Cool Tools: Exploring 20 Contemporaneous Continuous Improvement Tools — October 2024

“If all you have is a hammer, everything looks like a nail,” so the saying goes.  In other words, each tool — be it for carpentry, cooking, or process improvement — has a distinct purpose.  And tools are sub-optimized if they are used for anything other than that distinct purpose – imagine trying to loosen a sink trap if you didn’t have a wrench, but only had a screwdriver and drill!  By the way: this is why I get a bit frustrated when leaders tell me sometimes: “we can’t use Baldrige because we’re already using Lean” or “we’re an ISO shop, so won’t use Six Sigma.” That’s like saying “I don’t need to exercise, because I’m already dieting” — if the goal is weight loss or improved health, you need both tools!

In last week’s PEN webinar, we explored seven continuous improvement tools.  Speakers from seven very different organizations (ranging from big Fortune 500 businesses to healthcare systems to nonprofits and educational institutions) each took about three minutes to introduce a CI tool — summarizing how it is used, sharing any insights or tips to maximize its value, and exploring an example of how it addressed a real issue or problem.  We explored A3, 5S, Fishbone, Interrelationship Diagraph, Customer Journey Mapping, and others. And then we went into two rounds of breakouts, where participants shared tips and insights in using the tools.  It was a unique, highly interactive, and really valuable discussion on the building blocks of continuous improvement (if you want to watch the playback, visit here; if you want to view any of PEN’s over 200 webinars on-demand, visit here!).

The webinar and its focus on fundamental CI tools reminded me of an old fable about the importance of understanding the strengths and limitations of tools.  It goes something like this:

Hammer served as the chairman of the tool belt — the leader of the group.  But the other members of the tool belt informed him that he must leave, because he was too noisy… 

But Hammer said, “If I have to leave this carpenter’s shop, then Gimlet must go too: he’s insignificant and makes a very small impression” (a gimlet is a small tool for boring holes).  The little Gimlet arose and said, “All right, but Screwdriver must go also: you have to turn him around and around to get anywhere with him.”  

Screwdriver turned to the other tools in the belt and said, “If you wish, I will go, but Plane must leave too: all of his work is on the surface — there’s no depth to what he does.”  To this, Plane leveled his terse reply, “Well, then, Saw will have to depart too: the changes he proposes always cut too deep.”  Saw complained, saying, “Ruler will have to withdraw if I leave, for he’s always measuring other folks as though he were the only one who is right.”  Ruler then surveyed the group and said, “Sandpaper doesn’t belong here either: he’s rougher than he ought to be and is always rubbing people the wrong way.” 

In the midst of the discussion, the carpenter walked in.  He had come to perform his day’s work.  He put on his tool belt and went to the workbench.  He employed the ruler, the saw, the plane, the hammer, the gimlet, the screwdriver, the sandpaper, and all the other tools.  When the day’s work was over, the project was finished, and the carpenter went home.  All the accusations against each of these tools were absolutely true, yet the carpenter used every one of them.  No matter which tool the carpenter used, no other tool could have done the work better. 

*****

Process improvement tools are only effective if they are used in the right way.  And organizations often try to force a particular tool on a problem for which it was not designed.  The proverbial square peg and round hole.  In fact, I contend that many failed process improvement projects have very little to do with the improvement tool(s) itself, and much to do about selecting the right tool(s) and then managing the change in implementing them.

Sometimes effective organizational improvement comes down to the fundamentals: picking the right tool to change or enhance how work gets done. With that in mind, here is a list of 20 contemporary CI tools, as well as a link to find more information on each of them.  Consider this a handy primer on process improvement tools — a menu or toolbox for improving your processes and your work.

A3 Problem Solving: A3 is a structured problem-solving approach.  The term “A3″ derives from the paper size used for the report, which is the metric equivalent to 11″ x 17” paper size.  A3 helps structure and understand the problem, then convey potential solutions and interventions.  As such A3 also is a handy communication tool for project management.

Control Chart: According to ASQ, the control chart is a graph used to study how a process changes over time.  A control chart always has a central line for the average and an upper and lower control limit, which are determined from historical data.  By comparing current data to these lines, you can draw conclusions about whether the process variation is consistent (in control) or unpredictable (out of control, affected by special cause variation).

Customer Journey Map: A form of a flow chart, a Customer Journey Map documents a process from start to the end through the perspective of the customer.  The value of this tool is in identifying pain points or low value steps from the customer’s perspective.

Driver Diagram: A driver diagram is an applicable tool for many contexts, from improving process reliability to redesigning a service to creating new products to generating enhanced user experience. The tool visually represents a shared theory of how things might be better, building upon knowledge gleaned from research, observation and experience.

Fishbone Diagram: A Fishbone Diagram (also Fishbone Analysis, Cause and Effect Analysis, or Ishikawa Diagram) is a tool used to identify many possible causes for an effect or problem.  It can be used to structure a brainstorming session, and it can immediately sort ideas (or potential process problems) into useful categories.

Flow Chart: A flowchart (also process flow or process map) is a picture of the separate steps of a process in sequential order.  It includes activities, decision points, inputs and outputs, and sometimes people involved and/or time.  If you include suppliers and their inputs and customers and the process’s outputs, you can consider the full flow of a process by using a tool called SIPOC (Supplier-Input-Process-Output-Customer).  Flowcharts can be of all types of processes, including manufacturing, service, project plans, administrative tasks, and so forth.  Seeing the flow can clarify steps and roles and can identify improvement opportunities.

Histogram: In statistics, a histogram is a graphical representation of the distribution of data.  It is an estimate of the probability distribution of a continuous variable and is a representation of tabulated frequencies, shown as adjacent rectangles.  Histograms give a quick visual of frequencies of occurrence.  See Pareto for a special type of Histogram.

Hoshin Kanri Planning: Japanese-style Hoshin Kanri is a proven method for developing, deploying, and accomplishing strategic objectives.  Hoshin Kanri (also called Policy Deployment) is a method for ensuring that the strategic goals of an organization drive progress and action at every level within that organization.  Hoshin Kanri Planning usually uses a tool called an X-Matrix, where you can graphically capture how strategic objectives address strategic challenges and action plans, creating more alignment within your plans.

Interrelationship Diagraph: Also called Relations Diagram, this tool shows the cause-and-effect relationships – the natural links between different aspects of a complex situation.  It can be used to prioritize which elements of a process or system are most important – those that have the more frequent impact on certain processes and outcomes.

Lean: According to the Lean Enterprise Institute, the core idea of Lean is to maximize customer value while minimizing organizational waste.  Simply, Lean means creating more value for customers with fewer resources.  Lean originated, essentially, from the Toyota Production System, and many tools sit under the Lean methodology, including 5S (a simple way to organize work), Value Stream Mapping (a tool used to visually map current and future state flow), Mistake Proofing Poka Yoke (design error detection and prevention with the goal of zero defects), Failure Modes Effect Analysis (FMEA), Kanban (a method of regulating flow), Kaizen (a method where employees work together to achieve regular, incremental improvements in the process), and many others.

Pareto Chart: Sometimes called Pareto Diagram or Pareto Analysis, a Pareto Chart is a bar graph that shows frequency of events (or time, cost, or other variables), arranged with the longest bars on the left and the shortest on the right.  In this way, the chart visually depicts which situations occur the most frequently and therefore may be the most significant, making this tool a simple way to prioritize.

PDCA (or PDSA): This is an iterative methodology for designing and implementing improvements, where P is Plan (design the improvement), D is Do (implement and pilot/test the improvement), C is Check or S is Study (verify whether expected results are achieved), and A is Act (review, assess, fully roll out and then repeat).  This concept is the fundamental basis for the deployment of all quality tools and needs to be an integral part of management decisions.  So whether you are using ISO, Baldrige, Lean, Six Sigma, or any number of other improvement tools and frameworks, knowing PDSA will give you the foundation for systematic improvement.

Quality Function Deployment (QFD): This tool is a method for carefully listening to the voice of your customer, and then effectively responding to those needs and expectations.  First used in Japan in the 60s, QFD began to be used in the US in the 80s.  A graphic tool that is a part of QFD is the “House of Quality,” which visually shows the most important product/service attributes and helps management identify inconsistencies between customer requirements, risks, and product characteristics.

Root Cause Analysis: This is a problem-solving approach that focuses on identifying and resolving the underlying problem(s) within a process instead of applying “quick fixes” that only treat immediate symptoms of process problems.  Root Cause Analysis (RCA) is sometimes called “The 5 Why’s,” because the tool requires you to ask “why” five times, each time moving a step closer to discovering the true underlying problem.  For example, our system was down for 2 hours last week, causing service issues with customers.  Why?  Because the servers were down due to a power outage.  Why?  Because the utility company had unscheduled downtime and we did not have an alternative plan.  Why?  Our generator broke down two weeks ago and repairs weren’t scheduled until next week.  Why?  Because our contract with the generator service company wasn’t robust enough to require faster response.  Solution: change the contract with the generator company so that we are never without a Plan B for power outages.

Run Chart: A run chart is used to monitor the behavior of a variable over time for a process or system.  Run charts graphically display cycles, trends, shifts, or non-random patterns in behavior over time.  They can help identify problems and the time when a problem occurred, or monitor progress when solutions are implemented.

Scatter Diagram: The scatter diagram graphs pairs of numerical data to look for a relationship between them.  If the variables are correlated, the points will fall along a line or curve.  The better the correlation, the tighter the points will hug the line.

Visual Controls: Visual controls are a system of signs, information displays, layouts, material storage and handling tools, color-coding, and poka-yoke or mistake proofing devices. These controls fulfill the old-fashioned adage: a place for everything and everything in its place. The visual control system makes product flow, operations standards, schedules and problems instantly identifiable to even the casual observer.  Visual control methods aim to increase the efficiency and effectiveness of a process by making the steps in that process more visible.

******

In selecting an improvement tool, sometimes it feels like alphabet soup — there are so many tools for so many purposes.  The trick is in picking the right tool(s) for the circumstances in which you operate, the problems you are trying to solve, and the outcomes you are trying to achieve.

And sometimes you need to integrate tools (like combining Lean and Six Sigma); sometimes you need to modify or adjust them to fit your organizational context (no tool is pure, so feel free to adapt to what your organization needs); and you always need to pay attention to the tools’ fit with your organizational culture.

If a hammer is all you have, you’d better hope that all you encounter are nails.

What other insights do you have regarding how to select and use Continuous Improvement tools?  Participate in a discussion on this topic: visit our LinkedIn group to post a comment (and follow me on Twitter @LassiterBrian!).

Never stop improving!

Brian S. Lassiter

President, Performance Excellence Network

www.performanceexcellencenetwork.org

http://twitter.com/LassiterBrian

A Catalyst for Success Since 1987!

[this article modified from an original post October 2013]

Photo credit: Adobe Stock