Each day, managers and employees are confronted with a plethora of real problems and decisions that are creating issues suchs as lost throughput, poor quality, personnel problems, and material shortages.How they approach these daily quandaries will determine how successful they are at resolving problems and making effective decisions. It is human nature for managers to solutions before they even understand the nature of the problems they are trying to solve. As a result, they end up making blind decisions that change perfectly acceptable processes for incorrect reasons.

The real secret to solving problems does not depend upon the number of sophisticated statistical tools that one applies -- The secret to solving most problems is to keep the approach simple and uncomplicated. Many managers and employees make mistakes because they fail to do what Toyota does so effortlessly -- . They fail to perform the 'genmba walk,' during which they go to see the actual process, understand the work, ask questions, and learn.

By following a structured approach, and using only simple tools, most problems can be solved, effective decisions can be made, and problems prevented. The cornerstones of this book are three detailed roadmaps for solving problems, preventing problems, and making effective decisions. Each roadmap contains a step-by-step explanation on how to solve existing problems, how to prevent future problems, and how to make effective decisions. The book provides real case studies to illustrate each of the techniques presented in the book.

chapter 1|14 pages

The DNA of Problems and Problem Solvers

chapter 2|14 pages

Four Basic Tools for Problem Solving

chapter 3|4 pages

A Structured Approach to Problem Solving

chapter 6|6 pages

Formulate and Test a Causal Theory

chapter 7|6 pages

Choose the Most Probable Cause

chapter 8|6 pages

Develop, Test, and Implement Solutions

chapter 9|6 pages

Implement, Document, and Celebrate

chapter 10|4 pages

Failing at Problem Solving

chapter 11|10 pages

A Message for Leadership

chapter 13|4 pages

Defining High-Risk Areas

chapter 15|8 pages

Identifying the Highest Total Risk Problem

chapter 16|4 pages

Determine the Most Probable Cause

chapter 17|4 pages

Developing the Preventive Measures Plan

chapter 18|2 pages

Implement Preventive Measures Plan

chapter 19|12 pages

The Case of the Engineering Backlog

chapter 20|12 pages

The Case of the Defective Pinions

chapter 21|12 pages

The Case of the Cracking Rails

chapter 22|14 pages

The Case of the Weld Spatter

chapter 23|22 pages

A Case Study in Problem Prevention

chapter 24|10 pages

Decisions, Decisions, Decisions

chapter 25|12 pages

A Case Study in Decision Making

chapter 26|4 pages

Needs Assessment