The Improve Phase represents a critical juncture in the DMAIC (Define, Measure, Analyze, Improve, Control) methodology of Lean Six Sigma. After identifying root causes of problems through rigorous analysis, organizations must now shift their focus toward generating practical, innovative solutions. Brainstorming techniques serve as powerful tools during this phase, enabling teams to harness collective intelligence and creativity to address process inefficiencies and quality issues.
This comprehensive guide explores the most effective brainstorming techniques used during the Improve Phase, providing practical examples and demonstrating how organizations can leverage these methods to drive meaningful improvements in their processes. You might also enjoy reading about Kanban Implementation: Creating Visual Pull Systems for Work Management Success.
Understanding the Improve Phase Context
Before diving into specific brainstorming techniques, it is essential to understand where the Improve Phase fits within the broader Lean Six Sigma framework. By the time a project team reaches this phase, they have already completed substantial groundwork. The Define Phase established project goals and scope, the Measure Phase collected baseline data, and the Analyze Phase identified root causes of problems. You might also enjoy reading about 10 Error-Proofing Techniques You Can Implement Today to Transform Your Operations.
The Improve Phase builds upon this foundation by challenging teams to develop creative, data-driven solutions that directly address the root causes identified earlier. Unlike reactive problem-solving approaches that merely treat symptoms, the Improve Phase demands systematic thinking and innovative ideation to create sustainable process improvements. You might also enjoy reading about Implementation Timeline: Creating Realistic Schedules for Process Changes.
The Role of Brainstorming in Solution Generation
Brainstorming serves as the cornerstone of solution generation during the Improve Phase. This collaborative approach brings together diverse perspectives, experiences, and expertise to generate a wide range of potential solutions. The underlying principle is that quantity breeds quality; by generating numerous ideas without immediate judgment, teams increase the likelihood of discovering innovative and effective solutions.
Effective brainstorming during the Improve Phase requires structure, facilitation, and adherence to specific techniques that maximize creative output while maintaining focus on the identified problems. The following sections detail proven brainstorming techniques with practical examples and sample scenarios.
Classical Brainstorming: The Foundation Technique
Classical brainstorming, developed by Alex Osborn in the 1940s, remains one of the most widely used techniques for generating solutions. This method emphasizes four fundamental rules: defer judgment, encourage wild ideas, build on the ideas of others, and aim for quantity.
Implementation Process
A manufacturing company experiencing a high defect rate in their assembly line provides an excellent case study. During the Analyze Phase, the team identified three root causes: inconsistent torque application during fastening, inadequate lighting at inspection stations, and unclear work instructions.
The improvement team assembled eight members from various departments, including production operators, quality engineers, maintenance technicians, and supervisors. During a 45-minute classical brainstorming session, the facilitator presented each root cause separately and encouraged participants to generate as many solutions as possible.
Sample Results
For the inconsistent torque application problem, the team generated 23 ideas within 15 minutes, including:
- Install calibrated torque wrenches with digital displays
- Implement automated torque monitoring systems
- Create torque verification checkpoints every 10 assemblies
- Develop operator certification program for proper tool usage
- Install audible alerts when torque specifications are not met
- Redesign fixtures to prevent over-tightening
- Establish daily tool calibration procedures
- Create visual guides showing correct torque application technique
This diverse range of solutions provided the team with multiple pathways to address the root cause, from technological solutions to procedural improvements and training interventions.
Brainwriting: Silent Idea Generation
Brainwriting addresses one of the main limitations of classical brainstorming: the tendency for dominant personalities to overshadow quieter team members. This technique allows participants to write their ideas simultaneously, ensuring equal contribution opportunities.
The 6-3-5 Method
One popular brainwriting variation is the 6-3-5 method, where six participants generate three ideas each in five-minute intervals. Participants pass their worksheets to the next person, who builds upon or adds to the existing ideas.
A healthcare organization used this technique to address patient wait time issues. Their Analyze Phase revealed that appointment scheduling inefficiencies, exam room turnover delays, and administrative bottlenecks were the primary root causes.
Sample Implementation
Six team members participated in a 6-3-5 brainwriting session focused on reducing exam room turnover time, which was averaging 18 minutes between patients. Each participant received a worksheet divided into three columns for their initial ideas.
After five minutes, participants passed their worksheets clockwise. The next person reviewed the existing ideas and either expanded upon them or added completely new concepts. After six rounds (30 minutes total), the team had generated 108 ideas (6 participants × 3 ideas × 6 rounds).
Sample ideas generated included:
- Pre-stock exam rooms with commonly used supplies based on appointment type
- Implement color-coded cleaning supply carts for faster identification
- Create standardized room setup checklists with photographic references
- Deploy mobile supply stations that move with the cleaning staff
- Install automated UV sanitization systems to reduce manual cleaning time
- Establish dedicated cleaning staff assigned to specific zones
- Implement digital room status indicators visible from nursing stations
The brainwriting approach ensured that introverted team members contributed equally, and the building-upon mechanism created more refined and practical solutions.
SCAMPER: Structured Creative Thinking
SCAMPER is an acronym representing seven thinking approaches: Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Reverse. This technique provides a structured framework for generating solutions by systematically examining problems from different angles.
Practical Application
A logistics company sought to improve their warehouse picking accuracy, which was averaging 94.2 percent (target: 99.5 percent). The Analyze Phase identified that poor label visibility, confusing bin locations, and manual data entry were contributing factors.
The improvement team applied SCAMPER to the manual data entry problem:
Substitute: Replace manual data entry with barcode scanning systems, voice-recognition technology, or RFID tags
Combine: Integrate picking and data entry into a single action using wearable scanning devices
Adapt: Adopt techniques from retail point-of-sale systems that minimize manual input
Modify: Change the data entry timing from after-picking to during-picking using mobile devices
Put to another use: Utilize existing smartphone technology as scanning devices rather than purchasing specialized equipment
Eliminate: Remove manual data entry entirely through automated weight verification systems
Reverse: Instead of pickers entering data, have the system automatically track picker movements and item removal through sensors
This systematic approach generated 24 distinct solution concepts across the seven categories, several of which the team had not previously considered.
Mind Mapping: Visual Solution Development
Mind mapping creates visual representations of ideas and their relationships, helping teams explore solutions in a non-linear, associative manner. This technique is particularly effective for complex problems with multiple interconnected root causes.
Case Example
A customer service center faced declining customer satisfaction scores. The Analyze Phase identified four interrelated root causes: long hold times, inconsistent information across representatives, inadequate knowledge base resources, and lack of first-call resolution tracking.
The improvement team created a mind map with “Improve Customer Satisfaction” at the center. From this central node, they drew branches for each root cause, then generated sub-branches representing potential solutions.
For the “Inconsistent Information” branch, the mind map revealed solutions including:
- Centralized knowledge management system with version control
- Real-time updates pushed to representative dashboards
- Standardized response scripts for common inquiries
- Peer review process for new information before distribution
- Integration with CRM to display customer-specific information
- Regular calibration sessions to ensure consistent interpretation
- AI-powered suggestion system based on customer inquiry keywords
The visual nature of mind mapping helped the team identify connections between solutions addressing different root causes, leading to more integrated and comprehensive improvement strategies.
Reverse Brainstorming: Learning from Failure
Reverse brainstorming inverts traditional problem-solving by asking “How could we make this problem worse?” This counterintuitive approach often reveals overlooked aspects of problems and generates unique solutions.
Implementation Example
A software development team struggled with deployment errors occurring in 12 percent of releases. Rather than directly brainstorming solutions, they asked: “How could we increase deployment errors?”
The team generated responses such as:
- Eliminate all testing before deployment
- Have different people write code and deployment scripts who never communicate
- Keep documentation outdated and contradictory
- Deploy during peak usage hours without notification
- Remove version control and change tracking
- Never review deployment procedures after incidents
- Assign deployments to whoever is available, regardless of experience
By reversing these negative scenarios, the team identified solutions they had not previously considered:
- Implement mandatory integration testing before any deployment
- Establish cross-functional deployment teams with developers and operations staff
- Create living documentation with automatic update notifications
- Schedule deployments during predetermined low-traffic windows
- Enhance version control protocols with automated change logs
- Conduct post-deployment reviews within 24 hours of each release
- Develop a deployment specialist certification program
Nominal Group Technique: Democratic Prioritization
The Nominal Group Technique (NGT) combines individual idea generation with group discussion and systematic prioritization. This method is particularly valuable when teams need to not only generate solutions but also achieve consensus on which to pursue.
Process and Example
A food processing plant sought to reduce packaging waste, which was 8.2 percent above industry benchmarks. The Analyze Phase identified incorrect machine settings, operator variability, and material quality issues as root causes.
The improvement team conducted an NGT session with seven participants:
Round 1 (Silent Generation): Each participant independently wrote down solution ideas for 10 minutes, generating between 4 to 7 ideas each.
Round 2 (Round-Robin Recording): The facilitator asked each participant to share one idea, which was recorded on a whiteboard. This continued until all ideas were captured, resulting in 38 unique solutions.
Round 3 (Clarification Discussion): The team discussed each idea briefly to ensure everyone understood the concept. No evaluation or criticism was allowed during this phase.
Round 4 (Voting and Ranking): Each participant privately ranked their top five solutions. The facilitator calculated total scores for each solution.
The top-ranked solutions included:
- Install automated setting verification systems (Score: 32)
- Implement statistical process control for material thickness (Score: 28)
- Develop operator certification with competency verification (Score: 26)
- Establish supplier quality agreements with tighter specifications (Score: 24)
- Create real-time waste monitoring dashboards (Score: 22)
The NGT approach ensured that all voices were heard equally while providing a democratic mechanism for prioritizing solutions based on collective judgment.
Affinity Diagrams: Organizing Complex Solution Sets
When brainstorming sessions generate large numbers of ideas, affinity diagrams help organize solutions into logical categories. This technique facilitates pattern recognition and ensures that related solutions are considered together.
Application Scenario
An educational institution generated 87 potential solutions during multiple brainstorming sessions aimed at improving student retention rates. The sheer volume of ideas made it difficult to develop a coherent improvement strategy.
The team used an affinity diagram process to organize these solutions:
Step 1: Each solution was written on a separate card.
Step 2: Team members silently sorted cards into groups based on natural relationships.
Step 3: The team discussed and refined groupings, allowing cards to move between categories.
Step 4: Each category received a descriptive header.
The final affinity diagram revealed six major solution categories:
- Academic Support Services (18 solutions): tutoring programs, study skills workshops, supplemental instruction
- Financial Assistance Programs (14 solutions): emergency funding, work-study expansion, scholarship awareness
- Student Engagement Initiatives (16 solutions): mentorship programs, campus activities, peer connections
- Early Warning Systems (12 solutions): attendance monitoring, grade alerts, predictive analytics
- Faculty Development (11 solutions): inclusive teaching practices, student feedback integration, office hour optimization
- Administrative Process Improvements (16 solutions): simplified registration, better advising systems, communication enhancements
This organization revealed that the team had generated relatively few solutions in the early warning category, prompting additional targeted brainstorming in that area.
Evaluating and Selecting Solutions
Generating solutions represents only the first step in the Improve Phase. Teams must systematically evaluate and select the most promising options using criteria such as implementation feasibility, cost-effectiveness, impact potential, and timeline considerations.
Impact-Effort Matrix
One effective evaluation tool is the Impact-Effort Matrix, which plots solutions on two dimensions: expected impact on the problem and effort required for implementation.
Returning to the manufacturing defect example, the team evaluated their 23 torque-related solutions using this matrix:
High Impact, Low Effort (Quick Wins):
- Create visual guides showing correct torque application
- Establish daily tool calibration procedures
- Create torque verification checkpoints every 10 assemblies
High Impact, High Effort (Major Projects):
- Implement automated torque monitoring systems
- Redesign fixtures to prevent over-tightening
Low Impact, Low Effort (Fill-Ins):
- Install audible alerts when specifications not met
Low Impact, High Effort (Avoid):
- Complete assembly line automation
This evaluation revealed that implementing the three quick wins would deliver substantial improvement while the team developed plans for the more complex automated monitoring system.
Best Practices for Effective Brainstorming
Successful brainstorming during the Improve Phase requires attention to several critical factors that maximize creative output and team engagement.
Create the Right Environment
Physical and psychological safety enables creative thinking. Hold brainstorming sessions in comfortable, distraction-free spaces. Establish ground rules that prohibit criticism during idea generation phases. Encourage participation from all attendees regardless of organizational hierarchy.
Diverse Team Composition
Include participants from various functional areas, experience levels, and backgrounds. A cross-functional team brings different perspectives and knowledge bases, increasing the
