In today’s rapidly evolving business landscape, traditional project management models are increasingly giving way to flexible and adaptive approaches. Plans created months in advance quickly become outdated, forcing teams to adjust to changing conditions rather than strictly following a set strategy. In response to these challenges, Agile emerged – a methodology that revolutionized the IT industry and is now widely adopted across various sectors. In this article, we will take a closer look at the Agile philosophy and explore the benefits of implementing it in diverse industries.

Table of Contents

1. Introduction to Agile
2. The Agile Manifesto and 12 Principles
3. Agile Methodologies in Practice – Scrum, Kanban, and Lean
4. Agile Principles – What Does It Really Mean to Be “Agile”?
5. Benefits of Implementing Agile
6. Summary

1. Introduction to Agile

Agile is a project management philosophy that emphasizes flexibility, iterative work cycles, and close collaboration with the client. Unlike traditional methods, which rely on detailed upfront planning, Agile enables teams to work in short cycles known as iterations or sprints. Rather than rigidly sticking to a fixed plan, Agile teams deliver functional segments of a product incrementally, adapting quickly to evolving needs and requirements.

This approach redefines teamwork by shifting focus from complex procedures to meaningful interactions among team members and close client engagement. Teams operate on a foundation of collaboration and constant communication, allowing them to respond swiftly to change and adjust direction as needed. The goal is not merely to deliver a product, but to ensure it genuinely meets user needs and adds value. Agile emphasizes continuous improvement of both products and processes, with each iteration bringing the team closer to a goal that may evolve over time.

Faced with growing competition and rapidly shifting markets, adopting Agile principles is no longer optional for many organizations – it has become a necessity. This approach empowers businesses to respond swiftly to new demands, build products that align with customer expectations, and maximize value at every stage of development.

2. The Agile Manifesto and 12 Principles

Agile was not created by accident. It arose from frustration with the rigid structure of the traditional waterfall model, which followed a linear process from requirement analysis through to deployment. Problems arose when, after months of intensive work, the final product failed to meet user expectations, and implementing changes led to costly delays.

In 2001, a group of experienced software developers and project leaders crafted the Agile Manifesto – a foundational document outlining four core values:

1. Individuals and interactions over processes and tools
2. Working software over comprehensive documentation
3. Customer collaboration over contract negotiation
4. Responding to change over following a plan

These values are supported by twelve guiding principles that provide a practical framework for Agile implementation:

1. Customer satisfaction through early and continuous delivery of valuable software
2. Welcoming changing requirements, even late in development
3. Frequent delivery of working software
4. Close, daily collaboration between business stakeholders and developers
5. Building projects around motivated individuals and giving them the environment and support they need
6. Trusting teams to organize their own work
7. Face-to-face communication as the most effective form of conveying information
8. Working software is the primary measure of progress
9. Sustainable development, maintaining a constant pace indefinitely
10. Continuous attention to technical excellence and good design
11. Simplicity – maximizing the amount of work not done – is essential
12. Regular reflection and adjustment to improve effectiveness

Following its publication, the Agile Manifesto quickly became the foundation for numerous IT organizations and businesses seeking greater adaptability and customer focus. Moreover, it laid the groundwork for various Agile frameworks like Scrum, Kanban, and Lean, which adapt Agile principles to different contexts.

3. Agile Methodologies in Practice – Scrum, Kanban, and Lean

Agile is not just a philosophy – it’s also a practical approach implemented through specific methodologies. To effectively embrace Agile, organizations often turn to well-established frameworks like Scrum, Kanban, and Lean. While each has its distinct features, all share core principles: iteration, transparency, collaboration, and continuous improvement.

Scrum is the most widely used Agile framework, particularly in IT. It structures work into short cycles called sprints and defines clear roles (Scrum Master, Product Owner, Development Team) and regular events: sprint planning, daily stand-ups, reviews, and retrospectives. This setup enables teams to respond quickly to changes, test ideas, and deliver value in a predictable rhythm.

Kanban, rooted in Japanese manufacturing, aligns well with Agile principles. It focuses on visualizing workflow, managing team workload, and optimizing task flow. The most common tool is the Kanban board, which tracks tasks in columns such as “To Do,” “In Progress,” and “Done.” Limiting work-in-progress (WIP) and reducing delays enhances team efficiency and project oversight.

Lean, like Kanban, has its origins in production systems and resonates with Agile values. It emphasizes eliminating waste, streamlining processes, and creating customer value with respect for people. Lean promotes a culture of continuous improvement (kaizen), rapid experimentation, and adaptability – all key to managing complex projects effectively.

Importantly, these methodologies are not mutually exclusive. Teams can combine Scrum’s structure with Kanban boards and Lean thinking to suit their specific context. What matters most is tailoring tools to the team, project, and goals – always with agility in mind.

4. Agile Principles – What Does It Really Mean to Be “Agile”?

Agile is more than just a set of tools or a fixed process – it is a mindset and culture centered on people, collaboration, and adaptability. Unlike traditional project management, which relies on detailed long-term planning, Agile works in short cycles called sprints. After each iteration, the team delivers results, gathers feedback, and adjusts direction if needed.

Being agile means accepting that not everything can be predicted in advance. Solutions evolve through ongoing work. Agile teams do not aim to know everything from the start – instead, they take small steps, test hypotheses, gather feedback, and refine their approach in real-time. This is especially effective in situations where full understanding of the problem emerges during development.

Experimentation and even failure are natural parts of this process, enabling teams to discover better solutions and uncover real needs faster. Common Agile tools include daily stand-up meetings, Kanban boards for task management, and regular reviews to validate progress. Far from being chaotic, Agile is a structured system built on iteration, transparency, collaboration, and continuous adaptation.

This approach not only improves products but also enhances organizational responsiveness, team engagement, and the ability to deliver true value to the customer.

5. Benefits of Implementing Agile

Agile has gained popularity for good reason – it delivers tangible benefits:

• Faster value delivery – customers gain access to working features early in the project
• Adaptability – teams can incorporate changes even in later stages
• Improved communication – daily meetings and open collaboration foster trust and engagement
• Higher quality – frequent testing and customer feedback drive continuous improvement

Though easy to grasp, Agile can be challenging to implement effectively. Success requires more than superficial changes – it demands a shift in mindset. Organizations must move from hierarchical structures to responsibility-based models, replacing control with trust and rigid plans with flexibility and learning. When this transformation is fully embraced, the results can be remarkable.

6. Summary

Agile is more than just a trend or a project management tool – it’s a philosophy that prioritizes people, flexibility, and continuous improvement. With its iterative cycles, rapid feedback, and close client collaboration, Agile enables teams to adapt to changing conditions and deliver real value.

In a fast-changing world, agility is essential – not as a fleeting trend, but as a fundamental way of thinking. Agile reshapes workplace culture: it encourages responsiveness, supports collaboration, and creates room for growth. It’s an approach that inspires not only better projects, but also personal and organizational transformation.

For many of us, implementing management using the A3 method poses a significant challenge. It requires the use of the scientific PDCA approach (Plan Do Check Act), which is often perceived as difficult. Intuitively, we tend to quickly guess solutions and prefer immediate actions, such as “let’s do it right away.” However, the A3 method systematically encourages us to take more constructive actions. It forces us to thoroughly assess the current situation, conduct detailed analyses to uncover the root causes of problems, consider various possible countermeasures (not just the most obvious “solution”), prepare a precise implementation plan, and meticulously monitor whether our actions have indeed yielded the expected results. This cycle repeats multiple times.

Table of Contents

1. A3 Method and PDCA
2. Creating and Implementing an A3 Report
3. Employee Development Through A3
4. Summary

1. A3 Method and PDCA

The A3 method is a management and problem-solving tool that has its roots in Toyota, one of the most innovative and efficient companies in the world. The name “A3” comes from the paper size (297 x 420 mm) used for creating reports. An A3 report is used to systematically present problems, analyze their causes, propose solutions, and plan corrective actions. This process not only focuses on finding the best solution but also on developing employees by involving them in the analysis and decision-making process.

A3 is more than just documentation – it is a way of thinking and a communication tool that enables all involved individuals to better understand the problems and challenges facing the organization. The A3 structure forces logical, organized, and consistent thinking, leading to more effective and lasting solutions.

One of the key elements of the A3 method is its ability to promote continuous improvement (kaizen) and organizational learning. Through a systematic approach to problem-solving, the A3 method helps organizations not only eliminate current problems but also develop their employees’ capabilities, which in the long run leads to greater innovation and better adaptation to changing market conditions.

Deming Cycle (Plan-Do-Check-Act) in the Context of A3
The basis of the A3 method is the Deming cycle, also known as PDCA (Plan-Do-Check-Act). This cycle is a management tool that allows for a systematic approach to problems and challenges, promoting continuous improvement. PDCA consists of four stages:

• Plan: At this stage, the problem is identified, the goal is defined, and actions aimed at solving the problem are planned. A key element is understanding the current situation and analyzing the root causes of the problem.
• Do: This stage involves implementing the planned actions. It is important that all actions are monitored and their results documented.
• Check: At this stage, the effects of the implemented actions are evaluated. It is checked whether the actions have brought the expected results and whether the problem has been solved. An important element is analyzing the collected data and comparing it with the set goals.
• Act: The final stage involves making permanent changes based on the obtained results. If the actions have brought positive results, they are standardized and implemented permanently. If not, the PDCA cycle is repeated until satisfactory results are achieved.

PDCA is a universal tool and can be applied in various fields, from manufacturing and project management to product and service development. Its flexibility and effectiveness make it the foundation of the A3 method, enabling a systematic approach to problem-solving and continuous improvement.

2. Creating and Implementing an A3 Report

Creating and implementing an A3 report requires a systematic approach and the involvement of all stakeholders. Below are the steps to effectively create and implement an A3 report:

• Identify the Problem: The first step is to identify the problem to be solved. It is important that the problem is well understood and precisely defined.
• Gather Data and Analyze the Current Situation: Next, gather data related to the current situation. It is crucial that the data is reliable and accurate, as further analysis will be based on it.
• Identify Root Causes: The next step is to identify the root causes of the problem. Various tools can be used for this, such as the Ishikawa diagram (fishbone diagram) or the 5-Why analysis.
• Define Goals and Metrics: Next, define the goals to be achieved and the metrics that will be used to assess the effectiveness of the implemented actions.
• Propose Solutions: The next step is to develop various possible solutions to the problem. It is important to consider different options and evaluate their effectiveness and feasibility.
• Implementation Plan: Then, develop a detailed plan for implementing the chosen solution. The plan should include information on who, what, when, and how actions will be taken to achieve the set goals.
• Implement Actions: The next step is to implement the planned actions. It is important that all actions are monitored and their results documented.
• Evaluate Results: Next, evaluate the effects of the implemented actions. Check whether the goals have been achieved and whether the problem has been resolved.
• Draw Conclusions and Further Actions: The final step is to draw conclusions from the process and plan further actions aimed at maintaining achieved results and continuous improvement.

The Importance of Gemba in the A3 Process
One of the key elements of the A3 method is the concept of Gemba. Gemba is a Japanese term meaning “the real place,” that is, the place where value-added work is performed. In the context of the A3 method, Gemba refers to the location where the problem occurs and where it needs to be resolved.

The significance of Gemba in the A3 process lies in the fact that true improvement can only occur based on direct observation of current conditions at the site where the work is performed. Toyota calls this principle genchi genbutsu shugi, which means “the principle of the real place and the real thing.” For example, standardized work for a production line worker cannot be created at an engineer’s desk—it must be defined and verified on-site.

The practical application of Gemba means that managers and employees must visit the place where the problem exists to better understand it and find effective solutions. It is important to directly observe the processes, talk to employees, and collect data on-site. Only in this way can a complete picture of the situation be obtained and appropriate corrective actions taken.

Examples of Gemba application can be found in various industries, from manufacturing to services to healthcare. In each of these fields, direct observation and analysis of the actual workplace allow for a better understanding of problems and finding more effective solutions.

3. Employee Development Through A3

The A3 method is not just a problem-solving tool but also a powerful mechanism for supporting employee competency development. Engaging employees in the processes of analysis and problem-solving leads to increased skills, responsibility, and engagement. A key aspect of the A3 method is the active participation of employees at every stage of the process, which promotes their development on multiple levels.

One of the main ways the A3 method supports employee development is by promoting analytical thinking. Employees learn to systematically approach problems, identify their root causes, and evaluate various solution options. Through the practical use of tools such as the Ishikawa diagram or the 5-Why analysis, employees develop analytical skills that are essential in many aspects of business operations.

Another important element is the development of communication skills. Creating A3 reports requires precise and clear presentation of the problem, analyses, and proposed solutions. Employees learn how to effectively communicate their thoughts and conclusions, both in writing and verbally, which is crucial in a collaborative work environment.

Example 1: Automotive Industry
In one of the production plants of a large car manufacturer, a problem was identified with a significant amount of material waste on the assembly line. This problem not only generated additional costs but also affected production efficiency. A team of employees was engaged in the process of creating an A3 report to identify the causes of the problem and propose effective solutions.
Employees conducted a detailed analysis of the production process, identified the main sources of waste, and proposed several solutions, including the optimization of material cutting processes and the introduction of more precise measuring tools. By implementing these solutions, the amount of material waste was significantly reduced, and employees gained valuable experience in process analysis and implementing improvements.

Example 2: Healthcare Sector
In one hospital, it was noticed that patient waiting times in the emergency department significantly exceeded standards. This problem affected the quality of care and patient satisfaction. A team consisting of doctors, nurses, and administration was asked to prepare an A3 report to find the causes of the long waiting times and propose corrective actions.
The team conducted a thorough analysis of the processes in the emergency department, identified bottlenecks and inefficiencies, such as insufficient staff during critical hours and suboptimal resource management. As a result of the analysis, several solutions were proposed, including the introduction of flexible work schedules and better management of patient flow. Implementing these actions significantly reduced patient waiting times and improved the quality of care.

Key Benefits of Implementing the A3 Method
Implementing the A3 method brings numerous benefits for both the organization and its employees. Here are some key benefits:

• Increased Employee Engagement: Employees who are actively involved in problem-solving processes feel more responsible for the outcomes of their work and more engaged in the organization’s activities.
• Development of Analytical and Communication Skills: The A3 method promotes the development of key skills such as analytical thinking, problem-solving, communication, and collaboration.
• Improvement in Quality and Efficiency of Processes: A systematic approach to problem-solving leads to a better understanding of processes and the identification of effective corrective actions, which in turn improves the quality and efficiency of operations.
• Increased Innovation: Engaging employees in the analysis and implementation of improvements fosters creativity and innovation, which is crucial for the long-term success of the organization.
• Promotion of a Continuous Improvement Culture: The A3 method supports a culture of continuous improvement (kaizen), leading to systematic and sustainable organizational development.

4. Summary

The A3 method, based on the Deming cycle (PDCA), is a powerful management and problem-solving tool. Thanks to its structure and systematic approach, it allows for effective problem-solving and the development of employee competencies. A key element of the A3 method is the concept of Gemba, which emphasizes the importance of direct observation and analysis of the actual workplace. By applying the A3 method, organizations can not only eliminate current problems but also promote continuous improvement and innovation.
We encourage the implementation of the A3 method in daily practice to fully leverage its potential in striving for operational excellence and developing employee competencies. With a systematic approach to problem-solving and promoting continuous improvement, the A3 method can bring tangible benefits to both the organization and its employees.

Every enterprise certainly struggles with problems. For some of them, the idea of a solution is immediately apparent. But what if the problem is urgent, complex, and simply difficult to solve, especially by one person? With help comes a method called Action Learning.

Table of Contents

1. Action Learning – what is it?
2. Course of Action Learning sessions
3. Principles of Action Learning
4. Elements of Action Learning
5. Questions to use during Action Learning sessions
6. Benefits of the Action Learning method
7. Summary

1. Action Learning – what is it?

The Action Learning method is an educational process that was developed in the 1940s by a British professor, Reginald Revans. It involves involving a team in working on a real, complex, and critical problem and acting, during which an intensive learning process for individuals, the team and the organization takes place. It is used to develop effective, creative, and flexible solutions. A characteristic feature of the method is that it allows people with different skills, competencies, and experience to work together to solve a given problem, develop their leadership skills, contributing to improving the effectiveness of the team.

2. Course of Action Learning sessions

The Action Learning method should be equated with meetings in small groups of employees, i.e. from 4 to 8 people together with a coach/moderator. At the beginning of the meeting there is a presentation of the problem, then all participants have space to speak on the topic and discuss it with the rest of the participants, which makes the problem not so much presented, but analyzed from different points of view. The next stage is a questioning session to dispel any doubts and develop a solution to the problem.

3. Principles of Action Learning

Participants in a session using Action Learning should follow the rules, designed to make them take full advantage of the potential of the method and find an effective solution to the problem. The two fundamental rules are:

1. All statements spoken during the session are in response to a question asked in advance. Any participant can ask a question at any time and can address it to a specific person or to all participants. One question can generate one or more answers. This principle is designed to encourage creativity and innovation among participants. Asking questions and active listening promotes the sharing of ideas and insight.

2. The coach supports the learning process of the team, which means that he intervenes in the work only when he sees an opportunity to increase its quality, i.e.:

• does not suggest, judge, direct the team’s work, or give any standards beyond the two basic principles,
• encourages the team, by asking questions, to think together about norms, roles and behaviors that can improve the work.

In addition to the above principles, it is also important that the problems are real, that is, they really happened, not just theoretical. In addition, all participants should take an active part in the team’s meetings and make a commitment to incorporate the solutions developed into their daily work. In addition, the team has complete freedom. It can use all available tools, methods, and resources.

4. Elements of Action Learning

The method consists of six basic elements that should occur to talk about Action Learning. These are:

• Team – the best result is provided by the work of a small team, consisting of people with diverse experience, competencies, and points of view. This allows the use of constructive collaboration, active participation and more room for development.
• Questions – in the Action Learning method, the search for solutions to a problem is carried out by asking questions that clarify the problem, which aim to reflect on the participants and eventually find an effective solution and develop an action plan.
• Action – the meeting should result in a strategy, and the developed actions should be implemented. It is also important to test ideas between meetings.
• Involvement in the learning process – involves developing one’s own competencies, identifying learning opportunities and helping the other participants learn.
• Coaching – is to support the team in the process of learning and adherence to the rules, to allow learning to take place, and to influence the achievement of better results.
• Problem solving – the effectiveness of the Action Learning method is highest when the problem affects the success of the team, is within the team’s scope of influence, and is challenging, i.e. difficult and complex.

5. Questions to use during Action Learning sessions

One of the assumptions of the Action Learning method is that participants are able to ask insightful questions, prompting the targeted people to think and analyze the issue. Questions that will work well in this method are certainly open-ended questions that require an elaborate answer. Moreover, these questions should not be suggestive, i.e. they should not guide the recipient to a specific answer. The design of the questions should help the recipient gain clarity on the issue under analysis, encourage thinking, discovering solutions and, consequently, developing an action plan. It is also worth keeping in mind that the questions posed are intended to move the analysis forward, so participants should not focus on satisfying their own curiosity or overly focus on unimportant details of the problem under discussion. Examples of words with which the questions asked should begin are: Who notices this? What happens then? When do we see that …? Where do we feel/notice? What impact does it have?

The coach, on the other hand, moderates the discussions among the participants, his task is to ask questions to liven up the discussion, to stimulate passive team members.

6. Benefits of the Action Learning method

From the participant’s point of view, the Action Learning method increases awareness and facilitates the identification of challenges in daily work, develops self-confidence and readiness after taking responsibility and taking initiative. In addition, it fosters improved communication effectiveness, develops leadership competencies, systems thinking, creativity. Most importantly, it teaches teamwork, as well as how to analyze and draw conclusions from one’s own experiences.

In turn, at the team level, Action Learning positively influences the effectiveness and efficiency of work, teaches how to build and lead a team, use proven and structured ways of working, improves team competence and increases the commitment of team members.

Moving on to the benefits for the organization as a whole, the use of the Action Learning method contributes to better results, greater productivity, building a culture of commitment and cooperation based on mutual respect, the culture of a learning organization.

7. Summary

As we have repeatedly emphasized, the usefulness of the method is particularly high for urgent and complex problems. In today’s era of continuous development and high volatility of the environment, problems are increasingly complex and complicated, so Action Learning is a method considered one of the most effective methods of problem solving. A properly conducted session can bring many benefits to a single employee, a team, or the entire organization.

If you are interested in the Action Learning method, we invite you to participate in a series of Lean Mentoring meetings organized by our company, based on this very method. During the meetings, participants motivate each other, exchange knowledge and professional experience. The meetings focus on the problems of daily work of the participants and joint search for ways to solve them. Each participant gets the opportunity to present a problem related to his or her work, and the group, together with a coach, helps them find a solution by exchanging ideas and experiences. Apply, participate and see for yourself how effective the Action Learning method is.

Employees’ ideas are priceless!!! They help to solve problems in an effective way, motivate to act, implemented are a guarantee of their maintenance.

Table of Contents

1. The 6-3-5 Method = Structured Brainstorming
2. What you need?
3. Instructions for the 6-3-5 Method
4. Advantages of the 6-3-5 Method
5. Disadvantages of the 6-3-5 Method
6. More creativity techniques

1. The 6-3-5 Method = Structured Brainstorming

Where classic brainstorming does not produce the desired results, the lean 6-3-5 method is an alternative. Unlike brainstorming, ideas are not spoken in a group and out loud. Instead, each participant writes down his or her ideas on a piece of paper by themselves. The 6-3-5 method is: 6 participants, each should develop 3 proposals to solve the problem and during the round, which lasts 5 minutes.

2. What you need?

• 1 facilitator
• 6 participants
• 6 sheets with a table consisting of three columns, each with six lines
• 6 pens
• 1 stopwatch

3. Instructions for the 6-3-5 Method

• The facilitator presents the problem and distributes the sheets with the table.
• Each participant writes down 3 ideas for solving the problem – in the upper boxes of their sheet.
• After 5 minutes, the facilitator ends the first round. Each participant passes his sheet clockwise to his neighbor.
• Participants now take over their predecessor’s ideas, write new relationships or expand existing ones by writing them in the line below. After another 5 minutes, the sheets are passed again.
• When the sheets have returned to the first person the collection of ideas is over.

The collected ideas are then sorted and summarized. Their evaluation can be done with the whole group or in a smaller team.

4. Advantages of the 6-3-5 Method

• Many ideas in a short time: up to 108 ideas can be collected in just 30 minutes.
• No room for hasty judgments and criticism: there is no room in the table for phrases such as “We’ve tried many times, it won’t work, we’ve done it before.” Instead, participants must respond constructively to the ideas of the predecessor
• Giving voice to introverts. Those who don’t like to be the center of attention in large rounds are likely to write down their ideas faster than express them out loud.
• Hierarchies are irrelevant: even lower-ranking participants are not intimidated and can express themselves in a protected environment.
• Heads and thoughts are “free” from judgment: participants are forced to think for themselves. They are not influenced by the group.

5. Disadvantages of the 6-3-5 Method

• Lack of space for questions: not everyone manages to put their ideas on paper in a concise and understandable way within five minutes. If something is unclear, the next participant has no opportunity to ask further questions.
• Rigid structure: can inspire some, but can also slow down the creativity of other participants.

6. More creativity techniques

Other strategies for developing and evaluating new ideas in a team are:

• Walt Disney method,
• mind map

The concept of Lean Management is now mainly associated with process optimization and minimizing quality errors by eliminating waste.

Table of Contents

1. Customer orientation
2. The team – key to finding solutions
3. “Try and error”

1. Customer orientation

We often forget its main aspect, which is customer orientation and what the customer perceives as added value to the product or service. Value and customer focus are also the main determinant of activities in the lean Design Thinking technique. The first two steps we take when designing according to this methodology are precisely empathy and needs diagnosis.

Empathy and needs diagnosis, that is, putting the user from the center of attention. It is during the process of empathy that we can find the most inspiring ideas for new products and services, which, among the crowd of other solutions, will distinguish innovation. When conducting Lean Management implementation workshops, the customer is not only the ultimate user of the product, but also the operator assembling the product. Understanding the problems that arise during production (empathy) and trying to solve them leads to improved working conditions, increases the repeatability of the activities performed and thus increases quality. By listening and collaborating we can gain the most

2. The team – key to finding solutions

Design Thinking prompts us to generate ideas and experiment at the prototyping stage. With an interdisciplinary team, we can achieve much more. The most interesting experience in both lean workshops with Design Thinking and the concept of Lean Management is the combination of different perspectives, inviting people from different departments, with different backgrounds, to work together. Open brainstorming helps create a list of the most non-obvious solutions.

3. “Try and error”

“Try and error” these words are the basis for successful implementation of any solution. Go and try, see what the user’s reaction will be. Don’t try to come up with the perfect solution right away, but let the recipient help you refine it. This is what Design Thinking urges us to do. We often do the same when designing new lean solutions. The first handles or feeders are made from cardboard and attached to the workstation with duct tape, and many times we leaners become the conveyor for a while. Why? To test the solution, get out from behind the desk and test our ideas.

At the end of the day, whether with the lean Design Thinking technique or other lean activities, we get, something that is most valuable – feedback. The solution testing stage requires an openness to listening and accepting user feedback. At this stage, we should forget about being attached to the solution we present and focus on improvement. Continuous improvement, which Deming described in the PDCA (plan, do, check, act!) scheme, is the driving force behind both Design Thinking and the concept of Lean Management.

Read more about what Design Thinking is