The 5 Whys technique is a simple and effective tool for solving problems. Its primary goal is to find the exact reason (root cause) that causes a given problem by asking a sequence of “Why” questions. Not all problems have a single root cause. If one wishes to uncover multiple root causes, the method must be repeated asking a different sequence of questions each time.
Plan: Establish objectives and processes required to deliver the desired results.
Do: Carry out the objectives from the previous step.
Check: During the check phase, the data and results gathered from the do phase are evaluated. Data is compared to the expected outcomes to see any similarities and differences. The testing process is also evaluated to see if there were any changes from the original test created during the planning phase. This helps to see what changes work better than others, and if said changes can be improved as well.
Act: Also called "Adjust", this act phase is where a process is improved. Records from the "do" and "check" phases help identify issues with the process. These issues may include problems, non-conformities, opportunities for improvement, inefficiencies and other issues that result in outcomes that are evidently less-than-optimal. Root causes of such issues are investigated, found and eliminated by modifying the process. Risk is re-evaluated. At the end of the actions in this phase, the process has better instructions, standards or goals.
NOTE: since it is a continuous improvement process, there can be many PDCA cycles during one process improvement event. PDCA can also have multiple of any of the steps. For example you may go from PLAN to DO to CHECK back to PLAN then to DO then to CHECK then ACT (or any other combination).
Socratic questioning is used to encourage critical thinking, analyze assumptions, determine knowns and unknowns, and help stimulate open discussion. The main goal is to keep asking questions. And to ask open ended questions that can't be answered by a yes or no. As a fun thought experiment try to see how long you can go with a partner by only asking them open ended questions to each of there responses.
There are six main types of Socratic questions:
In Lean, standardized work is a means of establishing precise procedures to make products in the safest, easiest, and most effective way based on current technologies.
1. Reduces variability
By standardizing the most efficient way to perform processes, standardized work reduces variations in the output. Work becomes predictable: quality, costs, required inventory, and delivery times can be anticipated.
2. Saves time
Standardized work increases efficiency, thus making more time for creative work. Standardized work also makes training much easier, since it documents the correct way to perform all processes. It ensures that new employees are given all the information needed to perform equally to other operators.
3. Helps the team members
Standard work insures that team members know how to do procedures correctly or know who to ask for clarity during the training period and beyond. This alleviates stress surrounding making a mistake or not knowing who to ask for help.
4. Decreases Mistakes
Standardized work, by definition, establishes the safest method to go perform tasks. When operators systematically execute tried-and-true methods, the number of injuries decreases, and risks are averted. If not working on processes where bodily injury is possible, standard work also decreases other types of mistakes.
5. Improves continuous improvement
Indeed, it is only possible to evaluate improvements objectively when existing procedures are standardized and documented. As standards improve, the new standard becomes the basis for further improvements: improving standardized work is a never-ending process.
Examples of Standard Work:
Visual management/ visual indicators are fundamentally all about communication. Effective visual management uses instinctive visual cues to communicate key information about a workplace ‘at a glance‘. Visual management is a way to communicate any and all information possible but you will most commonly find it as a way to display information about expectations, performance, standards and warnings. The key here is that through communicating this information visually, it requires no interpretation to understand. That means, regardless of whether I am familiar with the workplace, or not, I should be able to instantly see the current state of work, navigate my way around the area, or track how the team are performing versus target.
