Tag: problem solving
Management Books
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Ackoff's Best: Timeless Observations on the Life of Business
by
Russell L. Ackoff
From managing teams, maximizing the effectiveness of information systems, and problem solving, to creativity, crime, and the role of the corporation in a democratic society, these writings are a cornucopia of insights, observations, and powerful lessons that will help you improve the effectiveness of your organization.
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Management Matters: Building Enterprise Capability
by
John Hunter
The book provides an overview for viewing management as a system. It is largely based on those of Dr. Deming, along with natural outgrowths or extensions of his ideas such as lean manufacturing and agile software development.
To achieve great results there must be a continual focus on achieving results today and building enterprise capacity to maximize results over the long term. Managers have many management concepts, pactices and tools available to help them in this quest. The challenge is to create and continually build and improve a management system for the enterprise that leads to success.
The book provides a framework for management thinking. With this framework the practices and tools can be applied to build enterprise capacity and improve efficiency and effectiveness.
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Understanding A3 Thinking: A Critical Component of Toyota's PDCA Management System
by
Art Smalley, Durward K. Sobek
Winner of a 2009 Shingo Research and Professional Publication Prize. The A3 report has proven to be a key tool In Toyota’s successful move toward organizational efficiency, effectiveness, and improvement, especially within its engineering and R&D organizations. The power of the A3 report, however, derives not from the report itself, but rather from the development of the culture and mindset required for the implementation of the A3 system. In other words, A3 reports are not just an end product but are evidence of a powerful set of dynamics that is referred to as A3 Thinking.
Management Articles
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Blind Spots in Learning and Inference
by
Gipsie Ranney
"We all face an onslaught of information daily. We use some of that information to learn and make inferences. As we do so, it helps to know about and avoid potential blind spots. In the following article, I point out some of these blind spots. I will use several examples taken from the reports and analyses of the Challenger and Columbia space shuttle disasters, not because I wish to criticize the U. S. National Aeronautics and Space Administration (NASA), but because information is publicly available about those two events."
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Each necessary, but only jointly sufficient
by
John Allspaw
"for complex systems: there is no root cause.
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Frankly, I think that this tendency to look for singular root causes also comes from how deeply entrenched modern science and engineering is with the tenets of reductionism. So I blame Newton and Descartes.
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In the same way that you shouldn’t ever have root cause 'human error', if you only have a single root cause, you haven’t dug deep enough."
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Keys to the Effective Use of the PDSA Improvement Cycle
by
John Hunter
"The PDSA cycle is a learning cycle based on experiments. When using the PDSA cycle prediction of the results are important... The plan stage may well take 80% (or even more) of the effort on the first turn of the PDSA cycle in a new series. The Do stage may well take 80% of of the time - it usually doesn't take much effort (to just collect a bit of extra data) but it may take time for that data to be ready to collect."
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Small Business Guidebook to Quality Management
The aim of this guidebook is to help small businesses make the transition to a quality culture. While the focus of the guidebook is small businesses the information is helpful to anyone transforming and continually improving their organization.
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Adding Customer Value in Development at Xerox
"Business901 Podcast featured Patrick Waara talking about Xerox’s use of Agile techniques... Our conversation originally was designed to discuss swarming and Lean problem solving. However we ventured off into the subject of how Lean, Six Sigma and Agile all work under the same umbrella"
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How to Get a New Management Strategy, Tool or Concept Adopted
by
John Hunter
"Often when learning about Deming’s ideas on management, lean manufacturing, design of experiments, PDSA… people become excited. They discover new ideas that show great promise to alleviate the troubles they have in their workplace and lead them to better results. But how to actually get their organization to adopt the ideas often confounds them..."
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A Fresh Look at Flow Charting
by
Tony Burns
"The computer enables each symbol to be neatly aligned and connecting lines drawn clearly and simply...However, in using computer based flow charts, there may often be more negatives than benefits, as will be seen."
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Cost is the spectre haunting health reform
by
Atul Gawande
"For many decades, the great flaw in the American health-care system was its unconscionable gaps in coverage. Those gaps have widened to become graves - resulting in an estimated forty-five thousand premature deaths each year..."
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Focus on Discovery, Not Decision-Making, Is Key To Success
by
Steven Spear
"The challenge is devising a new approach to managing systems so complex that 'thinking our way' to adequate, let alone perfect, designs is impossible. We are now in an age in which management must instead focus on constant discovery and innovation – relentlessly learning better ways to do work and learning that there is better work to do.
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You are Solving the Wrong Problem
"The problem was the problem. Paul realized that what we needed to be solved was not, in fact, human powered flight. That was a red-herring. The problem was the process itself, and along with it the blind pursuit of a goal without a deeper understanding how to tackle deeply difficult challenges. He came up with a new problem that he set out to solve: how can you build a plane that could be rebuilt in hours not months. And he did.
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When you are solving a difficult problem re-ask the problem so that your solution helps you learn faster. Find a faster way to fail, recover, and try again."
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Respect for People
by
Jim Womack
"the manager isn’t a morale booster, always saying, 'Great job!' Instead the manager challenges the employees every step of the way, asking for more thought, more facts, and more discussion, when the employees just want to implement their favored solution.
Over time I've come to realize that this problem solving process is actually the highest form of respect."
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Actionable Metrics
by
John Hunter
"Metrics are valuable when they are actionable. Think about what will be done if certain results are shown by the data. If you can't think of actions you would take, it may be that metric is not worth tracking."
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Zenjidoka III - Building Excellent People
by
Norman Bodek
"Zenjidoka teaches employees (including the dealers) to be self-reliant, empowering them to use every tool and resource at their disposal to immediately investigate and address the customer’s problem... Companies that want to extend quality beyond the factory walls and implement Zenjidoka need to have employees who are skilled enough that they can be trusted with the autonomy to identify and solve customer problems. The development of excellent employees, or Hitozukuri, is necessary to make Zenjidoka work."
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Blame the System
by Steve LeBlanc - "Once we are free to look at and address where the system has failed us, we can let go of our blame and resentment for our co-workers. I propose that we need blame. We are meaning-seeking creatures and as such, we need to blame someone or something for what went wrong. Blame people and you demoralize them and make them afraid. When you blame the system, no one gets hurt and things gently improve.
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Our job is to improve the system while honoring those who work in and around it. Let’s all just blame the system."
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Toyota's Top Engineer on How to Develop Thinking People
by
Jon Miller, Taiichi Ohno
"Mr. Ohno often said to us, 'Don't look with your eyes, look with your feet. Don't think with you head, think with your hands.' He also taught us, 'People who can't understand numbers are useless. The gemba where numbers are not visible is also bad. However, people who only look at the numbers are the worst of all.'"
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Improving Problem Solving
by
Ian Bradbury
A good overview of common problem solving practices. The report also includes advice on how to improve results in you organization though problem solving and system improvement.
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It's Not Just Standing Up: Patterns for Daily Standup Meetings
by
Jason Yip
"It is too easy to confuse effort with work. The stand-up should encourage a focus on moving work through the system in order to achieve our objectives, not encourage pointless activity.
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Post raised obstacles to an Improvement Board. This is a publicly visible whiteboard or chart that identifies raised obstacles and tracks the progress of their resolution. An Improvement Board can be updated outside of stand-ups and serves as a more immediate and perhaps less confronting way to initially raise obstacles."
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Why Do Some Testers Find The Critical Problems?
"Testers who find problems successfully can link tests, test activities, and test results to the mission. They’re far more concerned about the quality of the information they provide than the quantity...
Testers, to be successful, must be given the freedom and responsibility to explore and to contribute what they’ve learned back to their team and to the rest of the organization."
Management Web Sites and Resources
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Shmula
by
Peter Abilla
"This blog is my take on technology, business, operations, The Toyota Production System / Lean Manufacturing, Six Sigma, Queueing Theory, operations research, building software, the customer experience (especially ethnography and design thinking and word-of-mouth marketing)"
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Curious Cat Management Improvement Articles
by
John Hunter
Hundreds of useful management articles hand selected to help managers improve the performance of their organization. Sorted by topic including: Deming, lean manufacturing, six sigma, continual improvement, innovation, leadership, managing people, software development, psychology and systems thinking.
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Lean Edge
by
Michael Ballé, H. Thomas Johnson, Daniel T. Jones, Art Smalley, Steven Spear, Jeffrey Liker, Mike Rother
"Lean management is a method to dramatically improve business performance by teaching people how to improve their own processes. The two main dimensions of lean management are continuous process improvement (going and seeing problems at the source, challenging operations and improving step by step) and respect for people (developing and engaging employees by developing teamwork, problem solving and respect for customers, employees and all other partners).
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The aim of the discussion [on the site] is to share different points of view and to collectively build a vision of lean management."
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Curious Cat Management Improvement Blog
by
John Hunter
Blog by John Hunter on many topics to to improve the management of organizations, including: Deming, lean manufacturing, agile software development, evidence based decision making, customer focus, innovation, six sigma, systems thinking, leadership, psychology, ...
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Curious Cat Management Improvement Connections
by
John Hunter
The aim of Curious Cat Management Improvement Connections is to contribute to the successful adoption of management improvement to advance joy in work and joy in life.
The site provides connections to resources on a wide variety of management topics to help managers improve the performance of their organization. The site was started in 1996 by John Hunter.
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Awfully Simple
Blog by Gede Manggala in Indonesia. "I am a fan of simplicity and love to play with data to find simple solution for my life through better understanding of data and human behavior (who, generally, are not always rational)."
