Powering Gemba Walks with Artificial Intelligence | Follow for posts on Continuous Improvement and Innovation

Hi - I'm Ivan, an industrial engineer with 7+ years of experience in Operations Management and Kaizen.

I serve two main groups of people:

1. Executives tired of broken processes burning money - I show them how to fix it and recapture 15-30% in Muda

2. Founders in Continuous Improvement who know their stuff but can't crack LinkedIn - I show them how to turn it into a legit revenue channel

(send me a direct message for more info)

I started writing on LinkedIn in October 2023. Since then, I have been sharing actionable, educational, and entertaining content to support LinkedIn community members in their Kaizen journey. It helped me grow my audience from 9,000 to 100,000 followers in 2024.

I have been posting around:

	• Continuous Improvement
	• Lean Manufacturing
	• Growth Mindset
	• Innovation

Including insights on 5S, Value Stream Mapping, Leadership, Industry 4.0, and Problem Solving. 

Now I'm building Gemba Walk AI to make every Gemba Walk part of a learning system, where collective insights drive faster, better decisions than any single expert could achieve.

For free weekly tips, subscribe to The Kaizen Geek newsletter.

Ivan Carillo

You've got the organizational pyramid upside down.
 
Most organizations look like this:
 
-CEO 
-VPs
-Managers 
-Supervisors
-Frontline Workers
 
But successful Kaizen companies flip it:
 
+Frontline Workers
+Supervisors
+Managers
+VPs
+CEO
 
Why does this matter?
 
Traditional Thinking:
"Management knows best"
 
Kaizen Thinking:
"Those doing the work know best"
 
In the flipped pyramid:
 
+Decisions flow UP from the Gemba
+Leadership serves those who serve customers
+Managers become obstacle removers, not order givers

Powering Gemba Walks with Artificial Intelligence

If your processes are broken, stop blaming people.

(do this instead)

To solve a problem, 
you must first become aware of it.

Here's yours: your standardization sucks.

Taiichi Ohno once said:
"Without standards, there can be no Kaizen."

Yet most "standards" are..

→ 47-page documents nobody reads
→ Outdated procedures from 2019
→ Tribal knowledge in someone's head

Standardization is something different.

I learned this watching a subway crew in Asia last year:

→ 9 minutes to clean an entire train.
→ 50+ people doing it identically.
→ Zero supervision needed.

Their secret?

Visual standards everywhere.

→ Floor marks for equipment placement
→ Colour codes for cleaning sequences
→ Shadow boards for every tool

Not robots.
Empowered humans with solid methods.

When problems occur, they ask:

"How did the standard fail?"
Not "Who failed?"

P.S. Can a new employee follow your standards on day one?

If not, you don't have standards.

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Founder

Advisor

Writer

Amazon

Junior Research Assistant

Powering Gemba Walks with Artificial Intelligence  | Follow for posts on Continuous Improvement and Innovation

English

Italian

Don't overcomplicate things.
Choose Wisely.
Build Simple.
Think Lean.

Kaizen vs. Innovation 

Both are essential, but they serve different purposes. 

Kaizen:  

+Incremental improvement  
+Low risk  
+High involvement  
+Low investment  
+Immediate results  
+Continuous process 

Innovation:  

+Breakthrough change  
+Higher risk  
+Specialized teams  
+Larger investment  
+Delayed results  
+Periodic events 

Best companies don't choose between them. 

They use Kaizen to optimize current operations  
and Innovation to create new value. 

Kaizen builds the foundation that makes Innovation possible. 
Innovation creates the leap that Kaizen then refines. 

Together, they form a powerful system for sustainable growth.

Never invent rules from the Ivory Tower. 

Go to the Gemba instead.

When British colonizers faced a cobra problem in Delhi, they had a 'brilliant' idea: 

Pay people for every dead cobra.

It worked. At first.

Then someone realized: 
Why hunt cobras when you can farm them?

Cobra farms sprouted up. 
The government stopped the bounty. 

The farmers released their snakes. 
Delhi ended up with MORE cobras than before.

This is the Cobra Effect. And it happens in your plant too.

You create a metric. 
Your team hits the target. 
The real problem gets worse.

Why? 

People game bad metrics instead of solving problems.

I've seen it hundreds of times on the Gemba:

-operators hiding defects to hit quality targets
-teams rushing through audits to meet completion rates
-supervisors closing tickets without fixing root causes

PS: What's the worst metric gaming you've seen?

Do you wanna start your Continuous Improvement journey?

Learn to see the 3M's of Lean.

Most leaders can't see waste.
Because they don't know the 3M's:

The 3M's of Lean refer to  

+Muda
+Mura
+Muri

Three Japanese terms used in the Toyota Production System (TPS).

These concepts are key to identifying why your processes are broken:

1/ Muda → Waste

What customers won't pay for.

Muda can be further classified into:

→ Type I: Muda which cannot be eliminated immediately
→ Type II: Muda which can be eliminated quickly through Kaizen

Example: 

I watched a nurse walk 2.7 miles per shift.
Not caring for patients. Just fetching supplies.

That's Muda.

***
2/ Mura → Unevenness

Mura can be seen as variation in quality, cost, or delivery.

It often leads to Muri and Muda.

Example:

Monday: Skeleton crew drowning
Friday: Full staff standing idle

Creating both overtime costs AND wasted wages.
That's Mura.

***
3/ Muri → Overburden

Unreasonable stress or burden placed 
on workers and processes.

Muri often results in safety and quality issues.

Example:

Expecting 60 minutes of work
in 45-minute windows.

Guaranteeing mistakes and burnout.
That's Muri.

P.S. Which M is killing your operation?

Look closer. It's all three.

Companies waste millions on complex automation while ignoring 5S. 

(which could solve 80% of their efficiency problems) 

This doesn't mean automation is wrong. 
But it should build upon, not replace, solid 5S basics. 

5S is a systematic method for workplace organization. 
It uses 5 principles starting with 'S':  

1/ SEIRI (Sort) 
 ↳ Remove unnecessary items 
 ↳ Keep only what's needed 
 ↳ Eliminate clutter 

2/ SEITON (Set in Order) 
 ↳ Organize remaining items 
 ↳ "A place for everything" 
 ↳ Label and mark locations 

3/ SEISO (Shine) 
 ↳ Clean thoroughly 
 ↳ Regular maintenance 
 ↳ Inspect while cleaning 

4/ SEIKETSU (Standardize) 
 ↳ Create consistent procedures 
 ↳ Document best practices 
 ↳ Visual management 

5/ SHITSUKE (Sustain) 
 ↳ Maintain the system 
 ↳ Regular audits 
 ↳ Make it habitual 

Most teams stop at Shine.

Clean up. Celebrate. Move on.

But without standards, there's no way to maintain it. 
Without discipline, it's just another "program."

Programs come and go. 
5S should be daily practice.

Most people are standing in the wrong line.

Look at this image ↓

Where do you stand when change hits?

Five doors. 
Five lines.
Five responses to change.

Two are packed: resist and complain. 
These lines never get shorter.

Acceptance? A few people. 
Advocacy? Even fewer.
Leadership? Nearly empty.

This is about human nature.

We gather where it feels safe.
But impact lives in the empty lines.

Fast, Cheap, Good - Pick two.

(trade-offs are inevitable)

"We need it fast, under budget, and perfect."

Everyone knows it's impossible. Nobody says it.

Three months later: 

The project is late, over budget, or broken.

You can't have everything.

The worst project managers? 

They promise all three. 
Then they blame the team when it doesn't work.

The most common tendency? Falling into the blame trap. But Deming proved this decades ago:


85% of performance problems come from broken systems and processes. Only 15% stem from workers themselves.

Yet when something goes wrong, we immediately ask: "Who messed up?" Wrong question.

The right question: "What in our process allowed this to happen?"

When you blame people for system failures, you fix nothing. You destroy morale and ensure the same problem happens again.

Your people want to do good work. Give them a process that makes it possible.

PS. Gemba Walks make processes visible. 

I wrote Gemba Moonwalker, a 55-page ebook that can help you build your Kaizen culture (one walk at a time).

Download it here, it's free: https://lnkd.in/dj8wmpQS

Data already shows what is about to break, but you are too distracted to look elsewhere (and that's why same problems keep coming back)

Credit to Oleksandr Khimiak (give him a follow)

Problems keep coming back because your team members ignore what the data is already showing them.

Your machines send five signals before problems escalate:

1/ Sequence deviations

The cycle completes, but the order or timing shifts. This is your earliest warning of instability.

2/ Rising servo power draw

Load increases slowly. No alarm trips. Then suddenly you're firefighting.

3/ Micro-stops

60 seconds here, 30 seconds there. Over a shift, you've lost hours in performance loss.

4/ Parameters drifting inside tolerance

Everything stays "in spec." But quality gradually drops, or throughput falls.

5/ Manual interventions

Every workaround leaves a fingerprint in your process, even when operators don't write it down.

This data exists in your systems right now. But teams stay in reactive mode. 

They lack tools to turn signals into insights. So they rely on opinions in root-cause meetings. 

PS. What signals is your team missing?

47 times I walked past it. Third week at the plant. Same operator, same station same routine. Everything looked "normal." Then my mentor asked:


"What do you see?"

"An operator doing his job well."

He smiled. "Count the steps."

That's when it hit me:

Worker picking up part → 3 steps
Getting tool → 7 steps
Processing part → 0 steps (machine does the work)
Returning tool → 7 steps
Placing finished part → 5 steps

22 steps total. 
Only 1 activity added value.

So, obviously, this layout sucks.

PS. What waste are you walking past every day?

Everyone wants to jump straight to solutions. But you can't improve what you don't understand. Before building your continuous improvement culture, answer this:


Where exactly are you now?

Rate your organization (0-10) on:

→ "We" vs "Me" mindset
→ Accountability vs Blame
→ Continuous Learning vs Know-It-All
→ Standardization vs Chaos
→ Prevention vs Fire-Fighting
→ Data-Driven vs Gut-Feel

The gaps you find are your roadmap.

Think about this morning. How much time did you spend searching for your phone, a file, or a tool? That's Muda.

Looking for things adds no value. It wastes skills and creative potential. Every minute searching creates frustration and dissatisfaction.

Now multiply one person's search time by the number of people who search and how often they search. By every day of the year.

That's the real cost of disorganization.
Every minute searching: 
→ Adds zero value 
→ Wastes talent 
→ Creates frustration

And it's costing you more than you think.

Disorganization costs you money, talent, and opportunity every single day. Your team wastes hours that could solve real problems instead.

PS. What did you spend 10 minutes looking for today?

PLEASE
 
Stop providing vague or no feedback. 
 
That's hurting your team.

Image credit to Edoardo Pallaro (give him a follow)
 
Yeah, ‘you need to improve’ or ‘Great job’ isn't enough.
It never actually was.
 
According to Zippia, 72% of people find their work
more satisfying if their company have a feedback culture. 
 
What’s the difference?
 
Vague:
 
"You need to be more creative with your proposal."
 
Actionable Feedback:
 
"Try adding diagrams in your proposal. It will add more appeal."
 
Here are 5 ways you can give actionable feedback:
 
1/ Be Specific. And Clear
 
 ↳ Avoid vague statements 
 ↳ Use clear, and objective language 
 ↳ Clearly outline the actionable steps
 
2/ Focus on Behaviours
 
 ↳ Use non-judgemental language to make your point
 ↳ Separate the individual from the action
 
3/ Offer a Path Forward
 
↳ Encourage them to develop a growth mindset 
↳ Rather than being stuck on wrong, give them a way to move forward 
 
4/ Create a Safe Space
 
↳ Be transparent. And talk openly
↳ Demand the same from them 
 
5/ Keep It Regular
 
↳ Integrate actionable feedback into your people management style
↳ Schedule 1:1 meetings to address key concerns.
  
P.S: What’s your approach to feedback?

Transformation, Performance & Visual Enthusiast | Consultant & Lecturer

Innovation isn't a way to justify your salary. Listen to your customers. Identify their real pain points. Then solve their problems. Here's how:
  

Start with what your customers actually need. Don't innovate for the sake of novelty. Turn customer input into innovation instead. 

Here are the main steps I suggest you follow:

Listen first → Talk to customers before building anything new.

Solve real problems → Focus on what's broken or missing. 

Use what work → Don't rebuild from scratch when proven solutions exist.

Hire expertise → Bring in people who've already solved similar problems.

Innovation is about making things work better for the people who use them.

PS. You have another way besides Innovation to improve:

Kaizen →  Small improvements through ongoing human effort, teamwork, and training.

If you like Kaizen, you'll enjoy my weekly newsletter.

Join here: ivancarillo.com

KISS emphasizes simplicity over complexity. Here is the core idea: 


Simpler solutions are more robust, easier to understand, and less prone to errors.

Simplicity should be your key design goal. This means prioritizing essential features and avoiding over-engineering.

Use KISS in problem-solving, software engineering, product design, and beyond. 

Remember:

Straightforward approaches consistently outperform complex ones.

You can order sushi by menu
 
Or you can say “I trust you”.
 
Credit to Marco Zima Simonella (give him a follow)
 
Original post below:
 
My family loves sushi.
Even my kids scream “sushiii” every Friday.
It’s our little tradition.
 
This week we shifted it to yesterday.
You can skip a Friday.
But not a full week.
 
Especially after we spent the Christmas week in Sicily without sushi!
 
We ordered delivery and I picked the different sushi types for the whole family.
 
And it made me think of omakase.
The classic Japanese way to eat sushi.
 
It politely says:
I trust you.
 
That trust is not just handed out.
Sushi chefs spend 10s of years mastering the skills and earning it.
 
Promotions work the same way.
You can get the title but trust comes later.
You earn it by mastering the skills of leadership.
 
Until people can finally say:
I trust you.

Turning product managers into leaders in conflict and ambiguity | Global Product Leader

The future belongs to community builders who understand that value comes from real connections between people. Here are the communities I will be part of in 2026:
 

We're heading toward a world flooded with low-quality AI content. As more people spend time with synthetic chat that feels human (but isn't quite), the ability to be in a virtual space and in real life with other human beings is only getting more valuable. Especially people who are on the same path.
 
With every new person who joins a community of people on the same path, new stories emerge. Things they've tried, things they've done that could be incredibly valuable to you. That is only possible when human beings come together with human beings.
 
These are the communities I am betting on to strengthen my new identity in 2026:
 
Nomads.com → I travel a lot since I left my corporate career. I realised that I like to travel slowly so that I can establish new habits where I am and make local friends. They call it slowmading. Pieter Levels' community is interesting. The guy has a way of looking at life that I like, so I hope to find more people here who vibe the way I do.
 
Modern Maker → My friend Jacob Pegs excudes incredible energy, and the people who interact with him know it.  I have been part of his community for over a year now, but not very actively in 2025. When I went back to read their conversations, I was really impressed. I will be more present this year (https://lnkd.in/dDdTUa7Y)
 
MicroConf Connect → Rob Walling books are the best I have found on the subject of bootstrapped SaaS. It feels natural to me to become part of his community. I haven't signed up yet, but I'm sure I'll find some good vibes there.
 
Kaizen Community → I plan to build my community in 2026. I want to give leaders who are building a Kaizen culture the opportunity to share their experiences. I haven't set anything up yet, but you can express your interest in joining here: https://tally.so/r/VLGV5E
 
PS. You can still stand out with content, but you'll by being more human.

Kevin Kelly, founding executive editor of Wired magazine, distilled decades of wisdom into his book 'Excellent Advice for Living'. Here are my favourite pieces of advice from him:
 
1/ Prototype your life. Try stuff instead of making grand plans.
 
I walked away from my corporate life with no backup plan. I don't have all the answers to move forward, and that's ok. I am letting curiosity guide me. Every day, I do more of what I love and less of what drains me. Action beats planning. Start before you're ready. Build something real, even if it's messy. 
 
2/ Don't measure your life with someone else's ruler.
 
When I joined Amazon, I told myself: "senior manager in 7 years." I worked harder than anyone around me to hit that target. For a while, it worked. Then I realized I was following someone else's playbook. Your definition of success is the only one that matters. Stop comparing yourself to others. What brings them joy might bore you to tears. 
 
3/ A major part of travel is to leave stuff behind. The more you leave behind the further you will advance.
 
I'm minimalist, but I still struggle to let go—especially of relationships that no longer serve me. It's painful but necessary. Leave room in your bag for what you'll discover. The lighter you travel, the faster you move.
 
4/ Gratitude will unlock all other virtues and is something you can get better at.

I'll explore the science of gratitude ore in 2026, as I don't practise it enough. Most people practice gratitude wrong. Listing what you're grateful for produces weak results. The real power comes from receiving gratitude or witnessing others receive genuine thanks. Find one meaningful story where gratitude was genuinely given and received, then revisit it for 1-5 minutes regularly.
 
5/ Perhaps the most counterintuitive truth of the universe is that the more you give to others the more you’ll get. Understanding this is the beginning of wisdom.
 
I firmly believe in this. And I've experienced it directly on here. Sharing Kaizen tips created opportunities I couldn't have engineered through a conventional path. Reciprocity and contribution create returns, but often in unexpected forms and on longer timelines than pure transactions.

I talk about continuous improvement and organizational excellence to help small business owners create a workplace culture of profitability and growth.

For nearly 25 years, the Quebec Society for Quality (Mouvement québécois de la qualité) has been a guiding force for organizations, imparting expertise and facilitating the adoption of optimal and innovative business practices. Our outreach extends to business executives, quality professionals, and continuous improvement specialists across diverse sectors, including large and small enterprises, public and private entities, as well as manufacturers and service providers.

With over 50 training programs focused on operational excellence, we cover a spectrum that includes Hoshin Kanri Strategic Planning, Value Stream Mapping, A3 Problem Solving, Failure Modes and Effects Analysis, Agile methodologies, and ISO 9001 standards. Our instructors are highly skilled and meticulously chosen.

Recognized nationally, our Lean Master, Six Sigma, and Internal Auditor certifications underline our commitment to fostering professional growth. We go beyond mere certification, actively aiding our clients in appraising their performance levels through our proprietary Qualimètre method, which evaluates 7 crucial areas: Leadership, Strategy, Customer and Market Focus, Measurement Analysis and Knowledge Management, Workforce, Operations, and Business/Organizational Results.

Anchoring our commitment to knowledge dissemination is the Best Practices Annual Conference (Salon sur les meilleures pratiques d’affaires), the premier event dedicated to continuous improvement in Quebec. With over 60 booths showcasing improvement initiatives, keynote speakers, and more than 40,000 attendees, it stands as a testament to our dedication. The pinnacle of this event is the Quebec Performance Award (Prix performance Québec), bestowed annually by the Quebec Government upon organizations exemplifying excellence in management practices.

Membership in our program opens doors to mastermind-type networks of like-minded professionals, fostering knowledge exchange and collaborative problem-solving. Complementing this, our three workbooks on strategic planning, problem-solving, and coaching serve as invaluable resources, simplifying the path to achieving your business goals.

If you are serious about elevating both your career and organizational standing, we invite you to connect with us at www.qualite.qc.ca.

Sergio D'Amico, CSSBB

The best leaders don’t micromanage.
They use Leader Standard Work to lead with structure, not stress.

Good leaders don’t guess. They follow a system.
Leader Standard Work (LSW) gives you that system.

It helps you lead with focus: every day, every week, every month.
No chaos. No missed steps. Just steady, visible leadership.

Why it works:

→ You stop chasing problems
→ Your team knows what to expect
→ You spend more time on coaching
→ Problems show up earlier
→ Improvements actually stick

What it includes:

→ Gemba walks: see the work as it happens
→ Daily huddles: stay in sync without long meetings
→ Visual checks: know if things are on or off track
→ Coaching time: help people grow, not just work
→ KPI reviews: keep performance data front and center
→ Follow-ups: make sure changes last

How to start:

1/ Choose your key tasks, what matters most to your role
2/ Break them into daily, weekly, and monthly routines
3/ Block time for them on your calendar
4/ Use checklists or cards to stay on track
5/ Try it for one week, then adjust
6/ Share your routine with your team so they know what to expect

Start small. Pick one habit and stick with it.
Over time, your routine becomes a source of trust and results.

***

🔖 Save this post for later.
♻️ Share to help others lead with less stress and more clarity.
➕ Follow Sergio D’Amico for more on continuous improvement.

P.S. Don’t wait for quiet days to lead well.
LSW helps you lead even when it gets hard.

Infographic titled "Leader Standard Work: Daily habits that keep leaders on track" showing a manufacturing facility. Six key practices are illustrated: 1) Time-based routines - A calendar board shows structured daily, weekly, monthly activities color-coded by category. 2) Gemba walks - Two workers review standards on the production floor. 3) Daily huddles - A team gathers around a performance dashboard for quick alignment on performance and issues. 4) Visual management checks - A leader reviews digital metrics on a large screen displaying green, yellow, and red performance indicators. 5) Coaching and development - Two people in a meeting room provide feedback to build capability. 6) Improvement follow-up - A worker reviews process documentation to track countermeasures and close gaps. Bottom text: "Share to help others and follow Sergio D'Amico for more insights like this."

Stop looking for safety in manuals.
Start looking at the lines under your feet.

Simple lines can save lives.

But most people walk past them.

Let’s fix that.

Here’s how color lines keep your floor safe:

🟡 Yellow = Walk here
Use it for paths and lanes.

🟢 Green = It’s good to go
Keep your finished goods here.

🔵 Blue = Start of the line
Raw materials wait in this box.

🟠 Orange = Check it first
This stuff needs an inspection.

🔴 Red = This is not okay
Scrap, defects, and danger zones.

⚫ Black = Still in the works
This is work in progress.

⚪ White = Gear goes here
Put tools or carts inside the white box.

⚫⚪ Black-White = Let them through
Used for places people need to reach.

⚫🟡 Black-Yellow = Warning zone
Stay out unless you're meant to be there.

🔴⚪ Red-White = Emergency space
Keep this spot clear for safety equipment.

One line can stop one injury.

Imagine what ten can do.

***

🔖 Save this post for later.
♻️ Share to help others use color codes the right way.
➕ Follow Sergio D’Amico for more on continuous improvement.

P.S. Want fewer accidents at work?
Start by looking at the floor.

I talk about continuous improvement culture, organizational excellence and organizational learning

Jorge R. Pineda, PhD, MBA, IE

Without action, a Kaizen board is just decoration.

It’s not the ideas that fail. It’s the follow-through that does.

Teams love to talk about improvement.
But talking is not doing. And doing without tracking is wasted.

Why most Kaizen setups do not work:

→ No one owns the ideas
→ There is no follow-up process
→ Wins do not get shared across the team
→ Ideas sit idle in “in progress”
→ The board feels full but achieves little

Here are some habits that make the board work:

→ Add owner photos to every idea
→ Show before and after photos to build belief
→ Block time weekly to review progress
→ Use color codes to clarify each stage
→ Share quick wins to keep morale high

The board itself will not drive change.
Your system and habits will.

Kaizen needs more than just sticky notes and good intentions.
It needs structure, ownership, and visibility.

When people see:

→ Who is responsible
→ What progress looks like
→ How wins get recognized

Then the board turns into a real driver of change.

The magic is not in the tool.
It is in the behavior around it.

***

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♻️ Share to help others build Kaizen boards that work.
➕ Follow Sergio D’Amico for more on continuous improvement.

Stop training in conference rooms.
Post it where the work gets done.

One Point Lessons save hours in just minutes.

But most teams still train with long slides and old binders.

Here’s a smarter way to teach fast:

It’s called a One Point Lesson (OPL).

And it works because it’s:

→ One skill, one fix, one clear step
→ Mostly pictures, short text, fast to learn
→ Posted right where work happens
→ Takes under 5 minutes to read and apply

OPLs are not just papers on walls.
They’re real lessons that help teams get it right.

Instead of saying “read the guide”…
You show the wrong way (❌)
Then show the right way (✅).

Add a photo.
Break it down step-by-step.
Make it clear enough for anyone to follow.

Now your team knows how to do the task on the spot.

This is how smart teams build skills.
This is how lean systems work.

Want faster training?
Don’t lock it in a binder.

Put it where the work happens.

The best part?
The people doing the work make these lessons.

That’s why they spread so well.

Want better results?
Try OPLs where your team works.

***

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♻️ Share to help others learn in 5 minutes, not 50.
➕ Follow Sergio D’Amico for more on continuous improvement.

Infographic created by Sergio D’Amico showing "One Point Lesson" methodology in a manufacturing facility. Header reads "See It, Learn It, Apply It." Key principles highlighted: Single topic focus with one problem, one solution, one skill at a time. Visual ratio of 80% images to 20% text using pictures as universal language. Example lesson shows "OPL: Sensor Cleaning" with green checkmark showing correct method (brush and wipe, no debris) and red X showing incorrect method (using rag with pressure causing damage). Three-step process: 1. Inspect Sensor (Power OFF), 2. Gently Brush (use provided brush), 3. Verify Cleanliness & Re-test. Features include: mounted at point of use for just-in-time learning, step-by-step photos for visual clarity, 3-5 minute learning time, author attribution (John Doe, Jan 2026) for operator ownership, and QR code linking to digital library of additional lessons.

A cluttered space creates a cluttered mind.
Set in Order clears both.

Clutter kills productivity.

But most teams lose hours... just looking for stuff.

Step 2 of the 5S system is Set in Order. It fixes that fast.

Here’s what it helps you do:

→ Tools always go back in the same spot
→ No more “Where did that go?”
→ Carts, bins, and kits all have clear homes
→ Labels and colors speed up every task
→ Refill lines show when to restock or stop

It’s not just about keeping things tidy.

It’s about building a system that runs on its own.

You get faster work, fewer mistakes, and zero chaos.

Why does this matter?

Because order clears your head.

And when the space makes sense, your team works smarter.

Use these to put it into play:

🛠️ Shadow boards. Tool shapes guide where each belongs.
📦 Floor tape. It marks zones for gear and supplies.
🗂️ Labeling. It makes grabbing the right item easy.
🔁 Return points. They help everyone restock without thinking.
⚙️ Setup kits. They keep all parts ready before you need them.

“Set in Order” isn’t just neat.

It’s powerful.

***

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♻️ Share to help others build a smarter workspace.
➕ Follow Sergio D’Amico for more on continuous improvement.

P.S. What’s one area in your workspace that needs this today?

5S - Set In Order infographic showing a workplace with labeled organizational systems. A place for everything and everything in its place. Features include: Shadowboard with tool outlines on left wall making missing items obvious; Hourly tools positioned at hand height for frequently used items; Colored drawers with labels for easy identification; Return spot area marked for items to be returned after use; Parking zones with floor tape indicating where carts, pallets, and bins belong; Manual stripe using diagonal lines to show correct order and orientation; Min/Max lines on storage bins showing when to refill and when to stop; Changeover kits in dedicated areas to keep changeovers fast and mistake-free. Image credited to Sergio D'Amico.

The best ideas aren’t found in meetings.
They’re found where the real work happens.

People talk a lot in boardrooms.
But real problems show up on the floor.

Plans look perfect on slides.
Reality looks different in action.

When you're out there, you see the gaps.
When you're not, you guess where they are.

Your team notices things early.
But they won't speak up if you're always in a room.

Most meetings miss the point.
Because they're too far from the work.

Walk with your team.
Watch what’s working.
Ask better questions.
Listen without judging.

The floor doesn’t lie.
It tells you what’s really going on.

***

🔖 Save this post for later.
♻️ Share to help others get closer to their teams.
➕ Follow Sergio D’Amico for more on continuous improvement.

P.S. Step out of the room.
The answers are waiting where the work gets done.

Modern office meeting room with glass walls overlooking a manufacturing floor where workers in yellow safety vests and hard hats gather around equipment. A whiteboard displays the quote "The best ideas are on the floor, not in the meeting room" attributed to Sergio D'Amico. The foreground shows an empty wooden conference table with beige chairs, emphasizing the contrast between the boardroom and the active workspace beyond.

Most teams talk about continuous improvement. Only a few live it.
Here’s what a real improvement culture looks like.

A culture of continuous improvement is when...

1. Leaders ask “What did we learn?” before “What did it cost?”
2. "We’ve always done it this way" is a red flag, not a defense.
3. Respect for people means fix the work, not the worker.
4. The standard is a baseline for change, not a handcuff.
5. Value is defined by customers, not conference rooms.
6. Problems are treated as gold mines, not land mines.
7. Anyone can stop the line, and no one fears doing it.
8. Process owners improve systems, not protect turf.
9. Fire prevention is rewarded more than firefighting.
10. Customers pay for the product, not for our waste.
11. Meetings end with experiments, not action items.
12. Simplify first, use tech second, complexify never.
13. Kaizen is the daily habit, not the annual event.
14. Bad processes are blamed, not good people.
15. Problems surface fast and get solved faster.
16. Leaders clear barriers, not just set targets.
17. Red on the board triggers help, not blame.
18. Ego is identified as the 8th form of waste.
19. Kaizen is real work, so it gets scheduled.
20. Walking the floor beats reading reports.
21. There is no finish line.

***

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P.S. Copy this list. Paste it on your wall. Or better ... live it.

Infographic: "A culture of continuous improvement is when..." by Sergio D'Amico. 21 principles: Leaders prioritize learning over cost; "We've always done it this way" is a red flag; Fix the work, not the worker; Standards enable change; Customers define value; Problems are opportunities; Anyone can stop production; Process owners improve systems; Prevention beats firefighting; Eliminate waste; Meetings yield experiments; Simplify first; Kaizen is daily practice; Blame processes, not people; Fast problem-solving; Leaders remove barriers; Red flags trigger help; Ego is waste; Schedule improvement work; Gemba walks over reports; Continuous improvement never ends.

This 5-minute habit helped an emperor rule Rome
and it can transform your workflow too.

Your life can change in 5 minutes.

But most people scroll instead.

Marcus Aurelius did it daily.
He ruled Rome but still took 5 minutes to reflect.
He asked, “Where did I fail?” and “What can I do better?”
That’s the core of Kaizen.

A small act.
Done every day.
That adds up to massive change.

Here’s how you can do the same:

1️⃣ Reflect – What slowed you down yesterday?
2️⃣ Plan – What tiny fix can you make today?
3️⃣ Act – Take action right now, even if it’s small.
4️⃣ Note – Write down what you changed.
5️⃣ Share – Tell a friend. Keep it real.

No apps
No tools
Just you, a pen, and 5 minutes.

You’ll spot bad habits faster.
You’ll feel more in control.
And you’ll grow… without burning out.

It worked for an emperor.
It works for high-performing teams.
It can work for you too.

***

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P.S. Your first Kaizen can be as simple as standing up to stretch.
Start small. But start today.

5-Minute Kaizen infographic by Sergio D'Amico. Kaizen is a Japanese term meaning "change for the better" or "continuous improvement." Key principle: Small, consistent changes lead to significant improvements over time. 5 minutes a day can reclaim 30+ hours of productivity per year.
The 5-Minute Daily Kaizen Routine:
Minute 1 - Reflect: Review yesterday's work, spot one inefficiency
Minute 2 - Plan: Pick one improvement, set clear goal
Minute 3 - Act: Take quick action, make small change
Minute 4 - Document: Record your action, note early results
Minute 5 - Share: Share with colleague, get or give feedback
Benefits: Builds a habit of continuous improvement, increases awareness of inefficiencies, promotes a proactive mindset
Getting Started: Set a daily reminder, keep a Kaizen journal, start with your biggest daily frustration, celebrate small wins, involve your team for greater impact
The Compound Effect: Day 1: 1% better, Week 1: 5% better, Month 1: 22% better, Year 1: 365% better!


F1 crews change 4 tires in under 2 seconds.
What if your team could swap tools just as fast?

SMED is like an F1 pit stop.

And this cart?
It works like a well-trained pit crew.

Here’s how it turns long setup times into fast changeovers:

Standard Work (Checklist)
Like a race strategy, every step is planned.

Timer Display (Countdown Clock)
Keeps pressure on, just like timing a tire change.

Status Tag (Green/Red)
Shows if the cart is ready, like a pit signal.

Shadowed Tools (Tool Layout)
Each tool has a place, no time wasted searching.

Pre-Loaded Parts (Dies + Clamps)
All set before the race starts. Zero delays.

Cart Parking Zone (Dock Location)
Always parked in the right spot, like a pit box.

Color Coding (Tool Family Grouping)
One color = one job. Quick ID, no mix-ups.

Pit Stop Bin (Used Tool Drop)
Fast cleanup, like tossing old tires in the bin.

Laminated Checklist (Step-by-Step Guide)
Acts like the crew chief’s call sheet, no guessing.

External Setup (Staged Outside the Machine)
Just like prepping before the car arrives.

This cart is more than wheels and tools,
It’s your setup team, always ready, always fast.

When SMED is done right, changeovers feel like pit stops.
Fast. Sharp. And built for the win.

***

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📌 P.S. Want your team to move like F1?
This is how you start.

SMED Changeover Cart infographic by Sergio D’Amico, showing a mobile green cart with tools and equipment in a manufacturing facility. The cart features: a changeover checklist with laminated setup guide, shadowed tools in a dedicated kit with wrenches for machine-specific bolts, staged tooling with pre-loaded dies and clamps, mobile ergonomic design to reduce transportation waste, visual timer displaying countdown for changeover, status tag with red/green go signal confirming prep completion, dedicated bin for immediate disposal, color-coded cart matching product family, and cart docking zone with floor markings. The system reduces setup times from hours to minutes.

Stop trying to organize clutter.
If you haven’t sorted, you’re just rearranging chaos.

5S starts with Sort. And Sort starts with you.
Because no system works in a messy space.

5S is a method to make your workspace better.
The first step is called Sort.

Here’s what Sort means:

→ Remove things you don’t use
→ Keep only what you need
→ Throw out broken or old tools

When you skip this step, problems grow:
→ Tools get lost
→ Shelves fill with junk
→ You waste time searching

So how do you Sort the right way?

→ Things you use every day? Keep them close
→ Things you use sometimes? Store them up high or low
→ Things you never use? Tag them and move them out
→ Broken tools? Throw them away

Also, label everything clearly.
Same spot, same size, same font.

And don’t make room for what doesn’t belong.
Only tools you use should stay.

A clean space helps you:

→ Work faster
→ Stay focused
→ Feel less stress

Remember:

Less junk = more time
Less mess = more results

***

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P.S. Want 5S to work?
Start strong with Sort.

5S-SORT infographic showing workplace organization before and after. BEFORE image shows a cluttered workshop with scattered tools, files, and materials across multiple workbenches and shelves. Caption reads "Keep the essentials, drop the rest" and "Clutter hides problems. Excess tools and obsolete files impede workflow." AFTER image shows the same space organized with labeled zones: expired materials with date labels, personal items relocated to keep work zone clear, kept items used daily at workstations, duplicate tools reduced (keep one, store one, remove one), monthly-use items in designated shelf, red-tagged items awaiting decision in holding cart, and dispose bin for obsolete or defective items. By Sergio D'Amico.

You fixed the workflow. Now they don’t need you.
When fear runs the show, innovation walks out the door.

Fix the process, and they might fix you next.

Not the system.
Not the work.

You.

When “continuous improvement” feels like a threat...
Resumes improve more than workflows.

Fix a flaw?
Great! Your job just became optional.

Make a process lean?
Perfect. You're now too efficient to stay.

In fear-driven places, ideas get punished.
Not praised.

So smart folks stop speaking up.
And start brushing up… on LinkedIn.

That’s the trap:

→ Good ideas = pink slips
→ Smart tweaks = job cuts
→ Better output = smaller headcount

Improvement isn’t the problem.
Punishment is.

When fixing things leads to fear...
Nobody fixes anything.

They just fix their exit plan.

Let people grow the system without losing their seat in it.

***

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P.S. When good ideas cost good people their jobs, the system’s broken, not them.

Struggling with flow? Try the Heijunka Box.

Most teams waste time from poor planning
But lean teams use a simple box to fix that

It’s called the Heijunka Box

Here’s how it works (and why it’s genius):

1/ Grid Layout: Rows = Time, Columns = Products
→ You know what to build and when to build it

2/ Kanban Cards: One card = one task
→ No guesswork. Just clear steps

3/ Pitch Time: Work is split into small blocks
→ Keeps production steady and stress low

4/ Empty Slots: Show when not to produce
→ Helps prevent overwork and clutter

5/ Sequence Mix: Like A-B-C-A-B-C instead of A-A-A
→ Spreads the work and keeps it flowing

6/ Balanced Load: Mix high and low volume items
→ Keeps machines and people working evenly

7/ Takt Time Sync: Matches output with real demand
→ Less delay, more control

8/ Visual Control: See problems before they grow
→ You fix issues faster

9/ Smooth Flow: No big swings in workload
→ Everyone works at a steady pace

10/ Team Clarity: Everyone sees the same plan
→ No confusion. Just action

The Heijunka Box makes your process smooth
It reduces chaos and boosts flow

Simple tool. Big results

***

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P.S. Want to cut waste and boost output?
Try the Heijunka Box. Your factory will thank you

Quick fixes are like horror movie sequels.
They’re louder, messier, and more expensive every time.

Monsters don’t live in the shadows.
They live in your systems.

If your team keeps fighting the same fire,
you’re not solving the real problem.

It’s like in the movies
you cut off the monster’s arm,
but it grows back stronger.

In business, the “monster” is a broken process.
You patch it up.
It returns.

Again.
And again.

Not because your team isn’t trying hard enough
but because quick fixes only hide the damage.

If you don’t fix the root cause,
the same issue shows up again.

It wastes time.
It burns out good people.
It kills progress.

To stop the monster,
you have to go deeper.

Ask “why” until you find the real cause
Talk to the people closest to the work
Build systems that prevent, not just react

Because if you don’t…
you’re just setting the sequel.

***

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P.S. Continuous improvement isn’t flashy.
But it’s how the monster finally dies.

Vintage movie poster parody titled "The Return of the Root Cause" in retro 1950s B-movie style. Top banner reads "If you only fix symptoms, the root cause sends a sequel." The dramatic illustration shows three terrified workers fleeing from a menacing mechanical monster with glowing yellow eyes and sharp teeth, surrounded by industrial debris and smoke. Movie credits state "Every quick fix comes back stronger" and stars "The Short Term Thinking Management and The Disempowered Workers." Bottom text reads "A Sergio D'Amico Production" with "Share and follow for more insights on continuous improvement." The image satirizes organizational problems that persist when only surface issues are addressed rather than underlying systemic causes.

You don’t need automation to automate.
Springs, slopes, and smarts are enough.

No power. No code. Just clever.
But can a few springs and slopes really fix flow?

Here’s why Karakuri Kaizen is still genius in 2026:

→ No need for sensors, software, or motors
→ Runs on gravity, levers, and brainpower
→ Solves big flow issues with tiny setups

Use it for:
→ Visual management
→ Material handling
→ Task assistance

Want a bin to tilt when it’s half full?
You can build that with tubes and weights.

Want a gate to close once the pallet lands?
Done. With no wires, no buttons.

The whole thing is kaizen in motion.
Solve problems → build what’s needed → fix again.

You’ll cut:
→ Waste
→ Motion
→ Fatigue
→ Waiting
→ Power use

And best of all?

Your team can build and fix it without waiting on engineers.

They learn.
They build.
They improve.

It’s not tech.
It’s teamwork.

***

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P.S. You don’t need a robot. You need to look at your floor.

Want to test Karakuri?
Start with one question:
“How can this move on its own?”

Your next kaizen may just roll down a ramp.

Karakuri Kaizen infographic created by Sergio D’Amico showing a manufacturing workstation setup. Title reads 'KARAKURI KAIZEN: Reduce effort. Improve safety. Save time.' The image displays four key features: Visual management with red flag indicators on valves showing open/closed status at a glance; Material handling via a gravity-fed conveyor ramp that brings parts to the pick point, reducing walking and lifting; Task assistance through a counterweighted arm that keeps tools within reach and returns them to home position; and Home Stop, a mechanical stop that marks the home position. The setup includes a workbench with metal components, a sloped roller conveyor with wooden boxes, and a tool holder arm with a power drill. Yellow floor markings indicate workflow zones.

Cleaning isn't a chore, it's a strategy.
Most teams do it last. The best teams do it first.

A clean shop is a safe shop.
But most teams clean last, when it’s already too late.

Here’s the real trick to staying sharp, safe, and smooth:

The 3rd step of 5S is Shine:

1/ Dust hides danger
→ Wipe tools before you start.

2/ Mess hides leaks
→ A clean floor spots oil fast.

3/ Grime kills gear
→ Clean to catch faults early.

4/ Empty trash before it piles
→ Clean space, clear mind, fewer hazards.

5/ Clean where mess lives
→ Keep the cleaning kit near the job.

6/ Share the task
→ 5-minute wipe at the shift end.

7/ Trust the checklist
→ You can’t skip steps if they’re written down.

You don’t clean just for looks.
You clean to catch what could go wrong.

It’s not about shine.
It’s about safety, speed, and pride in work.

***

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P.S. Clean today also prevents breakdowns tomorrow.
That’s how top teams stay ahead.

What if one sketch could expose every wasted step?
It exists, and it’s called a Spaghetti Diagram.

You waste more time walking than you think
But one simple tool can help you fix it fast.

It’s called a Spaghetti Diagram.
And no, it’s not about food.

It’s a map of how people move at work.

Why does it matter?
Because movement = time.
And wasted movement = wasted money.

Here’s how it works:

1/ Sketch the workspace.
2/ Watch people move.
3/ Draw a line for each trip.
4/ Step back and look at the mess.

The more tangled the lines, the more waste you find.

What you’ll see:

→ People walking back and forth
→ Tools placed too far away
→ Crossed paths that slow everyone down
→ Extra steps that do nothing

One real example:

An operator made 12 trips per part.
After using the diagram, they cut that in half.
Same work. Less walking. More output.

Mistakes to avoid:

→ Forgetting to time the movements
→ Ignoring small steps
→ Mixing old flow with new flow

Success tips:

→ Watch real work before drawing lines
→ Get the team involved
→ Keep it simple

This is part of Kaizen.

Small fixes. Every day. Big results over time.

***

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Infographic created by Sergio D’Amico: "Spaghetti Diagrams Made Simple - Map movement. Find flow. Save time." What Is It: Visual mapping tool tracking movement and paths, uncovers waste. Key Benefits: Finds wasted travel time, improves workspace layout, boosts productivity. How To Build: Draw floor layout, trace movements, use lines for each trip. Center shows workstation photo with red and blue lines showing worker paths between equipment. Collect Data: Watch and record paths, time movements, note distance and stops. Analyze Results: Spot repeated travel, find crossing paths, look for empty walks. Success Tips: Watch real work first, involve team, keep diagram simple. Common Mistakes: Forget to time steps, ignore small motions, mix old and new flows. Reduce Waste: Rearrange stations, bring tools closer, cut unneeded travel.

Many teams struggle with clarity and collaboration.
A simple 3-column Kanban board can solve both.

A Kanban board helps you stay on track.
But most teams still feel lost at work.

Here’s how Kanban makes things easier (and faster):

It shows what’s going on.
→ You can see tasks move from start to finish.
→ No more guessing what’s done.

It keeps things clear.
→ Every task is on a card.
→ You can see who’s doing what.

It stops overload.
→ You limit how much gets worked on.
→ That means less stress, more focus.

It’s easy to set up.
→ Start with 3 columns: To Do, Doing, Done.
→ Anyone can use it. No training needed.

It adapts fast.
→ Plans change?
→ Kanban lets you shift things without chaos.

It finds the problems.
→ If tasks pile up, the board shows it.
→ Now you can fix it early.

It tracks real progress.
→ With lead time, cycle time, and throughput.
→ You get real data, not just feelings.

It helps teams work better.
→ Everyone sees the same board.
→ That makes teamwork smoother.

It works with tools you know.
→ Use Trello, Jira, or Microsoft Planner.
→ It fits right into your workflow.

It keeps getting better.
→ The more you use it, the more it helps.
→ You find ways to improve every week.

***

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P.S. If work feels messy, Kanban boards brings order.
Have you used a Kanban board before?

Infographic about Kanban Boards by Sergio D'Amico. Title: "A Visual Guide to Efficient Work Management."
What is Kanban? Visual system for managing work that originated in Toyota's lean manufacturing. Means "signboard" or "billboard" in Japanese.
Core Principles: Visualize workflow, limit work in progress (WIP), manage and improve flow.
Basic Kanban Board Structure shows three columns: To Do (orange), In Progress (pink), Done (blue/purple). Each column contains task cards arranged in a grid.
Implementing Kanban: Start with current process, agree on WIP limits, hold regular team meetings.
Kanban Cards: Represent individual tasks, include task details and deadlines, move across the board as work progresses.
Kanban Metrics: Lead time is total time from when a task is created to when it's completed. Cycle time is time from when you start working on a task to when it's finished.
Benefits: Increases productivity, improves workflow visibility, enhances team collaboration.


Quality doesn’t come from more rules.
It comes from empowering people to stop the line.

Stopping the line can save the whole line.
But most teams let problems slide... and pay later.

Toyota fixed this with one simple idea:

Jidoka.
Big word. Simple truth.
You see the flaw → You stop the line.

Here’s how it works:

1. Spot what’s wrong.
Sensors or people catch mistakes early.

2. Pause the process.
Don’t let bad parts move forward.

3. Fix and protect.
Correct the issue and keep it from spreading.

4. Find the cause.
Ask “why” until the real reason shows up.

Jidoka puts quality in the process,
Not just at the end.

Machines stop on their own.
People are trusted to stop the line too.

It’s not failure.
It’s smart control.

With Jidoka:
→ Less waste
→ Fewer defects
→ Happier customers

You don’t need more rules.
You need faster action.

***

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📌 P.S.
If you're in manufacturing or operations…
This mindset could change your whole plant.

Tag someone who still thinks quality is inspection.

Infographic titled "JIDOKA: AUTOMATION WITH A HUMAN TOUCH - How Smart Stops Protect the Customer" showing an automated manufacturing line in a factory setting. The image displays four connected workstations with robotic equipment and demonstrates a four-step quality control process: 1. Detect the abnormality - Sensors and poka-yoke detect problems early (shown at left workstation with robotic arm). 2. Stop the process safely - Equipment or operator stops the flow (indicated by signal tower with red light). 3. Contain and correct - Defects are isolated and conditions restored (shown by red containment bin on floor marked "AREA"). 4. Investigate and prevent recurrence - Standards and equipment are improved (displayed at quality control board on right). The layout shows a systematic approach to quality management with clear visual indicators and containment zones. Credit: Sergio D'Amico.

You can’t improve what you haven’t mapped.
That’s where SIPOC, and 5 free ChatGPT prompts, come in.

Most teams chase goals. Few track the full process.
That’s why SIPOC makes your work clearer.

Here’s why you need it:

Clarity → See the full path from start to finish
Alignment → Everyone knows their role
Problem-Solving → Spot delays and weak points fast
Customer Focus → Understand what they really need
Better Communication → Teams stay on the same page

What SIPOC stands for:

S = Suppliers
→ Who provides what you need to begin?

I = Inputs
→ What tools or materials do you need?

P = Process
→ The steps you take to get work done

O = Outputs
→ The final product or service delivered

C = Customers
→ The people who receive the result

Steps to create your SIPOC:

1/ Choose a process you want to map
2/ Fill in each SIPOC section
3/ Involve your team to get the full picture
4/ Focus only on key steps
5/ Review and improve as needed

Example: Coffee Shop SIPOC

S: Coffee and dairy vendors, bakery partners
 I: Beans, milk, syrups, cups, water, trained staff
P: Receive → Grind → Brew → Mix → Serve → Clean
O: Coffee drinks, snacks, good customer experience
C: Walk-ins, app users, catering clients

SIPOC works in any department.
From marketing to HR.
From logistics to customer support.

***

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PS: Want to speed up your SIPOC creation with ChatGPT?
I've added 5 ready-to-use prompts in the comments 👇

Chara Boutouis

Stop fixing what’s broken.
Start fixing why it breaks in the first place.

Most people solve the wrong problem.

They treat the symptoms, but ignore the real cause.

Here’s a better way to fix what’s actually broken:

What’s the 5-Why Method?
It helps you find the root cause by asking “why” five times.

Why use it?
Because it helps you go deeper, past the surface, and fix the real issue.

How to use it:

1/ Write down the problem.
2/ Ask “why?” and note the answer.
3/ Ask “why?” again, five times total.
4/ Stop when you reach the root cause.
5/ Fix that root cause.

Quick Example:

Problem: The machine stopped.
Why 1: The fuse blew.
Why 2: The circuit overloaded.
Why 3: Maintenance was late.
Why 4: The team wasn’t trained.
Why 5: The training budget was cut.

Root Cause → Budgeting choices

Why it works:
It helps teams think clearly.
It leads to real, lasting fixes.
It saves time and stops repeat problems.

Mistakes to avoid:
Don’t stop at the first answer.
Don’t blame people, fix the system.
Don’t skip the facts, use data.

Best practices:
Ask the people closest to the issue.
Write down every “why” and answer.
Make sure you solve the right thing.

You can fix what broke… or fix why it breaks.

Start asking better questions.

***

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P.S. Try asking “why?” five times this week.
You’ll be surprised what you find.

The 5-Why Method infographic by Sergio D'Amico. A problem-solving tool that identifies root causes by asking 'why' five times. Center shows a colorful lightbulb with segments labeled Learn, Clarity, Insight, Focus, Uncover, Resolve, Ask, Understand.
Steps: 1-Identify the problem. 2-Ask 'Why?' and document. 3-Repeat five times until root cause is clear. 4-Validate. 5-Take corrective action.
Best Practices: Involve the team closest to the problem, use data to back up answers, focus on processes not people.
Pitfalls to Avoid: Stopping too early, blaming people instead of processes, ignoring data.
Benefits: Promotes critical thinking, uncovers actionable insights, encourages teamwork.
Example: Machine stopped. Why 1: Fuse blew. Why 2: Circuit overloaded. Why 3: Maintenance delayed. Why 4: Staff lacked training. Why 5: Training budget cut. Root Cause: Budgeting priorities.


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