A standard practice of getting problem statement, root-cause analysis and corrective actions on a single sheet of A3 size paper, often with the use of graphics. A3 can be used for problem solving, projects, capturing knowledge in innovation, etc.. The A3 template is also a coaching tool used in two-way communication between a coach and coached. A3 thinking forces people to condense information to the bare minimum and thereby avoids over-processing in communication. In coaching, the A3 format helps the coach to understand the thinking logic of the coachee.

An analysis tool whereby we ask ‘why’ several times until we identify actionable root causes, which forms the basis for a countermeasure to our problem. Helps uncover true and actionable root causes, leading to better problem solving.

A root-cause analysis tool in the form of a fishbone, that visualizes causes of a specific problem or event. Causes are usually grouped into major categories such as man, machine, method, material, measurement or milieu. Helps uncover many different contributing factors to a problem, leading to better problem solving.

6S is a systematic approach aimed at improving the efficiency and effectiveness of the work space. 6S removes waste and makes deviations from the standard visible. It is the basis for many other Lean tools and is one of the building blocks for continuous improvement to be successful. 6S can be used in any physical, transactional or creative work environment. A nice trigger for starting 6S is when we notice we spend more time than needed to find information, tools or materials to do our job. Never forget to create a standard and check on a regular basis if it is still applied and where it can be approved – very often audit protocols are established to check these standards regularly.

Kaizen literally means “change for the better” and is the Lean term for “Continuous Improvement”. Kaizen is the relentless pursuit of excellence, with the Standard Work we use today being considered as the starting point for further improvement. Daily Kaizen should be done by everyone, every day and everywhere with a clear and structured way to capture and monitor implementation. Individual Kaizen improvements drive employee engagement where everybody feels they can contribute to improved ways of working.

A philosophy that reminds us to get out of our offices and spend time on the plant or office floor; the place where the work actually takes place. Promotes a deep and thorough understanding of real-world issues – by direct observation and by talking with employees.