Appunti completi di Industrial Management Toolbox

Toolbox

1. A3 Thinking

The most underrated skill in management

• "What's the problem?" - ability to formulate a good problem statement
• Two ways our mind deals with problems
  • Conscious process - slow, data demanding, cautious
  • Automatic - pattern/part based, naïve & cautious

A good problem statement:

1. It references something the organization cares about and connects team activities to clear and specific goals
2. It contains a clear indication of the gap between the current state and the goal
3. Key indicators are quantifiable: target, current state, gap
4. It is neutral or positive concerning possible diagnoses or solutions
5. It is sufficiently small in scope that you can tackle it quickly

1. Is the problem important?
2. Suspect how wide desired? - gap
3. Simplistic now if it's not memorable
4. Neutral
5. Scoped down to a specific manipulation of a core issue (about big problems)

Common Mistakes:

• Failing to formulate the problem statement
• Problem starts as a diagnosis or solution
• Lack of a clear gap - People can't know if they have reached the objective
• Problem is too big - Can't find the right solution

Structured Problem Solving

PDCA Cycle

The A3 Form:

1. Formulate problem statement - Background section to explain why it is important and reframe with firm...
2. Document current design - Observe the work done (Not you’re authorized!)
3. Root causes - Link elements to problem statement
   • Methods: 5S, Fishbone diagrams
   • Explain how the system generates the desired challenges at a point of routine accident
4. Target design - Update system to address the problem
   • Simple causes persist, treated
   • Improvement goals: predictably and reliably improvement (How much and how long?)
   • Underlying problems: barriers or constraints that cannot be violated
5. Execution plan - Plan for implementing proposed design
   • Series of well-defined activities with an owner and a delivery date
   • Track each activity - clear after the target has been met
   • Document what has been learned
   • Review & opportunities

Do not jump to the first and most probable solution.

Toolbox

1. A3 Thinking

The Most Underrated Skill in Management

• "What's the problem?" - ability to formulate a good problem statement
• Two ways our mind deals with problems
  • Cautious process
  • Slow & demanding cautionous loop
• Automatic - pattern/out based built and cautioned
• Reduces in solving immediate situations

A Good Problem Statement

• It references something the organization cares about and connect from overall to clear and specific goals
• It contains a clear indication of the gap between the current state and the goal
• Key variables are quantifiable: target, current state, gap
• It is realistic or possible considering potential obstacles or solutions
• It is sufficiently small in scope that you can tackle it quickly

1. Is the problem important?

2. Suppose how will be desired: gap

3. Summarize even if it's not memorable

4. Narrow

5. Scoped down to a specific measurement or a large vision (short big problem)

Common Mistakes

1. Failing to formulate the problem statement
2. Problem start as a diagnosis or solution
3. Lack of a clear gap
4. Problem is too big

Structured Problem Solving

PDCA cycle

A3 BOM:

1. Formulate problem statement → Background section to explain why it is important and rethink until firm problem statement
2. Document current design → Observe the work done (that you're outsourced!)
3. Root causes → Link elements to problem statement
   • Methods: 5S, fishbone diagram
   • Explain how the system generates the desired challenges of a not big routine accident
4. Target design → Update system to address the problem
   • Simple changes agree, targeted
   • Improvement goals: predictability of the improvement (how much and how long?)
   • Undesirable problems: barriers or constraints that cannot be violated
5. Execution parts → Plan for implementing proposed design → series of well-defined activities who can answer over a delivery