The 5 Whys technique is a simple method used to identify the root cause of a problem by repeatedly asking "why" until the underlying issue is revealed. Rather than stopping at surface-level symptoms, this approach encourages deeper thinking about what is truly driving an issue.

This technique is especially useful for recurring problems or situations where a quick fix has not resolved the issue. It works best in group discussions where multiple perspectives can challenge assumptions.

Clear ownership means explicitly defining who is responsible for each step in a process, decision, or outcome. When ownership is unclear, work can stall, be duplicated, or fall through gaps between roles.

Establishing clear ownership helps improve accountability, decision-making, and follow-through. It is a foundational element of sustainable improvement.

Communication checklists help ensure that important information about a change, process, or decision is shared clearly and consistently with the appropriate campus audiences. By identifying who needs to be informed and when, these checklists reduce confusion, support transparency, and help prevent missed or conflicting messages. You will often find that different audiences will need different information.

They are especially useful during process changes, system updates, or policy adjustments that affect multiple departments, roles, or campus partners. Using a communication checklist helps ensure that faculty, staff, and other stakeholders have the information they need to understand changes, prepare accordingly, and provide feedback when appropriate.

Error rates measure how often mistakes, corrections, or rework occur within a process. This may include incorrect data entry, missing information, returned forms, or repeated fixes.

Tracking error rates helps teams identify where processes are unclear, overly complex, or prone to failure. Reducing errors improves quality and saves time.

A fishbone diagram, also known as a cause-and-effect diagram, is used to explore multiple potential causes of a problem. Causes are grouped into categories such as people, process, technology, or environment.

This tool encourages structured brainstorming and helps teams see connections between contributing factors rather than focusing on a single cause.

Improvement idea worksheets provide a structured way to capture ideas for making a process better. They typically include the problem, proposed change, expected benefits, and potential risks.

These worksheets help teams move ideas from conversation to action and support thoughtful testing rather than immediate implementation.

The number of handoffs refers to how many times work is passed from one person, role, or department to another. Each handoff increases the potential for delays, miscommunication, and errors.

Reducing unnecessary handoffs often leads to faster processing times and clearer accountability.

Pilot planning templates help teams test improvement ideas on a small scale before full implementation. They outline what will be tested, who is involved, how success will be measured, and how long the test will run.

Pilots reduce risk by allowing teams to learn, adjust, and improve before committing to broader changes.

By mapping a process, teams can identify bottlenecks, rework, unnecessary steps, and opportunities for improvement.

Processing time measures how long it takes to complete a task or process from beginning to end, including waiting time. Long processing times often indicate bottlenecks or inefficiencies.

Tracking processing time helps teams understand where delays occur and where improvements can have the greatest impact.

Regular check-ins are brief, recurring conversations or meetings used to review progress, address issues, and reinforce improvements. They help teams stay aligned and catch problems early.

These check-ins support accountability and help ensure improvements are sustained over time.

Simple performance monitoring involves tracking a small number of meaningful measures to understand whether a process is working as intended. The focus is on clarity and usefulness, not complexity.

This approach helps teams make informed decisions and adjust quickly when performance changes.

SIPOC stands for Supplier, Input, Process, Output, and Customer. It is a high-level tool used to define the scope of a process and understand who provides inputs and who receives outputs.

SIPOC is useful early in improvement efforts to create shared understanding and alignment.

Standard work documentation clearly describes the best-known way to complete a task or process. It helps ensure consistency, quality, and efficiency while reducing variation.

Standard work supports training, onboarding, and long-term sustainability of improvements.

Swimlane diagrams are a type of process map that shows responsibilities across roles or departments using horizontal or vertical lanes. They help clarify who does what and where handoffs occur.

These diagrams are especially helpful for cross-functional processes.

Visual management uses simple visual cues such as boards, charts, or indicators to communicate status, priorities, or performance at a glance. It reduces the need for lengthy explanations or reports.

Effective visual management helps teams stay aligned and respond quickly to issues.

Workload volume measures how much work flows through a process over a given period of time. Understanding workload helps teams balance capacity, prioritize tasks, and prevent bottlenecks.

Tracking workload volume supports better planning and resource allocation.