Intro to Problem Solving
Problem solving is critical to every position in every industry. In this course, you will learn to grasp the situation at the gemba (where the work is done) and use all your senses to understand what is truly happening.
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.
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
*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 |
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0.1 Welcome!
0.2 Platform Tour (optional)
0.3 Copyright Acknowledgment
0.4 Curriculum Concept Map (Visual Syllabus)
0.5 Supplemental Textbook
1.1.1 | Welcome to Introduction to Problem Solving!
1.1.2 | Lean Transformation Framework
1.1.3 | How We View Problems
1.1.4 | Lead with a Questioning Mindset
1.2.1 | What's a Problem
1.2.2 | Problems Problems Problems
1.2.3 | Four Types of Problems
1.2.4 | Four Types of Problem Solving
1.2.5 | Make the Problem Clear
1.2.6 | Problem Breakdown Analysis
1.2.7 | Unit 1 Personal Reflection
2.1.0 Helpful information for working on Your A3
2.1.1 | Introduction to A3
2.1.2 | A3 Basics
2.1.3 | Simple A3 Example
2.1.4 | A3 as Good Storytelling
2.1.5 | It's Not a Template
2.1.6 | 5-Step A3 Example
2.1.7 | Your A3: Title and Owner
2.1.8 | Introduction and Chapter 1 (optional)
2.2.1 | Develop Problem Solvers
2.2.2 | Developing Problem Solvers at Herman Miller
2.2.3 | The A3 Process
2.3.1 | Basic Thinking, Mindset, Assumptions
2.3.2 | Porter’s First A3: Rush to a Solution
2.3.3 | Rethinking Thinking by Trevor Maber
2.3.4 | What do I need to know
2.3.5 | Chapter 2: Grasp the Situation—Part 1 (optional)
2.3.6 | Unit 2 Personal Reflection
3.1.1 | Grasp the Situation at the Gemba
3.1.2 | Gemba Is More than a Place from Managing to Learn (optional)
3.1.3 | Go See, Ask Why, Show Respect
3.1.4 | Chapter 2: Grasp the Situation—Part 2 (optional)
3.1.5 | Porter’s First Revised A3
3.1.6 | Problem-solving Funnel (Part 1)
3.1.7 | Your A3: Background & Current Condition
3.2.1 | Analysis (part 1)
3.2.2 | Problem-solving Funnel (Part 2)
3.2.3 | Chapter 3: Goals and Analysis—Part 1 (optional)
3.2.4 | Your A3: Background & Current Condition - update
3.2.5 | Analysis (part 2)
3.2.6 | The Five Whys
3.2.8 | The Five Whys Animation
3.2.9 | Problem-solving Funnel (Part 3)
3.2.10 | Your A3: Goal, Target and Analysis
3.3.1 | Choose Countermeasures
3.3.2 | Countermeasures vs. Solutions (optional)
3.3.3 | PICKing Countermeasures
3.3.4 | Your A3: Countermeasures
3.4.1 | Create a Plan
3.4.2 | Nemawashi from Managing to Learn (optional)
3.4.3 | Consensus/Agreement from Managing to Learn (optional)
3.4.4 | From Position Based Authority to Pull-Based Authority (optional)
3.4.5 | Chapter 5: Plan and Followup—Part 1 (optional)
3.4.6 | PDCA from Managing to Learn (optional)
3.4.7 | PDCA Improvement
3.4.8 | Your A3: Plan
3.5.1 | Followup
3.5.2 | Chapter 5: Plan and Followup—Part 2 (optional)
3.5.3 | Detailed A3 Template
3.5.4 | Your A3: Followup
3.5.5 | Conclusion and Getting Started (optional)
3.5.6 | Unit 3 Personal Reflection
3.5.7 | Course Summary
Final Course Survey
Certificate of Completion
Continue Your Lean Learning
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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.
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 MoreThis 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 Lesswould 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 LessVery organized and professionally delivered.
Very organized and professionally delivered.
Read LessYou 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 MoreYou 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 LessThis workshop shows you how to make and apply this fundamental and critical tool based on the Lean Enterprise Institute's groundbreaking value-stream mapping workbook, Learning to See, which has introduced the mapping tool to thousands of people.
$599
This online course serves as an introduction to the key concepts, philosophies, and tools associated with lean thinking and practice.
$249
Buy all three fundamentals courses at reduced cost. Purchase for yourself or your entire enterprise.
$749
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