33 Continuous Improvement Tools

In a recent discussion with a colleague, I brought up the concept of 33 Continuous Improvement tools, as a means of illustrating the diversity of problem solving concepts and tools we have. It's a concept I developed a couple of decades ago now (wow!), and it has served me well over the years. This colleague then asked me a follow-up question, several days later. I thought some might find the exchange interesting, as it challenged me to re-think my positions. Enjoy!

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Bill - You mentioned there are 33 tools you’ve worked with in the past. Would it be possible to send me your list of 33 tools? 

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This is probably the most interesting question I’ve been asked, in literally years. This kind of question makes us evaluate and re-evaluate who we are.

Yes, I’ve been talking about 33 tools for many years. There is a list I put together, probably 20 years ago. But when I look at it now, it seems incomplete to answer the question. Primarily, I use the concept of 33 tools to illustrate that there are many ways to approach a problem.  

If you look at the concept of ‘tools’, and dissect it, you'll find there are many types of tools: Measurement tools (tape measure, calipers, levels, basic information gathering tools); Force tools (hammers, used for positioning things, forcing things); Leverage tools (wrenches, screwdrivers, these tools often come in ‘sets’); Cutting tools (saws, chisels, knives); Hole making tools (Drills, lathes, mills, could also be considered ‘cutting’ tools); Framework tools (Clamps, vices, shims, tables, blocks, guides, tools used to hold/position items); Finishing tools (paint brushes, sandpaper, coatings); and of course, Specialty tools (yard/gardening tools, astronomy tools, cleaning tools, etc…). Any analogy eventually plays itself out, but you get the idea.         (Ask me sometime about how CI is a religion…. 😊)

There is also the concept of tool sets, vs. individual tools. Some sets cross various tool boxes (such as metric wrenches vs. SAE wrenches). And consider there are various ways to store tools (tool-belt, tool set, tool box, tool shed). We bring with us to gemba, a tool-belt of tools we use frequently. But no one can bring them all, so we have various tools boxes, rolling tool boxes, and somewhere, a tool shed, that keeps all our tools neatly in order.

For example: DMAIC is a framework, like a table, or a clamp. It is designed to guide work in a specific direction. As a guide, it allows us to use other tools, in each phase of the framework, as we solve problems. PDCA is a measurement tool, used to illustrate where we are in the CI process. There is no such thing as DMAIC vs PDCA, anymore than there is such a thing as CLAMP vs. TAPE MEASURE. (And don’t get me started on Lean Six Sigma. It doesn’t exist anymore than red-green color, or Chevy-Ford cars, or the classic Measuring Clamp...)

So now you actually have insight into my tool shed. It’s organized different than most, but it is MY shadow board, and I know exactly what is there, and what is missing. 😊 For me, this is how I organize them: Tools, sets, concepts. Tools are used to affect change. Sets of tools are similar in nature, scaling to meet the challenge. Concepts are used to change perception. Many tools I’ve learned over the years, others I’ve had to develop myself by necessity.

• Tool kits/sets: Industrial Engineering (scientific management), Lean, Six Sigma, TQM, TOC, ZQC, TPM, Project Mgmt, Visual Mgmt, (9)

• Frameworks: VOC, DMAIC, DMADV, DFSS, Project charter, A3, policy deployment, affinity diagram, change mgmt, 5/6/7...S, SIPOC, Root cause analysis, RACI, TWI, playbooks, certification, gemba walk, process levels, (18)

• Measurement tools/sets/concepts: PDCA, 7/8…14 Wastes, Andon/Visual signals, kaizen, kaikaku, OEE, FMEA, VSM, source inspection, JIT, time study, motion study, flow, learning curve, fishbone, Pareto, 5 Why's, Gantt chart, impact-effort matrix, statistical analysis, takt time, cycle time, process mapping, swim lanes, 2-second lean, (25)

• Improvement tools (affect form, fit, function): Checklist, shadow board, water spider, SMED, pull, Drum-Buffer-Rope, inventory reduction, continuous flow, one-piece flow, visual controls, Kanban, Standard work, Leader standard work, Poke-yoke (mistake-proofing), jidoka/autonomation, Quick & Easy Kaizen (QEK), Kaizen blitz, one-point lessons, (18)

• Leverage & Specialty tools/sets/concepts (BK innovations): 33 Tools, Yellow Circle, EOQ (Eyes-On-Quality), Lean Lemonade Stand, (4)

OK, so a cursory view at the math shows 9+18+25+18+4=74. More than 33, but 33 has a good ring to it. Besides, some are double-counted (flow/continuous flow/one-piece flow). And you'll see I opted out of listing the plethora of tools under 'statistical analysis'. I'm not going to get into an argument over whether a tool is a lean tool or a six sigma tool. They're all in my tool shed, and the statistical analysis tools are all safety kept in a drawer, ready for use at the appropriate time. Hey, it’s my concept, so I get to say how it works! ’33 Tools’ is a framework meant to challenge us to open ourselves to new ideas, perspectives, concepts, and techniques.

We should also consider 2 other concepts. First, who is 'doing' improvement? There are all kinds of tool users: Do-It-Yourself'ers, Handy-men/women, Repairmen, Mechanics/Specialists, Certified Mechanics (general), Certified Repairmen (specific). And second, something I call 'fit-for-purpose'. There are tools to work on my car, my yard, electrical, woodworking, metal, glass, plumbing, and more. No one tool set works in every situation, just as not all problems are appropriate for a lean or six sigma tool kit. Use the right tool, for the right job!

Thank you, for asking the question! It allowed me to revisit my past, and question myself. Very enlightening, something we all need to do from time to time. My view today is very different from my view 20+ years ago! #QuestionEverything

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Bill Kluck is a Lean Master and Six Sigma Master Black Belt, and has been helping companies improve performance for over 20 years. He has worked with some of the biggest companies in the world, including Nestle, The Coca-Cola Company, Amazon, Starbucks, and US Foods.

"Lean doesn't fail companies, companies fail to 'get' lean." #GetLean