The process of CAP-Do originated from the work of Yoji Akao in his Hoshin Kanri and QFD work and later reinforced in Brian Joiner‘s work taking my Lean Thinking to a new level.
The idea of Turning Reflection into Action (InfoGraphic on Slideshare) allowed me to use Lean as an emergent process. What makes CAP-Do so attractive is that it assumes we do not have the answers. Instead, we address multiple outcomes that may occur and stop trying to lead customers down a path or journey. We use a disciplined process of thinking together and adapting our actions accordingly. It allows us to create a systematic way to address the problems (pain) or opportunities (gain) from the use of our products and services. It is based on outcome-based thinking.
CAP- Do is available for download as a PDF
Table of Contents
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Chapter 1 – Structural Conflicts
Chapter 2 – Enterprise Thinking
Chapter 3 – A Learning Process, not a Teaching Process
Adjust (Act)
Chapter 4 – A Perspective of Strength-Based Principles
Chapter 5 – Lean and the OODA Loop
Pause/Plan
Chapter 6 – Pause
Chapter 7 – Lean Sales Methods
Chapter 8 – Retool your Sales and Marketing with Lean
Do
Chapter 9 – Experiment through Prototypes
Chapter 10 – Lean Thoughts
Chapter 11 – Doing CAP-Do
Chapter 12 – CAP-Do Process – Working with SDCA, PDCA, EDCA
Lean more about using CAP-Do with SDCA, PDCA, EDCA: The Simplicity of Lean