lean approach to problem solving

How to Solve Your Problems With Lean Six Sigma (Free DMAIC Checklist)

Elisabeth Swan is the co-author of “The Problem-Solver’s Toolkit” and co-host of “The Just-in-Time Cafe Podcast.” She’s been a process improvement consultant, speaker, and innovator for over 30 years. She’s the Chief Learning Experience Officer for GoLeanSixSigma.com, a former cast member of ImprovBoston, and – if asked – may still be able to ride a unicycle.

Surgeon Atul Gawande made headlines when he told the world that a simple checklist could drastically reduce unnecessary deaths in The Checklist Manifesto .

Yet, checklists conjure images of forklift drivers on loading docks with clipboards counting boxes. How could they transform healthcare?

“ He has… produced a 90-second checklist which reduced deaths and complications by more than one-third in eight hospitals around the world – at virtually no cost and for almost any operation. ” – James Clarke, reviewing The Checklist Manifesto,  Ulster Med J. 2011 Jan; 80(1): 54.

Aviation was transformed decades earlier when management and engineers at Boeing Corporation created the pre-flight checklist after the 1935 crash of the prototype Boeing B-17 at Wright Field in Dayton, Ohio. Checklists have become so essential to the airline industry that most crashes can be traced to the misuse or failure to complete a checklist.

A New York Times reviewer noted, “no matter how expert you may be, well-designed checklists can improve outcomes”. Since the purpose of process improvement is improving outcomes, Lean Six Sigma and checklists are natural companions.

To prove that, this Process Street blog post will show the relationship between checklists and lean six sigma, and provide you with a free  DMAIC Improvement Project Tollgate Checklist that you can use right now.

Use the links below to jump to that section of the post:

Lean Six Sigma and the role of problem-solving

Lean six sigma & the checklist, introduction phase, define phase, measure phase, analyze phase, improve phase, control phase, checklists and lean six sigma, use process street to reduce error.

Or, if you just want the checklist, check it out below!

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For those unfamiliar with Lean Six Sigma and process improvement, it is a structured approach for organizations to scrutinize how things are done, poke at data and processes to uncover waste and then cut out things like extra forms, out-dated approvals and other time-wasting steps.

It’s a customer-focused, 5-step problem-solving model that engages entire workforces to constantly seek a better way of doing things.

Proof of Lean Six Sigma’s influence is evident in today’s hiring practices. A poll by GoLeanSixSigma highlights that hiring managers prefer a person who is “ Green Belt Certified ” – having substantial Lean Six Sigma skills – by an almost 80% margin. In an interview with the former head of Twitter, problem-solving emerged as the top skill sought by today’s most influential hiring managers.

In other words, problem-solving (especially via Lean Six Sigma) is an absolutely vital skill.

If problem-solving is a must-have skill and checklists are key to good outcomes, then combining the two makes sense.

DMAIC – Define, Measure, Analyze, Improve & Control – is the 5-Step model for Lean Six Sigma and there’s a set of required tollgates at the end of each phase. These tollgates outline what has to be done in order to move the problem-solving process forward.

Using the tollgates as an outline, we created a dynamic  Process Street template  that you can use for free and run checklists from to track your progress!

Before you can start solving problems, you need a problem to solve.

Picking a process issue – and finding someone in leadership to support you – are two required tasks in this first tollgate. Scoping the project is important (bigger than a “just-do-it” and smaller than “solving world hunger”) but even more critical is finding a Sponsor.

Finding a Sponsor

In a poll asking Lean Six Sigma practitioners what they considered the biggest obstacle to process improvement success, “Getting Leadership Support” accounted for almost a third.

When we coach team leads who tell us they can’t find someone to back their project, we let them know, “No Sponsor, no project”. If nobody in charge has any skin in the game, there’s no point in attempting the process fix. Find a different project that leadership supports.

One thing that helps when searching for leadership backing is being able to explain what Lean Six Sigma is and why it makes a difference. Since the checklist template is dynamic we inserted a video in the Define Phase within the checklist item, “Enlist a Project Champion/Sponsor who will support you and the project”. The team lead can share the video with managers or directors who they consider Sponsor candidates.

There’s also a Project Selection Guide Template embedded in the checklist so users can take a project idea and put it through a few screening questions. Is it a repeating problem? Is there a way to measure it? The checklist serves as a reminder, a source of templates, supporting videos and other just-in-time guidance.

The next set of tollgate tasks cover the Define Phase of DMAIC. This is where problem-solvers clarify the problem, the process impacted and customers of the process.

There is a journey of discovery during this phase as everyone agrees on the issue to solve. One of the big challenges is the tendency of ambitious team leads—or equally ambitious Sponsors—to try to “shoot the moon.”

Shooting the moon

They might want to reduce cycle time, reduce defects , improve margins, and increase customer satisfaction all by next Tuesday. But a project that focuses on everything accomplishes nothing. It’s okay to measure the cost reduction that results from reducing defects. But pick one of those to be the goal. Success is more possible if you focus on one goal at a time .

It takes practice and discipline to develop a manageable goal statement. Another moon shot is aiming for perfection out of the starting gate. When we see a goal statement that claims the team will, “reduce defects from 25% to 0%” then we know there is a sizable risk of failure and disappointment.

That’s why the Define Phase of the checklist includes a Goal Builder Template along with a blog providing tips on how to create well-crafted goal statements.

The primary focus of the Measure Phase is to baseline the process. If you’re trying to reduce defects, you need to know how you’re doing at that now. What’s your track record? You need to know the baseline of the process in order to measure whether or not you made a difference with your improvement when you get to the Improve Phase.

You need to know the gap, so you can close the gap.

The data’s in the system, somewhere…

One of the issues we run into in this phase is problem solvers assuming that data is sitting in a system somewhere waiting to be accessed. If they simply run a report, they’ll have the baseline. Check that off the list. But that rarely goes according to plan.

Maybe there’s system data, but was it entered with care? Is it reliable? We’ve seen teams struggle to use data that didn’t make sense. They could access cycle time data, but it didn’t take into account that the workday ended at 5:00. I had another team looking at why healthcare invoices had to be manually adjusted. They looked up the defect codes and the biggest category was “Other”. System data existed, but it was useless.

Most of the time, it helps to collect some data manually. In order to think through your approach, you need a Data Collection Plan. That involves listing the data you want and considering things like stratification factors—the “who, what, when, where” of data. If you’re looking at defects, should you collect data on defects by product? Defects by the fields on a form? Defects by customer type?

Within the task: “Develop a Data Collection Plan with Operational Definitions and create Check Sheets as Needed”, we’ve embedded a template (The Data Collection Plan) and a video to guide the process.

You’ll learn a lot by collecting the data firsthand, so if the perfect data set is not magically sitting in the system, it helps to have a plan.

Analyze is the crux of the DMAIC method. This is where learners drill down and discover the root cause of the process problem they’ve been chasing. Once you do that, you can solve the problem for good.

But if you have not determined the root cause then you might be solving a “symptom,” putting a bandaid on the problem or implementing a change based on a hunch. All of this means there’s a high likelihood the problem will remain and the efforts will have been in vain.

Finding the smoking gun

If you’ve always been told, “don’t bring me a problem, bring me a solution,” that’s an encouragement to jump right past this step into the fun of solutions. I’ve seen teams go with their assumptions regardless of what the data says or the process analysis reveals. I’ve seen Sponsors who tell teams what solutions they want to be implemented right from the get-go.

How do you stick with analysis long enough to find the smoking gun? The trick is to keep collecting the clues in the Cause & Effect Diagram , aka The “Fishbone Diagram”. It’s an aptly named tool, popularized by Dr. Ishikawa , which resembles a fish skeleton. Its construction allows teams to develop root cause theories around a problem as they build their knowledge of the process.

Each time they collect data, interview process participants on a Gemba Walk or map the process steps, they uncover potential reasons for defects. Making the most of the Fishbone Diagram is key but, during a poll, users reported where they fell short.

Solutions masquerading as problems

Over a third of respondents reported the issues of “listing solutions” on the Fishbone instead of causes. What we hear are phrases like, “the root cause is a lack of training”.

The problem with “lack of” anything is that it’s a sneaky way of putting a solution on the Fishbone.

The question is, “what is the training addressing?” Is it lack of user knowledge? If that’s the problem, could it be solved with helpful visuals, a simpler process? There are a lot of ways to address user knowledge before jumping to more employee training.

This is when you want to behave like the persistent detective – think Columbo, the classic 70’s TV icon. Every question helps you accumulate clues. People working through the process may have the answer without knowing it. The trick is to keep looking upstream until you find potential culprits. Dig past the symptoms.

To help with this phase, the checklist includes both a Fishbone Diagram Template as well as a video on how to get the most out of the Fishbone.

The Improve Phase is a long-anticipated step in the journey. It’s the step teams generally want to jump to from the start. Testing countermeasures, piloting solutions, watching the problem disappear, that’s the fun of process improvement. If you’ve done a proper job of Define, Measure, and Analyze, this phase falls nicely into place.

The ripple effect

The catch? Unintended consequences.

If you toss a stone into a lake you can see the ripples flow out from the center. The same principle holds true for process change. If you remove a step, change a form, skip an approval , will things fall apart? For that, we look to the Failure Modes & Effects Analysis or FMEA for short.

It’s a methodical way of assessing the potential for things to go wrong. It Involves deciding the potential severity and frequency of future problems and then mistake-proofing the process to prevent them. The technique originated at NASA since they couldn’t risk trial and error when sending men to the moon. By thinking through the risks of change they developed the kind of contingency plans you saw on display in movies like Apollo 13.

That’s why there’s an FMEA Template and a video on how to use it tucked into the main checklist from this post.

It’s okay to make changes. It’s simply key to think through the impact of those changes on other parts of the business.

Process Improvement can happen quickly and have a dramatic impact, but it’s critical to “stick the landing.” The Control Phase exists to see the improvement through to stability.

If teams move on and everyone takes their eyes off the ball, things may start to slip. What they need is the ability to continuously see the performance of the new process.

Sticking the landing

Have you ever tried to watch a game without a scoreboard? How would you know who was winning? Or how much time was left?

It’s the same with process work.

How does your team know how they’re doing? How do you stay aware of how the new process is performing?

By making the data visible.

Keeping an eye on Process Performance can be done with a single metric — you need to focus on one thing. If the goal was to reduce defects, then the single metric would be tracking the daily percentage of defects. A great way to measure success is with a Control Chart.

Control Charts are time charts. You might know them as Line Charts or Run Charts. They include a measure of variation so they are often referred to as “Run Charts that went to college”. They can be created in Excel , but they can also be drawn by hand.

Teams often set up whiteboards in the shared workspace to track things like defects. People can rotate responsibility for updating the chart. If people can see the measure and are responsible for it—they pay attention to it. What gets measured gets managed.

The Control Chart Template is embedded in the checklist for the Control Phase.

Process Improvement is a mainstay of Operational Excellence and checklists are simple but effective ways to make sure you get the outcomes you want. The following quote comes from the interim CEO/President of the Association for Manufacturing Excellence ( AME ).

“ I am a big fan of checklists for ensuring quality at the source. They serve an important purpose in reminding us of all that’s needed in a particular process or project. Without checklists, we risk missing or overlooking something by mistake. Checklists work best when ticking off items as they are completed, not en masse once the entire project is done. The key point is to use and follow them, not “pencil-whip” them from memory after the fact. While not foolproof, checklists can help us cover the details and result in more thorough, successful improvement efforts. ” – Jerry Wright , President, AME

Checklists have transformed healthcare, aviation, and countless other industries. Run this Process Street DMAIC Tollgate Checklist and make sure your next improvement effort gets great results.

Process Street is a powerful piece of workflow software that lets you crush the human error in your organization.

By creating process templates (like the free DMAIC checklist in this post) you can give your whole team a central location for them to see what they have to do, and how exactly they should do it.

No more confusion, no more errors.

Take advantage of our powerful feature set to create superpowered checklists, including:

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Check out our intro webinar to see the app in action!

Stop leaving the success of your processes up to chance. Get started with a free trial of Process Street today!

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Ben Mulholland

Ben Mulholland is an Editor at Process Street , and winds down with a casual article or two on Mulholland Writing . Find him on Twitter here .

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What Is Lean Six Sigma?

Lean Six Sigma brings together principles from lean manufacturing and Six Sigma.  Lean manufacturing is a philosophy that emphasizes the elimination of waste and the improvement of production flow through collaborative team effort. Six Sigma is a data-driven methodology that uses statistical analysis and problem-solving tools to identify and eliminate defects as well as process variations. Lean Six Sigma combines these methodologies to increase organizational efficiency.

Why Is Lean Six Sigma Important?

The combination of lean and Six Sigma methodologies provides a comprehensive approach to process improvement that can help organizations streamline their operations, reduce costs and improve quality, thereby leading to significant improvements in efficiency and customer satisfaction.

More From This Expert What Is Software Quality Assurance?

Lean Six Sigma Techniques

Lean Six Sigma uses a variety of techniques to improve processes and reduce waste.

Value Stream Mapping 

VSM is a tool we use to identify and eliminate waste in a process by mapping out the entire value stream, from the start of the process to the end.

DMAIC (Define, Measure, Analyze, Improve, Control) is a problem-solving methodology used to improve existing processes by identifying and eliminating the root cause of problems.

What Are the 5 Phases of Lean Six Sigma?

The Lean Six Sigma methodology typically consists of five phases known as DMAIC, which stands for define, measure, analyze, improve and control.

Kanban is a visual management tool that helps manage and control the flow of work by using cards or other visual indicators to signal where tasks are within a given project workflow.

5S is a workplace organization methodology that aims to improve efficiency and productivity by creating a clean, safe and organized work environment.The term 5S stands for the five Japanese words that describe the steps involved in the method: seiri (sort), seiton (set in order), seiso (shine), seiketsu (standardize) and shitsuke (sustain).

Poka-yoke is a mistake-proofing technique used to prevent errors from occurring in a process by designing products or processes that make it impossible for errors to occur. We can accomplish this by implementing physical or visual cues that alert the worker to a potential mistake or prevent the mistake from happening in the first place.

For instance, most modern microwave ovens have a safety mechanism that prevents the oven from operating if the door is not properly closed. This ensures that the user will not accidentally turn on the microwave with the door open, which could result in injury. This is a perfect example of Poka-Yoke implementation that protects users from injuries.

Statistical Process Control (SPC) 

SPC is a technique used to monitor and control a process by using statistical methods to measure and analyze data . Control charts, process capability analysis and sampling plans are among these statistical methods used in SPC. 

Sampling plans help us determine how many samples of a product or process output we should take for analysis. The goal is to obtain enough data to make accurate inferences about the overall process performance while minimizing the cost and time required for data collection and analysis. 

Control charts help identify when a process is producing results that are outside of the expected range, which can signal the need for corrective action.

Process capability analysis involves calculating statistical metrics such as Cp and Cpk, which measure how well the process is centered and how much variation it produces. 

Root Cause Analysis (RCA) 

RCA is a problem-solving technique used to identify the underlying causes of problems by asking “why” until we reach the root cause.

Advantages of Lean Six Sigma

Improved quality.

• Increased Efficiency

Cost Reduction

Improved customer satisfaction, cultural change.

• Competitive Advantage

Lean Six Sigma methodologies are designed to improve process efficiency and reduce defects. By using data-driven analysis and process improvement techniques, Lean Six Sigma can help organizations improve product or service quality, which can lead to greater customer satisfaction and loyalty.

Increased Efficiency 

Lean Six Sigma helps organizations identify and eliminate waste, non-value-added activities and other process inefficiencies. These improvements help reduce process cycle times, increase throughput and reduce costs, all of which lead to greater efficiency and productivity .

By reducing defects and inefficiencies, Lean Six Sigma can help organizations reduce costs associated with rework, scrap and other forms of waste. This can result in significant cost savings and improved profitability.

Lean Six Sigma helps organizations focus on customer needs and expectations, which can lead to improved customer satisfaction and loyalty. By reducing defects and improving quality, organizations can increase customer trust and confidence.

Lean Six Sigma methodologies emphasize collaboration, data-driven decision-making, customer value and a culture of continuous improvement . 

The methodology encourages employees to constantly look for ways to improve processes, reduce waste and increase efficiency by promoting collaboration across teams. By breaking down silos and encouraging teamwork, it fosters a more positive and collaborative work environment.

Lean Six Sigma promotes data-driven decision making as it helps to establish a culture of continuous improvement. By regularly collecting and analyzing data on process performance, companies can identify trends and patterns that indicate areas for improvement. 

Competitive Advantage 

By improving quality, efficiency and customer satisfaction, Lean Six Sigma can help organizations gain a competitive advantage in the marketplace. This can lead to increased market share, revenue growth and improved profitability.

Lean Six Sigma Phases

In this phase, we establish a project team. The team then works to define the project goals and objectives as well as identify the process to be improved. The team also clarifies the problem and the customer’s requirements.

2. Measure 

In this phase, teams measure and baseline the current performance of the process, collect data and develop a process map (or flowchart) to understand the process steps and potential areas for improvement.

3. Analyze 

In this phase, teams analyze data to identify the root cause of problems and process variations. The team may use statistical analysis and other tools to help them identify the most significant causes of process problems.

4. Improve 

In this phase, the team develops and implements process improvements by using the information gathered in the previous phases. The team may use lean tools to reduce waste, improve flow and make the process more efficient. The team may also use Six Sigma tools to reduce variation and improve quality.

5. Control 

Finally, the team monitors and sustains process improvements over time. During the control phase, teams focus on monitoring and sustaining the improvements achieved in the previous phase. The team also develops a control plan to monitor the process and take corrective action when necessary.

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DMAIC in Lean Six Sigma vs. Six Sigma

The DMAIC process in Six Sigma and Lean Six Sigma is essentially the same. However, there are some key differences in how we apply DMAIC in the context of Six Sigma versus Lean Six Sigma.

In Six Sigma, DMAIC is typically focused on improving the quality of a process by reducing defects and minimizing variability. The emphasis is on achieving statistical process control and improving process capability. The team may use statistical tools such as hypothesis testing, design of experiments and control charts to identify and eliminate sources of variation and improve process performance.

In Lean Six Sigma, we use the DMAIC process to improve both the quality and efficiency of a process by reducing waste and improving flow. The team may use lean tools such as value stream mapping, 5S and kaizen events to identify and eliminate non-value-added activities and streamline the process flow. The team may also use Six Sigma tools to reduce variability and defects and improve quality.

Another key difference is that Lean Six Sigma places a greater emphasis on the customer and their needs throughout the DMAIC process. Teams identify and analyze customer needs in the define phase, then monitor and measure customer satisfaction throughout the process. This helps ensure the process improvements are aligned with the needs of the customer and deliver value to the organization.

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Lean Six Sigma Belt Levels

Lean Six Sigma uses a belt system to denote different levels of expertise and responsibilities within the organization. The belt system is based on the martial arts belt system, where darker belts indicate a greater level of expertise. Each belt level has its own set of responsibilities and requirements for certification.

There are five levels of Lean Six Sigma belts.

White Belt 

This is the introductory level of Lean Six Sigma training and provides an overview of the basic concepts and principles of Lean Six Sigma.

Yellow Belt 

Yellow belt training provides a more detailed understanding of the Lean Six Sigma methodology and prepares individuals to participate in improvement projects.

Green Belt 

Green belt training provides a comprehensive understanding of Lean Six Sigma tools and techniques and prepares individuals to lead improvement projects.

Black Belt 

Black belt training provides advanced training in Lean Six Sigma tools and techniques and prepares individuals to lead complex improvement projects and manage improvement programs .

Master Black Belt 

Master black belt training provides the highest level of training in Lean Six Sigma and prepares individuals to be experts in the methodology and lead strategic improvement initiatives while mentoring and training others.

In addition to these belt levels, there are also Lean Six Sigma Champions who provide executive sponsorship and leadership for improvement initiatives, as well as Lean Six Sigma Facilitators who provide training and support for improvement projects.

Lean Six Sigma vs. Six Sigma

Lean Six Sigma and Six Sigma are two related methodologies that share the goal of improving business processes and reducing defects. However, there are some key differences between the two.

Six Sigma is a methodology that focuses on reducing defects and improving quality by using statistical analysis to measure and improve process performance. 

Lean Six Sigma, on the other hand, combines the principles of lean manufacturing and Six Sigma. In addition to the DMAIC process, Lean Six Sigma also includes lean manufacturing principles such as value stream mapping, 5S and Kanban to improve process efficiency.

The main difference between Lean Six Sigma and Six Sigma is that Lean Six Sigma places a greater emphasis on the reduction of waste and non-value-added activities, while Six Sigma focuses more on reducing defects and improving process quality. 

Another difference is that Lean Six Sigma is more focused on continuous improvement and cultural change, while Six Sigma is more focused on solving specific problems and implementing process improvements.

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A Deep Dive into the A3 Problem-Solving Approach

• 11 mins to read
• June 20, 2023
• By Reagan Pannell

In today’s fast-paced and fiercely competitive business world, organisations must find ways to continuously adapt, evolve, and excel. Amidst the myriad methods and techniques for achieving improvements and driving continuous improvement, few have proven as profound and transformative as Toyota’s A3 problem-solving approach. 

A significant driving force behind the company’s rise to global prominence, the A3 process fosters a culture where problems are embraced as opportunities for growth and learning. In this article, we’ll explore the origins and underlying principles of the A3 approach and uncover the secrets to its success in unlocking the power of improvements.

Understanding the A3 Approach

The A3 methodology is an integral part of the Toyota Production System (TPS), a set of principles and practices that have shaped the company’s approach to manufacturing, management, and continuous improvement over the years. Named after the A3 sheet of paper that was historically used to capture the plan, analysis, and follow-up on a single page, the A3 process represents a simple, yet powerful, tool for addressing complex challenges and discovering lasting solutions.

At its core, the A3 approach is rooted in three key elements:

1. Thorough problem analysis: The foundation of the A3 process lies in digging deep to diagnose the true nature and root cause of an issue, rather than jumping to hastily devised fixes that merely address symptoms.

2. Structured documentation: The A3 report serves as both a communication tool and an iterative planning device, with each section building on the previous ones to guide problem solvers through a comprehensive analysis, solution development, and execution process. It’s the foundation of good continuous improvement.

3. Cyclical learning and improvement: Leadership and employees alike are encouraged to commit to hypothesis-driven inquiry, observation, experimentation, and reflection, leading to a culture that actively seeks and leverages opportunities for growth by solving problems.

How to Implement the A3 Process in Your Organisation

The Lean Thinking A3 approach can be distilled into seven essential steps:

1. Identify the problem: 

Clearly articulate and define the issue at hand, avoiding the temptation to jump to solutions or assume important facts to be self-evident..

When identifying the problem, it is important to ensure that all relevant stakeholders in the organisation are consulted. This helps to ensure that the issue is accurately described and understood from multiple perspectives. A thorough problem analysis should also include conducting research into possible causes or root issues, and clearly documenting any observed symptoms of the problem. Additionally, it is essential to identify any major risks associated with not finding a solution and recognise any constraints (both external and internal) that may exist which could limit potential solutions. Lastly, it is important to consider any potential opportunities which may arise from addressing the issue that may have been overlooked at first glance. This is the problem statement part which is a critical component that identifies the difference between the current condition and the target condition.

At this stage, we are not looking at how to solve problems being faced or at the potential solution to solving problems. It’s about developing a good understanding of how the actual results differ from the expected results and providing an in-depth systematic approach to process improvement and developing problem-solving skills.

2. Establish the context and background: 

Provide a high-level overview of the problem, describing the stakeholders involved, relevant data, and the broader organisational context in which the challenge has arisen..

It is important to ensure that all stakeholders are properly considered when identifying any potential solutions as their perspectives can play a vital role in determining an effective solution. All related data should be thoroughly analysed to understand the full scope of potential solutions. This includes resources, costs, timelines, and any legal or regulatory issues that may need to be considered. Additionally, it is important to consider how well-proposed solutions fit within existing organisational policies and procedures as this could impact implementation success. Finally, understanding how proposed solutions would interact with other initiatives or processes currently taking place in the organisation can help inform decisions about whether or not they are viable options. It may include conducting some value stream mapping to dig deeper into the current state.

It is important to fully explore any underlying factors that may be contributing to the issue at hand and ensure in-depth problem analysis. This includes looking deeper into existing systems, structures, and processes related to the problem in order to identify potential areas of improvement or optimisation. Additionally, it is essential to consider any relevant industry trends or external influences that could impact how the problem manifests within the organisation.

When analysing a problem, collecting data from various sources is important to get a more comprehensive understanding of how a particular issue can be addressed. This includes mapping the current process using the VSM, SIPOC, Process Mapping or Flowcharting techniques. Additionally, interviews and surveys can be conducted with stakeholders to gain insights into how they perceive the issue and their perspectives on potential solutions. Lastly, it is important to observe any real-world activities related to the problem to uncover key areas where time, effort, resources, money etc is being wasted. This is the time improvement that may not have been identified otherwise.

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Get 3-days free access to our green belt course, accelerate your career, 3. set a goal:, now that you have identified the problem and outlined the relevant context, it is time to set a project goal or outcome..

This involves clearly articulating the desired state of affairs and any key deliverables of the proposed solution. Whether it is reducing operational costs, increasing efficiency, improving customer experience, or something else entirely – defining specific objectives with measurable metrics can help ensure that project teams stay focused and remain aligned on their ultimate destination.

At this stage, it is also important to consider how long it will take to reach the desired outcome. Establishing an implementation timeline will help safeguard progress and provide a framework for tracking results along the way. Setting milestones for achieving particular goals at certain points in time can be especially helpful in keeping teams accountable throughout the process. Additionally, having a plan for evaluating success after reaching the end target will allow stakeholders to gain further insights into how effective their approach has been in addressing underlying problems, as well as how well-proposed solutions have fared once implemented.

4. Investigate root causes:

Use a variety of techniques (e.g., the 5 whys, fishbone diagrams, pareto charts) to probe the problem’s underlying causes and avoid settling on proximate reasons..

The process of identifying root causes is essential when using data-driven tools. We always want to find the simplest root cause approach.

One of the most widely used methods for root cause analysis is the ‘5 Whys’ technique. This method involves asking a series of ‘why’ questions to determine the underlying cause of a particular symptom or issue. The goal is to keep asking “Why?” until you reach an answer that can provide insight into how to address the problem and prevent it from occurring in the future.

Another commonly used tool for root cause analysis is the fishbone diagram (also known as Ishikawa diagrams). This approach involves visualising all potential causes which could be causing a symptom or issue in a logical format, allowing users to identify patterns and uncover links between root causes and their respective effects. This technique can be helpful in identifying and focusing on key areas for improvement, as well as helping to identify interdependencies between components within an organisation’s systems.

Finally, Pareto Charts are useful for analysing data collected from surveys, interviews, observations, etc., concerning the severity or frequency of occurrence. This type of chart helps users quickly identify which factors are contributing most significantly towards an issue, allowing them to focus resources towards addressing those areas first and foremost. Additionally, Pareto charts can also be used to prioritise different solutions based on their estimated effectiveness in addressing an issue.

In conclusion, understanding the root cause of an issue through rigorous techniques such as 5 Whys, fishbone diagrams, and Pareto charts provides invaluable insight into how best to address it effectively while preventing it from reoccurring in the future. By leveraging these tools along with other data-led approaches such as process mapping and flowcharting, organisations can ensure that any proposed solutions are well-informed by both qualitative and quantitative data sources as well as ensure they are building consensus across the entire organisation.

5. Countermeasures:

Identify the right countermeasures (corrective actions) to implement that will directly impact the root causes identified..

Brainstorming is a useful tool for identifying potential improvements. It involves coming up with ideas and solutions in an open and collaborative manner, without judgement or criticism. By allowing team members to share their thoughts freely, brainstorming can help uncover innovative solutions that may have otherwise gone unnoticed. Additionally, looking at how waste reduction, flow and pull can be used to improve processes can also provide valuable insights into where improvement opportunities lie.

Brainstorm potential solutions that directly target the root causes and create detailed action plans for implementation, complete with assigned roles, responsibilities, and timelines.

Once the countermeasures are identified, it is important to design an implementation plan and assign roles & responsibilities. This will help ensure that all stakeholders understand their part in the implementation and can work together to achieve the desired outcome. Additionally, it is important to track progress along the way – setting measurable milestones that can be tracked against goals established during the initial problem-solving phase will help keep teams accountable and allow for course corrections if needed.

By utilising A3 Problem Solving Tools such as a template, organisations can easily document and share their analyses with relevant stakeholders throughout each stage of the project. Having detailed record-keeping like this also helps teams stay on target over time while providing insights into how proposed solutions may need to be re-evaluated down the line. This implementation plan provides the entire organisation with a clear project status on a one-page report.

6. Evaluate the results:

Measure the impact of your countermeasures against the problem, using well-defined success criteria, key performance indicators, or other relevant metrics..

Once the countermeasures have been implemented, it is essential to measure and evaluate their success. This can be done by tracking performance against the initial objectives established during the goal phase, as well as establishing key performance indicators to gauge how well the proposed solutions have fared.

Additionally, stakeholders should also consider conducting a post-implementation evaluation in order to assess how successful their approach has been in addressing underlying issues and determining what lessons can be learned from the experience. This will enable teams to identify strengths and weaknesses within their existing processes and make any necessary adjustments going forward. By understanding the outcomes of their improvements, organisations are able to gain valuable insights into how well they’ve succeeded in achieving their goals and ensure continued success moving forward.

Once the countermeasures have been implemented and their success measured, it is important to compare the results against the initial objective. This can be done in a variety of ways, including graphical analysis such as charts, process maps or flow diagrams. Graphical analysis helps to visualise the differences between results achieved before and after the implementation of new measures in a meaningful way. It also provides an increased level of clarity when assessing whether the desired outcomes have been achieved or not.

Process maps can be useful in understanding how changes made during the improvement phase have impacted processes within an organisation. By mapping out existing processes and then comparing them against those following implementation of countermeasures, teams can easily pinpoint where improvements were made and analyse how they led to improved performance overall.

Charts, on the other hand, enable users to quickly identify trends that may have emerged from data collected during the project. For example, if performance metrics are tracked before and after countermeasures are implemented, users can use charts and graphs to more clearly observe any patterns that may indicate an improvement or regression in performance over time – providing further insights into which areas need further attention or adjustment moving forward.

Finally, dashboard views provide an effective means of displaying results at a glance while highlighting any anomalies that might warrant further investigation. Dashboards allow stakeholders to gain access to important information quickly and easily while also helping them keep track of progress towards goals set out during initial problem-solving phases. Additionally, because dashboards support data visualisation capabilities they offer a highly interactive user experience which can help teams understand underlying trends with greater clarity and precision.

7. Standardise and share:

If a countermeasure proves successful, integrate it into the organisation’s standard operating procedures and share it with other teams as a best practice..

Once the countermeasures have been successfully implemented and measured against the initial objectives, these changes need to be integrated into the organisation’s standard operating procedures (SOPs) and shared with other teams as best practices. This will ensure that any improvements made during the problem-solving phase are consistently applied across all teams within the organisation.

In order to ensure that these improvements become part of the organisation’s long-term strategy, process maps should be updated to reflect the new improved way of working. Process maps provide a visual representation of how workflows are structured within an organisation, and by updating them in line with newly-implemented countermeasures, organisations can ensure that their processes continue to remain up-to-date and efficient moving forward. It may also be necessary to build a follow-up plan if not all tasks are fully completed as well as develop a Lean-focused PDCA cycle to ensure long-term effective collaboration on the solutions that were implemented.

Process documentation should also be updated in order to keep track of changes made during problem-solving. By documenting not just the solutions that were proposed but also why they were proposed, teams can gain valuable insights into their decision-making process which they can leverage for similar future problems.

Furthermore, it is important to update key performance indicators (KPIs) to accurately reflect any progress made during problem-solving. By tracking performance against objectives established before and after countermeasures were implemented, organisations will be able to identify any areas that may still need improvement or require further adjustment going forward. Additionally, tracking KPIs over time will help teams understand whether or not their current strategies are leading them towards meeting their goals in a timely manner or if additional measures may need to be taken in order to achieve desired results more quickly.

Finally, organisations should share successful solutions with other teams in order to promote collaboration and knowledge sharing amongst stakeholders throughout different parts of the business. This will allow for ideas generated through one team’s problem-solving efforts to benefit multiple departments – helping foster creativity and innovation while ensuring that everyone is on board with necessary changes being made throughout the organisation. The last step is key to Toyota’s PDCA management system designed for the entire organisation.

By breaking down the problem-solving process into these seven discrete stages, the A3 method offers practitioners a comprehensive, end-to-end framework for tackling complex challenges and driving improvements in any organisation.

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Training the team on A3

To get A3 started, everyone in the entire organisation needs to learn how to use this single-sheet or single-page document. This means training people across all parts of the company so that everyone knows how to use the A3 Problem Solving Tool and A3 template. Training will help make sure that everyone follows a structured approach when using A3.

Getting the organisation fully onboard with A3 Problem Solving is not an easy task and will require a dedicated effort to ensure its successful implementation. To this end, it is important to start with specific areas of the business – whether it be operations, finance or marketing – by setting up targeted training sessions for both operational teams and senior managers. This will help everyone understand how and why A3 is used, as well as the potential benefits it can bring to their business.

Once everyone has mastered the basics of working with an A3 template, companies should look to regularly review and evaluate its effectiveness. This could include setting up quarterly reviews or running workshops where teams discuss successes and areas for improvement when using the A3 tool. Doing this will ensure that any issues are identified early on, allowing the team to quickly adjust accordingly.

At Leanscape, we understand that transitioning to A3 Problem Solving can be a daunting task. With our team of specialists, we can provide your teams with the necessary training and coaching to ensure that they are able to adapt quickly and efficiently. Our comprehensive approach to A3 will equip your team with the knowledge and skills needed to successfully use this powerful tool for improving performance in all areas of your business.

We are committed to helping you develop a culture of continuous improvement within your organisation by teaching best practices and providing guidance through every step of the problem-solving process. Through our specialised training programs, we will help your teams learn how to use the A3 template more effectively, as well as how to interpret data visualisations quickly and accurately – enabling them to take action swiftly when required. Our experienced coaches will also share insights from industry experts on how best to integrate countermeasures into standard operating procedures (SOPs) and process maps, keeping up-to-date with industry trends in order to stay ahead of the competition.

By leveraging Leanscape’s expertise in A3 Problem Solving, you can rest assured knowing that your team is in good hands. Our team is dedicated to providing you with the support needed for successful implementation so that you can achieve sustained performance improvements over time.

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The implementation of A3 Problem Solving provides a comprehensive framework for organisations looking to successfully address complex problems in an efficient and cost-effective manner. By breaking down the problem-solving process into seven distinct stages, users can structure their approach and track the progress of their countermeasures over time.

In order to ensure successful implementation, organisations should dedicate time towards training their teams on how to use the A3 Problem Solving Tool and A3 template. This will give everyone a solid foundation for carrying out future problem-solving activities more effectively, as well as provide insights into the effectiveness of certain countermeasures over time.

Through Leanscape’s specialised training programs, you can ensure that your team is fully equipped with the necessary skills to successfully adopt and incorporate A3 Problem Solving into all areas of your business. Our experienced coaches are committed to helping you develop a culture of continuous improvement within your organisation – providing guidance through every step of the process

Final Thoughts

The A3 approach is an invaluable tool for unlocking the power of improvements within any organisation. By leveraging its structured framework and cyclical learning approach, businesses can remain agile and responsive to ever-changing conditions, allowing them to navigate change more successfully and emerge stronger than ever before. Ultimately, this makes Toyota’s A3 problem-solving process one of the most effective ways to ensure long-term success in today’s fast-paced and competitive market.

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Reagan pannell.

Reagan Pannell is a highly accomplished professional with 15 years of experience in building lean management programs for corporate companies. With his expertise in strategy execution, he has established himself as a trusted advisor for numerous organisations seeking to improve their operational efficiency.

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Lean Six Sigma 101: A Continuous Improvement Guide 

In our fast-paced, ever-evolving business landscape, companies are always looking for ways to refine their operations and boost efficiency. Lean Six Sigma stands out as a robust solution, fostering continuous improvement for these organizations.

As companies push the boundaries in pursuit of exceptional performance, Lean Six Sigma offers a powerful toolkit and guiding principles that empower organizations to tackle challenges confidently. By merging the strengths of both Lean and Six Sigma methodologies, it paves the way for organizations to reduce waste, fine-tune processes, and elevate the quality of their products and services.

What is Lean Six Sigma?          

Lean Six Sigma is an integrated and comprehensive approach to enhancing operational efficiency and quality. It merges two distinct methodologies, Lean and Six Sigma, to form an effective framework for continuous improvement.

Lean originates from the Toyota Production System and focuses on eliminating activities that do not add value to a process i.e. waste.

On the other hand, Six Sigma is a data-centric methodology aimed at systematically minimizing process defects. The name “Six Sigma” represents an aspirational quality level, aiming for a mere 3.4 defects out of a million opportunities. Six Sigma employs a rigorous statistical approach to pinpoint and address root causes to achieve this quality level.

Organizations harness the best of both worlds by integrating Lean and Six Sigma. While Lean streamlines processes by cutting waste and enhancing flow, Six Sigma uses data analysis to detect and eradicate problems at the source. Together, they provide a well-rounded approach to continuous improvement.

Lean Six Sigma vs Kaizen: main similarities and differences

Both Lean Six Sigma and KAIZEN™️ provide valuable methodologies for tackling organizational challenges, albeit with distinct approaches. They differ in some aspects, each offering unique perspectives on problem-solving and continuous improvement.

Six Sigma heavily relies on quantitative metrics and statistical analysis to drive improvements in business processes, aiming to minimize defects and enhance quality. On the other hand, KAIZEN™️ focuses on holistic improvement throughout the organization, transcending reliance solely on numerical data associated with quality.

Despite these methodological nuances, both Six Sigma and KAIZEN™️ share a common goal: to optimize corporate efficiency and effectiveness by purging non-value-added activities. In practice, companies can adopt a blended approach, incorporating elements from both Six Sigma and Lean concepts, as well as from KAIZEN™️.

Both Lean Six Sigma and KAIZEN™️ stand out as exceptional concepts that yield significant time and cost savings, providing organizations with valuable tools to enhance their operations.

Why is Lean Six Sigma important?     

The Lean Six Sigma is important for several fundamental reasons that positively impact organizations. This comprehensive approach to continuous improvement provides significant benefits that are reflected in various key areas:

Operational Efficiency Reach

The Lean Six Sigma is designed to eliminate waste, reduce inefficiencies, and optimize processes. This leads to more streamlined workflows, shorter cycle times, and a more efficient use of resources.

Quality Improvement

The Six Sigma methodology aims to reduce defects and enhance quality. This results in higher-quality products and services, reducing customer complaints, rework, and costs associated with errors.

Increased Customer Satisfaction

Lean Six Sigma enhances customer satisfaction by focusing on quality, reducing lead time, and delivering value to the customer.

Data-Driven Decision Making

Lean Six Sigma employs statistical analyses for informed decision-making. This diminishes subjectivity in business decisions, allowing organizations to identify and address the root causes of problems more effectively.

Cost Reduction

Lean Six Sigma significantly reduces operational costs by eliminating waste, rework, and defects. This directly improves profit margins and competitiveness.

Implementation of a Culture of Continuous Improvement and Innovation

Lean Six Sigma fosters a culture of continuous improvement throughout the organization. Employees are empowered to identify issues, implement solutions, and seek excellence in their daily processes. They are also encouraged to discover new ways of doing things, which can lead to innovative products, services, and processes.

Lean Six Sigma provides a structured and systematic approach to enhancing efficiency, quality, and customer satisfaction while driving a culture of continuous improvement and data-driven decision-making. Organizations that successfully implement Lean Six Sigma often gain a significant competitive advantage.

What are the Principles of Lean Six Sigma   

The values of Lean Six Sigma are based on a combination of Lean and Six Sigma principles. The following are the main principles:

Focus on Customer Needs

All improvement efforts should be directed toward delivering products and services that meet or exceed customer expectations.

Waste Identification and Elimination

Tasks that do not add value from the customer’s perspective should be identified and eliminated.

Continuous Improvement

The pursuit of excellence is an ongoing process. Organizations should continuously seek ways to enhance their processes.

Decisions should be based on concrete analyses and data , not on assumptions. This approach aids in identifying root causes and assessing changes’ impact.

Employee Involvement

Employees are a valuable knowledge source on processes and challenges. Encouraging their active participation and involvement helps pinpoint improvement opportunities, and fosters shared accountability.

Process Standardization

Establishing clear and consistent standards for processes helps reduce variability and ensures product or service quality . Consistent processes also make it easier to detect anomalies.

Systematic and Structured Approach

Lean Six Sigma employs a systematic approach, such as the DMAIC methodology (Define, Measure, Analyze, Improve, and Control), to address issues and roll out improvements.

Leadership and Commitment

Organizational leadership plays a pivotal role in fostering a continuous improvement culture.

Measurable Outcomes

The success of Lean Six Sigma is gauged through tangible outcomes, such as defect reduction, efficiency/productivity enhancement, cost savings, and customer satisfaction. Routine measurement ensures that improvements have a positive impact.

These principles guide Lean Six Sigma’s successful implementation, setting organizations to achieve sustainable improvement in their operations and processes.

The Lean Six Sigma Methodology      

As previously mentioned, Lean Six Sigma is a structured and systematic approach that combines Lean and Six Sigma principles to achieve operational excellence and continuous improvement in organizations. It provides a clear and directed path for problem-solving and process improvement, addressing waste elimination.

DMAIC: Define, Measure, Analyze, Improve, Control

The DMAIC process is at the heart of the Lean Six Sigma methodology. It is a five-step sequence that guides teams in problem-solving and process improvement.

Each step plays a specific role in the transformation process:

• Define : In this step, the team clearly defines the problem and establishes improvement objectives. Understanding the current situation, identifying stakeholders, and setting success criteria are essential.
• Measure : During this phase, the team collects relevant data about the process. Measurement is vital to understand current performance, identify variations, and determine the extent of existing problems.
• Analyze : The analysis stage involves delving into the data gathered in the previous step to identify root causes. Statistical tools are often employed to identify patterns and trends that might be contributing to the issue.
• Improve : By understanding the root causes, the team develops and implements solutions. These are tested and adjusted as needed before final implementation.
• Control : The final step focuses on maintaining and monitoring the improvements. Control systems are established to ensure that changes remain effective in the long run. This involves defining Key Performance Indicators (KPIs) and creating a monitoring plan.

How Lean Six Sigma is applied in real-world scenarios  

Implementing Lean Six Sigma in real-world scenarios is adapted based on the organization’s specific needs and the problem at hand. Teams are established, typically with a Green or Black Belt leader who is an expert in the methodology.

Teams go through the DMAIC stages, applying specific tools and techniques at each phase. This might encompass data analysis, value stream mapping, and design of experiments, among others. The methodology is versatile enough to find applications in diverse sectors, from manufacturing to services.

Lean Six Sigma fosters a collaborative approach, engaging team members and relevant stakeholders throughout the process. The emphasis on data collection and analysis supports informed decisions, while the continuous improvement culture encourages experimentation and innovation.

Ultimately, Lean Six Sigma results in sustainable improvements in processes and quality, cost reduction, heightened customer satisfaction, and an organizational culture geared toward excellence .

What are Lean Six Sigma Tools

Lean Six Sigma boasts a wide range of tools and techniques that assist in problem identification, data analysis, problem resolution, and continuous improvement. These tools are employed throughout the DMAIC process stages to guide teams in systematically addressing issues. Here are some of the primary tools:

Value Stream Mapping

A visualization tool for a process flow, used during Value Stream Analysis , which identifies value-adding and wasteful activities. It aids in waste elimination and process optimization.

Diagrams (Fishbone or Cause and Effect Diagram)

Utilized to find an issue’s potential causes, this diagram categorizes them into areas such as people, processes, equipment, materials, and environment.

Control Charts

These are employed to monitor a process’s performance over time. They assist in identifying variations and deviations from set targets.

Pareto Analysis

A tool for prioritizing the most significant problems or causes and identifying the main contributors to a given problem.

Root Cause Analysis

Using tools such as the 5 Whys, teams delve deep into the underlying causes of a problem to identify the root cause.  

Design of Experiments (DOE)

Used to test multiple process variables and reveal which factors have the most significant impact on process outputs.

Scatter Plots

These display the relationship between two variables and assist in finding a potential correlation between them.

Regression Analysis

Employed to examine the relationship between independent and dependent variables, allowing for outcome predictions based on historical data.

Failure Modes and Effects Analysis (FMEA)

Evaluates potential failure modes in a process or system, identifying their causes and impacts, and setting priorities for mitigation actions.

An approach to workplace organization and cleanliness focused on enhancing efficiency, safety, and employee motivation.

A visual workflow management tool that helps control and optimize production and material flow.

Devices or techniques designed to prevent errors and defects, minimizing the potential for human mistakes. 

These are just a handful of the many tools Lean Six Sigma offers. Which tool to use depends on the problem’s nature and the project’s unique needs. By smartly combining these tools, teams can effectively pinpoint and tackle issues, achieving sustainable improvements and outcomes in organizational processes.

Lean Six Sigma Training and Certification

Appropriate training plays a pivotal role in effectively implementing Lean Six Sigma. It is essential to deeply understand the tools, techniques, and methods involved to make meaningful improvements in organizational processes and outcomes.

A Lean Six Sigma certification is a formal recognition for individuals who have shown expertise in using the methodology. This certification confirms that they have acquired the skills to lead improvement projects, apply statistical tools, and lead teams to achieve efficiency, quality, and reduce variability.

The most common certification levels – Lean Six Sigma Belts – are:

• White Belt : These are team members familiar with the basic concepts of Six Sigma and can support projects but do not hold a leadership role.
• Yellow Belt : They possess slightly advanced knowledge and can actively participate in projects as team members.
• Green Belt : These members have a deeper understanding of the Six Sigma tools and techniques and can lead small projects and collaborate closely with the Black Belts.
• Black Belt : These are highly trained and qualified project leaders. They are experts in Six Sigma and have the ability to lead complex improvement projects, apply advanced statistical tools, analyze data, and implement significant changes in processes.
• Master Black Belt : These seasoned experts lead in implementing and developing Six Sigma within the organization. They provide training, guidance, and support to Black Belts and Green Belts, ensuring the methodology is effectively applied throughout the organization.

Obtaining a certification in Lean Six Sigma typically involves completing formal training, knowledge examinations, and practical application of the skills learned.

The importance of training and certification in Lean Six Sigma

Lean Six Sigma training provides detailed knowledge of its underlying tools, methodologies, and principles. It empowers professionals to effectively identify problems, analyze data, and implement solutions, leading to measurable improvements.

Certification indicates that its holder possesses the necessary skills to apply Lean Six Sigma effectively. This ensures the right approaches are adopted to address complex issues and enhance processes.

On the other hand, Lean Six Sigma-certified professionals can spread a continuous improvement culture within their organizations. They can lead teams, foster collaboration, and guide implementing improvement initiatives.

How Kaizen Institute can help you become a Lean Six Sigma expert    

The Kaizen Institute offers training programs with various certification levels to meet clients’ needs. Here are some benefits of the Kaizen Institute’s training and certifications:

• Specialized Training and Belt Certification: The Kaizen Institute provides hands-on training and certification at various levels. These programs cover all aspects of Lean Six Sigma, from basic concepts to advanced techniques.
• Globally Recognized Certification: The certifications provided by the Kaizen Institute are widely recognized internationally. Earning a Lean Six Sigma “belt” validates skills and knowledge, enhancing credibility as an expert in the field.
• Practical Experience: Beyond theory, the Kaizen Institute’s courses include hands-on exercises and real-world case studies. This allows participants to apply theoretical knowledge in actual scenarios and gain confidence in their abilities.
• Continuous Learning : The Kaizen Institute offers an ongoing learning journey, allowing professionals to deepen their knowledge in Lean Six Sigma as they advance in their careers.

Still have questions about Lean Six Sigma?

What is the fishbone diagram in six sigma.

The fishbone diagram, also known as the “Ishikawa Diagram” or “Cause and Effect Diagram”, is a visual tool used within Six Sigma to identify and analyze potential causes of a specific problem. It is called the “fishbone” due to its appearance, which resembles a fish’s spine when drawn.

The basic structure of the fishbone diagram consists of a central line from which several diagonal lines branch out, each representing a potential cause category. These categories typically fit into the renowned “6 Ms”:

• Methods : Processes, procedures, policies.
• Manpower : Skills, training, workforce.
• Machines : Equipment, tools, technology.
• Materials : Raw materials, supplies, inputs.
• Measurement : Data collection methods, evaluation.
• Environment : Conditions, context, workplace setting.

Each category is further divided into specific potential causes related to the problem.

What is the meaning of Kaizen?

“KAIZEN™️” is a Japanese word that means “continuous improvement.” Within the context of Lean Six Sigma and continuous improvement, the term “KAIZEN™️” describes a systematic and ongoing approach to enhancement and problem-solving in every aspect of an organization, from processes and products to culture.

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6.4: Lean Processes

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• Michael Laverty and Chris Littel et al.

Learning Objectives

By the end of this section, you will be able to:

• Discuss the lean process methodology
• Understand the phases of the lean problem-solving process.

You have learned about different problem-solving approaches that entrepreneurs take to lead their startups and work with others. Most of these approaches have had to do with the entrepreneur’s cognitive or creative mindsets. Now we will learn about an approach that is more rooted in process, called lean process . Lean problem solving has been used as an entrepreneurial methodology in new and emerging ventures, and it’s interesting that it comes from a large corporate, manufacturing background that focuses on efficiencies. The Six Sigma methodology, pioneered at Motorola in the 1970s and 1980s, and adopted by many companies, is a disciplined, data-driven approach that provides companies tools to improve the capability of their business processes. According to the American Society for Quality, “Six Sigma views all work as processes that can be defined, measured, analyzed, improved and controlled. A set of qualitative and quantitative tools is used to drive process improvement. This increase in performance and decrease in process variation helps lead to defect reduction and improvement in profits, employee morale, and quality of products or services.” 26 GE copied it and created the “Process Excellence” programs that millions of managers and others have taken to get certified at various “belts.” Although Six Sigma and Process Excellence do not fit strictly in terms of entrepreneurship, as they are used mainly by large, mature companies, many of the methods fit in the lean model.

Toyota pioneered the lean process in the 1980s. The term “lean manufacturing” is the most common, but it is much more than manufacturing. The lean process is a systematic method for the maximizing of continuous improvement and the minimization of surplus or unused material in the production of a process. The entrepreneur begins the startup with a sense the original product will be the product carrying the organization to success in the long term. In most cases, the good or service will require modification to maintain a process, technology, or up-to-date product offering. Lean problem solving means the entrepreneur’s entire team scans both the company’s internal and external environments for continuous improvement and methods for bringing additional revenue to the startup by cost improvement processes that promote sustainable value. The external environment encompasses customers, industry trends, and competition. The internal environment comprises the factors inside the enterprise, such as employees, and internal practices and processes. In lean manufacturing, for example, improving efficiencies in the internal environment should lead to advantages in the external environment (whether that be cost savings to customers, competitive advantage from more output/superior product, etc.).

For example, every mile saved per day per UPS truck driver results in approximately $50 million in savings per year, according to Juan Perez, the company’s chief information and engineering officer. Using customer data and artificial intelligence, the company created a system dubbed ORION, which is an acronym for On-Road Integrated Optimization and Navigation. 27 To date, the system has resulted in $400 million in savings to UPS. By applying the lean process, everything that UPS saves on the input (by reducing mileage) leads to savings on the output, which leads faster deliveries, lower costs for consumers, and more profit for UPS.

Lean Problem-Solving Process

The lean problem-solving process is a cycle of observation, assessment, and continual evaluation. As shown in Table 6.4.1, this cycle typically involves eight specific steps.

The lean problem-solving, step-wise process allows the business to observe, assess, and continually evaluate.

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Many entrepreneurs create a startup with an idea that they develop without any feedback from potential customers, relying on their own knowledge or assumptions about the market. Consider the story of Rapid SOS: https://hbr.org/2018/05/do-entrepren...eed-a-strategy . What would most likely happen when they decided to go forward with their product? Will it be a fit to the customer’s needs or solve their problems? How is lean process different from this?

Lean Problem-Solving Phases

Observation is the phase in which the entrepreneur studies the challenge and notes all facets of the challenge requiring solution. In this phase, the entrepreneur asks questions and conducts research about the change needed for a successful product, outcome, or service. The entrepreneurs must determine why the change is needed. What is the purpose of the endeavor? Feedback is extremely important in this phase.

For example, a community asked a group of entrepreneurs to help address the youth obesity problem in a middle school. The entrepreneurs began to study the intake of food by the children and determined that both the content of the school lunch menu and the lifestyle of the majority of the children were affecting the obesity rate in the community. They then defined the purpose of the project as finding a low-cost, low-risk method of changing the lunch menu and agreed that the primary outcome would be a 30 percent reduction in the obesity rate of the children. The entrepreneurs began to assess the cost of changing the lunch menu and observing what else the kids ate. The entrepreneurs discovered that the lunch menu change required to reduce the obesity rate was beyond the financial capability of the school district. Research also showed that many of the children, products of single-parent homes, were eating high-calorie, high-fat, take-out foods for dinner. Further observation revealed that the children did not engage in physical activity after hours because the local surroundings were not safe. The community needed a process to transform the wellness of the children, and the entrepreneurs recommended using a lean process approach to help the children as quickly as possible.

After the observation of the problem comes assessment , the phase in which the entrepreneur experiments and analyzes the potential process and its capabilities. The entrepreneur leverages creative tools and resources to arrive at a solution and assesses each step of a possible solution. Each step must add value to the solution, or that step in the solution is unnecessary. In addition, the step must be capable of solving the issue and add flexibility to the solution. How is the process or product being improved? In this phase, a prototype of the product is developed and delivered. The entrepreneur must ask the customer if all needs and wants are satisfied with the prototype. If the prototype is being developed for mass production, surveying customers about potential sales is essential. In the school lunch example, the school system would have been the customer of the new food menu (prototype) in the assessment phase.

Evaluation is the phase in which behaviors are analyzed to assess success. The entrepreneur continually studies each phase of the solution to observe the effectiveness of outcomes desired by the client. The entrepreneur ensures that transformation is built into the habits of the school to obtain, maintain, and develop the desired outcomes.

In a real-world example of a company applying lean processes, the New Balance Company, which designs and manufactures both athletic and casual shoes, used a batching approach in the early 2000s that organized production by departments, so that all of the cutting took place in one department, all of the stitching took place in another, and so forth. While it seems that batching tasks would improve efficiency, at New Balance, it meant that production of one pair of shoes took nine days. Executives observed piles of inventory sitting between floors and departments, and noticed employees waiting while there were delays in the production line. They also noticed that the pay structure contributed to the piles of works in process because employees were paid by the piece, which encouraged them to produce as much as possible.

The company applied lean principles to rearrange the production floor by value streams, or the making of a product by sharing similar processing steps. On one side was “cut and stitch” products using US materials of leather and mesh, while another side used premade products from overseas for soles, inserts, and kits. This change cut the time to make a pair of shoes down to four hours, meaning that domestic plants could ship some orders in twenty-four hours, while competitors may need as much as 121 days to ship when they outsourced manufacturing to Asia.

An often-used lean problem-solving tool is whiteboarding ( Figure 6.16 ). Whiteboarding is a type of graphing that permits the entrepreneur to plot each step in a process to build comprehension and detailing of the process. The entrepreneur draws each step on the whiteboard using a linking-type diagram, and draws arrows to show how processes affect other processes. Seeing the flow of the process allows the entrepreneur to note where functions in the process are duplicated or inconsistent.

For example, in a community garden, storing tools, such as hoes and hand trowels for weeding, in different sheds wastes time when preparing to begin the process of weeding. These tools should be stored collectively to eliminate multiple trips and wasted time. Seeing the process on a whiteboard or other medium brings awareness to how processes can be improved. After the process is changed, it is graphed again for further scrutiny.

ENTREPRENEUR IN ACTION

The origin of lean.

Would it surprise you to know the origin of lean, in modern times, is considered to be Henry Ford’s production line? Although we don’t necessarily think of the creation of automobiles as an entrepreneurial venture in today’s world, Henry Ford was truly an entrepreneur for his time when the manufacture of automobiles was just beginning. Not only did he recognize the opportunity inherent in the sale of automobiles, he recognized the need to create an efficient process for automobile production that could decrease costs and, consequently, the selling price of the vehicle. As the first entrepreneur to join the use of interchangeable parts with moving conveyance to develop fabrication processes, Ford was able to turn over inventory in a very short time; however, Ford’s process could not deliver variety. In fact, Ford was quoted as saying of the Model T’s color, “You can have any color as long as it's black.” 29 It had the fastest drying time; hence, it was the only color he used for a number of years.

The Ford system was built around one static product. In the 1930s, when the market demanded product variety, the company was not set up to address this challenge. Kiichiro Toyoda (Figure \(\PageIndex{2}\)), the second president of Toyota Motor Corporation, visited the Ford plant in Michigan to learn more about their application of the assembly line concept. After observing, he proposed a new production system that would strive to “right size” equipment to better match tasks and the volume of work, as well as introducing quality assurance steps in each sequence of the work process. Toyoda’s approach shifted the focus from machinery to process, optimizing efficiency while maintaining quality.

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New intro to lean thinking & practice.

This online course serves as an introduction to the key concepts, philosophies, and tools associated with lean thinking and practice.

Lean thinking and practice helps organizations become both innovative and competitive, which in turn allows them to become sustainable.

This engaging, online, go-at-your-own-pace course is designed to give you an understanding of what lean is, what it might look like in your workplace, and how to start applying it.

Welcome to Lean Thinking & Practice

Learning objectives.

This course works for people new to the concepts of lean and continuous improvement, for individuals looking to improve their lean understanding and skills, and for organizations wanting to level set the lean knowledge of their workforce to speed progress.

Recognize where and how to apply lean principles, systems, and concepts, to increase value and eliminate waste in your daily work

Resolve business challenges by using scientific method, PDCA-based problem solving

Identify work activities as being “value-add,” “incidental,” or “waste” and understand how all three affect workflow

Understand the five dimensions of the Lean Transformation Framework and explain why all five are necessary for a transformation to occur

Time Estimates Per Unit*

*Actual times may vary.

Senior Instructor John Shook

Shook co-authored Learning to See, the book that introduced the world to value-stream mapping. He also co-authored Kaizen Express, a bi-lingual manual of the essential concepts and tools of the Toyota Production System. With Managing to Learn, Shook revealed the deeper workings of the A3 management process that is at the heart of Toyota’s management and leadership.

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This is just what I needed. I have just recently started my career in manufacturing and what I have learnt from this course comes in handy. I highly recommen...

This is just what I needed. I have just recently started my career in manufacturing and what I have learnt from this course comes in handy. I highly recommend for all engineers.

Excellent insight into Lean practice

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The course was thorough in delivering the knowledge regarding Lean concepts and how they work, the content was easy to follow and was easy to digest.

Very insightful course!

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Sometimes it's the littlest things that make the biggest difference. Think of the smallest problem you have a work, and you might find it isn't really a pro...

Sometimes it's the littlest things that make the biggest difference. Think of the smallest problem you have a work, and you might find it isn't really a problem if you use the tools to fix it!

Definitely worth the time investment!

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This was an excellent course. The topics were organized into a method of integrating video, slides, and articles/letters providing real live examples of the ...

This was an excellent course. The topics were organized into a method of integrating video, slides, and articles/letters providing real live examples of the application of the thought process and lean tools. Applying lean tools without the basic lean thinking will not take us very far in a lean journey. This course provides insightful material. The exercises provide insightful questions challenging the student to reflect deeply on the material just learned and how to apply it in their daily work. I highly recommend this course to employees of all organizations from the shop floor to the CEO.

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Home / Six Sigma / The 8 Essential LEAN Techniques You Need to Know

The 8 Essential LEAN Techniques You Need to Know

Lean management is one of the top tools that eliminate types of waste in any process. Lean techniques are typically used in a production environment, and most examples in Lean training courses will focus on applying Lean techniques in these kinds of processes. The reality is that Lean techniques can be used in any environment that uses processes. Free Six Sigma Green Belt Certification trainings briefly discuss Lean Techniques. Because Lean methods and the Six Sigma method go hand in hand. Lean is part of the Six Sigma approach to problem-solving as eliminating waste goes a long way to solving problems in any process . You can read more about Lean Project Management .

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In this article, will be going over 8 different Lean Techniques.

Lean Techniques #1 Kaizen

The purpose of KAIZEN is to improve work processes in a variety of ways . Kaizen is a generic Japanese word for improvement or making things better. KAIZEN was created in Japan following World War II. The word Kaizen means “Continuous Improvement.” It comes from the Japanese words “kai” which means “change” or “to correct” and “zen” which means “good.”

Lean Techniques #2 Poka-Yoke

The purpose of Poka-Yoke, the second of the Lean techniques, is to prevent the occurrence of mistakes or defects . It uses a wide variety of ingenious devices to prevent mistakes. An example is an automotive gasoline tank cap having an attachment that prevents the cap from being lost. Poka-Yoke is also known as Mistake-Proofing – the Japanese approach to “Mistake Proofing” in all aspects of Lean Manufacturing, Customer Service, etc. It employs visual signals that make mistakes clearly stand out from the rest. Its older name is Baka-yoke (foolproofing). Poka-Yoke is one of the most important Lean techniques.

Lean Techniques #3 5S

Of all the Lean Techniques, 5S is the one that is focused on organizing . The purpose of 5S is to reduce wasteful time and motion at a micro-level. It is an organized approach to housekeeping that ensures tools, parts and other objects are in known, optimum locations. Actually, it is a framework to create and maintain your workplace. 5S Stands for: Sort, Set-in-order, Shine, Standardize, Sustain. The act of sorting means that all unnecessary tools and other items are removed from the workplace. Set-in-order means that all necessary items are placed in locations that minimize waste of motion. For example, tools that are used frequently are placed close to the work station while tools that are used less often are placed in storage further away from the work station. Shine means that the workplace is kept in a clean and orderly manner. Next, standardize means that all processes in a workstation are standardized. Finally, Sustain means that the workers that use the workstation maintain the standard that has been set in the previous four S’s.

Lean Technique #4 KANBAN

The purpose of the fourth of the Lean techniques, KANBAN, is to schedule production and minimize work-in-process while encouraging improvement in many areas . KANBAN establishes a small stock point (usually at the producing WorkCentre) that sends a signal when items are withdrawn by a downstream process. The producing WorkCentre replaces the items removed. Kanban literally means signboard or billboard in Japanese. Kanban utilizes visual display cards to signal the movement of material between steps of a product process. It is a scheduling system for Lean and Just-in-Time. KANBAN was developed for the Toyota production system to find to improve and maintain a high level of production.

Lean Techniques #5: Just In Time

The fifth of the Lean technique is simply a production strategy that strives to improve a business’s Return on Investment (RoI) by reducing in-process inventory and associated carrying costs . To meet JIT objectives, the process relies on signals or KANBAN between different points in the process, which tell production when to make the next part. Just-in-time is actually a manufacturing philosophy that leads to “Producing the necessary units, in the necessary quantities at the necessary time with the required quality”.

Lean Technique #6 Jidoka

The purpose of Jidoka is to prevent problems on one station of a production line from building inventory and also to create urgency to find permanent solutions . Jidoka is the practice of stopping an integrated assembly or production line when any workstation encounters problems. Such stoppages create a crisis atmosphere that encourages immediate and permanent solutions. Jidoka means “automation with a human touch”. It implements a supervisory function in a production line and stops the process as soon as a defect is encountered. The process does not start until the root cause of the defect has been eliminated. Using Jidoka in a production process is a good example of using Lean techniques to eliminate waste.

Lean Techniques #7 Takt time

The purpose of Takt time is to balance the output of sequential production processes and prevent inventory buildups and shortages. It is the average time required between output units at a particular process coordinated with final customer requirements. Takt time is one of the Lean techniques in the Lean Toolbox. It is the frequency at which a product or service must be completed in order to meet customer needs. The formula for Takt time is: TAKT Time = Available Time / Required Output

Lean techniques #8 Heijunka

Heijunka is the last of the Lean techniques that we will be discussing in this article. Heijunka is the leveling of production by both volume and product mix. This system does not build products according to the actual flow of customer orders. Heijunka takes the total volume of orders in a period and levels them out so the same amount and mix are being made each day. It means Production leveling/smoothing. It is a technique to reduce waste that occurs due to fluctuating customer demand.

Lean techniques are used to create processes that have no non-value-add parts. Any part of a process that does not add value to the consumer is eliminated using Lean techniques. Applying Lean techniques is a strict and disciplined approach to modifying and maintaining processes that add 100% value to the client and do not waste any costs with non-value-adding steps. This has a positive effect on RoI. Following Lean techniques is a must for anyone who is responsible for a process. There will always be some sort of waste in a process and using Lean techniques will help to eliminate waste.

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• PDCA and OODA: Which is the Better Problem-Solving Method?
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• Problem Solving

Choosing the right problem-solving framework is a pivotal decision that can significantly influence the efficiency and effectiveness of any organization. With a multitude of methodologies out there, PDCA (Plan-Do-Check-Act) and OODA (Observe-Orient-Decide-Act) stand out as tried-and-true approaches to tackling complex challenges.

While PDCA has its roots in quality control and continuous improvement, OODA originated in military strategy and has been adapted for rapid decision-making across various fields. This article aims to dissect both frameworks to help you discern which is better suited for your problem-solving needs. We’ll delve into the origins, key steps, and practical applications of each method, analyze their strengths and weaknesses, and even look at real-world case studies. By the end, you’ll be equipped to make an informed choice between PDCA and OODA.

Table of Contents

Understanding pdca, origin of pdca.

The PDCA cycle, often referred to as the Deming Wheel or Shewhart Cycle, is a four-step model for continuous improvement and problem-solving. Conceived by Walter Shewhart, an American statistician, and later popularized by W. Edwards Deming, the cycle has its roots in quality control during the manufacturing processes of the mid-20th century. The framework has since transcended its initial context, becoming a universal model applied in various industries and sectors for quality management and improvement.

Four Steps Explained

• Plan : The first step involves identifying a problem or a potential improvement area and then planning a change. This phase typically encompasses setting objectives, determining the resources required, and devising the metrics that will gauge success or failure.
• Do : This step entails implementing the planned change on a small scale as a pilot test. It’s crucial to document all changes and data collected so that the information can be analyzed later.
• Check : Here, the data collected during the ‘Do’ phase is analyzed. The purpose is to evaluate whether the change led to improvement and met the objectives set during the ‘Plan’ phase.
• Act : In the final step, if the change is deemed successful, it is implemented on a broader scale. If not, the cycle begins anew, aiming to refine the plan with the insights gained.

Industries Where PDCA is Commonly Used

Given its origins in manufacturing, PDCA is most commonly used in this sector for quality control and process improvement. However, the versatility of the PDCA cycle has made it applicable in several other industries as well, including:

• Software Development
• Public Sector
• FMCG (Fast-Moving Consumer Goods)
• Logistics and Warehousing

Strengths and Weaknesses

• Simplicity : The PDCA cycle is straightforward, easy to understand, and implement.
• Flexibility : It can be applied to a wide array of problems and industries.
• Data-Driven : The methodology encourages data collection for informed decision-making.
• Continuous Improvement : Being cyclical, it fosters a culture of ongoing improvement.
• Limited Scope : PDCA may not be ideal for solving complex, multifaceted problems.
• Resource Intensive : It often requires thorough planning and data collection, demanding more resources than some other rapid models.
• Repetitiveness : If not done carefully, the cycle can become an endless loop without resolution.

By understanding PDCA in depth, you can better evaluate its utility for your specific needs, especially when comparing it to other methodologies like OODA. This framework has its merits and limitations, making it crucial to understand when and where it can best be applied.

Understanding OODA

Origin of ooda.

The OODA Loop, which stands for Observe, Orient, Decide, and Act, was developed by U.S. Air Force Colonel John Boyd. Originally, the framework was used for combat operations processes to make faster and more effective decisions in fluid, high-stakes environments. Boyd’s concept has transcended its military roots and is now utilized in various settings, including business and crisis management, to aid in rapid decision-making and adaptive strategies.

• Observe : This is the initial phase where you collect raw data from your environment. It involves actively scanning for information that could impact your decisions. This could be market trends, customer feedback, or any other form of actionable data.
• Orient : In this phase, you process the information gathered. You use your existing knowledge, cultural background, and prior experiences to interpret the raw data. This is the stage where contextual analysis occurs.
• Decide : Based on the orientation phase, you formulate a set of possible actions or decisions. You weigh the pros and cons and select the best course of action for your specific situation.
• Act : Finally, you implement the decision made. Unlike PDCA, where the ‘Do’ phase often involves a small-scale test, OODA’s ‘Act’ is usually swift and large-scale, aiming for immediate results.

Industries Where OODA is Commonly Applied

While OODA originated in the military, its principles of rapid, adaptive decision-making have been adopted in several other sectors, such as:

• Emergency Services and Crisis Management
• Financial Trading
• Cybersecurity
• Competitive Sports
• Strategic Business Management
• Speed : OODA is designed for rapid decision-making, making it suitable for volatile environments.
• Adaptability : The framework is inherently adaptable, allowing for quick adjustments in strategy.
• Situation Awareness : The ‘Observe’ and ‘Orient’ phases ensure a strong awareness of environmental variables.
• Immediate Action : Allows for direct, often large-scale, action based on situational awareness.
• Risk of Hasty Decisions : The speed of the cycle can sometimes lead to hastily made, less-than-optimal decisions.
• Context-Specific : OODA may not be as effective for problems that require a detailed, long-term planning approach.
• Resource Intensive : Despite its speed, effective observation and orientation can be resource-intensive.
• May Lack Depth : Due to its emphasis on speed, there may be insufficient time for in-depth analysis or testing.

Understanding the intricacies of the OODA Loop will empower you to decide when it is the most appropriate methodology to employ. Like PDCA, OODA has its own set of pros and cons that make it suitable for certain scenarios and not for others.

Key Differences Between PDCA and OODA

Understanding the distinctions between PDCA and OODA is essential for choosing the right framework for your needs. Both methodologies have their unique strengths and weaknesses, but they differ in several key aspects, from speed to suitability for various industries. Let’s dive into these differences.

Speed of Implementation

• PDCA : Generally, PDCA is more deliberate and takes a longer time for implementation. This is mainly because of its emphasis on planning and checking, which includes data collection, analysis, and pilot testing.
• OODA : Designed for rapid decision-making, the OODA Loop focuses on quick, large-scale implementation, often bypassing smaller tests or in-depth analysis for immediate action.

Flexibility and Adaptability

• PDCA : While PDCA is flexible and can be applied to a wide range of industries, its structured approach means that changes during implementation are more difficult and time-consuming.
• OODA : The OODA Loop is inherently adaptive, allowing for quick pivots and strategy shifts. It’s designed to deal with rapidly changing, fluid environments.

Complexity of Problems Addressed

• PDCA : This methodology is generally better suited for problems that can be defined clearly and that require a structured approach to solution-building. However, it may struggle with extremely complex, adaptive challenges.
• OODA : OODA excels in high-stakes, complex situations where decisions need to be made quickly and adaptively. It’s particularly effective when the problem parameters are constantly changing.

Required Resources

• PDCA : PDCA often requires more resources for planning, data collection, and analysis. The iterative nature of the cycle also implies that multiple rounds may be needed, each consuming additional resources.
• OODA : Although speedy, OODA still requires significant resources for the observation and orientation phases to be effective. It may require specialized knowledge or technologies to gather and process real-time data.

Suitability for Various Industries

• PDCA : Originating from manufacturing and quality control, PDCA is commonly used in sectors that value process optimization and continuous improvement, such as healthcare, education, and logistics.
• OODA : Initially designed for military applications, OODA has been adapted for use in industries that require rapid response and adaptability, such as emergency services, financial trading, and cybersecurity.

In sum, PDCA and OODA offer contrasting approaches to problem-solving and decision-making. PDCA is a methodical, data-driven framework suitable for well-defined problems requiring detailed analysis. In contrast, OODA is tailored for complex, rapidly changing environments where quick, adaptive decisions are crucial.

Case Studies

To truly appreciate the applicability and effectiveness of PDCA and OODA, it’s essential to examine real-world cases where these methodologies have been successfully employed. These examples not only provide a tangible context but also highlight the unique benefits and limitations of each framework.

A Real-World Example of PDCA in Action

Toyota production system.

Toyota, a giant in the automotive industry, employs PDCA through its Toyota Production System. The method is applied to optimize various processes, from supply chain management to quality control.

• Plan : Toyota identifies a problem area, such as a bottleneck in the assembly line, and develops a plan to eliminate it.
• Do : The plan is then implemented on a small scale, perhaps in one section of the assembly line, and data is collected for analysis.
• Check : Toyota rigorously checks whether the changes yield the desired improvements in efficiency.
• Act : If successful, the change is then rolled out across other assembly lines; otherwise, the cycle restarts.

A Real-World Example of OODA in Action

Emergency response during natural disasters.

The OODA loop has been used effectively in emergency management, specifically during natural disasters like hurricanes and wildfires.

• Observe : Real-time data on weather conditions, affected populations, and resource availability is collected.
• Orient : The data is then processed to understand the gravity and extent of the disaster.
• Decide : Decision-makers identify key actions, such as evacuations or resource deployment, based on the available information.
• Act : Emergency services act swiftly, often within hours, to mitigate the disaster’s impact.

Comparative Analysis

• Speed of Decision-making : The emergency response case showcases how OODA is built for rapid, real-time decisions, whereas Toyota’s application of PDCA demonstrates a slower, more meticulous approach.
• Complexity : While both cases involved complex problems, the PDCA method was employed for a well-defined issue (assembly line efficiency), whereas OODA was used for a more chaotic, rapidly evolving situation (natural disaster).
• Resource Requirements : Both methodologies require substantial resources, but PDCA usually involves a longer period of planning and data collection. OODA, although quick, requires real-time data gathering and processing capabilities.
• Adaptability : OODA’s real-world application shows a higher level of adaptability to rapidly changing situations. In contrast, PDCA, as applied by Toyota, indicates a more rigid, iterative process aimed at continuous improvement.

Depending on your specific problem and industry context, one of these frameworks may offer a more effective approach.

When to Use Which

After delving into the principles, key differences, and real-world applications of PDCA and OODA, the natural question that arises is, “When should I use which framework?” This section aims to provide clear guidelines to help you make that decision based on various scenarios and criteria.

Scenarios Where PDCA is More Appropriate

• Process Optimization : When the goal is to improve an existing process, particularly one that is well-defined and stable, PDCA offers a more structured approach.
• Quality Control : If you are aiming for incremental improvements in quality, such as reducing defect rates in manufacturing or improving customer satisfaction metrics, PDCA is highly suitable.
• Data-Driven Environments : In scenarios that require in-depth data analysis, like optimizing marketing strategies or enhancing healthcare protocols, PDCA’s methodical nature is beneficial.
• Long-Term Planning : For projects that don’t demand immediate action and allow time for planning, testing, and evaluation, PDCA is more fitting.

Scenarios Where OODA is More Fitting

• High-Stakes, Rapidly Changing Environments : In settings like emergency response or financial trading, where decisions have to be made rapidly, OODA is preferable.
• Ambiguous Situations : When you’re dealing with problems that lack clear definition and are constantly evolving, the flexibility of OODA is highly beneficial.
• Competitive Scenarios : In fast-paced markets or sports where real-time adaptability gives you an edge over competitors, OODA is more suitable.
• Resource Availability for Real-time Analysis : If your organization has the capability for real-time data collection and analysis, OODA can be very effective.

Criteria to Consider When Choosing a Framework

• Speed Requirement : Do you need immediate results, or is your timeline more flexible?
• Complexity : Is the problem well-defined, or is it volatile and ever-changing?
• Resource Availability : Do you have the resources for in-depth planning and data analysis (PDCA), or for real-time data collection and rapid action (OODA)?
• Industry Norms : What frameworks are commonly used in your industry? Each methodology has sectors where it excels.
• End Goal : Are you looking for continuous, incremental improvements (PDCA) or quick, adaptive problem-solving (OODA)?

In conclusion, both PDCA and OODA offer valuable frameworks for problem-solving and decision-making but in different contexts and scenarios. The choice between them should be made after carefully considering the specific requirements of your situation and the resources you have at your disposal.

Combining PDCA and OODA — A Synergistic Approach

While PDCA and OODA each have their unique advantages and ideal use-cases, there are scenarios where integrating the two can yield superior outcomes. This isn’t a matter of choosing one over the other but harnessing the strengths of both in a synergistic approach.

How the Two Can Complement Each Other

• Initial Planning with PDCA, Rapid Adaptation with OODA : Use PDCA for the initial planning stages to ensure that the problem is well-understood and that resources are allocated efficiently. Then, switch to OODA for real-time decision-making and adaptation.
• Data-Driven Flexibility : PDCA’s strength in data collection and analysis can feed into OODA’s orientation phase, providing a solid empirical foundation for quicker, more accurate decisions.
• Iterative Improvement : Use OODA for rapid cycles of action but periodically engage in PDCA cycles to review performance, analyze results, and set new objectives. This way, you maintain adaptability while fostering continuous improvement.
• Problem Complexity : For problems that have both well-defined and ambiguous elements, PDCA can tackle the former while OODA can be deployed for the latter.

Examples of Integrated Approaches

• Healthcare Emergency Rooms : Initial procedures and protocols can be designed using PDCA to ensure they are as effective as possible. When unpredictable emergency cases come in, medical teams could employ OODA loops to make rapid decisions based on real-time patient data.
• Supply Chain Management in FMCG : PDCA can be used to optimize the supply chain logistics and inventory levels. During sudden market changes like a spike in demand or supply interruptions, OODA can provide the adaptability needed to make quick adjustments.
• Cybersecurity : PDCA could be employed for regular security audits, vulnerability assessments, and planning system upgrades. In the event of a real-time security breach, OODA is ideal for quick identification of the threat and immediate action.
• Consulting for Business Transformation : Consultants can use PDCA to create an initial strategy for business transformation. As they start implementing changes and confront real-world challenges and feedback, OODA can guide adaptive modifications to the strategy.

By integrating PDCA and OODA, organizations can tap into both detailed, analytical planning and rapid, adaptive action. This hybrid approach offers a dynamic, responsive way to tackle complex challenges that neither method could fully address on its own.

In our comprehensive exploration of PDCA and OODA, two highly influential problem-solving frameworks, we’ve navigated through their origins, key steps, application across industries, and inherent strengths and weaknesses. We’ve also delved into real-world case studies to grasp their practical implications and examined various scenarios to discern when each approach is most effective. Importantly, we’ve explored how these seemingly disparate frameworks can synergistically complement each other, enriching our toolkit for tackling an array of challenges.

Final Recommendations : If you’re in an environment that values incremental improvement, relies on deep data analysis, and has the luxury of time for planning, PDCA is your go-to framework. For those in fast-paced, ever-changing scenarios requiring rapid decision-making, OODA is a better fit. However, don’t hesitate to integrate both methodologies to capture the best of structured planning and agile action. The most effective problem-solving often lies in the nuanced blend of multiple approaches.

• Isniah, S., Purba, H.H. and Debora, F., 2020. Plan do check action (PDCA) method : literature review and research issues.  Jurnal Sistem dan Manajemen Industri ,  4 (1), pp.72-81.
• Johnson, C.N., 2002. The benefits fo PDCA .  Quality Progress ,  35 (5), p.120.
• Richards, C., 2020. Boyd’s OODA loop .
• Enck, R.E., 2012. The OODA loop.   Home Health Care Management & Practice ,  24 (3), pp.123-124.

Daniel Croft

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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What is Lean Learning? Tips, Techniques, and Implementation

April 4th, 2024

Lean Learning is a powerful methodology that combines the principles of lean management with the art of continuous learning and improvement. 

Companies and industries always need to optimize their processes to maximize their efficiency and deliver extraordinary value to customers. 

Whether it’s streamlining manufacturing processes, enhancing product development, or optimizing business operations, the lean philosophy has proven its mettle time again and again.

Key Highlights

• Understand the origins of Lean Learning and its roots in the Toyota Production System (TPS). 
• Explore the Lean Learning mindset, encompassing continuous improvement, waste elimination , employee empowerment, customer-centricity, and cultivating a lean culture.
• Discover its powerful techniques and tools, including A3 thinking , problem-solving methodologies, visual management, just-in-time learning, and lean instructional design strategies.
• Learn how to implement a comprehensive lean learning strategy by building a lean learning culture.
• Insights from real-world case studies and success stories, demonstrating the practical application across various industries.
• Envision the future of lean learning and its potential to change organizational performance, employee engagement, and customer satisfaction.

As we learn more about Lean Learning, it becomes increasingly evident that the true catalyst for sustained success lies in the ability to cultivate a culture of continuous learning and improvement.

Introduction to Lean Learning

It is in this pursuit of continuous improvement that the concept of “ Lean Learning ” is game-changing, and revolutionizing the way we approach learning and development within the organizational context.

Origins in Lean Management and Toyota Production System (TPS)

The roots of Lean Learning can be traced back to the pioneering work of the Toyota Production System (TPS), a manufacturing philosophy that transformed the automotive industry. 

At the heart of TPS lies the principle of eliminating waste and maximizing value-added activities, a mindset that transcends industry boundaries and has since been adopted across various sectors.

Lean management, born out of the TPS, emphasizes a relentless focus on continuous improvement, respect for people, and the pursuit of perfection through the systematic identification and elimination of non-value-added activities. 

This philosophy challenged traditional management approaches and paved the way for a more efficient, customer-centric way of thinking.

As companies embraced lean principles , it became apparent that the true catalyst for sustained success lay not only in optimizing processes but also in cultivating a culture of continuous learning and adaptation. 

Lean thinkers recognized that empowering employees to identify and solve problems at the source was crucial for driving meaningful change and fostering a lean culture.

Lean principles applied to learning and development

It was this realization that sparked the integration of lean principles into the roots of learning and development, giving rise to the concept of Lean Learning. 

By applying lean thinking to the way organizations approach training, skill development, and knowledge sharing, a transformative shift occurred, aligning efforts with the overarching goal of creating value for both the organization and its customers.

The core tenets of lean learning include:

• Removing waste in the learning process by focusing on value-added activities that directly contribute to performance improvement.
• Empower employees to identify their own learning needs and actively participate in the learning process, fostering a sense of ownership and engagement.
• Supporting a customer-centric approach by aligning learning initiatives with the specific needs and requirements of both internal and external customers.
• Continuous improvement through ongoing feedback loops, data-driven decision-making, and a willingness to iterate and refine learning strategies based on real-world outcomes.
• Promoting lean culture and lean leadership principles , such as respect for people, teamwork, and a relentless pursuit of perfection.

By using these principles in the learning and development landscape, organizations can benefit, including increased efficiency, enhanced employee engagement, improved knowledge retention, and ultimately, better alignment between learning initiatives and organizational goals.

The Lean Learning Mindset

Lean learning lies in a fundamental shift in mindset – a departure from traditional, rigid approaches to training and development in favor of a dynamic, adaptive, and customer-centric model. 

This mindset is rooted in the very principles that have driven the success of lean transformations across industries, and it is essential for organizations seeking to unlock the full potential of their learning initiatives.

Continuous improvement

One of the central pillars of the lean learning mindset is the unwavering commitment to continuous improvement. 

In my experience working with organizations across diverse sectors, I have witnessed the power of fostering a culture that actively seeks out opportunities for growth and refinement. 

Lean learning encourages a constant cycle of reflection, experimentation, and iterative enhancements, ensuring that learning strategies remain agile and responsive to the ever-changing needs of the business landscape.

This commitment to continuous improvement extends beyond the bounds of learning and development itself. It permeates every aspect of the organization, empowering employees at all levels to identify areas for optimization and contribute to the ongoing pursuit of operational excellence .

Waste elimination

Another cornerstone of the lean learning mindset is the relentless pursuit of waste elimination.

In the context of learning and development, waste can take many forms – from inefficient training processes and redundant content to misaligned learning objectives and underutilized resources. 

By adopting a lean perspective, organizations can critically evaluate their existing learning strategies and identify opportunities to streamline processes, reduce non-value-added activities, and redirect valuable resources toward initiatives that drive tangible results.

Throughout my career, I have had the privilege of working with teams that have embraced the principles of waste elimination , and the impact has been transformative. 

By challenging long-held assumptions and questioning the status quo, these organizations have not only optimized their learning initiatives but have also cultivated a culture of continuous improvement that transcends departmental boundaries.

Employee empowerment

Central to the lean learning mindset is the concept of employee empowerment. Traditional top-down approaches to learning and development often fail to tap into the collective knowledge and insights of an organization’s most valuable asset – its workforce. 

It recognizes that employees are not merely recipients of training but active participants in the learning process, with unique perspectives and valuable contributions to offer.

By fostering a culture of employee empowerment, organizations can harness the collective wisdom and experience of their workforce, enabling them to identify pain points, propose solutions, and drive meaningful change. 

This approach not only enhances the relevance and effectiveness of learning initiatives but also cultivates a sense of ownership and engagement among employees, further reinforcing the lean mindset.

Customer-centric approach

At the heart of lean learning lies a steadfast commitment to a customer-centric approach . Whether the customer is internal (employees) or external (end-users), the primary focus is on delivering learning experiences that directly address their specific needs and challenges. 

This customer-centric mindset requires a deep understanding of the target audience, their pain points, and their desired outcomes, ensuring that every learning initiative is tailored to drive maximum value and impact.

In my experience, organizations that embrace a customer-centric approach to learning and development are better positioned to foster strong relationships, enhance customer satisfaction, and ultimately drive business success.

By aligning learning strategies with the evolving needs of customers, these organizations can proactively address emerging challenges, anticipate future trends, and deliver solutions that resonate with their target audience.

Lean Culture and Lean Leadership

Underpinning the lean learning mindset is the cultivation of a lean culture and the embodiment of lean leadership principles.

A lean culture values respect for people, encourages open communication, and promotes a shared commitment to continuous improvement .

It is a culture that empowers individuals at all levels to challenge conventional wisdom, question long-held assumptions, and actively participate in the pursuit of operational excellence.

Lean leadership plays a crucial role in fostering this culture by modeling the desired behaviors, setting the tone for the organization, and providing the necessary support and resources to enable sustainable change. 

Effective lean leaders understand the importance of creating an environment that encourages experimentation, embraces failure as a learning opportunity, and celebrates successes – no matter how small.

These organizations have not only optimized their learning initiatives but have also fostered a collaborative, innovative, and adaptable workforce.

By adopting the lean learning mindset, organizations can unlock a wealth of opportunities for growth, innovation, and sustained competitive advantage.

It is a mindset that transcends traditional boundaries and empowers organizations to embrace change, leverage the collective wisdom of their workforce, and deliver exceptional value to their customers – both internal and external.

Lean Learning Techniques and Tools

While the lean learning mindset lays the foundation for a transformative approach to organizational learning and development, it is the practical application of lean techniques and tools that truly brings this philosophy to life. 

Problem-solving and A3 Thinking

Lean learning lies in a relentless pursuit of problem-solving, a mindset that empowers organizations to identify and address root causes , rather than merely treating symptoms. 

One of the most powerful tools in this endeavor is thinking, a structured approach to problem-solving that encourages critical thinking, data-driven decision-making, and a comprehensive understanding of the issue at hand.

The A3 thinking process involves documenting the problem, analyzing the current situation, identifying root causes, proposing countermeasures, and outlining a plan for implementation and follow-up – all on a single A3-sized sheet of paper. 

This concise and visual format facilitates effective communication, encourages collaboration, and fosters a shared understanding among stakeholders.

Complementing A3 thinking is the broader discipline of root cause analysis, which employs a variety of techniques, such as the 5 Whys , fishbone diagrams , and fault tree analysis , to uncover the underlying drivers of a problem. 

By addressing root causes, organizations can implement sustainable solutions that prevent recurrence and drive lasting improvement.

Visual Management and Communication

Effective communication and transparency are essential components of the lean learning journey. Visual management techniques play a crucial role in this endeavor, providing a clear and concise means of conveying information, tracking progress, and aligning efforts toward common goals.

One powerful tool in the visual management arsenal is the concept of True North goals – a set of overarching, long-term objectives that serve as a guiding beacon for the organization’s improvement efforts.

By clearly articulating these True North goals and cascading them throughout the organization, Lean Learning fosters a shared understanding of the desired outcomes and enables teams to align their initiatives accordingly.

Performance metrics and key performance indicators (KPIs) are another vital aspect of visual management, providing quantifiable measures of success and enabling data-driven decision-making.

By visually displaying these metrics and tracking progress over time, organizations can identify areas for improvement, celebrate successes, and make informed adjustments to their learning strategies.

Just-in-Time and Pull-based Learning

One of the core principles of lean learning is the concept of just-in-time learning – providing employees with the knowledge and skills they need, precisely when they need them. 

This approach stands in stark contrast to traditional, batch-based training models, which often result in knowledge decay and a disconnect between learning and application.

By embracing just-in-time learning, organizations can ensure that employees are equipped with relevant, timely information that directly supports their day-to-day responsibilities. 

This can take the form of microlearning modules, performance support tools, or on-demand resources that can be accessed at the point of need, enabling employees to immediately apply their newly acquired knowledge and skills.

Closely related to just-in-time learning is the concept of pull-based learning, which empowers employees to actively seek out knowledge resources they require, rather than having training pushed upon them. 

This approach not only fosters a sense of ownership and engagement but also ensures that learning efforts are aligned with the specific needs and challenges faced by employees, resulting in more effective and relevant training experiences.

By combining just-in-time learning and pull-based learning strategies, organizations can optimize their learning initiatives, reducing waste and ensuring that valuable resources are directed towards initiatives that directly contribute to performance improvement and organizational success .

Lean Instructional Design and Delivery

The principles of Lean Learning extend beyond the acquisition of knowledge and skills; they also encompass the design and delivery of learning experiences themselves.

Through the application of lean instructional design methodologies, organizations can ensure that every aspect of the journey is optimized for value-added learning.

One key aspect of lean instructional design is the emphasis on blended learning approaches, which combine various delivery methods – such as classroom instruction, e-learning modules, and on-the-job training – to create a comprehensive and engaging learning experience. 

By leveraging the strengths of each modality and tailoring the delivery to the specific needs of the learners, organizations can maximize knowledge retention, application, and overall effectiveness.

These immersive experiences not only reinforce learning but also foster a deeper understanding of the practical implications of lean principles .

Throughout the instructional design and delivery process, the focus remains on creating value-added learning experiences that directly contribute to performance improvement and organizational objectives. 

By continuously evaluating and refining these processes, lean learning enables organizations to deliver training that is relevant, effective, and aligned with the ever-evolving needs of the business.

By leveraging these powerful lean techniques and tools, organizations can unlock a wealth of opportunities for continuous improvement, enhanced operational efficiency, and sustained competitive advantage.

Whether it’s streamlining processes, fostering a culture of problem-solving, or delivering just-in-time learning experiences, the applications of lean learning are vast and far-reaching, enabling organizations to adapt and thrive in an ever-changing business landscape.

Implementing a Lean Learning Strategy

Adopting the Lean Learning philosophy is not merely a matter of introducing new tools and techniques; it demands a comprehensive, strategic approach that permeates every aspect of an organization’s culture and operations.

Building a Lean Learning Culture

At the heart of any successful Lean Learning initiative lies the cultivation of a robust lean culture – an environment that fosters respect for people, encourages knowledge sharing, and promotes genuine employee engagement. 

This cultural shift begins with a deep-rooted commitment to the principle of respect for people, recognizing that every individual within the company plays a vital role in driving continuous improvement.

Fostering an atmosphere of knowledge sharing is equally crucial. By breaking down silos and encouraging open communication, companies can tap into the collective wisdom of their workforce, enabling cross-functional collaboration and the free flow of ideas. 

This not only enhances learning outcomes but also cultivates a sense of ownership and empowerment among employees.

Furthermore, genuine employee engagement is paramount to the success of a Lean Learning strategy . 

When employees feel invested in the process, they become active participants in their development, contributing valuable insights and driving meaningful change from within. 

Drawing inspiration from lean startup principles, organizations can embrace an iterative, customer-centric approach to learning, continuously refining and adapting their strategies based on real-world feedback and outcomes.

Lean Training and Development

Once a solid lean culture has been established, the next step is to align training and development efforts with the overarching Lean Learning strategy.

This involves implementing lean training programs that not only impart knowledge but also cultivate the skills and mindsets necessary for sustaining a lean transformation.

At the core of this effort lies the development of a comprehensive lean learning strategy that serves as a roadmap for the organization’s learning initiatives.

This strategy should encompass a range of objectives, from process optimization and waste reduction to the continuous refinement of instructional design and delivery methods.

A key aspect of lean training and development is the relentless pursuit of learning cycle time reduction.

By streamlining processes and eliminating non-value-added activities, companies can ensure that employees acquire the knowledge and skills they need in a timely and efficient manner, minimizing disruptions to daily operations and maximizing the impact of learning initiatives.

Measuring Success and Continuous Improvement

Underpinning any successful Lean Learning strategy is a commitment to data-driven decision-making and continuous improvement.

This involves establishing a robust system for measuring success through the use of key performance indicators (KPIs) and other metrics tailored to the organization’s specific objectives.

The concept of kaizen – the Japanese philosophy of continuous, incremental improvement – is fundamental to this process.

By continuously monitoring and analyzing performance data, companies can identify areas for optimization, implement targeted improvements, and refine their strategies based on real-world outcomes.

Additionally, the development of a lean learning maturity model can provide a valuable framework for assessing an organization’s progress along the Lean Learning journey.

This model typically outlines various stages of maturity, from initial awareness and adoption to full-scale integration and institutionalization of lean principles within the learning ecosystem.

By embracing a data-driven, continuous improvement mindset, organizations can ensure that their Lean Learning strategies remain agile, responsive, and aligned with ever-evolving business needs and market dynamics.

Future of Lean Learning

As we look towards the future, it is clear that the principles of lean learning will continue to gain traction across industries and sectors.

In an ever-changing business climate characterized by rapid technological advancements and evolving customer demands, the ability to adapt, innovate, and continuously improve is no longer a luxury; it is a necessity.

By embracing Lean Learning, companies can cultivate a workforce that is agile , engaged, and equipped with the knowledge and skills required to navigate complexity and drive sustainable growth.

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A3 - A Lean Approach to Problem Solving

Brendan healy.

• . Dec 9, 2020

So what is an A3?

The a3 template.

• Background - what is the reason for working on the issue (business case)?
• Current State - description of the current issue
• Overall Goal / Target - what improvement are we trying to achieve?
• Analysis - what are the root causes of the issue?
• Proposed Actions - what steps do we plan to take to address the issue?
• Planning - what resources are needed & when is the best timing?

What are the benefits of using the A3 method?

The tool is flexible and can be used in a variety of situations. It has been designed to keep things simple by focusing on the facts. Its design ensures consistency across different problem solving or continuous improvement initiatives. It also encourages the use of additional Lean tools for analysis such as Fishbone Diagram, Five Why Analysis, PDCA action planning and pareto charts. This results in more staff being exposed to & implementing additional Lean skills and tools into their everyday work. This can be the tipping point for shifting the culture of the business towards performance excellence.

The PDCA Principle

Tools supporting a3 analysis, example of a3 problem solving.

MD of PerfEx Consulting Pty Ltd. Extensive operations experience across construction, med device, pharma, food, beverage & public health. Qualifications include Lean 6 Sigma (MBB), Proj. Mgt, Org. Behaviour, Quality Mgt Systems, Safety Leadership, PhD Molecular Biology & Hons BSc Microbiology.

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Depending on the complexity of the problem, some tools are more appropriate than others. That is to say, as the complexity of the problem increases, use the relevant tools (described above in the graph) accordingly. 

What are the Four Lean Tools for Simple Problem Solving?

The most basic and first of four lean tools for simple problem solving is 5G. Also known as the 5 Gen Methodology or the 5 Gen principle, 5G is a popular Japanese problem-solving method used for improving various manufacturing activities. That is to say, it is a tool that describes a loss phenomenon that can be related to safety, quality, parts shortage, etc. 5G is made up of five Japanese words that all start with the letter “G”: Gemba, Gembutsu, Genjitsu, Genri, and Gensoku.

The 5G Procedure

5W1H is the second of four lean tools for simple problem solving. Essentially, it helps contribute to the resolution of a problem by answering existing questions and triggering ideas. 

The 5W1H questions are:

• 1. Who — this refers to a specific person or group of people who are relevant to the problem or situation. For example, this can include who identified the problem, who can potentially solve the problem, and who will be responsible for implementing the solution. 
• 2. What — when answering what,  you should describe the situation and problem in detail. If possible, you should also identify the overall goal for implementing the determined solution.
• 3. Where — for the where , state the exact location, area, or position of the identified problem. For example, this can be at a specific pillar or machine. 
• 4. When — the when should include anything related to the problem that has to do with dates. For example, the timeline, deadline, duration, or any other date-related details that can help solve the identified problem.
• 5. Why — this is the most important element of the 5W1H method. The why details the reason and objectives for why action needs to be taken or why there’s a need to use the 5W1H method. Additionally, this last  W  is usually asked five times to discover the root cause of the problem and to prevent it from happening again — this approach is better known as the 5 Whys analysis.
• 6. How — for the how , specify the steps necessary to implement the solution to solve the problem. This includes all the tools, resources, methods, and even expenses needed to carry out the plan.

4M1D, or also known as the 4M1D fishbone diagram, is the third of four lean tools for simple problem solving. In short, this is a fairly universal tool used to identify as many potential causes for a problem as possible. Moreover, it can be used to structure a brainstorming session and immediately sorts significant contributors into useful categories. The major categories of the 4M1D fishbone diagram are material, method, machine, man, and design. However, other “M’s” that may have an impact include management, money, and maintenance. In essence, the 4M1D fishbone diagram can be adjusted based on the needs of the identified problem. 4M1D  is similar to the  5 Ms of Lean Manufacturing .

The 4M1D Procedure

The procedure for conducting the 4M1D fishbone diagram is usually done with pen and paper, or on a whiteboard, and are as follows:

• 1. Identify a specific problem (in as little as 3-5 words) then write it at the centre right of your paper or whiteboard. Draw a box around it and then starting from the left side of the box, draw a horizontal line running across to the centre left of the page.
• 2. Brainstorm and determine the major categories that may have an impact on the identified problem. Then write each category as branches from the main horizontal line running across the paper or whiteboard. 
• 3. Brainstorm and identify all the possible causes for the specified problem and ask, “why does this happen?” As each idea is given, the leader of this analysis writes it as a branch from the relevant category. It is important to note that possible causes can be placed in more than one category. 
• 4. Again, ask “why does this happen?” for each cause that is written down and write down sub-causes that branch off from the main cause. Continue doing this to create a deeper understanding of the causes — the layers of branches represent causal relationships.

The primary goal of the 5 Whys analysis is to find the root cause of a given problem by asking a series of “why” questions five times. However, in some cases, it may take more or fewer whys, depending on the complexity of the root cause.

The 5 Whys analysis is the final of four lean tools for simple problem solving and it is one of the most powerful assessment tool of all non-statistical analyses. In short, by using this analysis, you’ll be able to identify the root cause of the problem and understand the underlying cause and effect of the identified problem. 

The 5 Whys Procedure

Listed below are the steps you should follow to complete the 5 Whys analysis:

• 1. Start by identifying a specific problem — what is it that you are having difficulties with? Jot this down somewhere. For example, on a piece of paper.
• 2. Ask why this problem has occurred and write the answer below the identified problem.
• 3. Continuously ask “why” to each of the successive answers you write down until you arrive at and determine the root cause of the problem.

To reiterate, again, the 5 Whys analysis may take more or fewer than 5 whys to determine the root cause. Additionally, it is important to ensure that all team members collaborating on the 5 Whys analysis agree with each of the questions being answers, as well as the root cause of the problem.

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The Lean Post / Articles / Learning to Solve Problems By… Wait for It… Solving Problems

Problem Solving

Learning to Solve Problems By… Wait for It… Solving Problems

By Josh Howell

February 8, 2023

A team learns what matters when it comes to problem-solving using lean thinking and practices.

Becoming a lean enterprise isn’t easy. Even individually, consistently thinking lean, especially in practice , isn’t easy. Thankfully, our forebears have given us models like the TPS house and various frameworks for lean transformation that we can return to when things go sideways. Recently, I needed to do just that. 

I was on a call with an executive team. It was a year or so into launching a new business line with an innovative model for their industry (healthcare). As a small business, the ambitious endeavor required their staff to be fully engaged, contributing all their talents and ideas. The executives hypothesized that a lean transformation would enable this. On the call, however, one of the executives was exasperated with how things were going. 

“We all agree that problem-solving capability is critically important. We’ve been building it, I guess, for more than a year. We’ve been doing a lot of stuff anyway. Yet it seems like we do everything but actually solve problems. Can anyone tell me the last problem we solved? I mean, really?” 

Silence. 

Eventually, another executive responded. “Look, our team’s mindset is changing. The KPIs we’ve established… the daily huddles we’ve set up… the team’s talking about performance and problems every day!” 

“Exactly,” the first executive snapped back. “We talk about problems. We just don’t solve them.” 

As background, the company’s patients are afflicted with a chronic disease. Unfortunately, the insurance model that funds their care, including the company’s services, puts caps on their treatment. Seeing this as their problem to solve, the executive team is trying to prove out a new model that overcomes these limitations to prevent unnecessary suffering. By demonstrating what’s possible, they ultimately hope for widespread adoption of this model across the industry. Again, for a small business, it’s ambitious, to say the least. And admirable. 

A Process (Questions) for Reflection 

This moment caused us to reflect, drawing upon the Lean Transformation Framework’s five questions . One, the purpose was clear. The executives had been doing a lot of work to clarify it, establishing a vision, a mission statement, and even an actionable strategy for the year. Two, the work was… well, I’ll come back to that. Three, the capability in development was problem-solving, check — that was the intention anyway. Four, the management system’s development had made considerable progress. Lots of activity there. And five, mindsets were changing! 

Even a quick run-through of the Framework’s questions provided insight: We could see that the focus had been on developing a management system for problem-solving: KPIs, visuals, huddles, a standard agenda, info in, info out. And correspondingly, leader behaviors, such as how they’d respond to problems. On the other hand, we saw less progress, in practice anyway, on improving the work — where we’d expect to see the impact of problem-solving. Thus, the executive’s lament that problem-solving capability was being developed theoretically at best but not in actuality.  

To illustrate what had been happening: A problem would come up. The executives would huddle to discuss what would have helped them better detect the problem sooner, how they could better organize themselves, and how they could tackle it more effectively. Better KPIs? More frequent huddles? A revised agenda? They’d update their management system accordingly. 

As “good” as these mechanisms were, however, lost in the response was actually solving the problem in the work . So, while a management system was under construction, it was never tested. The work never changed. Therefore, whether the management system could fulfill its purpose remained unknown. What we had here was a meta-problem — a problem with our problem-solving approach.  

No Reflection is Complete Without Self-Reflection 

This experience reminded me of a hard lesson I once learned in a factory. Well, nearly learned, as it turns out. Because here I was relearning it. As I said, lean thinking and practice isn’t easy. 

My early lean learning occurred as a member of the corporate lean team at Starbucks. One process at a time, my team observed the work in detail and defined the problems to solve. For example, we discovered millions of dollars of product waste in the brewed coffee process and issues with product quality and availability. Then, in a lab store at the headquarters, we experimented with local baristas to develop “better ways” of doing the work that addressed these problems. And finally, through trial and (plenty of) error, we created a leader-led approach to introducing these process improvements that simultaneously built problem-solving capabilities throughout the management ranks.  

Over time, an operating system based on lean principles emerged as a program and as a platform for subsequent adds, such as management routines for multiple levels. We eventually named this program Starbucks Playbook. Through this experience, I learned about lean transformation from the perspective of a corporate lean team based at headquarters.  

A couple of years later, I was challenged with an assignment in a manufacturing company. Perhaps unusually, as a lean practitioner, it was my first time working in a factory. Basically, I was given a target to incorporate an isolated workstation into the nearby assembly line that it supplied.  

I ran the only play (pun intended) that I knew: I observed the relevant work in detail, defined the problem clearly, experimented “offline” with potentially better ways of doing the work, and detailed an implementation plan for the areas managers to carry out. I captured all of this on an A3 .  

But when I handed a copy of the A3 to my coach, he ripped it up! Frustrated, he pointed to the workstation and asked, “What’s changed?”  

All I could say was, “Nothing.”  

“Well, do you believe in learn by doing or not?” He then clarified my assignment. “You can’t leave until the target’s been achieved, physically. Not just theoretically on paper.” (As you might imagine, his language used was more colorful.) 

I learned more about lean transformation over the next few days than at any other time in my career. Unlike at Starbucks, I could engage directly with the people doing the value -creating work and the relevant cross-functional and managerial stakeholders needed to make changes within hours. Some of the new ideas for the work were accepted. Some weren’t. Moreover, these new ideas could be tried immediately. Some worked. Some didn’t. In other words, I could complete multiple cycles of lean transformation — improvement and learning — in a day. 

By following all the way through on my problem-solving, all the way to changing the value-creating work, I confronted every aspect of lean transformation as defined by the Framework’s five questions:  

• clarity of and alignment about the problem, 
• the work and how it would be improved, 
• the knowledge and skills ( i.e., capabilities) required for the work and its improvement, 
• the management system and leadership behaviors around the work and the workers, 
• and the basic thinking of the entire group of stakeholders.  

Nothing was left to the imagination. Nothing remained theoretical. I learned what it took to solve a problem.  

(I kept up my A3, by the way. I still needed to share the thinking and helpful narrative, supported by facts, with the people I was working with. That said, the “story” of the A3 became way more … oh, what’s the word?…ah, colorful.) 

Learning, Relearning, and Passing It Along 

I ended up sharing this story with the executives on the call. And for what it was worth, I advised them to accept the same challenge my coach had given me on that shop floor: The next time a problem comes up, tackle it. Solve it. Now. And then, once that’s done, reflect and start iteratively building the systems that will help you solve the next one even better. 

I’m sharing this story with you because I get to interact with many of you, often at your gemba . What I see is a lot of “lean stuff.” More specifically, a lot of “ lean management system stuff.” And while it’s theoretically good for problem-solving, that’s not what I typically see, in the work anyway.  

Again, it’s not that the lean stuff is “bad.” We don’t need to tear up our A3s. We don’t need to tear down our management systems. We just need to remember what matters. And when we go sideways, which we all will, over and over again, we can revisit the models and frameworks left behind by those who have been there and done that. And then, we can practice, practice, and keep practicing.   

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About Josh Howell

Joshua Howell is president and executive team leader at the Lean Enterprise Institute (LEI). For over a decade, he has supported individuals and organizations with lean transformations for improved business performance. As a coach, he helps people become lean thinkers and practitioners through experiential learning, believing such an approach can…

I been reading your posts for little longer than a year it has helped me improved my daily workload by implementing the basic lean thinking process practices. Love your inspirational posts about treating people with respect.

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The Power of Process – A Story of Innovative Lean Process Development

by Eric Ethington and Matt Zayko

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Developing problem solvers to advance lean construction

FEATURE – Construction is rife with waste, and yet lean is not widely adopted in the industry. The authors highlight how lean could benefit the sector, emphasizing the importance of developing problem-solving capabilities.

Words: The LGN Lean Construction Working Group

As far as work goes, it is hard to deny the complexity that construction companies face on a daily basis. In part, this is the result of the diversity in the types of projects that they take on (from infrastructure to residential and mining), but also of the difficulty of coordinating and integrating the work of several players – including owners, designers, suppliers, contractors and subcontractors – throughout the process, from planning to product delivery and aftersales. Quality self-control is all but missing, and incomplete designs often cause errors, delays, cost overruns and rework. Add to the mix a common lack of leadership across the value chain, stressful working conditions at the front line, adversarial relationships in the traditional Design-Bid-Build contracting system and a tendency to not trust that people (at all levels) can really solve problems, and you might be excused for thinking that construction is beyond saving.

And yet, this traditional industry is evolving. As a movement, construction industrialization – inspired by manufacturing techniques – has existed since after World War 2, when the need to rebuild entire countries put pressure on the sector to deliver faster than it ever had. In recent years, we have seen a new wave of industrialization, with innovative offsite techniques like modular construction, jobsite assembly rationalization, and advances in digital technologies (such as BIM, Building Information Modeling, and new planning and management software).

In this new stage in its evolution, construction is also showing an increased interest in Lean Thinking. More companies are realizing that lean can bring a deep transformation to this industry, as it did in almost all economic sectors. With a few notable exceptions, however, construction companies still tend to perceive lean as mere process improvement. What happened with lean in manufacturing 40 years ago, when people thought all there was to it was Kanban and a bunch of other tools, is happening today in construction. What’s worse is that the improvement work is often taking place in isolation – perhaps in one job site – and even when it leads to good results the fact that the rest of the organization has no exposure to lean makes progress limited and hard to sustain.

At the Lean Global Network, we aim to help companies to achieve a sustainable lean transformation by addressing five dimensions of our very own Lean Transformation Framework (LTF): value-driven purpose, improving processes, developing capabilities, changing management systems and leadership behaviors, and transforming mental models. If we look at construction from the perspective of the LTF, one can see that most of the improvement work in this sector is limited to the process pillar of those five dimensions. Even then, it only touches on the planning stage. Indeed, in a project-based industry like construction, planning is fundamental, which makes the commonly used Last Planner System a valuable tool for organizations interested in achieving some basic stability. But there is much more to lean construction that just Last Planner!

The LTF teaches us there is much more to explore here. What can we say about people development in construction? Can construction companies define value for customers well enough? How often do managers in construction go to the gemba to see the work with their own eyes, listen and provide support to people as they try to solve problems? Does the management team understand the value stream in detail, from start to finish, and work with the team on the ground to improve it as a whole?

In the construction industry, lean is still not seen as a strategic asset that can transform the entire organization – and its culture – by turning front-line workers into autonomous problem solvers so that more value can be provided to the end customer. We believe that it is about time that changed. A broader adoption of Lean Thinking as a socio-technical management system is fundamental to help the industry to overcome its most pressing issues, like safety, cost overruns, low productivity (according to OECD data, productivity in construction hasn’t changed in 20 years), quality problems, and chronic delays.

DEVELOPING PROBLEM SOLVERS IN CONSTRUCTION

To solve the problems highlighted above, however, we need to primarily focus our efforts on developing the problem-solving skills of everyone, from top executives to foremen, from tradesmen on site to employees working in supporting functions. But what does it take to create an army of problem solvers in the construction sector? In our mind, it requires us to provide people with the ability to raise problems, the tools and knowledge to solve them, and the support to make problem-solving a part of their every-day work.

Critically, we also need to make sure that the right people are addressing the right problems. For this, Art Smalley’s 4 Types of Problems framework is particularly useful. Before we delve deeper into problem solving, let’s see how the framework can apply to construction.

First of all, as a precondition for any sustainable improvement to happen, we need to create basic stability in the process. This can be achieved by fixing Type-1 (Troubleshooting) and Type-2 (Gap from standard) reactive problems right at the front line. Unfortunately, in construction, there are usually few standards in the work, which makes problem-solving difficult. How can you address a gap from standard if you don’t know what the standard is? Before any improvement can be made, therefore, it’s necessary to establish clear work standard.

Once basic stability is achieved, the company can start paying attention to more high-level, strategic issues that concern the entire value flow – Type-3 (Target condition) and Type-4 (Open ended Innovation). To solve these problems requires management to get involved, together with all business functions – from supply chain to design. At this stage, an organization can begin innovating on a regular basis. By achieving basic stability and establishing a structured approach to problem solving, Lean Thinking can give innovation in construction a clear purpose.

Let’s now look more specifically at how we can turn our job site workers into skilled and autonomous problem solvers.

To develop problem-solving skills at the gemba, we first need to take fear out of the workplace and replacing it with trust. This can cause a huge shift in the mindset of an organization and encourage people to raise their hands whenever a problem occurs. To have this in place, we need to change behaviors and to build a system in which visual management allows for problems to be tracked and people across the business to be aware of them and know what to do about them. This is a particularly big problem in construction because of the project-based nature of the work, with different companies and teams acting in each job site. That is why a lean implementation should be seen as a company-wide transformation rather than an initiative taking place in one site or project.

Communicating to everyone what should be done, by who and how is hard on a construction site, where thousands of people might work at any one time and deadlines are often tight. The foreman typically makes the decisions on what work to do and when, but the focus is typically on production rather than productivity. With this approach, as soon as a problem occurs the answer is normally to throw more resources at it (in the form of people or overtime, for example). Alas, that’s often not enough to avoid compromising safety and quality. Conversely, standardization breaks the work down into smaller tasks, clearly defines roles and responsibilities and, more importantly, makes it easier to recognize deviations before they become problems that are too big to manage. (More on this in the next article from our working group.)

Once problems are seen as opportunities for improvement and a system is put in place to identify them and tackle them swiftly and effectively, it’s important for a company to focus on providing everyone contributing to the creation of value with the tools they need to become problem solvers. When they hear training, people normally think about classroom training, but in the lean world capability development happens at the gemba, on the job. Simply put, there is no other way of developing problem solvers than having them solve problems!

But how can we solve process problems without mentors helping people through it? As ever, the role of leadership here is absolutely critical, as the following examples show.

Turner Construction Company (one of the largest construction companies in the USA and a co-learning partner of the Lean Enterprise Institute) has been on a lean journey for the past six years, with a strong focus on developing the problem-solving skills of senior leaders through LEI’s Lean Leader Program (LLP). We all know how important coaching is, but if you want leaders to be coaches, they need to first become problem solvers themselves (“We need to model the behaviors we want to see in our people,” a senior exec from Turner recently said). Following several “lean field trips” at the gemba, senior leaders clearly appreciated that to truly engage their people they had to ensure the improvement work focused on their problems. They committed to understanding the work from the perspective of the workers, and to making things easier for them. This transformed attitude, fueled by an extensive use of A3 Thinking, has become a powerful catalyst for change at the North America-based construction company.

A3 Thinking was also a fundamental tool at Socovesa, a Chilean construction company that has been on a lean journey for four years. LGN affiliate Lean Institute Chile has helped Socovesa to understand this important problem-solving framework. Their first step was to stabilize and standardize the planning process for all projects – no matter how different. This helped to generate a common language and create an opportunity for weekly interaction. The initial experiments with problem solving, which concentrated on one specific project and three teams, led to exceptional results. According to the project manager, however, the best outcome was the fact that the area supervisors began to develop the capabilities of their team members and that everyone started to learn to solve problems.

A similar approach is being followed at Battistella Spa, a small construction firm in northern Italy, which recently started its own lean journey, with Italy’s Istituto Lean Management’s help. After receiving some basic lean training, the management team started focusing on real business problems (using the Lean Transformation Framework as a reference) while A3 Thinking at the front line led to a number of quick results in process efficiency. This is gradually creating awareness across Battistella that change is possible and that processes can be improved continuously.

Indeed, the most effective way to engage people in problem solving is showing results, especially those that most directly impact their work. Leadership should get involved in small cycles of PDCA, while at the same time showing workers how their problem-solving efforts are making the work safer and the company more productive.

This strategy worked for conglomerate Andrade Gutierrez, a major Brazilian infrastructure company that operates in several countries, which Lean Institute Brasil (another affiliate of the Lean Global Network) helped to create a different culture by supporting the development of an initial group of lean facilitators. LIB provided them with the lean knowledge they would need to effect change across the group. This clearly paid off, since over the years Andrade Gutierrez has developed four generations of facilitators, who have progressively been able to introduce Lean Thinking in all job sites and business areas.

A MORE HOLISTIC APPLICATION OF LEAN

Lean Thinking is more than just transforming operations. If looked at as an all-encompassing framework, lean can cause a shift in the company’s overall mindset, in its leadership, and in its strategy. When it is applied to the entire value-creating process (as it should), it can lead an organization to a complete turnaround. We already know how impactful Lean Thinking has been in industries like manufacturing or healthcare, and there is no reason to believe it shouldn’t bring just as many benefits to construction.

As briefly mentioned above, the construction process is very atomized and the supply chain supporting it incredibly fragmented. It is normal, therefore, that investors and construction companies interact with one another through lawsuits, that designers and builders have to deal with constant project changes, that material suppliers deliver late, that invoices are routinely disputed at the end of each month, that aftersales service is slow, and so on. Additionally, and more dangerously, the culture that permeates the industry discourages people from highlighting problems. Ultimately, all of this impacts the real customer, be it the owner of a house or an operator in a hydroelectric plant.

Thanks to the holistic, “big picture” view it affords, lean can help the industry to overcome these obstacles, thus becoming a powerful differentiator for the businesses that decide to take the lean leap. In particular, we believe it can be extremely beneficial in addressing issues like culture, supply chain, and the industrialization of the construction process.

Transforming the culture that prevails in the industry, which is notoriously tough and based on a command-and-control approach to leadership, is perhaps the most fundamental outcome that lean can achieve. In an environment in which trust is lacking, people tend to hide problems rather to flag them up, compounding an already difficult situation. In such a scenario, problems only appear at the end, when the project is handed over to the customer. Lean teaches leaders to respect people, to lead by example, which is key to the creation of a working environment where problems are welcomed.

Lean Thinking can also contribute to the effectiveness of the construction supply chain, by boosting collaboration among owners, designers, suppliers, contractors and subcontractors and moving past the toxic relationships that so often exist between them. Much like with culture, this is a matter of injecting trust in the communication and interaction among different players, for example by running experiments like relational contracts and Integrated Project Delivery (IPD). The increasing use of BIM (Building Information Modeling) is another enabler of supply chain integration, and combined with lean concepts it can represent a powerful catalyst for change.

Finally, lean can help this sector to fully leverage the opportunities provided by new technologies to achieve a full industrialization of the construction process. For this to happen, the industry will need to incorporate the principles brought forward by Lean Product and Process Development, which emphasize the importance of bringing design and production (in this case, construction) together from the very beginning.

In conclusion, applying lean to construction can lead to:

• Greater safety in the work.
• Higher quality in the delivery to customers.
• Shorter delivery times.
• Increased productivity.
• Reduction of materials wasted.
• A working environment conducive to continuous learning and collaboration.
• The ability to anticipate problems and better manage risk.
• More integration between subcontractors and project owners.

To make the most of these benefits and sustain them, the construction industry needs to engage in a broader and more strategic application of lean management. A shift from tools to problem solving can help it to improve considerably and support its evolution into a real 21st-century industry.

The Lean Global Network’s Lean Construction Working Group aims to contribute to the development of the industry. We have witnessed and supported several experiments in lean construction and believe that our global and multi-industry experience might contribute ideas and concepts that until now have not received the attention they deserved.

THE AUTHORS

FEATURE – In the final article of her series, the author spends a day with Theodo’s CEO and co-founder to learn how lean informs its strategy and vision.

FEATURE - Stressed and overwhelmed by workload? Once again, lean thinking comes to the rescue, offering us a way to approach our work that helps us eliminate waste, save time, and avert breakdowns.

FEATURE - Mental schemas help us to process information, but they often lead us to blindly jump to solutions without understanding the problem. Here, the author explains how Lean Thinking mitigates that risk.

FEATURE - The author explains how a recent book on radical quality improvement in manufacturing inspired him to initiate similar experiments in his software development firm.

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