Recorded webinar: http://slidesha.re/1tGIZaH Subscribe: http://www.ksmartin.com/subscribe Purchase the book: http://bit.ly/TOObk Effective problem solving is not an innate skill that most people are born with. Even for those few few lucky ones who are born with natural problem-solving talent, it is often drummed out of them by parents, teachers, and bosses. And those whose academic preparation would lead you to believe that they're highly skilled in this area (such as engineers and physicians) regularly fall prey to sloppy problem solving. The good news is that effective problem solving is a skill that can be developed. Everyone can learn to solve problems effectively given the will and ample practice with a skilled coach/teacher. This webinar focuses on the P (plan) phase of the PDSA/PDCA cycle (plan-do-study-adjust), which is the most difficult phase of scientific problem solving for people to master. Topics include: • Setting a target condition • Problem clarification • Scoping and qualifying the problem • Root cause analysis Watch this lively discussion and learn the important first steps for closing the gap between where you are and where you'd like or need to be. As preparation for the webinar, you may want to read the Discipline chapter in Karen's Shingo Award-winning book, The Outstanding Organization. www.ksmartin.com/TOO

1. Problem Solving: The P in PDSA
Webinar
January 6, 2015

2. Welcome to all from across the globe!

3. VSM Awarded 2015 Shingo Prize!
© 2015 The Karen Martin Group, Inc.
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Join our week-long celebration February 1-7!
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4.  We help clients in all industries adopt Lean
management & achieve business performance
improvement.
 Teacher at University of California, San Diego
 Author & Speaker:
Karen Martin, President
The Karen Martin Group, Inc.
www.ksmartin.com
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2013 Shingo
Prize winner!

5. PDSA – Big and Small
© 2015 The Karen Martin Group, Inc.
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6. A3 Management
6
Problem Countermeasures / Implementation Plan
- Ÿ32% of customers dissatisfied with office space cleanlines- 80% of emergency service requests are to wrong contact - Standard work for restroom cleaning
- Standard work checklist for non-routine items
- Service levels vary by building - Standard process for measuring & mixing chemicals
- 10% of daily staffing available is allocated to travel/check in time - Restroom cleaning log
- Standard facility service plan (Plan A & Plan B)
Current Condition - Modify & standardize process for unplanned absences
- 31 Facility areas require custodial services - Modify starting points and schedules to reduce transportation waste
- Evaluate fleet availability to reduce waiting waste
Effect Confirmation
Target Conditions/Measurable Objectives
- 80% Daily staffing availability
- 50% Improvement - customer satisfaction with restroom cleanliness
- Defined standard work (for custodial staff and customers)
Follow Up Actions
Root Cause & Gap Analysis
- Undefined level of service (office parties, special events)
- No defined process for unplanned absences (calling in, redistribute work, etc.)
- Inconsistent availability of communication tools (vary by building)
- No defined process for requesting/responding to emergencies
- Variation in cleaning schedules versus facility operating schedules
- Unpredictable daily staffing
- Travel time + Check in Time = 16.00 hrs/day = 2 FTE
- Customer requested personalized service (newspaper delivery, parties, trash)
CUSTODIAL SERVICES
A3
Plan Do, Check, Act
- 22% of customers dissatisfied with restroom cleanliness
8%
20%
8%
14%
17%
33%
0%
5%
10%
15%
20%
25%
30%
35%
Phone Call
to
Custodian
Phone Call
to Custodial
Supervisor
Phone Call
to Custodial
Manager
Phone Call
to Public
Works
Dispatch
(x6000)
Email Notify
Custodial
Staff On Site
Survey: When you require emergency
services, how do you request them?
32%
22%
19% 18%
6%
0%
10%
20%
30%
40%
Office Spaces Restrooms Common
Areas
Overall Conference
Rooms
Survey: Custodial Services - Areas of
Dissatisfaction
Travel/ Check
In Time
16.00 10%
Absent Staff
24.00 15%
Vacancies
24.00 15%
Special Events
2.00 1%
Staff Available
94.00
59%
Daily Staffing Availability
(Hours)
41% ofdaily
staffing is
unavailable for
custodial tasks
Title # Staff Hrs/Wk Hrs/Day
Lead Custodian 4 160 32
FT Custodian 8 520 64
FT Custodian (Vacant) 2 80 16
PT/Perm (avg 30 hrs each) 3 90 24
PT/Temp (avg 20 hrs each) 3 60 24
Total 20 910 160
Current Actual Result
State (+ 60 days)
Customers dissatisfied with restroom cleanliness 22% <10%
Avg minutes per restroom cleaning 35 30
Avg hours per day cleaning restrooms (184 restrooms) 107 92
Daily staffing availability 59% 80%
Daily travel/check in time (hours/day) 16 8
Travel miles per day 139 <70
Metric Projected
Remaining Actions Owner 1 2 3 4 5 6 7 8 9 10 11 12
Explore options to improve cell phone availability Mark R.
Define process for requesting and responding to emergencies Custodial Supvs
Equip carts for recycling Mark R.
Process mapping for specialized facilities Mark R.
Standardize Cart Equipment & Supplies Custodial Supvs
Process improvement for other facility types, e.g. offices, common
areas, etc.
Mark R.
Consider alternative staffing models (floaters, modified shifts) Mark R.
Actively manage vacancies Mark R.
Implementation Schedule (Months)
• Report reflects the
thinking; serves as
conversation tool
• Problem owners learn
disciplined problem-
solving by working with
a skilled coach

7. © 2015 The Karen Martin Group, Inc.
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Purpose of A3 Reports
• Communicate
progress
• Deepen
understanding
• Build consensus
• Spread learning
• Reduce resistance
to change

8. 8
Detailed Steps
1. Define and break down the problem.
2. Grasp the current condition.
3. Set a target condition.
4. Conduct root cause & gap analysis.
5. Identify potential countermeasures.
6. Develop & test countermeasure(s)
7. Refine and finalize countermeasure(s).
8. Implement countermeasure(s).
Study
Evaluate
Results
9. Measure process performance.
10. Refine, standardize, & stabilize the process.
11. Monitor process performance.
12. Reflect & share learning.
Adjust
Do
Clarifying the PDSA Cycle
Plan
Develop
Hypothesis
Conduct
Experiment
Refine
Standardize
Stabilize
Phase
New
Problem
Adjust
Adjust
Often
50-80% of
the total
time
Adopt
Adapt
Abandon

9. 9
Detailed Steps
1. Define and break down the problem.
2. Grasp the current condition.
3. Set a target condition.
4. Conduct root cause & gap analysis.
5. Identify potential countermeasures.
6. Develop & test countermeasure(s)
7. Refine and finalize countermeasure(s).
8. Implement countermeasure(s).
Study
Evaluate
Results
9. Measure process performance.
10. Refine, standardize, & stabilize the process.
11. Monitor process performance.
12. Reflect & share learning.
Adjust
Do
Clarifying the PDSA Cycle
Plan
Develop
Hypothesis
Conduct
Experiment
Refine
Standardize
Stabilize
Phase
Nailing the Plan stage
of PDSA is the most
important element in
the entire cycle.

10. The Nature of
10
At times…perplexing, confounding, frustrating, and taxing

11. Investigation Takes Many Forms
11
P/U
AFrame
Power Pole
o st g Up Spag ett ag a
e o e a e t p o e e ts
st ated d sta ce a ed du g g Up 3095 t
ag a o o s t e oo a d a d does ot c ude o g t e a e
g Up e 90 utes
Water

12. 12
Detailed Steps
1. Define and break down the problem.
2. Grasp the current condition.
3. Set a target condition.
4. Conduct root cause & gap analysis.
5. Identify potential countermeasures.
6. Develop & test countermeasure(s)
7. Refine and finalize countermeasure(s).
8. Implement countermeasure(s).
Study
Evaluate
Results
9. Measure process performance.
10. Refine, standardize, & stabilize the process.
11. Monitor process performance.
12. Reflect & share learning.
Adjust
Do
Clarifying the PDSA Cycle
Plan
Develop
Hypothesis
Conduct
Experiment
Refine
Standardize
Stabilize
Phase
Iterative Problem
Definition &
Scoping

13. 13

14. Truth
Truth
Truth
Truth
Truth
Truth
Truth
CLARITY
14

15. 15

16. © 2015 The Karen Martin Group, Inc.
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1. Define and Breakdown the Problem
• Example: “Data integrity problem”
– Says who? What are they saying
SPECIFICALLY? Go interview!
– Are we talking about inaccurate data,
missing data, incomplete data, data in
wrong location, similar but slightly
different data stored in different
locations, incorrect conclusions about
accurate data, or…?
• Example: “No control of refrigerant
inventory (controlled substance)”
– Is this true in all locations? All types of
refrigerant?
– Is physical inventory quantity higher,
lower, or both when compared to
computer numbers?

17. © 2015 The Karen Martin Group, Inc.
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Problem Definition:
Clarify, Qualify, Justify, Quantify
1. Is the problem clear and focused
or vague and diffuse?
2. Why is this a problem?
3. How do we know it’s a problem?
What evidence or proof exists?
4. How big is the problem?
5. Which aspect of the problem are
we going to address?

18. © 2015 The Karen Martin Group, Inc.
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Example: Iterative Problem Definition
1. Lack of a patient-centered care culture
2. Improve the patient experience
3. Reduce nursing turnover

19. 19
2. Grasp the Current Condition
• Understand the
details behind the
problem.
• Options
– OBSERVATION
– Interview
– Data analysis
– Video analysis
– Document review
– Value stream or
process mapping,
– Etc.

20. © 2015 The Karen Martin Group, Inc.
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3. Set a Target Condition
• Describe the future. How does “better” look
and feel?
• From/to: “If not this, then what?”
• Must be measurable
– Surveys enable you to convert anecdotal feedback into
quantifiable data
• Should stretch the organization/team/problem
owner (improvement is largely a mind game)
• Level of aggressiveness depends on :
– Urgency
– Timeframe
– Available resources
– Consensus around the problem
– Degree of focus

21. © 2015 The Karen Martin Group, Inc.
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4. Conduct Root Cause & Gap Analysis
• What’s stopping you
from performing at the
target condition NOW?
• Consider all obstacles:
– Physical / Environmental
– Mechanical
– Process-related
– Psychological / cultural
– Resource-related
CauseCause--andand--Effect DiagramEffect Diagram
Machine Measurement Environment
People Material / Info Method
Budgets
Submitted Late
Lack of experience
Time availability
No sense of import
No stnd spread sheet
Email vs. FedEx
No standard work
Input rec’d late
Forecast in other system
Manual vs. PC
System avail.
No milestones
$ vs. units
Weather delays
Dispersed sales force
Changing schedule
Machine Measurement Environment
People Material / Info Method
Budgets
Submitted Late
Lack of experience
Time availability
No sense of import
No stnd spread sheet
Email vs. FedEx
No standard work
Input rec’d late
Forecast in other system
Manual vs. PC
System avail.
No milestones
$ vs. units
Weather delays
Dispersed sales force
Changing schedule
5 Why’s
Why?
Why?
Why?
Why?
Why?

22. © 2015 The Karen Martin Group, Inc.
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5. Identify Potential Countermeasures
• Standard work
• Quality at the Source
/ Error proofing
• 5S / Visuals
• Pull systems
• One-piece flow
• FIFO lanes
• Kanban
• Cells / co-location
• Level loading
• Work/line balancing
• Batch size reduction
• Setup reduction /
changeover
• Work segmentation
• Autonomation
• Cross-training / multi-
functional workers

23. © 2015 The Karen Martin Group, Inc.
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Problem Owners/Teams have to work
with a seasoned Coach!

24. © 2015 The Karen Martin Group, Inc.
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Karen Martin, President
858.677.6799
@karenmartinopex
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