Lean Terminology Glossary

Used as a communication tool to document one’s own thinking and engage others in the problem solving thinking process. The name for this tool comes from the A3 paper size; The intent is to fit all of your thinking on a single page.

Structured system that aligns unit goals with organizational goals, enables daily problem solving on a specific task or process which will lead to improvements in the unit goals. Tends to increase engagement, collaboration, and teamwork.

The term “countermeasure” is used rather than "solution" to prevent the solutions-thinking mindset that changes are permanent resolutions to problems. The concept of a countermeasure encourages an A3 thinking mindset with a focus on continuous improvement. Many PDCA cycles may be needed to address a root cause and/or additional root causes by taking into account new information or environmental changes.

A short, structured meeting focused on unit/group communication and alignment. Often the communication platform to support the practice of ADE.

A never ending, systemic approach for continuously improving the performance of an organization by identifying and effectively providing value though eliminating waste and motivating and engaging the workforce thereby changing workplace culture.

A key approach to drive continuous improvement, the thinking behind A3 creation. Also referred to as PDSA for Plan-Do-Study Act

A framework of leadership-level goals and values which connect workers to a broader mission, providing consistency of purpose, motivation, and code of conduct. Learn more about the Finance and Administrative Services (FAS) True North: https://fas.ucsf.edu/fas-true-north

A visual to help track improvement projects, often used in Huddles during ADE to help provide structure.

Information needed to understand the importance and extent of the problem.

Overview of the problem involving unbiased, fact-based evidence.

Describes specific conditions required to support goal.

Analysis of gap between current and future state, to break down problem to its root causes for the gap.

List of countermeasures to address root cause problems.

Specific activities to implement experiments, including what, who, how much and by when. Sometimes called a high-level project work plan.

A3 creation process step built in for reflection: did your experiment work? If not, why not. If it did, what made it successful? A place to document new and emergent thinking and steps to plan next cycle of improvements until problem is eliminated or goal is achieved.

A visual representation a sequence of activities, materials, information and people required to design and provide a service along which information and work flows. It includes everything which is used to create and deliver value (including necessary and unnecessary wastes)

A tool used to understand contributing and restraining forces that support or oppose an idea or goal.

Also referred to as Ishikawa Diagram. A tool to analyze for root cause by breaking down a problem or goal into sets or categories of root causes.

A method of root-cause analysis by asking “why” at least five times or until the root cause is established.

Where work or problems occur. Going to the Gemba refers to going to observe what is happening in a process to understand the problem and current state.

Problems that don’t align with customer values.