Effective problem solving is not about quick decisions, templates, or expert opinions—it’s about shared understanding, scientific thinking, and learning at the system level. These posts explore how leaders and teams approach real problems in complex environments, from executive decision-making to daily improvement work.
Drawing on Lean thinking, Toyota practices, healthcare, manufacturing, and knowledge work, this archive emphasizes problem-solving as a leadership capability: asking better questions, testing assumptions, and building systems that make problems visible instead of hidden.
TL;DR After devastating 2020 wildfires blanketed Oregon vineyards in smoke, Native Flora Winery resisted quick judgments or panic decisions. Instead, the owners tested, learned, and experimented–prioritizing quality standards and long-term reputation over short-term financial pressure. Their response mirrors Lean thinking:…
Steve Spear shares lessons from Hajime Oba, who founded Toyota’s Supplier Support Center (TSSC) and became one of the most influential teachers of the Toyota Production System in North America. In this episode, Spear describes how Mr. Oba looked at…
Joining me for Episode #378 are Christopher D. Chapman, Senior Lean Transformation Coach at Chapman Lean Enterprise, and Dr. Valeria Sinclair-Chapman, a social scientist, Associate Professor, and Director of the Center for Research on Diversity and Inclusion at Purdue University. We…
I was really excited to learn about the new book by Dan Heath, so I pre-ordered it at the start of March. The new book is Upstream: The Quest to Solve Problems Before They Happen. You might know of Dan…
Joining me again for Episode #365 is Dan Markovitz, now a five-time guest (but he doesn’t get a special jacket like SNL). You can find past episodes here. The reason for getting together was to chat about his latest book,…
My wife and I have been home in an Orlando condo building for the past month. In efforts to avoid the coronavirus (and to practice physical distancing to help flatten the curve), we’ve minimized trips out of the condo. There…
Thanks as always to Ryan McCormack for this… Healthcare – Creating Value for Patients Healthcare and hospital staff around the world are working tirelessly to provide care during this crisis. I thank everyone that is selflessly sacrificing in service to…
TL;DR: Two Japanese hospitals improved patient safety by combining Toyota-style problem-solving with psychological safety. By making it safe for staff to report problems and near misses, leaders uncovered more issues, learned faster, and reduced harm–turning safety into part of daily…
Healthcare – Creating Value for Patients Sometimes you just need to get a team together and improve. Here’s a good example of use of A3 thinking to improve opioid prescribing in outpatient rheumatology. Reducing harm requires the conditions to speak up, raise…
I want to give credit to my friend and colleague Tony Milian for the idea that prompted this blog post. Tony and I used to work together in a Lean healthcare consulting group that was part of Johnson & Johnson…
This ad caught my attention while watching a little bit of Monday Night Football this week. It’s an IBM ad titled “Smart Loves Problems.” The ad’s voiceover says, in part: “Problems. It’s human nature to hate problems. But why is…
Cleveland Clinic’s daily tiered huddles are not just short meetings–they’re a Lean management system that connects front-line realities to executive decision-making in real time. By combining visual management, clear escalation rules, and psychological safety, these huddles help teams solve problems…
