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Lean Six Sigma Project Examples | 17 Full Case Studies

Ready to begin your first Lean Six Sigma project? Looking for examples for inspiration or reference to get you started? Here are some project storyboards from different industries and from home. Remember, Lean Six Sigma can help you with more than just work!

• Reducing Underwriting Resubmits by Over 20%  

Governments

• A Call to Change: Pioneering Lean Six Sigma at Los Angeles County  
• Can Lean Six Sigma Be Applied in County Government?  
• How the City of San Antonio Increased Payments for Street Maintenance Using Lean Six Sigma  
• Reducing Bid Tab Creation Cycle Time by 22%  
• Reducing Cycle Time for Natural Disaster Response by 50%  

Manufacturing

• Increasing First Run Parts From 60% to 90% With Lean Six Sigma  
• Reducing Bent/Scratched/Damaged (BSD) Scrap for Building Envelopes  
• Reducing Lead Time in Customer Replacement Part Orders by 41%  
• Reducing Learning Curve Ramp for Temp Employees by 2 Weeks  
• Reducing Purchase Order Lead Time by 33% Using Lean Six Sigma  
• Herding Cats Using Lean Six Sigma: How to Plan for and Manage the Chaos of Parallel Processes  
• Lean Six Sigma Increases Daily Meat Production by 25%  
• Lean Six Sigma Helps Feed People In Need 45% Faster  
• Accelerating Lean Productivity With Immersive Collaboration  
• Reducing Incorrect Router Installations by 60% for Call One  
• Reducing Software Bug Fix Lead Time From 25 to 15 Days  

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7 Examples of Lean Manufacturing in Action

• Topics & Resources

These seven real-life example of lean tools and techniques show how they can improve operational performance and reduce costs.

Date Published:

Aug 27, 2020

Mark Crawford

This story was updated on 10/18/2022.

Lean manufacturing has been around for decades, with implementation of lean tools and techniques resulting in impressive efficiency and production gains. When implemented correctly, lean is a comprehensive process that eliminates waste from manufacturing processes, thereby reducing cost and adding value to the customer.

Below are seven real-life examples of how simple lean techniques can improve manufacturing efficiency and production.

1. Cable Manufacturing

Results: Machine set-ups that once averaged five hours per machine were reduced to 35 minutes, adding about five hours of additional up-time per machine per day.

2. Truck Manufacturing

Dakota Bodies in South Dakota builds truck bodies for the service and industrial markets. To keep up with market demands, a lean team was established to work with company leaders to define their goals for the lean program. Lean 101 training was provided for supervisors, managers, and key operators, and a kanban system was installed to support just-in-time manufacturing and reduce inventory levels.

Results: Revenues improved by 20 percent, and overall productivity by five percent.

Editor’s Pick: 5 Key Lean Principles for Engineers

3. Printing Industry

Results: On-time delivery increased to 95 percent with much-shortened lead times, and improved inventory management resulted in less waste of finished product.

4. Automotive Parts Manufacturing

Results: The new changeover system resulted in 1.5 hours of added production up-time and increased throughput by more than $1 million annually.

5. Warehouse Management

A manufacturer used an incoming warehouse for large volumes of raw materials. Operational costs were high, including three full-time material stagers who unloaded, stored, and delivered the materials to assembly lines as needed. Management wanted to eliminate the warehouse without slowing down production, so a lean team worked with suppliers to design a point-of-use kanban system for just-in-time manufacturing. Staff was also trained in flow manufacturing and 5S workplace organization.

Results: The warehouse was no longer needed for raw-material storage, and thus converted for other value-added activities. The three stagers were trained for higher-level positions.

You May Also Like: 6 Lean Principles for an Industry 4.0 World

6. Customer Service

Results: Capacity increased by 20 percent, and on-time delivery increased to 95 percent, with fewer administrative steps. Because of improved efficiency, additional staff and office space were not required.

7. Heating and Air-Conditioning Manufacturing

MicroMetl, a Nevada-based manufacturer of heating and air conditioning equipment, wanted to increase efficiency and maintain high levels of product quality and consistency using lean. After analyzing workflow, management realized that a single heating and air conditioning part traveled 1.5 miles throughout the plant during assembly. The company cellularized the manufacturing process so that the part was instead assembled within an area of 100 feet.

Results: The lean improvements reduced indirect labor costs by 21 percent, which helped the company reduce prices, increase market share, and retain 25 positions.

Related Reading: What is Sustainable Manufacturing?

Next-Generation Lean

Lean tools are always valid. With the onset of Industry 4.0 and the Internet of Things (IoT), though, lean goals can be accomplished much more quickly. Lean principles can be integrated with cutting-edge technologies that enable constant, real-time monitoring, faster decision-making, improved efficiency, and the leanest processes possible.

“IoT intersects with lean methodology and has the potential to take lean to the next level,” pointed out Dean Hamilton, senior vice president for Acclerite, a provider of business-critical infrastructure software. “The information gleaned from connected devices, including user experiences with a variety of products, can be fed back to instrumented factories to provide unprecedented opportunities to enhance manufacturing processes and reduce waste.”

Mark Crawford is a technology writer based in Corrales, NM.

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Lean Events and Training / Forms and Templates

Forms and Templates

Downloads for A3 problem solving, standard work , project management, and value stream mapping .

Problem Solving Templates

A3 Action Plan Form (from Getting the Right Things Done)

• The action plan template helps define the who, what, when, where, and how of a plan on one page.
• Helps track progress and highlight problems so action can be taken.

A3 Status Review Form (from Getting the Right Things Done)

• Top box provides an overview with respect to our critical end-of-pipe metrics.
• Second box provides an overview of activities, and usually reflects what’s been prescribed on the action plan of the right side of the strategy A3.

A3 Strategy Form (from Getting the Right Things Done)

• A strategy A3 is a one-page storyboard on 11-inch by 17-inch paper that helps tell the strategy “story.”
• Logic flows from top left to bottom right, and each box leads to the next one.

Detailed A3 Template (from Managing to Learn)

• Print this A3 template out to remind you of each section of the problem-solving A3 as you are creating your own.

PDSA A3 Template (from On the Mend)

• A3 Template, in Excel, following the PDSA cycle.

Problem Definition Worksheet

• This worksheet can help you breakdown the problem into a clearly defined gap as well as see how the problem aligns to the needs of the business or your True North purpose.

Root Cause Template

• This template gives you space to record the problem as well as the direct causes and underlying causes.

Four Types of Problems

Art Smalley

Managing to Learn: Using the A3 management process

Perfecting Patient Journeys

Beau Keyte , Tom Shuker and Judy Worth

Getting the Right Things Done

Pascal Dennis

Standard Work Templates

Standard Work Operator Balance Chart (OBC)

• The operator balance chart helps create continuous flow in a multi-step, multi-operator process by distributing operator work elements in relation to takt time.

Standard Work Process Study Sheet

• The Process Study Sheet is used to define and record the time for work elements in a process.

Standard Work Production Analysis Board

• A Production Analysis Board is a display that must be located at the exit of the cell (or the line) to show actual performance compared with planned performance on an hourly basis.

Standard Work Skills Training Matrix

• The Skills Training Matrix shows the required and attained skills of every operator.
• The training schedule also should be shown.

Standardized Work Chart

• The standardized work chart shows operator movement and material location in relation to the machine and overall process layout.
• It should show takt time, work sequence, and standard WIP.

Standardized Work Combination Table

• The standardized work combination table shows the combination of manual work time, walk time, and machine processing time for each operation in a production sequence.
• This form is a more precise process design tool than the Operator Balance Chart.
• It can be very helpful to identify the waste of waiting and overburden, and to confirm standard.

Standardized Work Job Instruction Sheet

• The job instruction sheet is used to train new operations.
• It lists the steps of the job, detailing any special knack that may be required to perform the job safely with utmost quality and efficiency.
• It can also be useful for experienced operators to reconfirm the right operations.

Standardized Work Process Capacity Sheet

• The Process Capacity Chart is used to calculate the capacity of each machine to confirm true capacity and to identify and eliminate bottlenecks.
• Processing capacity per shift will be calculated from the available production time, completion time, and tool-change time (and other factors as necessary) for each work piece.

Waste Walk Template (from Perfecting Patient Journeys)

• Taking a “waste walk” is one way to make the waste visible again.
• A waste walk is simply a planned visit to where work is being performed to observe what’s happening and to note the waste. It differs from go-see activities in that you are specifically looking for waste.

Kaizen Express

Toshiko Narusawa and John Shook

Lean Lexicon 5th Edition

Lean Enterprise Institute

Training Within Industry (TWI) Templates and Downloads

8-step TWI problem solving card - as presented by IBM

• 8-steps to problem solving handy pocket card printable.

Solving Problems with TWI

• Solving problems with TWI deployment graphic.

Template of Job Breakdown Sheet

• Job breakdown sheets are created to list the steps and highlight the main factors or key points that go into completing a job.
• It also provides reasons for these key points.

TWI Job Instruction Card

• TWI Job Instruction card in a handy pocket printable.

TWI Job Methods Card

• TWI Job Methods Card in a handy pocket printable.

TWI Job Relations Card

• TWI Job Relations Card in a handy pocket printable.

Lean Solutions

James (Jim) Womack, PhD and Dan Jones

Lean Thinking, 2nd Edition

Project Management Templates

Master Schedule and Action Plan Template for One Goal (from Perfecting Patient Journeys)

• Use this template in your project tracking center so you can track both goals and action items on the same form.

End of Project Review Template (from Perfecting Patient Journeys)

• The following template will help you capture your end-of-project reflections and make decisions about what to do next.

Master Schedule Template (from Perfecting Patient Journeys)

• This template will help you answer this question by letting you include the project goals with space to indicate whether each goal is on track as originally planned and whether the scheduled progress review has taken place.

Team Board Form (from Getting the Right Things Done)

• A team board is a window on both routine and improvement work.
• The board on this template addresses both daily production and strategic issues, and is organized according to SQDCM—safety, quality, delivery, cost, and morale.

Value Proposition Template (from Perfecting Patient Journeys)

• Align the stakeholders around what will be included in addressing the problem,
• Identify the stakeholders who will be added to the project team and actively engaged in creating the current- and future-state value-stream maps,
• Identify additional stakeholders necessary to drive the implementation of the future state,
• Serve as an agreement—a proof of consensus—on the specific problem to be solved, and with the problem statement serve as authorization for the entire project.

Action Planning Template (from Perfecting Patient Journeys)

• Identify the specific changes that need to be made and translate those changes into clearly stated goals and actions (i.e., the means) to achieve those goals.
• Identify the specific methods and action steps you think will help you achieve the goals. These action steps and targets constitute the action plan to achieve a specific goal.

Value-Stream Mapping Templates

Value-stream Mapping Icons for Excel

• At the request of some of our readers we have posted the most commonly used mapping icons so that they can be downloaded for Excel spreadsheets.

Learning to See

Mike Rother and John Shook

VSM Getting Started Set

Lean Enterprise Institute , Mike Rother and John Shook

Mapping to See: Value-Stream Improvement Workshop

Beau Keyte , Jim Luckman , Kirk Paluska , Guy Parsons , John Shook , Tom Shuker and David Verble

Improvement Kata / Coaching Kata

Improvement Kata Learner's Storyboard

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A Lean Approach for Reducing Downtimes in Healthcare: A Case Study

• Conference paper
• First Online: 12 February 2023
• Cite this conference paper

• Stefano Frecassetti   ORCID: orcid.org/0000-0002-9649-314X 19 ,
• Matteo Ferrazzi   ORCID: orcid.org/0000-0001-9035-0773 19 &
• Alberto Portioli-Staudacher   ORCID: orcid.org/0000-0002-9807-1215 19  

Part of the book series: IFIP Advances in Information and Communication Technology ((IFIPAICT,volume 668))

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Lean Management is considered one of the most successful management paradigms for enhancing operational performance in the manufacturing environment. However, it has been applied throughout the years to several sectors and organisational areas, such as service, healthcare, and office departments. After the Covid-19 outbreak, increasing attention has been given to potential performance improvements in healthcare organisations by leveraging Lean. This paper intends to add further knowledge to this field by presenting a case study in a hospital. In this paper, a pilot project is presented carried out in a healthcare organisation. Lean methods were used to improve the operating room performance, particularly by reducing the operating room changeover time. The A3 template was used to drive the project and implement a new procedure using the Single Minute Exchange of Die (SMED) method. With the implementation of the new procedure, the changeover time between two different surgeries in the operating room was significantly reduced, together with a more stable and reliable process.

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Amati, M., et al.: Reducing changeover time between surgeries through lean thinking: an action research project. Front. Med. 9 (2022). https://doi.org/10.3389/fmed.2022.822964

Bharsakade, R.S., Acharya, P., Ganapathy, L., Tiwari, M.K.: A lean approach to healthcare management using multi criteria decision making. Opsearch 58 (3), 610–635 (2021). https://doi.org/10.1007/s12597-020-00490-5

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D’Andreamatteo, A., Iannia, L., Lega, F., Sargiacomo, M.: Lean in healthcare: a comprehensive review. Health Policy 119 (9), 1197–1209 (2015)

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Henrique, D.B., Godinho Filho, M.: A systematic literature review of empirical research in Lean and Six Sigma in healthcare. Total Qual. Manag. Bus. Excell. 31 (3–4), 429–449 (2020)

Henrique, D.B., Filho, M.G., Marodin, G., Jabbour, A.B.L.D.S., Chiappetta Jabbour, C.J.: A framework to assess sustaining continuous improvement in lean healthcare. Int. J. Prod. Res. 59 (10), 2885–2904 (2020)

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Sales-Coll, M., de Castro, R., Hueto-Madrid, J.A.: Improving operating room efficiency using lean management tools. Prod. Plan. Control 1–14 (2021). https://doi.org/10.1080/09537287.2021.1998932

Matos, I.A., Alves, A.C., Tereso, A.P.: Lean principles in an operating room environment: an action research study. J. Health Manag. 18 (2), 239–2577 (2016)

Portioli-Staudacher, A.: Lean healthcare. An experience in Italy. In: Koch, T. (ed.) APMS 2006. ITIFIP, vol. 257, pp. 485–492. Springer, Boston, MA (2008). https://doi.org/10.1007/978-0-387-77249-3_50

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Politecnico di Milano, Department of Management, Economics and Industrial Engineering, Milano, Italy

Stefano Frecassetti, Matteo Ferrazzi & Alberto Portioli-Staudacher

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Olivia McDermott

LUM University "Giuseppe Degennaro", Casamassima, Italy

Angelo Rosa

Instituto Superior de Engenharia do Porto, Porto, Portugal

José Carlos Sá

Aidan Toner

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Frecassetti, S., Ferrazzi, M., Portioli-Staudacher, A. (2023). A Lean Approach for Reducing Downtimes in Healthcare: A Case Study. In: McDermott, O., Rosa, A., Sá, J.C., Toner, A. (eds) Lean, Green and Sustainability. ELEC 2022. IFIP Advances in Information and Communication Technology, vol 668. Springer, Cham. https://doi.org/10.1007/978-3-031-25741-4_8

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Lean Six Sigma Case Studies

Welcome to the Lean Six Sigma Academy’s Case Studies section! Here, you will find a collection of real-world examples of how companies have successfully implemented the Lean Six Sigma methodology to improve their business operations. Each case study includes an overview of the business challenge that was faced, the approach that was taken, the results that were achieved and feedback from the client on their experience. These case studies showcase the wide range of industries and organizations that have benefited from Lean Six Sigma, and serve as inspiration and guidance for those looking to implement the methodology in their own business. 

OE Partners

Orrcon Steel

The toyota production system.

• Guide: A3 Problem Solving

Daniel Croft

Daniel Croft is an experienced continuous improvement manager with a Lean Six Sigma Black Belt and a Bachelor's degree in Business Management. With more than ten years of experience applying his skills across various industries, Daniel specializes in optimizing processes and improving efficiency. His approach combines practical experience with a deep understanding of business fundamentals to drive meaningful change.

• Last Updated: June 13, 2023
• Learn Lean Sigma

Problem-solving is one of the key tools a successful business needs to structure improvements and one I have been using to solve problems in a structured way in my career are Continental AG and other businesses over the years. When there is a problem in business that is leading to increased costs, waste , quality issues, etc., it is necessary to address these problems. A3 structured problem solving is a Lean Six Sigma methodology that has been designed and developed to support continuous improvement and solve complex business problems in a logical and structured process. 

The guide will give you a full understanding of what A3 Problem solving is and a breakdown of all the steps of how to apply it within your business with an example of where I have made improvements with it previously.

Table of Contents

Importance of a3 in lean management.

The A3 problem-solving method is a key tool in Lean Six Sigma and continuous improvement in business, and in my experience, it is often the standard approach all improvement activities must follow and is particularly popular in the automotive industry. This is because of the following:

Focus on Root Causes : Rather than applying a quick fix to a problem or jumping to conclusions and solutionizing, A3 requires gaining a deep understanding of the root causes of the problem. By addressing these root causes, the chances of recurrence is reduced.

Standardization : With a consistent format, the A3 process ensures that problems are approached in a standardized way, regardless of the team or department. This standardization creates a common language and understanding across the organization and ensures all problems are addressed to the same standard and approach.

Team Involvement : An A3 isn’t an individual process. It requires a cross-functional team to work together on problem-solving, ensuring that a range of perspectives and expertise is considered. This collective approach builds a stronger understanding of the problem and ensures that solutions are well-rounded and robust.

Visual Storytelling : The A3 report serves as a visual storyboard, making it easier for stakeholders at all levels to understand the problem, the analysis, and the countermeasures. This visualization enhances communication and drives alignment.

The 6 Steps of A3 Problem Solving (With Real Example)

The A3 problem-solving process can initially seem difficult if you have never done one before and particularly if you have never been a team member in one. To help you with this we will break down the 6 steps into manageable activities, followed by a real-life example to help you apply this method within your business.

As a side note, the A3 problem-solving process was actually one of the first Lean Six Sigma tools I learned to use three weeks into my continuous improvement career after being thrown into the deep end due to resource availability, so I can understand how difficult it can be to understand. 

Step 1: Describe the problem

Problem description.

The problem description is an important first step in the process as it ensures a common understanding with the team of what the issue is that needs to be addressed. This can be done by using a technique called the 5W1H Is/Is Not method to help gain a clear understanding of the problem. 

To understand the 5W1H Is/Is Not the Process, check out our guide for details of that technique. However, in short, it’s about asking key questions about the problem, for example, “What IS the problem?” and “What IS NOT the problem?”

Let’s say you have been asked to look into a problem where “Machine downtime on the automotive assembly line has increased by 30% over the past three months, leading to production delays and increased costs.”

An example of a 5W1H Is/Is Not on this may result in the following output:

 Based on this we can create a clear problem description as the focus of the project that give the team a clear and common understanding of the issue looking to be resolved in the next steps of the process. The problem description could then be written as:

“Over the past three months, machine downtime on Automotive Assembly Line No.3 has increased by 30%. This has predominantly affected the assembly line workers and leads, leading to production delays and higher labor costs. “

Current Condition

Next is demonstrating the current condition and demonstrating the impact on the business. This can often be done with data and charts to back up the problem that might show trends or changes in outputs.

This might look something like the below and demonstrate a good baseline for confirming the improvement at the end of the A3

Containment Actions

Next is containment actions. Since you have identified a problem, there is likely an impact on the business or the customer. As a team, you should consider what can be done to limit or eliminate this problem in the short term. Remember this is just a containment action and should not be seen as a long-term fix. 

In our situation we decided to “Implement temporary overtime shifts to meet production goals, leading to an increase in labor costs.”

At this stage, the A3 should look similar to the one below; you can use charts and graphics to represent the current state as well if they fit within the limit area. Remember, we must include the content of the A3 within the 1-page A3 Document.

Step 2: Set the A3 Goals

The next step of the A3 is to, as a team, set the goal for the project. As we have a clear understanding of the current condition of the problem, we can use that as our baseline for improvement and set a realistic target for improvement. 

A suggested method for setting the Target condition would be to use the SMART Target method.

If you are not familiar with SMART Targets , read our guide; it will cover the topic in much more detail. In short, a SMART target creates a goal statement that is specific, measurable, achievable, relevant and time-bound. 

By doing this you make it very clear what the goal of the project is, how it will be measured, it is something that can be achived, relevant to the needs of the business and has a deadline for when results need to be seen.

For our A3 we decided that the goal would be “Our goal is to achieve at least a 20% reduction in machine downtime on Automotive Assembly Line No.3, lowering it from 90 minutes to no more than 72 minutes per day per machine, within the next 60 days. This reduction is crucial for increasing productivity and reducing labor costs, aligning with our overall business objectives.”

I also recommend using charts in this section to visualize the benefit or improvement to ensure you have stakeholder and sponsor support. Visuals are much easier and faster for people to understand.

At this point, your A3 might look something like the one below, with the first 1/4 or section complete. The next step is to move on to the root cause analysis to get to the root of the problem and ensure the improvement does not focus on addressing the symptoms of the problem.

Step 3: Root Cause Analysis

Root cause analysis is the next step in the process, often referred to as gap analysis, as this step focuses on how to get to the goal condition from the current condition.

Tip: If at this point you find the team going off-topic and focusing on other issues, Ask the question, “Is this preventing us from hitting our goal statement?”  I have found this very useful for keeping on track in my time as an A3 facilitator.

For root cause analysis, a couple of key tools are usually used: a fishbone diagram and a five-why Analysis . Again, we won’t go into the full details of these tools within this guide, as they have been covered in extensive detail in their own guides.

But the aim at this point is as a team, to brainstorm what is preventing us from achieving our target condition. This is done by allowing all members of the team to input the reasons they think it is not being achieved. These inputs are often written on sticky notes and placed on the fishbone diagram. Following this, you may have results similar to the ones below.  Note: it is important that the inputs are specific so they can be understood. e.g. “Calibration” alone is not specific to how it’s causing the problem; specify it with “Calibration: Inaccurate measurements affecting machine settings.”

After the fishbone diagram has been populated and the team has exhausted all ideas, the team should then vote on the most likely cause to explore with a 5 Whys analysis. This is done because, due to resource limitations, it is unlikely all of the suggestions can be explored and actioned.

In this situation the team decided the “lack of preventative machines: machines not being serviced regularly” was the cause of increased downtime. This was explored with the 5 Whys to get to the root cause of why Assembly line 3 did not have preventative maintenance implemented.

The result of this root cause analysis can be seen below, and you may end up with more ideas on the fishbone, as generally there are a lot of ideas generated by a diverse team during brainstorming.

Step 4: Solutions and Corrective Actions

Now that we understand what the root cause of the problem is, we need to address it with solutions and corrective actions. Again, as a team, consider the root cause of the problem and discuss what actions need to be taken by the team, who will do them, and when they will be done. The result should be an action plan, for example, like the one below:

This action plan needs to be carried out and implemented.

The result of this section will likely just be an action list and look like the below section.

Step 5: Validate Solution and Standardize

Within step 5 it is time to collect data to validate and confirm the actions that have been implement resulted in solving the problem and met the target state of the problem. This is done by continuing to collect data that demonstrated the problem in the baseline to see if the problem is being reduced.

For example, below, the project team continued to collect Assembly Line 3 downtime data on a weekly basis. Initially, there was a steady reduction, likely due to the focus of the project on the problem, which had some impact. However, once the majority of the action was implemented, a huge drop in product downtime was seen, exceeding the target. This showed the actions has been successful

If, in the validation stage, you find that the improvement required is not being made, you should go back to step 3 and reconsult the root cause analysis with the team, pick another area to focus on, and create an action plan for that following the same steps.

Step 6: Preventive Actions and Lessons Learned

In step 6 after the confirmation of project sucess you should look at preventive actions and lessons learned to be shared from this project:

• Preventive Action: The new preventive maintenance schedule will be standardized across all assembly lines. This will prevent other lines having similar issues and make further improvements
• Lessons Learned: A formal review will be conducted to document the process, including challenges faced and how they were overcome, which will then be archived for future reference.

In our project, this looked like the below and will be used as a reference point in the future for similar issues. 

And that is the successful completion of a structured A3 problem-solving technique.

The complete A3 looks like the below image. Yours may slightly differ as the problem and information vary between projects.

Downloadable A3 Reporting Template

To support you with your A3 problem solving, you can download our free A3 problem solving report from the template section of the website.

Problem-solving is important in businesses, specifically when faced with increased costs or quality issues. A3 Structured Problem Solving, rooted in Lean Six Sigma, addresses complex business challenges systematically.

Originally from Toyota’s lean methodology, A3, named after the 11″x17″ paper size, visually maps problem-solving processes. This method ensures concise communication and focuses on crucial details, as illustrated by the provided example.

Emphasized in Lean Management, A3 stresses understanding root causes, standardization across teams, team collaboration, and visual representation for clarity. This tool is not only a guide to understanding the issue but is a standardized format ensuring robust solutions. Particularly for novices, breaking down its six steps, from problem description to setting A3 goals and root cause analysis, provides clarity. Visual aids further enhance comprehension and alignment across stakeholders.

• Sobek II, D.K. and Jimmerson, C., 2004. A3 reports: tool for process improvement. In  IIE Annual Conference. Proceedings  (p. 1). Institute of Industrial and Systems Engineers (IISE).
• Matthews, D.D., 2018.  The A3 workbook: unlock your problem-solving mind . CRC Press.

Q: What is A3 problem solving?

A: A3 problem solving is a structured approach used to tackle complex problems and find effective solutions. It gets its name from the A3-sized paper that is typically used to document the problem-solving process.

Q: What are the key benefits of using A3 problem solving?

A: A3 problem solving provides several benefits, including improved communication, enhanced teamwork, better problem understanding, increased problem-solving effectiveness, and the development of a culture of continuous improvement.

Q: How does A3 problem solving differ from other problem-solving methods?

A: A3 problem solving emphasizes a systematic and structured approach, focusing on problem understanding, root cause analysis, and the development and implementation of countermeasures. It promotes a holistic view of the problem and encourages collaboration and learning throughout the process.

Q: What are the main steps in the A3 problem-solving process?

A: The A3 problem-solving process typically involves the following steps: problem identification and description, current condition analysis, goal setting, root cause analysis, countermeasure development, implementation planning, action plan execution, and follow-up and evaluation.

Q: What is the purpose of the problem identification and description step?

A: The problem identification and description step is crucial for clarifying the problem, its impact, and the desired outcome. It helps establish a common understanding among the team members and ensures everyone is working towards the same goal.

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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International Journal of Lean Six Sigma

ISSN : 2040-4166

Article publication date: 4 September 2023

Issue publication date: 3 November 2023

This study aims to study the implementation of lean thinking at the strategic level of an Italian manufacturing company. Companies implementing continuous improvement (CI) projects in their production processes often take the monitoring phase for granted. This research deploys an A3 lean thinking project in the monitoring phase of strategic KPIs upon completion of several ongoing improvement projects.

Design/methodology/approach

The research methodology is action research aiming at disseminating the problems that the company is facing. The study relies on the lean action plan developed by Womack and Jones (2003): Planning for lean and Lean action. Lean planning consists of the following steps: find a change agent; get the knowledge; find a lever. Lean action uses the A3 lean approach.

The company reached high-performance improvements due to the proposed lean action plan.

Research limitations/implications

This study contributes by presenting a lean action plan in the monitoring phase, highlighting the importance of the lean thinking-monitoring continuum in reducing time waste for faster diagnosis and using action research to analyze and instill reflective learning.

Originality/value

The research relies on the A3 methodology to showcase the benefits that a mature paradigm, often coined to production, still has unexplored potentials.

• KPI generation
• Action research
• Continuous improvement

Kassem, B. , Rossini, M. , Costa, F. and Portioli-Staudacher, A. (2023), "Lean monitoring: action research in manufacturing", International Journal of Lean Six Sigma , Vol. 14 No. 6, pp. 1280-1296. https://doi.org/10.1108/IJLSS-06-2022-0124

Emerald Publishing Limited

Copyright © 2023, Emerald Publishing Limited

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• Create an action plan that drives resul ...

Create an action plan that drives results

An action plan outlines precisely how you’re planning to accomplish your goals. It’s the perfect way to approach goals systematically and keep your team on target. In this article, we will cover how to create an action plan in six steps and how to implement it successfully. Plus, learn more about the differences between action plans, project plans, and to-do lists.

It can feel good to make goals. After all, you’re defining what you want to accomplish. But goals won’t do much without clear action steps. ​​An action plan is a popular project management technique that lists your action steps so you know exactly how you’re going to accomplish your goals. 

We’re going to show you how to create this clear roadmap step by step and other tools you should utilize to get the most out of your action plan. Let’s dive in.

What is an action plan?

An action plan is a list of tasks or steps you need to complete to achieve your goals. An effective action plan works like a management plan for your company’s initiatives, outlining the steps you need to take to make these larger goals a success. Once you go through the goal-setting process, create an action plan with specific tasks and timeframes to reach each goal. 

Who needs an action plan?

An action plan is useful for anyone who needs a step-by-step planning process. When you create an action plan, you detail exactly what actions you'll take to accomplish your project goals. These plans can help you organize your to-dos and ensure you have the necessary information and resources to accomplish your goals.

But you can create action plans for more than just strategic planning. Use this tool to reach any specific goals in a systematic way. Try setting up:

Business action plan

Marketing action plan

Corrective action plan

Sales action plan

Project action plan

Personal development action plan

Regardless of the type of action plan you create, make sure you create it in task management software . That way, you can easily share action items and timelines with your team to track progress. Instead of manual status updates and unclear deliverables, your team has one central source of truth for everything they need to do in order to hit their goals. 

Now let’s get into how you can create an action plan that increases your team’s efficiency and accountability.

6 steps to create an action plan

Step 1: set a smart goal.

When it comes to setting goals, clarity is the single most important quality. With the SMART goal method, your goal is clearly defined and attainable. Set specific, measurable, achievable, realistic, and time-bound goals to benefit from this tactic.

For example, your goal could be to deliver your current project (measurable) in four months (time-bound) without overspending (specific). Assuming this goal is both achievable and realistic based on your available resources, it’s a great SMART goal to set for yourself.

Step 2: Identify tasks

Now that your goal is clearly defined and written down, you’ll want to identify the steps you have to take to reach it. Identify all of the tasks that you and your team need to complete to reach milestones and, eventually, the main objective.

Here are a few action plan examples with tasks for different kinds of goals:

Goal: Expand team from seven to nine team members by June.

Meet with Human Resources to discuss the recruitment campaign.

Create a template project to track candidates.

Schedule three interviews per week.

Goal: Select and onboard new work management software to the entire company by the end of Q2.

Apply for the budget.

Create a roll-out plan for Q2.

Schedule training for team members.

Goal: Host 5k charity run in May to raise $15,000 for the local food bank.

Find volunteers and determine responsibilities

Prepare marketing materials and PR plans

Secure sponsors

Step 3: Allocate resources

Once you’ve outlined all of your tasks, you can allocate resources like team members, project budget, or necessary equipment. Whether it’s assigning team members to certain tasks, applying for a budget, or gathering helpful tools—now is the time to plan and prepare.

Sometimes, you can’t allocate all of your resources before you put your action plan in motion. Perhaps you have to apply for funding first or need executive approval before you can move on with a task. In that case, make the resource an action item in your plan so you can take care of it later.

Step 4: Prioritize tasks

When your team is clear on their priorities, they know what work to do first and what work they can reschedule if necessary. No action plan is set in stone, so the best way to empower your team is to let them know what tasks have a high priority and which ones are a bit more flexible.

To make this clear, sort all of your action items by priority and sequence:

Priority: Important and less important tasks.

Sequence: Order in which tasks have to be completed so others can start.

When you’re organizing and prioritizing your action items , you’ll notice that some action items are dependent on others. In other words, one task can’t begin until the previous task is completed. Highlight these dependencies and factor the sequence into your prioritization. This reduces bottlenecks , removing obstacles that would make a less important action item delay a high-priority item.  

Step 5: Set deadlines and milestones

When your team knows what they're working towards, they have the context to effectively prioritize work and the motivation to get great work done. Team members tend to be more motivated when they directly understand how their work is contributing to larger goals.

To engage your teammates from the get go, assign deadlines to all action items and define milestones . Milestones mark specific points along your project timeline that identify when activities have been completed or when a new phase starts

Create a timeline or Gantt chart to get a better overview of your prioritized tasks, milestones, and deadlines. Your timeline also serves as a visual way to track the start and end dates of every task in your action plan. You can use it as a baseline to make sure your team stays on track.

Step 6: Monitor and revise your action plan

Your ability to stay on top of and adapt to changes is what makes you a great project manager. It’s crucial that you monitor your team’s progress and revise the plan when necessary.

Luckily, your action plan isn’t set in stone. The best way to track potentially changing priorities or deadlines is to use a dynamic tool like a work management software . That way, you can update to-dos and dependencies in real time, keep your team on the same page, and your action plan moving.

Action plan vs. plan B vs. project plan vs. to-do list

So how exactly does an action plan differ from all these other plans and lists? To clear this up once and for all, we’re going to explain what these plans are and when to use which plan to maximize your team’s efforts.

Action plan vs. plan B

You may have heard the terms action plan and plan B used interchangeably. But in fact, an action plan and plan B are two completely different types of plans. Here’s how to tell them apart:

Your action plan outlines actions in much detail so you and your team know exactly what steps to take to reach your goal.

A plan B is a secondary action plan, an alternative strategy, that your team can apply if your original plan fails. Whether that’s because of an internal issue or an external factor—having a plan B is a great way to be prepared for the worst case scenario.

Action plan vs. project plan

A project plan is a bit more complicated than an action plan. Project plans are blueprints of the key elements your team needs to accomplish to successfully achieve your project goals. A project plan includes seven elements:

Goals and project objectives

Success metrics

Stakeholders and roles

Scope and budget

Milestones and deliverables

Timeline and schedule

Communication plan

Once you’ve created a project plan, use an action plan to outline and document how your team will execute your tasks and hit your goals. This will ensure that everyone on your team knows what their responsibilities are and what to get done by when.

Action plan vs. to-do list

A to-do list is typically used to write down single tasks that don’t necessarily lead to one common goal. To-do lists can change daily and are much less organized than action plans. An action plan will follow specific steps and include tasks that all lead to the completion of a common goal.

How to implement your action plan successfully

You know how to create an action plan, but in order to implement it successfully, you need to use the right tools and use them correctly. Here are our top five tips to ensure your action plan is effective:

Use task management software

Streamline your action plan by keeping all of your tasks and timelines in one central source of truth. Task management software, like Asana , is perfect for your action plan because it allows you to keep track of pending tasks, declare task ownership, assign dependencies, and connect with your team in real time or asynchronously .

Use or create templates

Create or use a template that lists all the action items with notes, status, priority, and ownership. When you create a template that fits your project type, you can reuse it time and time again.

Set up real-time alerts and assign dependencies

Make sure all action items are time-bound and that you assign dependencies. That way, your team can react when an item is ready for them and easily track what other items depend on theirs. 

Check action items off as you complete them

When action items are completed, check them off! Make sure it’s visible to everyone and happens in real time so the person responsible for the next action item can start their work as soon as possible.

Discuss late or pending tasks

If you run into issues or delays, talk to your team to uncover potential bottlenecks and find solutions that keep the action plan on track. You can add notes directly into your action plan or set up calls to discuss more complex issues.

Ready, set, action plan

Like Benjamin Franklin once said: “If you fail to plan, you are planning to fail.” Creating an action plan helps you stay focused, on track, and brings your goals to life.

Plan to succeed with a structured action plan and helpful tools like Asana’s task management software. Connect and align with your team in a central source of truth while staying flexible enough to revise your action plan when necessary.

Related resources

Unmanaged business goals don’t work. Here’s what does.

How Asana uses work management to effectively manage goals

Beat thrash for good: 4 organizational planning challenges and solutions

Use critical success factors to support your strategic plan

ZBIÓR LEAN CASE STUDY

Case study 211 analityka rentowności sprzedaży na allegro .

Ocena zyskowności/straty na poszczególnych produktach w sprzedaży.

CASE STUDY 9 Diagnoza – branża stalowa 

Uwolnienie przestrzeni na hali produkcyjnej, skrócenie całkowitego czasu realizacji zlecenia oraz wskazanie priorytetowych obszarów do optymalizacji.

CASE STUDY 53 Diagnoza – branża produkcji okien 

Analiza efektywności procesów produkcyjnych, określenie możliwości obniżenia poziomu zapasów oraz poprawa planowania produkcji.

CASE STUDY 7 Mapowanie Strumienia Wartości 

Optymalizacja oszczędności w grupie elementów wchodzących w skład głównej rodziny produktowej. Zakładany 150% wzrost popytu w nadchodzących 5 latach.

CASE STUDY 25 Opracowanie Layout’u 

Opracowanie Layoutu stanu obecnego w formie *.cad.

CASE STUDY 202 Narzędzie do planowania zakupów 

Analiza sprzedaży, estymacja sprzedaży, analiza trendów, plan sprzedaży, składanie zamówień i generowanie zamówień.

CASE STUDY 92 Analiza przepływu materiału 

Analiza przepływu materiału na hali produkcyjnej oraz propozycja przyszłego ustawienia maszyn, zmniejszenie nadmiernego transportu.

CASE STUDY 18 Gniazdo produkcyjne 

W wyniku mapowania strumienia wartości rodziny produktów stanowiącej 11% całego wolumenu produkcji, opracowano propozycję ciągłego przepływu między trzema procesami. Pierwotnie procesy odbywały się w trzech oddalonych od siebie działach, co wymuszało produkcję w partiach oraz nadmierny transport.

CASE STUDY 201 Zarządzanie reklamami na Amazon ADS 

Automatyzacja zarządzania płatnymi reklamami na Amazon ADS.

CASE STUDY 8 5S na spawalni 

Na hali znajduje się 15 kabin spawalniczych, w których pracują spawacze na pierwszej i drugiej zmianie. Każda kabina ma swoje wyposażenie w zależności od wykonywanego detalu. Podczas wykonywania badań migawkowych wykryto duży udział czynności zbędnych – głównie szukania narzędzi.

CASE STUDY 111 Standaryzacja pracy 

Opracowanie optymalnego sposobu wykonywania operacji, podniesienie wydajności, eliminacja błędów, redukcja poziomu braków.

CASE STUDY 31 FIFO – branża lotnicza 

Eliminacja nadmiernego planowania poszczególnych obszarów, likwidacja ciągłego nadawania priorytetów, zmniejszenie nadprodukcji, wyrównanie Lead Time (czasu realizacji zleceń).

CASE STUDY 106 Tablica FIFO

Zapewnienie zachowania zasady FIFO (pierwsze weszło, pierwsze wyszło), eliminacja możliwości popełnienia błędu przy 40 różnych rodzajach rur, eliminacja potencjalnych reklamacji, ułatwienie identyfikacji rur.

CASE STUDY 23 SMED – branża spożywcza

Zwiększenie dostępności maszyn do produkcji, podniesienie wydajności w środowisku wysokiej sezonowości, opracowanie planu na skrócenie procesu przezbrojenia.

CASE STUDY 52 SMED – drukarnia 

Podniesienie wydajności, zwiększenie dostępności urządzeń do produkcji, zmniejszenie kosztów przezbrojenia, stabilizacja czasu przezbrojenia na potrzeby procesu planowania produkcji.

CASE STUDY 13 Kanban 

Zapewnienie 100% dostępności dobrych komponentów, zagwarantowanie ciągłości procesu, brak angażowania pracowników magazynu do procesu, eliminacja nadmiernej komunikacji na linii Pakowanie – Magazyn.

CASE STUDY 81 Planowanie – analiza obciążeń stanowisk

Określenie pracochłonności oraz kosztów niestandardowych i niepowtarzających się zleceń.

CASE STUDY 204 Planowanie wysyłek na FBA (Fulfilment by Amazon)

Analiza procesu sprzedaży pod kątem sprzedaży detalicznej i hurtowej.

CASE STUDY 83 Analiza sprzedaży

CASE STUDY 125 Capacity – planowanie zdolności produkcji

Określenie zdolności produkcyjnych poszczególnych maszyn i urządzeń

CASE STUDY 107 Gniazdo produkcyjne – tokarki

Wdrożenie gniazd produkcyjnych do procesu tłoczenia. Wzrost efektywności produkcji dla kluczowych rodzin produktów.

CASE STUDY 108 Layout produkcji – złożenia rurowe 

Redukcja powierzchni produkcyjnej, poprawienie przepływu materiału, uwolnienie przestrzeni dla procesu cięcia – przeniesienie piły z odległej lokalizacji.

CASE STUDY 109 Layout hali produkcyjnej 

Optymalizacja ustawienia maszyn z założeniem zakupu 10 maszyn.

CASE STUDY 113 Mapowanie procesów usługowych 

Eliminacja strat podczas realizacji projektów. Ujednolicenie prowadzenia projektów o niskiej seryjności oraz powtarzalności. Usprawnienie przepływu informacji.

CASE STUDY 114 Wskaźniki – zarządzanie produkcją 

Monitorowanie efektywności produkcji, umożliwienie podejmowania decyzji biznesowych na bazie wskaźników.

CASE STUDY 122 Rejestr kart pomiarowych 

Brak systemowego podejścia do archiwizacji dokumentacji kontrolnej powodował błędy i pominięcia przy zapisywaniu danych. Wyniki pomiarów zapisywane były w formie kart, których szablony opracowano na bazie arkuszy excel.

CASE STUDY 124 5S na drukarni

Wdrożenie systemu 5S w celu poprawy organizacji miejsca pracy.

CASE STUDY 101 Kalkulator kosztów produkcji

Kalkulator kosztów produkcji to konieczne narzędzie do monitorowania rentowności zleceń i produktów.

CASE STUDY 123 Rejestr reklamacji 

Brak systemowego prowadzenia procedur obsługi reklamacji powodował szereg problemów takich jak: pominięcia, niedotrzymane terminy, problemy komunikacyjne na linii firma – klient, a tak że problemy komunikacyjne wewnątrz zespołu.

CASE STUDY 125 Capacity – planowanie zdolności produkcyjnych

• Uzupełnij formularz, jeśli masz jakiekolwiek pytania dotyczące rozwoju firmy, przeprowadzenia szkolenia, wspólnych warsztatów lub czy innej formy współpracy. Jeżeli możesz podaj jak najwięcej szczegółów.
• Twoja wiadomość jest dla nas ważna, odpowiemy na nią maksymalnie kolejnego dnia roboczego. 
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