problem solving 4 blocker

• Michael Asbury

Driving Continuous Improvement with 4-Blockers

Turn unhappy campers into your biggest fans.

Unhappy Campers

A long, long time ago at a company far, far away, the leadership was not happy with the performance of an expensive piece of automated equipment purchased & installed about 6 months earlier.

Their assumption was that implementing this capital project would solve the performance issues with one of their production constraints.

Unfortunately, the performance issues were not solved.

The process needed 75% more operators & additional overtime

Additional inspections were required

An additional programmer was needed to support the primary operator

Twice as much space was used for the process

Scrap and rework actually increased

Disruptions to the next process were even more frequent

To say they were “not happy” with the ROI and anticipated negative payback time would be a gross understatement.

That is when I was called in and explained to that "this project was going to succeed" and it was my responsibility to make it happen…like now!

Without any hesitation, I formed a small team of 5 people that understood the process, the inputs, and the quality requirements as well as the skills and authority to make the necessary changes. We held a weekly meeting to review the output versus our daily goal and the issues hindering additional flow. The key Continuous Improvement tool we used to communicate during this meeting is called a 4-Blocker . We used a simple Defect Log to track the daily output and defect types & locations, which was linked to the 4-Blocker graphs.

Within 2 months:

Throughput through the automated process doubled

Defects per unit reduced from 11 dpu to 0.01 dpu

Scrap became rare

Inspections were reduced

Headcount returned to normal (besides some periodic programming)

Overtime became rare

There was a buffer of units ready for the next operation

What is a 4-Blocker?

A 4-Blocker is a highly adaptable and effective 1-page collaboration tool that shows multiple views of a process over a given period of time.

The 1st Quadrant uses a line graph with output versus time to show a history of process output relative to a target & a bar chart displays the count of issues per day. A stretch goal target line may be added 10 to 20% above the current target.

The 2nd Quadrant provides a breakdown of type and location of issues in the form of a stacker bar graph arranged from high to low by occurrence. It could just as easily have been arranged by location with type stacked or with impact instead of occurrence.

The 3rd Quadrant is an area filled in during a review meeting in which team members rank the issues quantified in the 2nd quadrant, then discuss and identify the most likely root causes.

In the 4th Quadrant , actions that can reduce or prevent the recurrence of issues are identified and responsibilities with dates are assigned.

The actions taken should follow the PDCA model (Plan-Do-Check-Act) in which a test action is executed and then judgment made whether to adjust and test again or move on with full implementation. Lessons learned from successful actions in one area should be quickly implemented in the other target areas with appropriate modifications.

The periodic review meeting should be allowed to take 30-60min. Weekly is a good starting point. Reducing the frequency to monthly, or as needed, is recommended when the number of issues drops to a predefined level. The team members need to have the knowledge, skills, and authority to take appropriate actions related to the process with a sense of urgency.

Common Results within 60 days in the Target Area

Depending on the level of support and prioritization, the following results are not uncommon:

40-60% Less Rework

20-50% Less Scrap

40-50% Less Overtime

20-50% More Throughput

By utilizing some simple data and engaging teams Quality, Cost, and Throughput can ALL be rapidly improved.

We use a systematic approach to gain insight & understanding into organizations in order to make rapid improvements where it will have the most impact.

Our methodology is a combination of Lean Six Sigma & Theory of Constraints called TLS. TLS is like combining a grand slam and a slam dunk to create a new power move...  The Grand Slam Dunk !

You can think of us as strategic problem solvers. 

We really enjoy developing and executing strategic rapid improvement plans for organizations. It is great to see bottom line results come to fruition! 

Check out our self-study eLearning course if you would like to find out how to drive Data Driven Continuous Improvement for Rapid Improvement in your organization! If you're interested in our other courses, check out our course catalog .

For More Info Contact:

O 888.489.5121

F      704.479.7206

www.elevate-outcomes.com

[email protected]

Charlotte, NC, United States

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Examples of Problem Solving with 4 Block

• Math Tutorials
• Pre Algebra & Algebra
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• Worksheets By Grade

Using 4 Block (4 Corners) Template in Math

Print the 4 Block Math Template in PDF

In this article I explain how to use this graphic organizer in math which is sometimes referred to as: 4 corners, 4 block or 4 square.

This template works well for solving problems in math that require more than one step or with problems that could be solved by using different strategies. For younger learners, it would work well as a visual which provides a framework for thinking through the problem and showing the steps. We often hear "use pictures, numbers and words to solve problems". This graphic organizer lends itself to support problem solving in math.

Using 4 Block for a Math Term or Concept

 Here is an example of using 4 block to help with the understanding of a term or concept in math. For this template, the term Prime Numbers is used.

A blank template is provided next.

Blank 4 Block Template

 Print this blank 4 block template in PDF.

This type of template can be used with terms in math. (Definition, Characteristics, Examples and non Examples.)  Use terms like Prime Numbers, Rectangles, Right Triangle, Polygons, Odd Numbers, Even Numbers, Perpendicular Lines, Quadratic Equations, Hexagon, Coefficient to name a few. 

However, it can also be used to solve problems like a typical 4 block problem. See the Handshake Problem example next.

4 Block using Handshake Problem

 Here is an example of the handshake problem being solve by a 10 year old. The problem was: If 25 people shake hands, how many handshakes will there be?

Without a framework to solve the problem, students often miss steps or don't answer the problem correctly. When the 4 block template is used regularly, learners improve in their ability to solve problems as it forces a way of thinking that works for solving problems.

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The Project Manager Pad

Posts, surveys, tutorials and know-how about project management, leadership, career development, self-improvement, software

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How to write a project 4-blocker

1) a description of what's the scope of the project ( WHAT ) 2) a list of the milestones achieved ( ACHIEVEMENTS ) 3) a summary of the risks and the opps you have identified and you are managing with the team ( SPOTLIGHT ) 4) an outlook on the next milestones ( WHAT'S NEXT ).

• Block #1 (left hand side, on the top):
• Block #2 (right hand side, on the top):
• Block #3 (left hand side, on the bottom):
• Block #4 (right hand side, on the bottom):

Back to Basics: Using the 4 Blocker for Project Management Communication - DockYard

• Project Management

Client Partner

5 April 2022

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All experienced project managers know that keeping a project on track and flowing smoothly hinges on effective communication. And when you’re sending information from your team to an outside partner, it’s vital to provide it in a consistent, concise way that makes consumption easy and keeps decision making simple.

One of the ways I’ve achieved that throughout my career is with the 4 Blocker. The 4 Blocker is a one-page document that gives a stakeholder critical information at a glance. Not only does this give them a high-level understanding of the project, but it’s also helpful to ensure that the project management team shares information with clients uniformly, no matter who’s sending it.

While the 4 Blocker may have initially been a teaching tool for junior project managers, it’s also a helpful refresh for seasoned project managers who are far down the rabbit hole of long, narrative status updates (which may or may not even be read!).

Getting back to the basics challenges project managers to eliminate information overload. Usually, each block of information contains a limit of three bullet points. This framework encourages project managers to include only the most critical information in the update (ensuring the update can be consumed quickly and easily.)

The document has two focus areas:

• The introduction, and
• The substance

The Introduction

The introduction consists of project staples:

The project name

A one-sentence description: The goal for what the team should accomplish by the end of the project. It’s important to keep this front and center so everyone stays on task. This centers everyone around a specific goal to avoid scope creep or misunderstandings.

Dates, which should include your

Target End Date : The date you anticipate the project will be completed.

Next Release Date : This section is important for teams that work in sprints, like we do at DockYard. This is where you’ll list the date at the end of a sprint when you’ll release your work to the client for a demo, further discussion, etc.

Status Date : The date you’re sending the 4 Blocker to the client for review

The Substance

The substance of the 4 Blocker consists of:

Upcoming milestones: These are points within the timeline that your team has identified as important markers to ensure you’re on the right track as you progress through the project.

Key achievements: These are items or tasks the team agreed during the previous sprint were important to complete, and which they’ve checked off during the current sprint.

Next steps: These items are the next block of work the team will complete in the upcoming sprint.

Action items & decisions: When meeting with the client, sometimes they need to decide how to proceed. Capture these tasks for visibility and accountability for the upcoming sprint.

As with any documentation, The 4 Blocker can be adjusted depending on the organization, frequency of updates, or specific measurements desired. Regardless of what form you decide to use, however, it’s important that the project team use the same template consistently so all clients receive uniform information regardless of the project.

Sometimes the basics are exactly what your team needs to get back on track. Relying on the 4 Blocker is a simple, effective way to make sure you, your team, and your client get all the most important information quickly and reliably.

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1 November, 2021

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Impediments, Obstacles, and Blockers: How to Address and Remove Them

By   Mike Clayton

Sometimes, stuff gets in the way of doing our jobs. But, for Project Managers, impediments, obstacles, and blockers are our day-to-day job. 

If you don’t know how to deal with them… 

Or, worse, if you find them uncomfortable frustrations that you’d rather avoid… 

Then maybe, Project Management isn’t for you.

And the  Project Management Institute  (PMI) has recognized this. In its  new, more pragmatic Project Management Professional (PMP) exam  (from 2 January 2021), this forms one part of the syllabus. 

Among 35 tasks PMI will examine PMP candidates upon, one (Domain I Task 7) is:

Address and Remove Impediments, Obstacles, and Blockers for the Team

PMI suggests you need to know how to:

• Determine critical impediments, obstacles, and blockers for the team
• Prioritize critical impediments, obstacles, and blockers for the team
• Use network to implement solutions to remove impediments, obstacles, and blockers for the team
• Reassess continually to ensure impediments, obstacles, and blockers for the team are being addressed

On the face of it, there isn’t much to this: it’s just dealing with stuff. But, to me, there is a big overlap here with Issue Management – the topic of Domain II Task 15 and what I often refer to as the  PMBOK Guide’s Missing Knowledge Area .

Our Approach to the Topic

In this article, we will look at how to address and remove project impediments, obstacles, and blockers. We’ll look at:

What does PMI mean by Impediments, Obstacles, and Blockers?

The basic approach to project impediments, obstacles, and blockers, the core attitude for helping your team to overcome impediments, obstacles, and blockers, informal approaches to address and remove impediments, obstacles, and blockers, formal approaches to address and remove impediments, obstacles, and blockers, specific agile approaches to address and remove impediments, obstacles, and blockers.

The  6 th  edition of the PMI’s Project Management Body of Knowledge  (the PMBOK Guide) does not define either Impediment, Obstacle, or Blocker.

Helpfully, but not very, the new  PMBOK 7 th  edition  steps in…

Impediment . An obstacle that prevents the team from achieving its objectives. Also known as a blocker. A Guide to the Project Management Body of Knowledge, 7 th  edition Project Management Institute, 2021

So, is  Address and Remove Impediments, Obstacles, and Blockers for the Team a  pleonasm – unnecessary use of words? Or a tautology – using words that merely repeat the meaning of others you have already used?

Well, in common usage, these words are similar – as PMBOK 7 implies:

• Impediments impede your way
• Obstacles obstruct your way
• Blockers block your way

So, to justify this title, the official PMI training materials go through some hoops. From my notes to the PMP course I took, with an ATP ( the GreyCampus PMP course, which I recommend ), the PMI defines:

• Impediments : something that slows down or hinders progress
• Obstacles : something you need to move, go around, avoid, or overcome, using a strategy
• Blockers : something that causes work to stop

[Any errors in understanding or transcription from the PMI’s materials and the ATP Instructor are my own]

So… clear as mud.

If I had to guess, I’d speculate the PMBOK 7 authors were taking a pop at this nonsense!

And I shall use the three terms, impediments, obstacles, and blockers, interchangeably. 

Whenever you encounter any of these different things (😉) you will first want to gather relevant members of your team, to understand what is going on. You’ll consider things like:

• What the issue is
• What the team has already tried, to resolve the problem
• Who needs to know about it
• Who will take responsibility for leading the resolution process
• What steps you can take
• And how you will follow-up, including communicating to stakeholders and documenting  lessons learned

Two essential processes suggest themselves:

Prioritization, problem solving.

A good project team will establish baseline priority levels, which they will base on considerations such as:

• Potential delay
• Criticality of tasks delayed
• Dependencies that the delay impacts
• Stakeholders affected
• Ability of team members to revert to other, constructive, tsks

It will help to document this, alongside examples.

This will allow you to evaluate any impediments, obstacles, and blockers quickly and prioritize your attention.

Agile Prioritization Tools

Agile methods offer some useful tools for prioritization, such as:

• Fist of Five Team members spontaneously show 1 to five fingers representing their own assessment of the priority. The  PM then allocates the priority level based on an average (mean or median)
• Planning Poker We have a video on this process, that uses scalings of 1, 2, 3, 5, 8, 13…
• T-Shirt Sizes This approach ranks an issue as Small (S), Medium (M), Large (L), Extra Large (XL), or XXL.

Quite simply, when a project runs into numerous obstacles, the team deals with them in priority order, allocating resources according to capabilities and priorities.

Problem-solving is a big topic in itself. So, rather than try to rush it, to fit into a small part of this larger article, I’ll direct you to our resources.

The place to start is with our extended article:  Problem Solving: A Systematic Approach .

Other resources you may find helpful:

• Two Approaches to Solving Project Problems | Video
• What is Design Thinking? Human-centered Problem-solving | Video

Isn’t This Just Issue Management?

Ahh… Yes. To a large extent, we are talking about Issue Management here.

I called this the PMBOK’s missing process, or Knowledge area, and we have a detailed article:  Issue Management: All You Need to Know about PMBoK’s Missing Process  for an in-depth assessment.

Curiously, the same Examination Content Outline (ECO) that added Impediments, Obstacles, and Blockers to the PMP syllabus, also added Manage Project Issues (Domain II, Task 15).

PMI suggests you need to know:

• Recognize when a risk becomes an issue
• Attack the issue with the optimal action to achieve project success
• Collaborate with relevant stakeholders on the approach to resolve the issues

You may also like our video:  How to Anticipate Future Budget Challenges to Your Project .

Your team will desperately want to do a good job. So, your role is to make it as easy for them to do this, as possible.

This is an approach to leadership, called Servant Leadership. In the video below, I refer to the role of a Servant Leader as providing rations (the things a team needs) and a raincoat (protecting the team from distractions).

So, a Servant Leader is a leader who sees their role as being the servant of the people who follow them. Their job is to:

• Provide their followers with what they need, while
• Removing obstacles from their way

This means tackling the blockers and distractions that will prevent your team from performing at their best. And it means taking on those burdens yourself, so they don’t have to. This will free them up, to be as efficient and effective as they can be.

As you’d expect, we have an in-depth article on Servant Leadership:  How Servant Leadership can Deliver Better Results from Your Project Team .

Most of the day-to-day obstacles and impediments you’ll be dealing with only require an informal, ad hoc, approach. Let’s look at the two principal components that make up your daily unblocking approach:

• Communication

Communicating Impediments to Progress

You’ll need to meet stakeholders frequently, to keep them up-to-date. But don’t overload them. There is a fine balance between:

• openness and transparency about issues, on the one hand, and
• creating unnecessary distractions, concern, and workload, on the other

Impediments Board

Keeping your team informed is, in many ways, easier. Firstly, they are professionals. So, they both:

• Need to know what is going on
• Understand that an obstacle is just that – it’s not the end of the world(or even of the project)!

I recommend you keep a part of a large whiteboard or noticeboard to note impediments and issues that are ongoing. You can then ostentatiously cross them out when the matter is resolved. You can also use initials to let everyone know who the point-person (or Single Point of Contact – SPOC) is for the issue.

This ‘Impediments Board’ can be a physical board (my own preference) or part of your team collaboration software stack.

Using Meetings to Shift Obstacles to Your Project’s Progress

There’s a myth that daily stand-up meetings are an artifact of agile projects alone. Nonsense. I was using daily stand-ups before agile (or even Scrum) was a twinkle in the Agile Alliance’s eye!

These stand-up meetings are usually at the start of the working day and include a discussion of obstacles people are encountering.

Requests – Suggestions – Offers

A great way to end the meeting is with a round of requests, suggestions, and offers. In this, anyone can make a request of the group, because they have a blocker in their own work. In response, the facilitator calls first for suggestions. These need to be constructive ideas. Then, the facilitator will call for a round of offers of help, support, or resources.

The formal approach in predictive and hybrid projects – and within some agile teams is an Issue Log, or Issue Register. This takes a similar form to a risk register. Indeed, it is often a single, combined document. This is my preference, with issues being risks with 100% likelihood.

Some Project Managers also like the idea of a log of Risks, Issues, Decisions, and Actions (RIDA). 

You would supplement this with a program of formal risk reviews. This can be at regular intervals or linked to key milestones in your project. 

To keep on top of progress on issues and obstacles, I recommend you close your project team meetings with a ‘Triple-A Close’ .

• Summarise what has been said and agreed
• Formally note any decisions – in precise terms, if necessary
• Who will do what?
• Go around the table
• Get confirmation from each person
• State the next steps 
• Signpost the next meeting

Always…     (One more A) Thank people for their attendance and attention

There are two formal processes in an agile project that can really help with clearing blockers:

• Retrospective

Backlog Assessment

Sprint retrospective.

Although the purpose of the Sprint Retrospective is to find ways to improve quality and effectiveness, one way to do this is to understand the obstacles you faced and how you could tackle them going forward. Because, a sprint retrospective is a chance for your team to assess itself and find ways to improve during the next Sprint.

And, before each sprint, we need to select the work we are going to undertake. And, any impediments will simply get in the way of that work.

So, you need to assess your backlog and any already-committed activities in the context of known obstacles.

This can be either a:

• Proactive response to known risks and likely blockers
• Reactive response to known impediments

Responses include either:

• Including work on the obstacle as a part of the sprint
• Reducing drawdown from the backlog to make time to work on the blocker
• Select backlog items that are not affected by known impediments

Please Tell Us About Your Approaches to Impediments, Obstacles, and Blockers

As always, I am keen for you to share your own ideas and experience. And I will respond to every comment.

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The World Of Math

Examples of Problem Solving with 4 Block

Using 4 Block (4 Corners) Template in Math Print the 4 Block Math Template in PDF In this article I explain how to use this graphic organizer in math which is sometimes referred to as: 4 corners, 4 block or 4 square. This template works well for solving problems in math that require more than one step or with problems that could be solved by using different strategies. For younger learners, it would work well as a visual which provides a framework for thinking through the problem and showing the steps. We often hear “use pictures, numbers and words to solve problems”. This graphic organizer lends itself to support problem solving in math.

Using 4 Block for a Math Term or Concept Here is an example of using 4 block to help with the understanding of a term or concept in math. For this template, the term Prime Numbers is used. A blank template is provided next.

Blank 4 Block Template Print this blank 4 block template in PDF. This type of template can be used with terms in math. (Definition, Characteristics, Examples and non Examples.) Use terms like Prime Numbers, Rectangles, Right Triangle, Polygons, Odd Numbers, Even Numbers, Perpendicular Lines, Quadratic Equations, Hexagon, Coefficient to name a few. However, it can also be used to solve problems like a typical 4 block problem. See the Handshake Problem example next.

4 Block using Handshake Problem Here is an example of the handshake problem being solve by a 10 year old. The problem was: If 25 people shake hands, how many handshakes will there be? Without a framework to solve the problem, students often miss steps or don’t answer the problem correctly. When the 4 block template is used regularly, learners improve in their ability to solve problems as it forces a way of thinking that works for solving problems.

Author: Arya Math

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Brain Power

5 steps (and 4 techniques) for effective problem solving.

Problem solving is the process of reviewing every element of an issue so you can get to a solution or fix it. Problem solving steps cover multiple aspects of a problem that you can bring together to find a solution. Whether that’s in a group collaboratively or independently, the process remains the same, but the approach and the steps can differ.

To find a problem solving approach that works for you, your team, or your company, you have to take into consideration the environment you’re in and the personalities around you.

Knowing the characters in the room will help you decide on the best approach to try and ultimately get to the best solution.

Table of Contents

5 problem solving steps, 4 techniques to encourage problem solving, the bottom line.

No matter what the problem is, to solve it, you nearly always have to follow these problem solving steps. Missing any of these steps can cause the problem to either resurface or the solution to not be implemented correctly.

Once you know these steps, you can then get creative with the approach you take to find the solutions you need.

1. Define the Problem

You must define and understand the problem before you start, whether you’re solving it independently or as a group. If you don’t have a single view of what the problem is, you could be fixing something that doesn’t need fixing, or you’ll fix the wrong problem.

Spend time elaborating on the problem, write it down, and discuss everything, so you’re clear on why the problem is occurring and who it is impacting.

Once you have clarity on the problem, you then need to start thinking about every possible solution . This is where you go big and broad, as you want to come up with as many alternative solutions as possible. Don’t just take the first idea; build out as many as you can through active listening, as the more you create, the more likely you’ll find a solution that has the best impact on the team.

3. Decide on a Solution

Whichever solution you pick individually or as a team, make sure you think about the impact on others if you implement this solution. Ask questions like:

• How will they react to this change?
• Will they need to change anything?
• Who do we need to inform of this change?

4. Implement the Solution

At this stage of problem solving, be prepared for feedback, and plan for this. When you roll out the solution, request feedback on the success of the change made.

5. Review, Iterate, and Improve

Making a change shouldn’t be a one time action. Spend time reviewing the results of the change to make sure it’s made the required impact and met the desired outcomes.

Make changes where needed so you can further improve the solution implemented.

Each individual or team is going to have different needs and may need a different technique to encourage each of the problem solving steps. Try one of these to stimulate the process.

1-2-4 All Approach + Voting

The 1-2-4-All is a good problem solving approach that can work no matter how large the group is. Everyone is involved, and you can generate a vast amount of ideas quickly.

Ideas and solutions are discussed and organized rapidly, and what is great about this approach is the attendees own their ideas, so when it comes to implementing the solutions, you don’t have more work to gain buy-in.

As a facilitator, you first need to present the group with a question explaining the problem or situation. For example, “What actions or ideas would you recommend to solve the company’s lack of quiet working areas?”

With the question clear for all to see, the group then spends 5 minutes to reflect on the question individually. They can jot down their thoughts and ideas on Post-Its.

Now ask the participants to find one or two other people to discuss their ideas and thoughts with. Ask the group to move around to find a partner so they can mix with new people.

Ask the pairs to spend 5 minutes discussing their shared ideas and thoughts.

Next, put the group into groups of two or three pairs to make groups of 4-6. Each group shouldn’t be larger than six as the chances of everyone being able to speak reduces.

Ask the group to discuss one interesting idea they’ve heard in previous rounds, and each group member shares one each.

The group then needs to pick their preferred solution to the problem. This doesn’t have to be voted on, just one that resonated most with the group.

Then ask for three actions that could be taken to implement this change.

Bring everyone back together as a group and ask open questions like “What is the one thing you discussed that stood out for you?” or “Is there something you now see differently following these discussions?”

By the end of the session, you’ll have multiple approaches to solve the problem, and the whole group will have contributed to the future solutions and improvements.

The Lightning Decision Jam

The Lightning Decision Jam is a great way to solve problems collaboratively and agree on one solution or experiment you want to try straight away. It encourages team decision making, but at the same time, the individual can get their ideas and feedback across. [1]

If, as a team, you have a particular area you want to improve upon, like the office environment, for example, this approach is perfect to incorporate in the problem solving steps.

The approach follows a simple loop.

Make a Note – Stick It on The Wall – Vote – Prioritize

Using sticky notes, the technique identifies major problems, encourages solutions, and opens the group up for discussion. It allows each team member to play an active role in identifying both problems and ways to solve them.

Mind Mapping

Mind mapping is a fantastic visual thinking tool that allows you to bring problems to life by building out the connections and visualizing the relationships that make up the problem.

You can use a mind map to quickly expand upon the problem and give yourself the full picture of the causes of the problem, as well as solutions [2] .

The goal of a mind map is to simplify the problem and link the causes and solutions to the problem.

To create a mind map, you must first create the central topic (level 1). In this case, that’s the problem.

Next, create the linked topics (level 2) that you place around and connect to the main central topic with a simple line.

If the central topic is “The client is always changing their mind at the last minute,” then you could have linked topics like:

• How often does this happen?
• Why are they doing this?
• What are they asking for?
• How do they ask for it?
• What impact does this have?

Adding these linking topics allows you to start building out the main causes of the problem as you can begin to see the full picture of what you need to fix. Once you’re happy that you’ve covered the breadth of the problem and its issues, you can start to ideate on how you’re going to fix it with the problem solving steps.

Now, start adding subtopics (level 3) linking to each of the level 2 topics. This is where you can start to go big on solutions and ideas to help fix the problem.

For each of the linked topics (level 2), start to think about how you can prevent them, mitigate them, or improve them. As this is just ideas on paper, write down anything that comes to mind, even if you think the client will never agree to it!

The more you write down, the more ideas you’ll have until you find one or two that could solve the main problem.

Once you run out of ideas, take a step back and highlight your favorite solutions to take forward and implement.

The 5 Why’s

The five why’s can sound a little controversial, and you shouldn’t try this without prepping the team beforehand.

Asking “why” is a great way to go deep into the root of the problem to make the individual or team really think about the cause. When a problem arises, we often have preconceived ideas about why this problem has occurred, which is usually based on our experiences or beliefs.

Start with describing the problem, and then the facilitator can ask “Why?” fives time or more until you get to the root of the problem. It’s tough at first to keep being asked why, but it’s also satisfying when you get to the root of the problem [3] .

As a facilitator, although the basic approach is to ask why, you need to be careful not to guide the participant down a single route.

To help with this, you can use a mind map with the problem at the center. Then ask a why question that will result in multiple secondary topics around the central problem. Having this visual representation of the problem helps you build out more useful why questions around it.

Once you get to the root of the problem, don’t forget to be clear in the actions to put a fix in place to resolve it.

Learn more about how to use the five why’s here .

To fix a problem, you must first be in a position where you fully understand it. There are many ways to misinterpret a problem, and the best way to understand them is through conversation with the team or individuals who are experiencing it.

Once you’re aligned, you can then begin to work on the solutions that will have the greatest impact through effective problem solving steps.

For the more significant or difficult problems to solve, it’s often advisable to break the solution up into smaller actions or improvements.

Trial these improvements in short iterations, and then continue the conversations to review and improve the solution. Implementing all of these steps will help you root out the problems and find useful solutions each time.

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How to use Toyota’s legendary A3 problem-solving technique

Georgina Guthrie

February 21, 2020

If you came home one day and found your kitchen taps on full-blast and your house full of water, what’s the first thing you’d do? Grab a bucket and start scooping — or turn off the tap?

When it comes to problem-solving, many of us take a rushed, reactionary approach rather than fixing the issue at the source. So in other words, we see the water, panic, and start scooping. If this sounds like something you’ve done recently, then don’t feel too bad: when the pressure’s high, we often jump towards the quickest fix, as opposed to the most effective one.

This is where the A3 technique comes in. It’s a problem-solving approach designed to efficiently address the root cause of issues.

What is the A3 technique?

The A3 technique is a structured way to solve problems. It’s part of the Lean methodology  developed by Toyota back in the mid-’40s. This doesn’t mean you need to implement a Lean way of working to take advantage of this process — it can work as a standalone exercise.

Granted, A3 isn’t an inspiring name, but the story of its origins is actually pretty interesting. Rumour has it that Taiichi Ohno, inventor of the Toyota Production System, refused to read past the first page of any report. In response, his team created A3 to address and summarize problem-solving on one side of A3-sized paper. The A3 technique played a huge part in Toyota’s success and all kinds of industries have since adopted it. Here’s how to get started.

How to solve a problem with A3

The first thing to remember is this: A3 is collaborative and relies on good communication. It’s not something you should do by yourself.

There are three main roles involved:

• Owner (that’s you or someone under your charge)

As you’ve probably guessed, these aren’t roles that already exist in your company; you must create them for the purpose of this process. Here’s what they mean.

The owner is responsible for leading the exercise. They are the lynchpin between the two other roles, fostering good communication and keeping documents up to date. It’s tempting to think of the owner as the head of this trio, but that’s not true: everyone is equal here.

The mentor is someone with solid  problem-solving experience. Their job is to coach the owner and steer them toward finding a solution; it’s not their job to find the answers themselves.

And finally, there are the  responders . This is someone (or a group of people) who has a vested interest in the outcome of the A3 project. Responders might include the client, stakeholders, or managers. A potential problem here is gaining access to them: if you work somewhere with a strict hierarchy — and you’re somewhere near the bottom of that structure — you may face challenges. There’s no easy way around this. Essentially, you need your organization to support this way of working and make it easy for you to access those at the top if needed.

How to create an A3 report

True to its origins, the A3 report is a one-page document. It typically contains 5-7 sections that systematically lead you towards a solution. These are the most commonly used steps but feel free to modify them.

• Background:  Explain your project in a few sentences, including its context.
• Problem statement:  Explain the current problem. You can use process mapping to see the different tasks that surround the issue. This isn’t essential, but it will make it easier for you to locate the root cause.
• Goals: Define your desired outcome and include metrics for measuring success. You won’t know everything until you reach the end, so you may need to revisit and refine stages 1-3.
• Root cause analysis:  This is a big stage of the process. You need to work out what you think the root problem is. You can use different methods to help you here, including 5 whys or a fault tree analysis .
• Countermeasures:  Once you’ve worked out your root cause, you can start proposing solutions.
• Implementation:   Plan how you’ll implement these solutions, including an action list with clearly defined roles and responsibilities.  Project management software is useful here because it allows the team to track each other’s progress in real time .
• Follow-up: Using your metrics for success, decide whether the problem was solved. Report your results back to the team/organization. In the spirit of Lean (continuous improvement), you should go back and modify your plan if the results aren’t as expected. And if they were, you should make this process the new standard.

Problem-solving tools

A3 is an efficient, methodical way to solve problems at their source. When issues rear their head, rising stress can lead people to panic. Having a clearly designed system in place to guide you towards a solution minimizes the chances of people settling for a ‘quick fix’ or failing to act altogether.

Beyond being a guiding light in times of pressure, A3 is a great team-building exercise because it encourages individuals to work together towards a common goal — across all areas of the organization. Combine this with collaborative tools designed to help teams track progress and work together more effectively, and you’ll be unstoppable.

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9-Square (Prioritization Tool)

Last updated by Jeff Hajek on October 19, 2020

The 9-square is a prioritization tool in Lean problem solving that helps you organize your improvement ideas. After completing a brainstorming session in which you compile a large number of viable options, you have to decide which ones to implement. To use the 9-square, rank each problem in two categories: impact and ease of implementation.

Create a 3 x 3 grid, with low, medium, and high impact as the vertical scale. Hard, medium, and easy to implement go on the horizontal scale. Place your options into the appropriate boxes. At this point, there may be little hard information, but you should be able to make an educated guess as to which square each idea should fall into.

The 9-square gives a visual representation of where projects fall relative to each other. I normally code each idea with a letter and write the corresponding letters on the grid—otherwise in a big project the 9-square quickly becomes cluttered. Alternately, I use a large grid on the wall and place sticky notes in the appropriate location. You end up with something like this example.

In some cases, the decision of which idea to try is not perfectly clear. You might have to choose between two similarly valued proposals. For example, would you rather do a medium impact, but easy project (F), or a high impact project that will require medium effort (B)? You will run into a few of these situations, but generally, you’ll end up with the most desirable project being at the top right, and the worst options at the lower left.

In this example, determining the sequence (except for the second and third spot) is a rather easy task. For the ones that are not crystal clear, you can always do a little research, or you can just pick one. The cost of getting the perfect answer might actually outweigh the difference in the benefit between the two choices.

Remember, though, this is a very, very rough prioritization tool. It is based on educated guesses and assumptions, so it should only be used in low-risk or low-cost situation. Don’t choose a new ERP using a 9-square. You can, however, pick between a few locations for a parts rack, or from among several ideas on how to improve phone service in a small call center. When the stakes are higher, you need a tool that is more data driven.

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Easy Problem Solving Using the 4-step Method

June 7, 2017  by  Jennifer Haury Category:  Guest Author ,  Management

At a recent hospital town forum, hospital leaders are outlining the changes coming when a lone, brave nurse raises her hand and says, “We just can’t take any more changes. They are layered on top of each other and each one is rolled out in a different way. We are exhausted and it’s overloading us all.”  

 “Flavor of the Month” Fatigue

Change fatigue. You hear about it in every industry, from government sectors to software design to manufacturing to healthcare and more. When policy and leadership changes and process improvement overlap it’s no surprise when people complain about “flavor of the month,” and resist it just so they can keep some routine to their days.

In a time where change is required just to keep up with the shifting environment, one way to ease fatigue is to standardize HOW we change. If we use a best practice for solving problems, we can ensure that the right people are involved and problems are solved permanently, not temporarily. Better yet, HOW we change can become the habit and routine we long for.

The 4-step Problem Solving Method

The model we’ve used with clients is based on the A3 problem-solving methodology used by many “lean” production-based companies. In addition to being simpler, our 4-step method is visual, which helps remind the user what goes into each box.

The steps are as follows

• Develop a Problem Statement
• Determine Root Causes
• Rank Root Causes in Order of Importance
• Create an Action Plan

Step 1: Develop a Problem Statement

Developing a good problem statement always seems a lot easier than it generally turns out to be.  For example, this statement: “We don’t have enough staff,” frequently shows up as a problem statement. However, it suggests the solution—“GET MORE STAFF” — and fails to address the real problem that more staff might solve, such as answering phones in a timely manner.

The trick is to develop a problem statement that does not suggest a solution.  Avoiding the following words/phrases: “lack of,” “no,” “not enough,” or “too much” is key. When I start to fall into the trap of suggesting a solution, I ask: “So what problem does that cause?” This usually helps to get to a more effective problem statement.

Once you’ve developed a problem statement, you’ll need to define your target goal, measure your actual condition, then determine the gap. If we ran a restaurant and our problem was: “Customers complaining about burnt toast during morning shift,” the target goal might be: “Toast golden brown 100% of morning shift.”

Focus on a tangible, achievable target goal then measure how often that target is occurring. If our actual condition is: “Toast golden brown 50% of the time,” then our gap is: “Burnt toast 50% of the time.” That gap is now a refined problem to take to Step 2.

Step 2:  Determine Root Causes

In Step 2, we want to understand the root causes. For example, if the gap is burnt toast 50% of the time, what are all the possible reasons why?

This is when you brainstorm. It could be an inattentive cook or a broken pop-up mechanism. Cooks could be using different methods to time the toasting process or some breads toast more quickly.  During brainstorming, you’ll want to include everyone in the process since observing these interactions might also shed light on why the problem is occurring.

Once we have an idea of why, we then use the 5-why process to arrive at a root cause.  Ask “Why?” five times or until it no longer makes sense to ask. Root causes can be tricky.  For example, if the pop up mechanism is broken you could just buy a new toaster, right? But if you asked WHY it broke, you may learn cooks are pressing down too hard on the pop up mechanism, causing it to break. In this case, the problem would just reoccur if you bought a new toaster.

When you find you are fixing reoccurring problems that indicates you haven’t solved for the root cause. Through the 5-why process, you can get to the root cause and fix the problem permanently.

Step 3: Rank Root Causes

Once you know what’s causing the problem (and there may be multiple root causes), it’s time to move to Step 3 to understand which causes, if solved for, would close your gap. Here you rank the root causes in order of importance by looking at which causes would have the greatest impact in closing the gap.

There may be times when you don’t want to go after your largest root cause (perhaps because it requires others to change what they are doing, will take longer, or is dependent on other things getting fixed, etc). Sometimes you’ll find it’s better to start with a solution that has a smaller impact but can be done quickly.

Step 4: Create an Action Plan

In Step 4 you create your action plan — who is going to do what and by when. Documenting all of this and making it visible helps to communicate the plan to others and helps hold them accountable during implementation.

This is where your countermeasures or experiments to fix the problem are detailed. Will we train our chefs on how to use a new “pop-up mechanism” free toaster? Will we dedicate one toaster for white bread and one for wheat?  

Make sure to measure your results after you’ve implemented your plan to see if your target is met. If not, that’s okay; just go through the steps again until the problem is resolved.

Final Thoughts

Using the 4-step method has been an easy way for teams to change how they solve problems. One team I was working with started challenging their “solution jumps” and found this method was a better way to avoid assumptions which led to never really solving their problems.  It was easy to use in a conference room and helped them make their thinking visual so everyone could be involved and engaged in solving the problems their team faced. 

Do you have a problem-solving method that you use at your worksite?  Let us know in the comments below. 

MRSC is a private nonprofit organization serving local governments in Washington State. Eligible government agencies in Washington State may use our free, one-on-one Ask MRSC service to get answers to legal, policy, or financial questions.

About Jennifer Haury

Jennifer Haury is the CEO of All Angles Consulting, LLC and guest authored this post for MRSC.

Jennifer has over 28 years learning in the healthcare industry (17 in leadership positions or consulting in performance improvement and organizational anthropology) and is a Lean Six Sigma Black Belt.

She is a trusted, experienced leader with a keen interest in performance improvement and organizational anthropology. Jennifer is particularly concerned with the sustainability of continuous improvement programs and the cultural values and beliefs that translate into behaviors that either get in our own way or help us succeed in transforming our work.

The views expressed in guest columns represent the opinions of the author and do not necessarily reflect those of MRSC.

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Toyota Kata “A3 Problem Solving”

Over the years, I’ve been exposed a number of efforts to “implement A3 problem solving” in various companies. I worked for some of those companies, I’ve observed others.

The results are nearly always the same.

Here are a couple of examples. Let me know if any of these match up with experiences you have had.

Example 1: The company had put many people through “Practical Problem Solving” training and was (ironically) trying to measure how many problem solving efforts were underway.

I was watching a presentation by one of these problem solving teams to management. Their A3 was on a computer, projected onto the screen. They were reporting their “results.” Yet there were large discontinuities in their problem solving flow. The actions they were taking simply did not link back (through any kind of identifiable cause) to the problem they were solving.

The management team listened carefully, applauded their efforts, and moved on to the next topic of their meeting.

Example 2: A different company had a form to fill out called an “MBF” or “Management by Fact.” From the labels on the boxes, it was clearly intended to be structured problem solving. By the time I worked there, however, “MBF” had become a verb. It was a solo activity, filling out the form at the desk, and reporting on it in a staff meeting.

Example 3: Well-meaning former Toyota team members, now working for a different large company wanted to “train everyone in problem solving.” They put together a “class” that presented the purpose of each block on their A3 form with the expectation that people would adopt the process.

All of these efforts had something in common.

They didn’t work.

Over the last few days, I’ve been privileged to be included in an email exchange about the relationship between A3 and Mike Rother’s Toyota Kata . My small contribution was apparently enough to get my name onto the cover, but I want to give a real nod in the direction of a Jenny Snow-Boscolo for instigating inspiring a really good exchange.

One of the difficulties with gaining insight into Toyota’s management processes is that they really aren’t codified. This shouldn’t be a surprise. Look at your own company, and ask how much of the culture – the reflexive way things are done and interactions are structured – is written down.

(In fact, if it is written down, I would contend it is likely your actual culture has little resemblance to what is written about it. Those things tend to be more about what they wish the culture was.)

Culture, any culture, is learned through daily interaction. This is all well and good in cases where people are immersed in it from the beginning.

But the rest of us aren’t operating in that problem solving culture. Rather, we are trying to create it. And as the former Toyota Team Members from Example 3 (above) learned, it isn’t a simple matter of showing people.

Rather than two different things, we are looking at a continuum here. At one end is the culture described on Slide 9. There isn’t any formal structure to it, the process for teaching it isn’t codified. It is learned the same way you learn the way to get the job done in any company. They just learn different things than you did.

But in another organization there is no immersion. If there is anyone who is steeped in The Way, they are few and far between.

In these cases, we want to start with something more overt. And that is the purpose of having a rote drill or kata . It isn’t something you implement. It is a structure, or scaffold, to learn the basic moves. Just as mastering the musical scales is only a prelude to learning to play the instrument, the kata is the foundational structure for learning to apply the underlying thinking patterns.

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2 replies to “toyota kata “a3 problem solving””.

You failed to mention that many of us called “Management by Fact” by another name – “Management by Fiction.” While the former was the intention, the latter happened more often than the leaders knew.

“You must unlearn what you have learned.” -Yoda

Late to the post, but I came across it as I consider another foray into an A3-trained organization. Examples 1 and 3 are certainly familiar, though in my experience it was somebody far less qualified than a Toyota consultant who taught the organization that if they did A3 reports, Lean-thinking would commence (incidentally, this was at the same healthcare organization where I met you, Mark, when you contributed your time and knowledge toward using Toyota Kata in a healthcare setting, thus beginning our daily practice there. Thank you!). The result of “the A3 is the most important Lean tool” thinking was that by the time I was brought on board there were scattered yellowed-with-age A3 reports on a few department white boards and a general consensus of “we tried Lean and it didn’t really work” along with resistance to devoting any time to delving deeper into Lean management.

Unfortunately misery does not love company in this case. I would prefer that it was an isolated case, but as exemplified by the fact that you are writing about the issue, it is not. As more organization “tried Lean” this will likely become more and more common. I like the idea of incorporating the kata into A3 reporting for those managers who are already using it, but when an executive team than has “done Lean” and moved on to other projects, changing the habits of the senior leadership may be the most important obstacle that needs to be addressed for the organization to succeed; possibly through iterative experiments toward the target condition of a transformed executive team!

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ThinkFun Block By Block Logic and Problem Solving Puzzle Cube Game Kids 8y+

ThinkFun Block By Block Logic and Problem Solving Puzzle Cube Game 8y+ Creative Building Logic Game Block By Block expands your spatial problem-solving skills as you combine seven puzzle pieces to construct three-dimensional structures depicted on the 60 challenge cards. The puzzle pieces are the same as the famous Soma Cube of the 1970s. This logic game is tough - and very fun! Features: 60 Challenge Cards with Hints and Solutions, 7 Puzzle Pieces, Game-Go Bag and Instructions Type: Brainteasers Skill: Logic and Problem Solving Age: 8 and Up Players: 1 Player Box Size: 20.5 x 13.5 x 4.5 cm Features: - 60 Challenge Cards with Hints and Solutions - 7 Puzzle Pieces - Game-Go Bag and Instructions Dimensions Approx: 20.32 x 13.34 x 4.45 cm (Packaging) Includes: 1 x ThinkFun Block By Block Logic and Problem Solving Puzzle Cube Game 8y+

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How to Deal with Blockers in Agile Teams

A practical guide tips and tricks to identify, prevent, and resolve blocked user stories.

Agile | Adapt

In this blog, I will share some of the best practices and tools that I use to help teams overcome blockers in agile projects. By following these tips, you can boost your team’s performance and satisfaction, and deliver value to your customers faster and better.

As an agile leader, I often see teams struggling with blocked user stories. Blocked user stories are those that cannot be finished because of some obstacle, such as a dependency, a bug, a lack of clarity, or a resource constraint.

Identifying blockers

One of the first steps to deal with blockers is to identify them as soon as possible. You can use various techniques to spot blocked user stories, such as:

• Checking the status of your user stories on your agile board or tool . If a user story is stuck in the same column for too long, it might be blocked.
• Asking your team members during daily stand-ups or retrospectives if they have any blockers or need any help.
• Reviewing your user stories’ definition of done and acceptance criteria . If a user story does not meet these criteria, it might be blocked.
• Using visual indicators , such as a red flag or a sticky note, to mark blocked user stories on your agile board or tool.

Resolve blockers as quickly as possible

One of the best ways to improve your team’s velocity is to prevent and resolve blocked user stories as quickly as possible. However, you can use various strategies to avoid and solve blockers, such as:

• Breaking down large and complex user stories into smaller ones that are simpler and can be delivered independently.
• Collaborating with others (team members, teams and stakeholders) to align on dependencies and expectations.
• Testing and validating your user stories early and often to catch and fix defects before they become blockers.
• Clarifying and prioritizing your user stories’ requirements and acceptance criteria with your product owner and customers.
• Securing and allocating the necessary skills and resources for your user stories.

Escalating and communicating your blockers to your Scrum master for support and guidance.

How to unblock blockers

You can do this by:

• Raising your blockers during daily stand-ups or retrospectives , or any other agile ceremony that involves your Scrum master.
• Providing clear and concise information about your blockers , such as what is blocking you, why it is blocking you, how long it has been blocking you, and what you have tried to do to unblock yourself.
• Asking for specific help or advice from your scrum master , such as how to resolve a dependency, how to fix a bug, how to clarify a requirement, or how to access a another team member or tool.
• Following up with your scrum master on the progress and status of your blocker s, and informing them when you are unblocked or need more help.
• Applying the swarming technique , which means that the whole team focuses on one or a few blocked user stories until they are unblocked and done.

See also Removing Impediments as a Scrum Master | by Luke Pivac | Agile | Adapt | Medium and How to Write Value Based User Stories | by Luke Pivac | Agile | Adapt | Medium

Prioritising blockers

Another important step to deal with blockers is to prioritize them based on their urgency and importance.

Not all blockers are created equal. Some blockers will have a higher impact on your team’s delivery and quality than others.

You should prioritize your blockers based on factors such as the value of the blocked user story, the duration of the blockage, the number of affected team members, and the risk of escalation.

Focus on resolving the most critical blockers first.

You can use various tools to prioritize your blockers, such as:

The Eisenhower matrix

The Eisenhower matrix helps you classify your blockers into four categories: urgent and important, urgent but not important, important but not urgent, and neither urgent nor important.

Address the urgent and important blockers first, delegate or postpone the urgent but not important blockers, schedule the important but not urgent blockers, and eliminate or ignore the neither urgent nor important blockers.

The MoSCoW method

The MoscoW method helps you rank your blockers into four levels: must have, should have, could have, and won’t have. Address the must have blockers first, as they are essential for your user story’s completion.

Try to resolve the should have blockers next, as they are important but not vital for your user story’s completion. You can consider resolving the could have blockers later, as they are desirable but not necessary for your user story’s completion.

Discard or defer the won’t have blockers, as they are out of scope or irrelevant for your user story’s completion.

The ICE score

The ICE score helps you calculate a score for each blocker based on three criteria: impact, confidence, and ease. Impact measures how much value resolving the blocker will bring to your user story.

Confidence measures how certain you are that resolving the blocker will have the expected impact. Ease measures how easy or difficult it is to resolve the blocker. Multiply these three criteria to get an ICE score for each blocker. Prioritize the blockers with the highest ICE scores first.

By preventing and resolving blocked user stories, you can increase your team’s velocity and reduce your epic cycle time. This means that your team will deliver more value to your customers and stakeholders in the same amount of time. It will also improve your team’s ability to plan and forecast future work and commitments.

Blockers are a common challenge that agile teams face, but they can be overcome with the right techniques and tools.

In this blog, I have shared some of the best practices and tips that I use to help teams deal with blockers in agile projects. I hope you find them useful and apply them to your own agile teams. If you have any questions or feedback, please feel free to leave a comment below or contact me directly.

Thank you for reading and happy unblocking!

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Written by Luke Pivac

An experienced delivery leader - helping teams succeed by using an adaptive-mindset. Thought-leader and published author. PSM-1, MSP5, ICP-ATF, ICP-APM, ICP-DAS

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