Better Thinking Faster: A conversation about solving problems just in time

Time is relative, especially when it comes to lean problem solving. The LEI trio of Josh Howell, Mark Reich, and Art Smalley explored how the speed of quality problem solving really depends on the level of the organization in which the problem exists and the types of problems and thinking patterns in place at that level. In this first podcast of two, they examine what “better” and “faster” means in the lean world and how that manifests itself. 

There’s often a debate among management circles calling for fast problem solving and change vs. slow, deliberate decision-making. Art, Toyota veteran and author of Four Types of Problems, says, “We’re all trying to think better and think faster, respective to our level and the speed that governs it. But it’s overly simplistic to just say ‘think slow.’ You want to, all things equal, arrive at a better end result faster. In reality there are different types of problems, different patterns of thinking, and different mental gears that can be used.”

Art discussed different types of problems and the different styles of work used in Toyota to address them. As outlined in his book, they are: 

• Type 1 troubleshooting problem, such as responding to the andon signal at a frontline workstation with a 45-second cycle time, needs to be solved safely and quickly, which will often occur countless times each day because these problems involve a known problem and known solution.

• Type 2 problems are harder to solve and have unknown root causes and solutions, which require a more analytical mode of thinking.

• Type 3 problems are actually continuous improvement efforts that seek to establish a new, better target condition. 

• Type 4 problems represent truly innovative new solutions (think hybrid powertrain technologies) that often require years of trial and error.

The problem-solving work moves from convergent thinking, known standards, and highly skilled execution at the frontline to middle management using the eight steps of Toyota Business Practice that can take days or weeks, to innovation, which is slower, more deliberate, divergent, and exploratory.

Josh looks back to his time at Starbucks and the problem-solving spectrum, contrasting the challenge of trying to transform a company of some 350,000 employees (“That’s going to take some time, and certainly the executives don’t want it to take too much time. It can’t take forever.”) compared to experiencing problems in a store during peak service time when there’s a new customer every 30 seconds. “The way that we were taught from our TPS and lean teachers to improve that situation, improve our performance for the customers, was to really dig into the details of what happens inside those 30 seconds.” 

Speed is only one facet of lean problem solving. Remember, the Toyota slogan is “Better Thinking, Better Products,” and so quality has to be part of problem-solving work.

Mark (LEI Chief Engineer Strategy, author of Managing on Purpose, and also a Toyota veteran) says the quality of problem solving requires developing the capabilities of those doing the problem solving as well as the patience to take sufficient time to examine problems and come to better solutions: “We want to build the capability in the organiz