the right problem.When faced with a problem many business leaders and teams mechanically reach for a familiar and standard problem-solving methodology, creating unnecessary struggle, frustration, delay, and ineffectiveness in solving the problem -- if it is ever solved at all. The reality is that when attacking business problems, one or even two approaches won’t work in all situations. Some situations require a quicker reaction approach to “stop the bleeding” while others require a slower, analytical methodology to determine deeper problems and root causes. Still other problems require higher levels of creativity and open-ended exploration in order to produce better target states or attain breakthrough results.But managers and teams tend to settle on a favorite problem-solving technique or two from among all available -- whether it’s brainstorming, fishbone diagraming, failure mode effects analysis, value-stream mapping, kaizen events, design of experiments, A3s, 5 whys, 6 sigma, or the 8Ds – that is often mismatched for the problem at hand.“Organizations and individuals at all levels fall into this trap of having one primary or standard way of solving every problem,” said Art Smalley, a continuous improvement expert and author of the insightful new business management book Four Types of Problems, published by the nonprofit Lean Enterprise Institute, a global thought leader in continuous improvement resources.“It’s akin to the hammer-and-nail relationship,” Smalley said. “If my only tool is a hammer, every problem looks like a nail. Managers need a better framework for thinking about problem solving situations and what approach to use. Problems are often situational in nature requiring different responses.”Problem-Solving FrameworkSmalley provides the framework in Four Types of Problems. He shows that most business problems fall into four main categories, each requiring different thought processes, improvement methods, and management cadences:1. Troubleshooting: A reactive process of rapidly fixing abnormal conditions by returning things to immediately known standards. While beneficial in the immediate term this approach often fails to solve the problem’s root cause. Example: When a house is on fire protect the occupants, treat any injuries, and put out the fire. 2. Gap-from-standard: A structured problem-solving process that aims more at the root cause through problem definition, goal setting, analysis, countermeasure implementation, checks, standards, and follow-up activities. Example: Extinguish the fire, then determine what caused it and how to prevent another. 3. Target-state: Continuous improvement (kaizen) that goes beyond existing levels of performance to achieve new and better standards or conditions. Example: Use superior layouts, building materials, and landscaping methods that are far less likely to lead to fires in the first place. 4. Open-ended and Innovation: Unrestricted pursuit through creativity and synthesis of a vision or ideal condition that entail radical improvements and unexpected products, processes, systems, or value for the customer beyond current levels. Example: Ask why not have systems that detect, prevent or immediately stop fires from occurring right away? “Each type of problem has its time and place in the grand scheme of things,” Smalley said. “You don’t debate or analyze the root cause of a fire when it is occurring. You put it out and then move onto the next phase of determining why it occurred and how to prevent it from happening again.”Each type of problem category has its own sub-system and surfacing mechanism, management cadence, timing, and difficulty level, he noted. “One size does not fit all situations and just training people on tools or techniques only scratches the surface of the issue,” Smalley said.Readers of Four Types of Problems will learn:• How to advance from treating “abnormal conditions” to more robust problem-solving routines that develops people and creates a more diverse continuous improvement culture;• The 4 main types of problem approaches that cover virtually every business challenge, plus real-world examples;• The strengths and limitations of each problem-solving type;• The right type of sub-system to surface each type for identification and target for improvement;• The importance of timing and the cadence associated with each type of routine;• 60+ illustrations reinforcing key points and lessons;• Much, much more.We have made it easy for you to find a PDF Ebooks without any digging. And by having access to our ebooks online or by storing it on your computer, you have convenient answers with Four Types of Problems. To get started finding Four Types of Problems, you are right to find our website which has a comprehensive collection of manuals listed.
Our library is the biggest of these that have literally hundreds of thousands of different products represented.

Pages: —

Format: PDF, EPUB & Kindle Edition

Publisher: —

Release: —

ISBN

Description: The Big Problem with Problem Solving: Not Every Business Challenge Is a “Nail” But Companies Typically Reach for the Same Old “Hammer”Four Types of Problems, a new book on continuous improvement from the Lean Enterprise Institute, reveals how leaders can break the hammer-and-nail scenario by recognizing four main problem types to precisely apply the right problem-solving approach to the right problem.When faced with a problem many business leaders and teams mechanically reach for a familiar and standard problem-solving methodology, creating unnecessary struggle, frustration, delay, and ineffectiveness in solving the problem -- if it is ever solved at all. The reality is that when attacking business problems, one or even two approaches won’t work in all situations. Some situations require a quicker reaction approach to “stop the bleeding” while others require a slower, analytical methodology to determine deeper problems and root causes. Still other problems require higher levels of creativity and open-ended exploration in order to produce better target states or attain breakthrough results.But managers and teams tend to settle on a favorite problem-solving technique or two from among all available -- whether it’s brainstorming, fishbone diagraming, failure mode effects analysis, value-stream mapping, kaizen events, design of experiments, A3s, 5 whys, 6 sigma, or the 8Ds – that is often mismatched for the problem at hand.“Organizations and individuals at all levels fall into this trap of having one primary or standard way of solving every problem,” said Art Smalley, a continuous improvement expert and author of the insightful new business management book Four Types of Problems, published by the nonprofit Lean Enterprise Institute, a global thought leader in continuous improvement resources.“It’s akin to the hammer-and-nail relationship,” Smalley said. “If my only tool is a hammer, every problem looks like a nail. Managers need a better framework for thinking about problem solving situations and what approach to use. Problems are often situational in nature requiring different responses.”Problem-Solving FrameworkSmalley provides the framework in Four Types of Problems. He shows that most business problems fall into four main categories, each requiring different thought processes, improvement methods, and management cadences:1. Troubleshooting: A reactive process of rapidly fixing abnormal conditions by returning things to immediately known standards. While beneficial in the immediate term this approach often fails to solve the problem’s root cause. Example: When a house is on fire protect the occupants, treat any injuries, and put out the fire. 2. Gap-from-standard: A structured problem-solving process that aims more at the root cause through problem definition, goal setting, analysis, countermeasure implementation, checks, standards, and follow-up activities. Example: Extinguish the fire, then determine what caused it and how to prevent another. 3. Target-state: Continuous improvement (kaizen) that goes beyond existing levels of performance to achieve new and better standards or conditions. Example: Use superior layouts, building materials, and landscaping methods that are far less likely to lead to fires in the first place. 4. Open-ended and Innovation: Unrestricted pursuit through creativity and synthesis of a vision or ideal condition that entail radical improvements and unexpected products, processes, systems, or value for the customer beyond current levels. Example: Ask why not have systems that detect, prevent or immediately stop fires from occurring right away? “Each type of problem has its time and place in the grand scheme of things,” Smalley said. “You don’t debate or analyze the root cause of a fire when it is occurring. You put it out and then move onto the next phase of determining why it occurred and how to prevent it from happening again.”Each type of problem category has its own sub-system and surfacing mechanism, management cadence, timing, and difficulty level, he noted. “One size does not fit all situations and just training people on tools or techniques only scratches the surface of the issue,” Smalley said.Readers of Four Types of Problems will learn:• How to advance from treating “abnormal conditions” to more robust problem-solving routines that develops people and creates a more diverse continuous improvement culture;• The 4 main types of problem approaches that cover virtually every business challenge, plus real-world examples;• The strengths and limitations of each problem-solving type;• The right type of sub-system to surface each type for identification and target for improvement;• The importance of timing and the cadence associated with each type of routine;• 60+ illustrations reinforcing key points and lessons;• Much, much more.We have made it easy for you to find a PDF Ebooks without any digging. And by having access to our ebooks online or by storing it on your computer, you have convenient answers with Four Types of Problems. To get started finding Four Types of Problems, you are right to find our website which has a comprehensive collection of manuals listed.
Our library is the biggest of these that have literally hundreds of thousands of different products represented.

Special Offer | $0.00

Special Offer! | $0.00

Four Types of Problems

Four Types of Problems

More Books

Creating Level Pull: A Lean Production-System Improvement Guide for Production-Control, Operations, and Engineering Professionals (Lean Tool Kit)

Creating Level Pull: A Lean Production-System Improvement Guide for Production-Control, Operations, and Engineering Professionals (Lean Tool Kit)

Fully Present: The Science, Art, and Practice of Mindfulness

Fully Present: The Science, Art, and Practice of Mindfulness

Understanding A3 Thinking by Sobek II., Durward K., Smalley, Art. (Productivity Press,2008) [Hardcover]

Understanding A3 Thinking by Sobek II., Durward K., Smalley, Art. (Productivity Press,2008) [Hardcover]

Toyota Kaizen Methods: Six Steps to Improvement 1st edition by Kato, Isao, Smalley, Art (2010) Paperback

Toyota Kaizen Methods: Six Steps to Improvement 1st edition by Kato, Isao, Smalley, Art (2010) Paperback

Quatro tipos de problemas: da contenção reativa à inovação (Portuguese Edition)

Quatro tipos de problemas: da contenção reativa à inovação (Portuguese Edition)

Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System

Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System

Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System (Hardcover)

Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System (Hardcover)

Toyota Kaizen Methods: Six Steps to Improvement

Toyota Kaizen Methods: Six Steps to Improvement

Créer un flux tiré lissé : Un guide d'amélioration Lean des systèmes de production destiné aux gestionnaires de production, aux opérationnels et à l'industrialisation

Créer un flux tiré lissé : Un guide d'amélioration Lean des systèmes de production destiné aux gestionnaires de production, aux opérationnels et à l'industrialisation