All too often, people create countermeasures to perceived problems without digging deeper, asking the right questions, and thinking more.

Learning to grasp the actual situation is paramount to identifying root cause(s) of the problem and solving it.

Throughout the entirety of the course, we use a case example to illustrate the problem-solving approach as you are learning. In addition, you will deepen your understanding by applying this new way of thinking to a problem of your choice.

This course breaks down lean problem-solving concepts and techniques into simple, easily understood pieces.

Learning Objectives

This course works for people new to the concepts of lean and continuous improvement, for individuals looking to improve their lean understanding and skills, and for organizations wanting to level set the lean knowledge of their workforce to speed progress.

  • Build a foundational understanding of problem types and problem solvingIdentify the four types of problems

  • Resolve business challenges by using scientific method, PDCA-based problem solving

  • Apply A3 thinking to solve problems

  • Clearly define problems, beginning with grasping the situation at gemba

  • Learn to break down vague problems to specific problems that can be solved to root cause

Time Estimates Per Unit*

*Actual times may vary.

Unit 1: Problem Solving 45 minutes
Unit 2: What is an A3? 2 hours
Unit 3: Creating Your A3 6.5 hours
Work-based Activities 10+ hours
Total ~19.5 Hours

Course Units

Expand to view lessons

    1. 0.1 Welcome!

    2. 0.2 Platform Tour (optional)

    3. 0.3 Copyright Acknowledgment

    4. 0.4 Curriculum Concept Map (Visual Syllabus)

    5. 0.5 Supplemental Textbook

    1. 1.1.1 | Welcome to Introduction to Problem Solving!

    2. 1.1.2 | Lean Transformation Framework

    3. 1.1.3 | How We View Problems

    4. 1.1.4 | Lead with a Questioning Mindset

    5. 1.2.1 | What's a Problem

    6. 1.2.2 | Problems Problems Problems

    7. 1.2.3 | Four Types of Problems

    8. 1.2.4 | Four Types of Problem Solving

    9. 1.2.5 | Make the Problem Clear

    10. 1.2.6 | Problem Breakdown Analysis

    11. 1.2.7 | Unit 1 Personal Reflection

    1. 2.1.0 Helpful information for working on Your A3

    2. 2.1.1 | Introduction to A3

    3. 2.1.2 | A3 Basics

    4. 2.1.3 | Simple A3 Example

    5. 2.1.4 | A3 as Good Storytelling

    6. 2.1.5 | It's Not a Template

    7. 2.1.6 | 5-Step A3 Example

    8. 2.1.7 | Your A3: Title and Owner

    9. 2.1.8 | Introduction and Chapter 1 (optional)

    10. 2.2.1 | Develop Problem Solvers

    11. 2.2.2 | Developing Problem Solvers at Herman Miller

    12. 2.2.3 | The A3 Process

    13. 2.3.1 | Basic Thinking, Mindset, Assumptions

    14. 2.3.2 | Porter’s First A3: Rush to a Solution

    15. 2.3.3 | Rethinking Thinking by Trevor Maber

    16. 2.3.4 | What do I need to know

    17. 2.3.5 | Chapter 2: Grasp the Situation—Part 1 (optional)

    18. 2.3.6 | Unit 2 Personal Reflection

    1. 3.1.1 | Grasp the Situation at the Gemba

    2. 3.1.2 | Gemba Is More than a Place from Managing to Learn (optional)

    3. 3.1.3 | Go See, Ask Why, Show Respect

    4. 3.1.4 | Chapter 2: Grasp the Situation—Part 2 (optional)

    5. 3.1.5 | Porter’s First Revised A3

    6. 3.1.6 | Problem-solving Funnel (Part 1)

    7. 3.1.7 | Your A3: Background & Current Condition

    8. 3.2.1 | Analysis (part 1)

    9. 3.2.2 | Problem-solving Funnel (Part 2)

    10. 3.2.3 | Chapter 3: Goals and Analysis—Part 1 (optional)

    11. 3.2.4 | Your A3: Background & Current Condition - update

    12. 3.2.5 | Analysis (part 2)

    13. 3.2.6 | The Five Whys

    14. 3.2.8 | The Five Whys Animation

    15. 3.2.9 | Problem-solving Funnel (Part 3)

    16. 3.2.10 | Your A3: Goal, Target and Analysis

    17. 3.3.1 | Choose Countermeasures

    18. 3.3.2 | Countermeasures vs. Solutions (optional)

    19. 3.3.3 | PICKing Countermeasures

    20. 3.3.4 | Your A3: Countermeasures

    21. 3.4.1 | Create a Plan

    22. 3.4.2 | Nemawashi from Managing to Learn (optional)

    23. 3.4.3 | Consensus/Agreement from Managing to Learn (optional)

    24. 3.4.4 | From Position Based Authority to Pull-Based Authority (optional)

    25. 3.4.5 | Chapter 5: Plan and Followup—Part 1 (optional)

    26. 3.4.6 | PDCA from Managing to Learn (optional)

    27. 3.4.7 | PDCA Improvement

    28. 3.4.8 | Your A3: Plan

    29. 3.5.1 | Followup

    30. 3.5.2 | Chapter 5: Plan and Followup—Part 2 (optional)

    31. 3.5.3 | Detailed A3 Template

    32. 3.5.4 | Your A3: Followup

    33. 3.5.5 | Conclusion and Getting Started (optional)

    34. 3.5.6 | Unit 3 Personal Reflection

    35. 3.5.7 | Course Summary

    1. Final Course Survey

    2. Certificate of Completion

    3. Continue Your Lean Learning

    1. More books from the Lean Enterprise Institute

    2. A3 Thinking Questions

    3. More learning experiences from the Lean Enterprise Institute

    4. More on the 'Ladder of Inference'

    5. More on 'Leading with a Questioning Mindset'

About this course

  • $249.00
  • 77 lessons
  • 0.5 hours of video content

Instructor

Senior Instructor John Shook

John Shook learned about lean management while working for Toyota for 11 years in Japan and the U.S., helping it transfer production, engineering, and management systems from Japan to NUMMI and other operations around the world. While at Toyota's headquarters, he became the company's first American kacho (manager) in Japan. In the U.S., Shook joined Toyota’s North American engineering, research and development center in Ann Arbor, Michigan as general manager of administration and planning. His last position with Toyota was as senior American manager with the Toyota Supplier Support Center in Lexington, Kentucky, assisting North American companies adopt the Toyota Production System.

Shook co-authored Learning to See, the book that introduced the world to value-stream mapping. He also co-authored Kaizen Express, a bi-lingual manual of the essential concepts and tools of the Toyota Production System. With Managing to Learn, Shook revealed the deeper workings of the A3 management process that is at the heart of Toyota’s management and leadership.

Reviews

5 star rating

Worth every minute spent!

Christy Leite

This training covers what other root cause training don’t: The Social-Technical system which is equally important to using problem solving tools when handlin...

Read More

This training covers what other root cause training don’t: The Social-Technical system which is equally important to using problem solving tools when handling a problem. Problem definition is where most teams fall short. This training covers that well with excellent application examples. Definitely worth taking!

Read Less
5 star rating

Wish i learned this at the beginning of my career

Jonathan Fairweather

would have saved alot of headake on alot of problem solving arguements ect and got to the root problem

would have saved alot of headake on alot of problem solving arguements ect and got to the root problem

Read Less
5 star rating

Outstanding

William Butdorf

Very organized and professionally delivered.

Very organized and professionally delivered.

Read Less
5 star rating

It's Not Just a Piece of Paper

John Munas

You really have to try and put the simplest problem you think you have and see if you can fix or solve it with a sentence or paragraph about what you should ...

Read More

You really have to try and put the simplest problem you think you have and see if you can fix or solve it with a sentence or paragraph about what you should do. Then apply the A3 methodology... I bet you find it isn't one simple problem and you might just discover how complex the problem is, what else is affected that you never realized, or who else might be aware or impacted by it. It's just thinking outside the box and being open to solving the problem. I think to many people don't want to expose a problem because they don't know how to fix it or that it's a failure to have problem at all

Read Less

Stay connected on all things lean thinking and practice.

Add your email to LEI's mailing list to get the latest updates.

Thank You