Appendix A — Lean reporting templates

A.1 Introduction

A.1.1 Standard work

In lean, standard work is ``the agreed-upon, best-known, least wasteful way of doing the work today until a better way is found.’’ Standard work provides a structure to communicate, train, practice, and deliver an expected sequence of tasks. Standard work becomes the basis or baseline for learning and continuous improvement. The templates below are the standard work for briefing the CDPH directorate. They provide simple frameworks for organizing yourself.

A.1.2 Plan-Do-Study-Act (PDSA)

PDSA stands for Plan-Do-Study-Act. PDSA is the scientific method and we have been using it all our lives. PDSA thinking and problem solving is part of human nature: it is how we try things, learn, adapt, and improve. Of the six templates, three are organized using PDSA so one can see the process of planning, predicting, experimenting, learning, and improving.

A.2 Situation update

Situation updates are very concise and can be delivered on-the-spot orally, or in written form.

A.2.1 SBAR (1 of 6)

Situation (“Here’s the situation.”)
Background (“Here’s some background.”)
Assessment (“Here’s what we learned.”)
Response to date (“Here’s what we did.”)
Readiness (“Here’s what we are doing to prepare further.”)
Recommendations (“Here are our recommendations.”)

A.3 Problem solving

A.3.1 A3 thinking/reporting (2 of 6)

PDSA	No.	Components
Plan	1	Problem statement (does not include causes or solutions)
	2	Background
	3	Current condition
	4	Goal and next target condition
	5	Analysis (gap and root causes)
	6	Proposed countermeasures (theory of change; evidence-based)
Do	7	Implementation plan (theory of action; implementation science)
Study and Act	8	Validated learning and improving (PDSA cycles)

A.3.2 Results-based thinking/reporting (adapted from Results-Based Accountability) (3 of 6)

PDSA No. Components Plan 1 2 3 4 5 6 What are we trying to accomplish and why? (goals and motivation) How do we measure success? (how much?, how well?, better off?) What are the drivers? (theory of causation; root causes) What partners can help? (collective action and impact) What other conditions must exist? (assumptions and risks) What strategies work? (theory of change; evidence-based) Do 7 Implementation plan (theory of action; implementation science) Study and Act 8 Validated learning and improving (PDSA cycles)

A.3.3 Decision making (with six decision quality requirements) (4 of 6)

PDSA No. Components Plan 1 2 3 4 5 6 Frame (What are we deciding and why?) Prospects (What results, impacts and future states do we care about?) Information (What do we need to know?) Alternatives (What creative, doable choices do we have?) Reasoning (How will we prioritize or make selection?) Proposed actions (And, is there commitment to action?) Do 7 Implementation plan (theory of action; implementation science) Study and Act 8 Validated learning and improving (PDSA cycles)

A.4 Strategic execution (project management)

4SQ is concise, and was derived from the United Nations results-based management approach.

A.4.1 4 Strategic Questions (4SQ) (5 of 6)

What are we trying to accomplish and why? (goals; alignment to values, mission, vision)
How do (or will we) we measure success? (lead and lag indicators)
What other conditions must exist? (assumptions and risks)
How do we get there? (key strategies and implementation plan)

A.5 Program, Center, or Office introduction or update (6 or 6)

What are your core values, mission (or purpose), vision, principles, and strategic priorities? Select key challenges or problems your team is tackling and use a template from page 2. As a lean leader, starting with self, how are you developing your people to solve problems and improve performance (improve processes and results)? This is called Leader Standard Work.