1. The 25 Straws That Broke The Manager’s Back Jamie Flinchbaugh

3. Those that pop up and demand attentionHow many would describe their jobs entirely as solving problems?

4. The 25 Problems Problem 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. Your Team Your Team’s Problems Not Your Problems

6. Breakdowns in your systems

8. 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

9. 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

10. Surface Problems by a Process

11. 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

12. A Behavior Change How itis oftendone How it should be done

13. Problem Solving Dimensions

14. Find Me Jamie Flinchbaugh, Lean Learning Center Jamie@LeanLearningCenter.com / www.LeanLearningCenter.com Blog: www.JamieFlinchbaugh.com 12