Citation: John Shook, (2008). Managing to Learn, The Lean Enterprise Institute.

Summary

The author of this paper is concerned with problem solving skills in an organization setup.  He uses an example of Toyota Corporation and how it has been successful in using A3 as its problem solving tool. This is a tool whereby the organization solves its problems through knowledge generation and also helps the people doing the work to learn. The author explains the  sequence of the A3 tool starting from problem identification, through the desired outcome, action plan and the follow up to ensure that desired results are realized.

According to the author, the tool provides a mechanism for mangers to mentor others in scientific thinking. He give an example of Porter who is a young manager working in a Japan based manufacturing plant that aims to shift its operations in United States and gets mentorship from Sanderson. The managers rare expected to learn through experience to understand root cause analysis and scientific thinking to problem solution. It is imperative for the learners to get the needs and facts right for effective problem solving.

The author asserts that A3 tool provides practical problem solving skills for the learner and also practical skills for the managers to mentor others while achieving the desired results.  He argues that the problem solving tool ensures transparency and teaching ability through the process. The tool must ensure that both facts and meaning in the process is communicate in a commonly understood format starting from the beginning, the middle and the end of the problem.

Critique

Though the article has given a clear explanation of the success associated with the A3 tool in problem solution, there are still some clear limitations. For instance, the author fails to give a case study of cases which Toyota Corporation has been able to handle using the tool. He also asserts that gathering of facts requires a careful investigation on the part of the author. This is a hindrance to problem solution since there are no guidelines on how the investigative work should be carried out. It is worth noting that the tool has no absolute correct template f the setting or use but instead it’s based on the underlying thinking of the matter at hand.

Another major concern of the problem solution technique is that it proposes countermeasures rather than the solutions to the problem.  The author argues that solutions create other problems which are absurd since the process is expected to provide problem solution. The author also fails to expound on the creation of visual shorthand of analyzing the issue at hand.

Application

The article proves an important tool which provides many reasons why it is interesting and insightful. For instance, all the organizations are faced with instances where problem solving skills are highly anticipated. The A3 tool enables managers explore potential countermeasures to the problem arising in their organizations. From the article, the author stresses the importance of broader analysis of the issue at hand to come up with a conclusive solution to the problems at hand.

The article has also expounded on the importance of the managers to mentor and establish alignment in the course of their work. Importance of dialogue in problem solution has also been highlighted to ensure that all the players are aware of the issue at hand. This is an essential milestone since it gives a point of reference just in case of recurrence of a particular issue in future. It is important for the perpetuity of the organization and helps people in understanding scientific thinking.

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