Intermediate-level problem solving uses relatively sophisticated problem solving techniques to resolve complex problems and manage projects. Within the context of the Arizona Management System (AMS,) teams use a standard, single-page, I lxl7-inch (A3) template to manage and document their work. The template aligns with the familiar Plan -Do-Check-Act cycle of continuous improvement through five sections: 

•    Purpose (PLAN)
•    Analysis (PLAN)
•    Strategy (PLAN/DO)
•    Results & Issues (CHECK)
•    Standardize & Sustain (ACT)

This edition of AMS In Focus focuses on the Analysis phase of problem solving. 

Analysis (PLAN) 

Most of the problems that Arizona state employees are asked to solve are “Just Do It” types of problems or ones that require basic problem solving skills and tools. But agencies should develop a pool of employees who have mastered more sophisticated problem solving techniques for resolving relatively complex problems and managing projects.

For this reason, the state’s Government Transformation Office (GTO) has developed workshops to train agencies in intermediate-level problem solving that requires significant data analysis and project management. Sometimes referred to as seven- or eight-step problem solving, the GTO approach is known as “A3” problem solving for the single 11x17-inch (A3) template used to manage and document the work.

The Arizona Management System (AMS) is transforming how our state government thinks and does business by enabling employees to track performance and surface problems so they can be fixed with discipline by deploying countermeasures for sustainable progress. 

When there are many problems or potential causes, we always want to focus on the most significant because solving these will yield the most benefit.

A Pareto chart is a basic problem solving tool that helps identify the most frequent defects, complaints or other factors you can count and categorize. The chart is named for Italian economist Vilfredo Pareto, originator of the “80/20 rule,” which postulates that roughly 80% of effects (problems) come from 20% of the causes. 

The Arizona Management System (AMS) is transforming how our state government thinks and does business by enabling employees to track performance and surface problems so they can be fixed with discipline by deploying countermeasures for sustainable progress. 

When there are many problems or potential causes, we always want to focus on the most significant because solving these will yield the most benefit.

A Pareto chart is a basic problem solving tool that helps identify the most frequent defects, complaints or other factors you can count and categorize. The chart is named for Italian economist Vilfredo Pareto, originator of the “80/20 rule,” which postulates that roughly 80% of effects (problems) come from 20% of the causes. 

A key step in basic problem solving is to identify the root cause of the problem - i.e., the fundamental reason why the problem exists. Numerous tools are available to help teams determine a problem’s underlying root cause. 

The “Five Why Analysis” is a simple yet powerful tool whereby troubleshooters repeatedly ask “why?” to bore deeper and deeper toward ultimate causation. See the example below

Arizona’s state workforce of more than 33,000 skilled problem solvers will achieve far greater results and increase value and efficiency more than what can be achieved if only leaders and managers solve problems. Through the Arizona Management System (AMS), employees are learning standard work for disciplined, practical problem solving as well as tools and techniques that help achieve success.

Standard Work

Through the Arizona Management System (AMS), it is expected that every state employee becomes good at identifying and solving problems. A workforce of more than 33,000 skilled problem solvers will achieve far greater results and increase value and efficiency more than what can be achieved if only the leaders and managers solve problems.

Most problems within state employees’ influence to resolve require three problem solving behaviors of increasing skill:

Just Do Its (JDIs) - For problems with known root cause(s) and obvious countermeasures that can be implemented within about a week. Every employee should be able to resolve JDIs with little or no experience.

The secret to cost savings when printing is preparation and understandiong the myriad of options that are available in the print process.  As you begin, it is always best to start by having a firm understanding of who your audience is and what you are trying to communicate with them.  From there you can determine your course of action.  Three state agencies have internal print capabilities, Department of Education, Department of Corrections and Department of Economic Security.  They have resources that can help you plan your print project, even if you don't print through them in the end. They are a great tool for your planning.  Below are a number of practices to think through as you plan your printing. If you are interested in learning more about the Print Services Project Team and projects you can implement in your agency, please contact Kimberly Siddall at ksiddall@azlottery.gov. 

The Arizona Management System (AMS) is the catalyst transforming how Arizona government thinks and does business. AMS is an intentional, results-driven approach for doing the work of state government so that every employee reflects on performance, reduces waste, and commits to continuous improvement with sustainable progress.  

We reduce waste by first seeing and defining problems that slow us down or otherwise interfere with our ability to get work done. Waste is defined as anything that doesn’t add value from our customer’s perspective. AMS is based on principles of Lean management, which teaches how to reduce waste in our business processes. Lean practitioners identify eight common forms of waste, which can be remembered using the acronym DOWNTIME :

Defects - Creating products that must be revised or changed.

At the risk of stating the obvious, the Arizona Management System is a system, a combination of interrelated, interacting elements that form a collective whole. Just as your body’s circulatory system, for example, cannot function without the heart, veins and arteries each doing its job in unison, AMS  works best when its various components gel.

Visual performance management by itself is good in that it can show us what’s working, but its real value lies in revealing what isn’t. By exposing gaps between actual and optimal performance, AMS enables us to implement countermeasures and rigorously solve problems. 

Likewise, an agency’s employees may dabble in problem solving, but without leaders to set priorities, support disciplined analysis for getting to root causes, and coach, mentor and model desired behaviors, employees may never realize the full extent of their problemsolving ability and apply it to do the most good.