The Alignment Model is a diagnostic tool that helps teams identify what's causing any problems with interpersonal relationships. The model guides team members through a tiered list of questions to clarify if the team is aligned on their purpose, goals, roles and procedures. Once the source of misalignment is clear,…
Project Team Alignment references the need for all members of an improvement team to have the same purpose, goal and project understanding in order to succeed. By using the Alignment Model, project teams can diagnose the root causes of discord by checking if team members are clear on their agreed-upon…
A KPI or Key Process Indicator is a measure of organizational performance against a strategic goal. An example would be a strategic initiative to keep organizational costs down with a KPI of "% Monthly Expenses" (Total revenue/expenses). KPIs are often a factor when selecting Lean Six Sigma projects since it's…
A Key Process Indicator (KPI) is a measure of organizational performance against a strategic goal. An example would be a strategic initiative to keep organizational costs down with a KPI of "% Monthly Expenses" (Total revenue/expenses). KPIs are often a factor when selecting Lean Six Sigma projects since it's important…
SMART Goals is based on the acronym that stands Specific, Measurable, Attainable, Relevant and Timebound. Following this acronym is a great way to construct clearly-defined goals that matter to an organization. Expanding on each element: Specific: "Reduce lead time in minutes" as opposed to "Improve productivity" Measurable: "Reduce lead time…
The Obstacle Parking Lot is a list created by Continuous Improvement practitioners to capture unresolved issues, sources of variation, and other problems that prevent a specific process from operating as well as it should. This list is used as a reference tool for coaches who are working with problem solvers…
True North is a term that originated recently with Toyota and refers to the ideal or "goal state"—where a company is headed. The idea is for the company to follow the path to its "True North"—achieving its vision and mission—like a hiker would follow a compass needle. By embracing Continuous…
Toyota's 8 Steps for Practical Problem Solving are rooted in Walter Shewhart's (and Dr. Deming's) PDCA Cycle (Plan Do Check Act). Toyota expanded on "Plan" with Steps 1-5 whereas "Do-Check-Act" correspond with Steps 6, 7 and 8. Both systems are based on the Scientific Method and help support a culture…
The target, within Continuous Improvement, refers to the desired value of the process characteristic being measured---"2-Day Lead Time" or "2% Defect rate". Once the baseline or "as is" process measure has been established, the goal is to reduce the gap between the basline and the target---"Reduce Lead Time from 5…
Best Practice Sharing refers to spreading news of improvement ideas throughout an organization. Another term is to share "Transfer Opportunities" although the idea is to include the sharing of failures as well. It's not enough to improve a process. It's important to let others know what you've learned so that…