The A3 problem-solving methodology was first used by Toyota in the 1960s and later embraced by proponents of Total Quality Management, Six Sigma, Lean, and other systematic approaches to continuous improvement. “A3” references a European paper size that is about the same size as an American 11-inch by 17-inch tabloid-sized paper. Using the A3 method, teams create a one-page improvement project report. By limiting the report to one page, teams are forced to be concise and thoughtful about including only relevant information. This makes the report easy to digest.

Because our solution supports the A3 technique, we are often asked for tips on how to deploy it. Here are a few of the most important things to keep in mind.

This post is the second in our series about Kaizen Event Templates. If you haven’t had a chance to read it yet, check out our guide to the ultimate pre-event template. We don’t want to sound like a broken record, but the success of a Kaizen event is highly correlated to the amount of effort put into planning and preparation. Our pre-event template will help.

You’ll also want a template to use when the big day arrives. Our clients who get the most from Kaizen events use a standard template so that all of the right information is captured and can be shared in a familiar format. Kaizen software supports this by allowing users to create and disseminate their event templates.

You will probably have some unique needs or elements to capture, but here are the basics for a useful and simple Kaizen event template.

Kaizen events, also called Rapid Improvement Events, involve a team dedicating all of their energy for three to five days on solving a specific challenge or implementing targeted improvements. They are resource intensive, but effective tools for organizations that are dedicated to consistent and constant improvement.

Because they are so quick and consuming, it is essential to be well prepared. In fact, planning for the event should get as much care and attention as the event itself. Our clients who have been successful with event planning have found that it helps to have a standard pre-event template that can be used every time a Kaizen event occurs. This ensures that everyone is using the same standards and that the essential boxes are checked. The best improvement management software solutions allow you to set up your Kaizen Event Templates within the system to make it easy for everyone to access and report relevant information.

Of course, each organization is different, but here are the elements that we recommend considering when you set up your rapid improvement templates.

We recently had a chat with a potential client in a healthcare organization that has been doing daily team huddles for years. She has been frustrated by the lack of tangible results and the apparent disinterest of her team. People show up (unless they can find any reasonable excuse not to), but it is clear that the huddle is just one thing to check off the list each day, rather than a valuable exercise. She asked how to make the practice more useful and here’s what we recommended.

Set a Firm Time Limit

Daily huddle meetings are meant to be extremely focused and quick affairs. If you have the right measurements and technology in place (more on that in a minute), 15 minutes should be sufficient. That means that everyone will need to think ahead about what is important to discuss and stick to the most relevant topics for discussion. Keeping meetings quick makes them less burdensome and allows employees to schedule their day around them.

We recently had a conversation with a client who has been through a few too many failed Kaizen events. The team was unorganized, not well supported, and unable to obtain the desired results. When we dug in a bit more to try to figure out why, we learned that although there was a Charter document created for the event, it was incomplete and insufficient to serve as a guide for the team. We’re putting this post together to help this client and anyone else who might be new to Kaizen events or struggling to find success.

There are many ways you can layout your charter. Some organizations use templates that organize all of the information onto one page often in Excel, while others just use a simple document. The form isn’t as important as the content. It is also essential that the document is stored in your improvement management system so that it can be referenced in the future. Here are the elements it should include:

We’ve written before about why internally crowdsourcing innovation is such a hot trend in business. (Actually, we don’t think it’s a trend at all. We believe it is a new way of approaching problem solving that is here to stay.)

While the benefits of the approach are compelling in terms of increased employee engagement, better products, less waste, and happier customers, success isn’t guaranteed.

There are some best practices that will amp up your results and a few behaviors that will hurt your efforts.

In his book, Standardized Work with TWI: Eliminating Human Errors in Production and Service Processes, Bartosz Misiurek writes, “Standard work is a process where you describe the best way of performing a given operation, improve this way, and train operators on it. As simple as it is to summarize, it is not as easy as it seems to execute.”

We couldn’t agree more. That’s why even though most leaders agree that process standardization is essential for producing quality, predictable results, when you pull back the covers, many organizations do not have standard work documented at all or have poor processes in place for keeping it accurate and up to date. That’s a shame because, without a solid foundation upon which to build and measure, improvement is elusive. We work with companies every day that have been through the process of implementing and socializing standard work. This post contains the best advice for standard work documentation that provides substantial value.

Whether you’ve read a ton about various business methodologies and the philosophy of continuous improvement, or just a little bit, you can’t be blamed if you’ve started to wonder if Toyota developed every improvement technique.

The dictionary defines corporate culture as, “The set of shared attitudes, values, goals, and practices that characterizes an institution or organization.” Every organization has a culture whether or not leaders think about it or try to shape it. But smart executives know that culture is a crucial (if not the most important) ingredient for success. Leaders who are dedicated to the practice of continuous quality improvement (CQI) should understand the role that culture plays and actively work to shape it. Here are ten best practices for creating a culture in which CQI can thrive.

DMAIC is said to be the Six Sigma methodology’s roadmap to improvement. It is one of the core tools of the approach, but organizations also use it as a standalone improvement technique. We have clients in almost every industry from healthcare to construction who have achieved quantifiable impact against core business metrics by using this technique. Here are some of the questions we get asked about it most often.