PIPS Glossary

The obligation of an individual or team to own the outcome of a task or decision.

The current condition of a process before any improvement is applied.

The measured starting point of a metric before improvement begins.

A structured comparison of baseline metrics with post-implementation results.

A group idea generation technique where judgment is deferred to maximize creative output.

A silent, written alternative to brainstorming where 6 people write 3 ideas in 5 minutes, then pass and build.

The structured approach to transitioning individuals and teams from a current state to a desired future state.

A structured tally form for collecting data by category over time periods.

The PIPS principle that every improvement cycle must end with evaluation and feed the next cycle.

A permanent organizational discipline of systematically identifying and resolving problems.

The process of narrowing options to select the best solution using objective criteria.

A financial evaluation comparing total implementation costs against projected benefits.

A weighted scoring tool for evaluating solutions against defined criteria.

The PIPS principle that every decision must be grounded in evidence, not gut feelings.

The target condition of a process that the improvement effort aims to achieve.

The process of generating many options without judgment or filtering.

A quick prioritization technique where each person distributes a fixed number of votes across options.

The forces pushing a system toward change or improvement.

The capstone document that synthesizes results, retrospective insights, and next-step recommendations.

The PIPS principle of first generating many options (diverge) then selecting the best (converge).

The person who manages the PIPS process and group dynamics without contributing content.

A visual cause-and-effect analysis tool that maps potential causes across structured categories.

A root cause technique that drills deeper by repeatedly asking "Why?" until reaching an actionable cause.

A tool that maps the forces driving change against the forces resisting it.

The measurable difference between the As-Is State and the Desired State.

The operational blueprint for executing the selected solution with tasks, owners, and deadlines.

A Japanese philosophy of continuous, incremental improvement involving everyone in the organization.

A methodology focused on eliminating waste and maximizing value in processes.

A structured document capturing what went well, what did not, and what to do differently next time.

A technique to narrow a large set of options to a manageable shortlist using rapid group filtering.

A progress monitoring tool that compares planned vs. actual milestone dates.

A complete pass through all 6 PIPS steps from problem identification to evaluation.

A clear, measurable description of As-Is state, Desired State, and the gap between them.

A responsibility matrix defining who is Responsible, Accountable, Consulted, and Informed for each task.

A structured team reflection on what went well, what to improve, and what actions to take.

A financial ratio comparing the net benefit of an improvement to its total cost.

The systematic process of identifying the underlying causes of a problem, not just its symptoms.

An idea generation technique where participants write ideas independently before sharing, preventing groupthink.

A data-driven methodology for reducing defects and variation in processes.

The six cause categories of a Fishbone Diagram: Man, Machine, Method, Material, Measurement, Mother Nature.

A framework for writing effective goals: Specific, Measurable, Achievable, Relevant, Time-bound.

A visible effect of a problem that recurs if only the symptom is treated, not the root cause.

Any activity that consumes time, resources, or effort without creating value for the customer.

A prioritization method where participants distribute a fixed number of votes across options to reveal group preferences.