Abstract:
A method for providing instruction relating to continuous improvement policies of an enterprise is described. The method includes displaying, on a user interface, selectable icons operable for accessing a plurality of interactive guides relating to the policies of the enterprise, receiving, via the user interface, a selection of one of the icons, accessing, based on the selection, at least one file from a database, the at least one file including enterprise policy data that is related to the received icon selection, the enterprise policy data relating to one or more continuous improvement programs adopted within the enterprise, and displaying, on the user interface, a representation of the policy data in the form of an interactive guide, the user interface configured to provide access to applicable enterprise policy information that is available to a user.

Description:
BACKGROUND OF THE INVENTION 
       [0001]    The field of the invention relates generally to continuous improvement processes, and more specifically, to methods and systems that provide a central enterprise framework to communicate and deploy one overarching continuous improvement approach. 
         [0002]    Within a large enterprise, various approaches and continuous improvement strategies are developed and applied across the enterprise. Deployment of these various approaches and continuous improvement strategies are evidenced by, business processes and lists of tools are oriented around individual approaches, subject matter experts that are aligned by continuous improvement strategies, and training that is driven by specific continuous improvement strategies. Most of these improvement strategies are well known (i.e., Lean, Theory of Constraints, Six Sigma, etc.). 
         [0003]    By not having one overarching continuous improvement approach, an enterprise is not able to leverage the intellectual capital across the company relative to continuous improvement. This inability to leverage impacts an enterprise&#39;s ability to innovate and produce their products and services with high quality, lower costs, and greater speed. 
         [0004]    While analyzing the above described problems, it was recognized that multiple continuous improvement tools are used across an enterprise, generally with little standardization, creating confusion as to which tools, and thus which methods were best to perform continuous improvement. Symptoms of the problem include, for example, a perception that there are too many continuous improvement related tools, the tools were not well understood, the tools were not easily accessible by those that could benefit from use of the tool and associated methods, and the tools were not integrated in a common framework. 
         [0005]    Some of the above described problems are at least partially addressed through one or more of: lists of continuous improvement tools that are oriented around individual methods, the above mentioned subject matter experts associated with a particular continuous improvement method, and the above mentioned training associated with the particular continuous improvement method. 
         [0006]    The problems outlined above, as would be expected, generate less than the desired results in that: personnel have a difficult time finding the right tool for the continuous improvement job, personnel generally have to call an expert in the particular continuous improvement method/tool resulting in possible delays and/or an inappropriate application of the continuous improvement tool. As a result, the speed at which employees could resolve problems and make improvements is constrained. 
       BRIEF DESCRIPTION OF THE INVENTION 
       [0007]    In one aspect, a method for providing instruction relating to continuous improvement policies of an enterprise is provided. The method includes displaying, on a user interface, selectable icons operable for accessing a plurality of interactive guides relating to the policies of the enterprise, receiving, via the user interface, a selection of one of the icons, accessing, based on the selection, at least one file from a database, the at least one file including enterprise policy data that is related to the received icon selection, the enterprise policy data relating to one or more continuous improvement programs adopted within the enterprise, and displaying, on the user interface, a representation of the policy data in the form of an interactive guide, the user interface configured to provide access to applicable enterprise policy information that is available to a user. 
         [0008]    In another aspect, a system for interactive engagement with policies and associated procedures of an enterprise that relate to continuous improvement is provided. The system includes at least one electronic database capable of storing electronic information, wherein the stored electronic information includes files that contain the continuous improvement policies of the enterprise, a graphical user interface (GUI), the GUI comprising a plurality of selectable graphical elements, wherein each selectable graphical element is associated with at least one file in the at least one database, the selectable graphical elements presented on the GUI in the form of a roadmap, and a processing element responsive to the selection of the graphical elements from the roadmap, wherein the processing element is further configured to cause information from the at least one electronic database relating to one aspect of the enterprises continuous improvement policy to be presented to a user via the GUI in the form of an interactive guide to the continuous improvement policy. 
     
    
     
       BRIEF DESCRIPTION OF THE DRAWINGS 
         [0009]      FIG. 1  is a simplified block diagram of an exemplary embodiment of a server architecture of a system in accordance with one embodiment of the present invention. 
           [0010]      FIG. 2  is an expanded block diagram of an exemplary embodiment of a server architecture of a system in accordance with one embodiment of the present invention. 
           [0011]      FIG. 3  is an illustration of one embodiment of a roadmap for an overarching continuous improvement approach of an enterprise. 
           [0012]      FIG. 4  is a user interface for accessing a guided tour of the continuous improvement roadmap. 
           [0013]      FIG. 5  is a user interface for accessing an introduction to the overarching continuous improvement approach of the enterprise. 
           [0014]      FIG. 6  is a user interface for accessing an introduction to continuous improvement approaches that in combination make up the overarching continuous improvement approach of an enterprise. 
           [0015]      FIG. 7  is a user interface for accessing an introduction to the customer oriented focus that form a portion of the overarching continuous improvement approach of the enterprise. 
           [0016]      FIG. 8  is a user interface for accessing an introduction to the global supply base issues that form a portion of the overarching continuous improvement approach of the enterprise. 
           [0017]      FIG. 9  is a user interface for accessing an introduction to the learning and doing focus that forms a portion of the overarching continuous improvement approach of the enterprise. 
           [0018]      FIG. 10  is a user interface for accessing an introduction to the common language focus that forms a portion of the overarching continuous improvement approach of the enterprise. 
           [0019]      FIG. 11  is a user interface for accessing an introduction to the engagement and empowerment of employees that forms a portion of the overarching continuous improvement approach of the enterprise. 
           [0020]      FIG. 12  is a user interface for accessing an introduction to leader development that forms a portion of the overarching continuous improvement approach of the enterprise. 
           [0021]      FIG. 13  is a user interface for accessing an introduction to sharing ideas focus that forms a portion of the overarching continuous improvement approach of the enterprise. 
           [0022]      FIG. 14  is a user interface for accessing an introduction to the growth focus that forms a portion of the overarching continuous improvement approach of the enterprise. 
           [0023]      FIG. 15  is a user interface for accessing an introduction to the cultural evolution focus that forms a portion of the overarching continuous improvement approach of the enterprise. 
           [0024]      FIG. 16  is a user interface for accessing an introduction to the tool selection process that forms a portion of the overarching continuous improvement approach of the enterprise. 
           [0025]      FIG. 17  is a user interface associated with a navigation tool that is selectable from the user interface of  FIG. 16 . 
           [0026]      FIG. 18  is a flowchart illustrating a method for using the navigation tool described with respect to claim  17 . 
       
    
    
     DETAILED DESCRIPTION OF THE INVENTION 
       [0027]    The embodiments described herein recognize that a central enterprise framework is required to communicate and deploy one overarching continuous improvement approach for an enterprise. A web-based system is utilized and has the technical effect of providing a roadmap for implementation and use of a continuous improvement approach that combines the features of multiple continuous approaches utilized within an enterprise. This roadmap, as is further described herein, provides the single interactive resource and a central framework to allow for standardization of continuous improvement. More specifically, the web-based system and the roadmap are operable to display a plurality of interactive tools, arranged in roadmap fashion, for the purpose of deploying company policy, for example via an intranet associated with the enterprise. 
         [0028]    The roadmap is an interactive policy engagement product, providing a single resource for all employees of an enterprise to learn about the elements of the overarching continuous improvement approach for the enterprise, as well as providing access to education, training, information, continuous improvement tools and resources to execute the continuous improvement approach. 
         [0029]    The systems and processes are not limited to the specific embodiments described herein. In addition, components of each system and each process can be practiced independent and separate from other components and processes described herein. Each component and process also can be used in combination with other assembly packages and processes. 
         [0030]      FIG. 1  is a simplified block diagram of an exemplary system  100  in accordance with one embodiment of the present invention. In one embodiment, system  100  is a web-based system used for implementing the above mentioned roadmap along with the tools that are utilized in association with the roadmap, and is operable to implement continuous improvement techniques across an enterprise. In addition, system  100  is operable as a training system, which can be utilized by users for training in the use of the above mentioned roadmap and tools associated with the roadmap. 
         [0031]    More specifically, in the example embodiment, system  100  includes a server system  112 , and a plurality of client sub-systems, also referred to as client systems  114 , connected to server system  112 . In one embodiment, client systems  114  are computers including a web browser, such that server system  112  is accessible to client systems  114  using the Internet. Client systems  114  are interconnected to the Internet through many interfaces including a network, such as a local area network (LAN) or a wide area network (WAN), dial-in-connections, cable modems, special high-speed ISDN lines, and wireless interfaces. Client systems  114  could be any device capable of interconnecting to the Internet including a web-based phone, personal digital assistant (PDA), or other web-based connectable equipment. A database server  116  is connected to a database  120  containing information on a variety of matters, as described below in greater detail. In one embodiment, centralized database  120  is stored on server system  112  and can be accessed by potential users at one of client systems  114  by logging onto server system  112  through one of client systems  114 . In an alternative embodiment, database  120  is stored remotely from server system  112  and is configured to store data relating to the continuous improvement approach for an enterprise. 
         [0032]      FIG. 2  is an expanded block diagram of an exemplary embodiment of a server architecture of a system  122  in accordance with one embodiment of the present invention. Components in system  122 , identical to components of system  100  (shown in  FIG. 1 ), are identified in  FIG. 2  using the same reference numerals as used in  FIG. 1 . System  122  includes server system  112  and client systems  114 . Server system  112  further includes database server  116 , an application server  124 , a web server  126 , a fax server  128 , a directory server  130 , and a mail server  132 . A disk storage unit  134  is coupled to database server  116  and directory server  130 . Servers  116 ,  124 ,  126 ,  128 ,  130 , and  132  are coupled in a local area network (LAN)  136 . In addition, a system administrator&#39;s workstation  138 , a user workstation  140 , and a supervisor&#39;s workstation  142  are coupled to LAN  136 . Alternatively, workstations  138 ,  140 , and  142  are coupled to LAN  136  using an Internet link or are connected through an Intranet. In certain embodiments, one or more of the interconnections may be via a wireless interface. 
         [0033]    In one embodiment, each workstation,  138 ,  140 , and  142  is a personal computer having a web browser. In other embodiments, other devices, such as PDAs, web-based phones, and the like may be used as a user interface to system  122 . Although the functions performed at the workstations typically are illustrated as being performed at respective workstations  138 ,  140 , and  142 , such functions can be performed at one of many personal computers coupled to LAN  136 . Workstations  138 ,  140 , and  142  are illustrated as being associated with separate functions only to facilitate an understanding of the different types of functions that can be performed by individuals having access to LAN  136 . 
         [0034]    Server system  112  is configured to be communicatively coupled to various individuals, including employees  144  and to third parties, e.g., account holders, customers, auditors, etc.,  146  using an ISP Internet connection  148 . The communication in the exemplary embodiment is illustrated as being performed using the Internet, however, any other wide area network (WAN) type communication can be utilized in other embodiments, i.e., the systems and processes are not limited to being practiced using the Internet. In addition, and rather than WAN  150 , local area network  136  could be used in place of WAN  150 . Finally employees  144  may utilize any device capable of interconnecting to the Internet including a web-based phone, personal digital assistant (PDA), or other web-based connectable equipment. 
         [0035]    In the exemplary embodiment, any authorized individual having a workstation  154  can access system  122 . At least one of the client systems includes a manager workstation  156  located at a remote location. Workstations  154  and  156  are personal computers having a web browser. Also, workstations  154  and  156  are configured to communicate with server system  112 . Furthermore, fax server  128  communicates with remotely located client systems, including a client system  156  using a telephone link. Fax server  128  is configured to communicate with other client systems  138 ,  140 , and  142  as well. 
         [0036]      FIG. 3  is a user interface  200 , illustrating one embodiment of a roadmap  210  for implementation and use of a continuous improvement approach. In one embodiment, the roadmap  210  is configured for all employees, within all work environments of an enterprise. In alternative embodiments, information for particular employee groups, such as managers, is isolated so that such information cannot be accessed by all employees. Roadmap  210  includes a plurality of icons, as illustrated in  FIG. 3 . Through user selection of a roadmap icon, an introduction of the icon is provided as well as other supporting information, including, but not limited to videos, audio, links, and other references. Through selection of the various icons in roadmap  210 , a user is able to display a plurality of interactive tools, receive information on applicable multi-disciplined continuous improvement tools on one software application, and interactively reevaluate and reiterate other applicable continuous improvement tools. From the perspective of the enterprise, employee education, training, engagement, and policy deployment are achieved as well as the creation of a standard centralized enterprise framework that organizes the elements of the enterprise&#39;s overarching continuous improvement approach. 
         [0037]    Roadmap  210  provides a common integrated approach to continuous improvement, with access to sets of multi-discipline process improvement tools, methods, information, networking, education and training across an enterprise. In corporation of a system that incorporates the elements of the roadmap described further herein helps to accelerate long-term growth and productivity, distinguish an enterprise from its competitors, and enables the enterprise to deliver high levels of customer satisfaction. 
         [0038]    Utilization of the roadmap approach to continuous improvement builds on bringing the best of an enterprise together, providing a common approach for continuous improvement. Having a common understanding of the elements of the enterprise&#39;s continuous improvement approach, via a common source enables higher quality in the daily work of the enterprise&#39;s employees, which drives higher quality in their products and services, in addition to meeting customer expectations of working more efficiently and effectively. The roadmap approach eliminates redundancies and waste. 
         [0039]    The embodiment of roadmap  210  illustrated in  FIG. 3  includes the following selectable icons: a guided tour icon  220  for accessing a guided tour of the continuous improvement roadmap, a Lean+ icon  230  for accessing an introduction to the overarching continuous improvement approach of the enterprise, a merge icon  240 , a begins and ends with customer icon  250 , a global supply base icon  260 , a learning and doing icon  270 , a common language icon  280 , an engaged and empowered people icon  290 , a leaders teaching leaders icon  300 , a learning, sharing and replicating icon  310 , a profitable growth and flawless execution icon  320 , a cultural evolution icon  330 , and a right tool for the right job icon  350 . A user interface that is associated with the right tool for the right job icon  350 , as further described below is sometimes referred to as a navigation tool or NavTool. Functionality associated with the above listed icons is further described below with respect to the corresponding figures. 
         [0040]      FIG. 4  is a user interface  400  for accessing a guided tour of the continuous improvement roadmap that is accessible from the roadmap  210  in the user interface  200  of  FIG. 3  through selection of the guided tour icon  220 . In the illustrated embodiment, the guided tour is in the form of an online video  402  that can be viewed by the user. In certain embodiments, user interface  400  may be configured to include frequently asked questions and speaker notes. 
         [0041]      FIG. 5  is a user interface  430  for accessing an introduction to the overarching continuous improvement approach of the enterprise that is accessible from the roadmap  210  in the user interface  200  of  FIG. 3  through selection of the Lean+ icon  230 . User interface  430  includes a definition  432  of the Lean+ approach, selectable calls to action  434 , and selectable resources  436 . An online video  438  may provide a portion of the introduction to the Lean+ approach to continuous improvement. As described herein, Lean+ is an approach for combining the elements of multiple continuous improvement approaches. 
         [0042]      FIG. 6  is a user interface  460  for accessing an introduction to continuous improvement that in combination make up the overarching continuous improvement approach of the enterprise. The user interface  460  is accessible from the roadmap  210  in the user interface  200  of  FIG. 3  through selection of the merge icon  240 . User interface  460  includes a summary  462  of the Lean+ approach, and selectable calls to action  464 . An online video  468  may provide a portion of the introduction to continuous improvement. 
         [0043]      FIG. 7  is a user interface  490  for accessing an introduction to the customer oriented focus that form a portion of the overarching continuous improvement approach of the enterprise. The user interface  490  is accessible from the roadmap  210  in the user interface  200  of  FIG. 3  through selection of the begins and ends with customer icon  250 . User interface  490  includes an introduction  492  to customer focus under the Lean+ approach, selectable calls to action  494 , and selectable resources  496 . An online video  498  may provide a portion of the introduction to the customer focus of the Lean+ approach to continuous improvement. 
         [0044]      FIG. 8  is a user interface  520  for accessing an introduction to the global supply base issues that form a portion of the overarching continuous improvement approach of the enterprise. The user interface  520  is accessible from the roadmap  210  in the user interface  200  of  FIG. 3  through selection of the global supply base icon  260 . User interface  520  includes an introduction  522  to a global supply base under the Lean+ approach, selectable calls to action  524 , and selectable resources  526 . An online video  528  may provide a portion of the introduction to the global supply base portion of the Lean+ approach to continuous improvement. 
         [0045]      FIG. 9  is a user interface  550  for accessing an introduction to the learning and doing focus that form a portion of the overarching continuous improvement approach of the enterprise. The user interface  550  is accessible from the roadmap  210  in the user interface  200  of  FIG. 3  through selection of the learning and doing icon  270 . User interface  550  includes an introduction  552  to learning and doing continuous improvement under the Lean+ approach, selectable calls to action  554 , and selectable resources  556 . An online video  558  may provide a portion of the introduction to the learning and doing portion of the Lean+ approach to continuous improvement. 
         [0046]      FIG. 10  is a user interface  580  for accessing an introduction to the common language focus that form a portion of the overarching continuous improvement approach of the enterprise. The user interface  580  is accessible from the roadmap  210  in the user interface  200  of  FIG. 3  through selection of the common language icon  280 . User interface  580  includes an introduction  582  to common language under the Lean+ approach, a selectable search glossary icon  584 , and a selectable problem notification icon  586 . An online video  588  may provide a portion of the introduction to the common language portion of the Lean+ approach to continuous improvement. 
         [0047]      FIG. 11  is a user interface  610  for accessing an introduction to the engagement and empowerment of employees that forms a portion of the overarching continuous improvement approach of the enterprise. The user interface is accessible from the roadmap  210  in the user interface  200  of  FIG. 3  through selection of the learning and doing icon  290 . User interface  610  includes an introduction  612  to engagement and empowerment of employees under the Lean+ approach, selectable calls to action  614 , and selectable resources  616 . An online video  618  may provide a portion of the introduction to the engaged and empowered people portion of the Lean+ approach to continuous improvement. 
         [0048]      FIG. 12  is a user interface  640  for accessing an introduction to leader development that forms a portion of the overarching continuous improvement approach of the enterprise. The user interface  640  is accessible from the roadmap  210  in the user interface  200  of  FIG. 3  through selection of the leaders teaching leaders icon  300 . User interface  640  includes an introduction  612  to leader development of employees under the Lean+ approach, selectable calls to action  644 , and selectable resources  646 . An online video  648  may provide a portion of the introduction to the leaders teaching leaders portion of the Lean+ approach to continuous improvement. 
         [0049]      FIG. 13  is a user interface  670  for accessing an introduction to sharing ideas focus that forms a portion of the overarching continuous improvement approach of the enterprise. The user interface  670  is accessible from the roadmap  210  in the user interface  200  of  FIG. 3  through selection of the learning, sharing and replicating icon  3   10 . User interface  670  includes an introduction  672  to idea sharing and learning among employees under the Lean+ approach, selectable calls to action  674 , and selectable resources  676 . An online video  678  may provide a portion of the introduction to the learning, sharing, and replicating portion of the Lean+ approach to continuous improvement. 
         [0050]      FIG. 14  is a user interface  700  for accessing an introduction to the growth focus that forms a portion of the overarching continuous improvement approach of the enterprise. The user interface  700  is accessible from the roadmap  210  in the user interface  200  of  FIG. 3  through selection of the profitable growth and flawless execution icon  320 . User interface  700  includes an introduction  702  to profitability and growth for employees under the Lean+ approach, selectable calls to action  704 , and selectable resources  706 . An online video  708  may provide a portion of the introduction to the profitable growth and flawless execution portion of the Lean+ approach to continuous improvement. 
         [0051]      FIG. 15  is a user interface  730  for accessing an introduction to the cultural evolution focus that forms a portion of the overarching continuous improvement approach of the enterprise. The user interface  730  is accessible from the roadmap  210  in the user interface  200  of  FIG. 3  through selection of the cultural evolution icon  330 . User interface  730  includes an introduction  732  to cultural changes under the Lean+ approach, selectable calls to action  734 , and selectable resources  736 . An online video  738  may provide a portion of the introduction to the cultural evolution portion of the Lean+ approach to continuous improvement. 
         [0052]      FIG. 16  is a user interface  760  for accessing an introduction to the tool selection processes that form a portion of the overarching continuous improvement approach of the enterprise. The user interface  760  is accessible from the roadmap  210  in the user interface  200  of  FIG. 3  through selection of the right tool for the right job icon  350 . User interface  760  includes an introduction  762  to tools associated with continuous improvement, an illustration of the continuous improvement cycle  674  under the Lean+ approach, and a selectable icon  766  which allows a user to check out a Lean+ NavTool. 
         [0053]    The continuous improvement cycle  674  under the Lean+ approach includes five steps, including defining and describing the problem or opportunity  780 , identifying root causes  782 , identifying and proposing solutions  784 , implementation of the solutions  786 , and sustaining the gains  788 . These steps can generally be identified in commonly utilized continuous improvement approaches. In the user interface  790  of  FIG. 17 , which is a user interface to the above mentioned Lean+ NavTool, these steps are selectable as shown. 
         [0054]    The continuous improvement (CI) cycle  800  helps an enterprise by leveraging intellectual capital to solve problems and advance improvement across the enterprise. Providing the right tool for the right job is key to the cycle. The user interface  790  is one portion of a series of user interfaces that operate as a guide to the steps in dealing with a problem or making an improvement. As can be seen in the elements of CI cycle  800 , a plan-do-check-act approach is taken in the development of common continuous improvement processes and tools for the enterprise. 
         [0055]    The CI cycle  800  includes the steps of determining if you are trying to define and describe a problem, identifying root causes, identifying and testing proposed solutions, implement solutions, and working to sustain the gains, which is the effort required to reap the business benefits of the improvement. 
         [0056]    A user interface associated with each step explains the actions to take at different stages of problem-solving and also maps the user to a set of standard tools. A user is able to follow the CI cycle  800  steps sequentially or start at the step that best matches the user&#39;s needs. If the user chosen tool does not work, or if the user is ready for the next step, the user is able to return to the cycle, via user interface  790  and continue to explore. 
         [0057]    Go/no-go lines  810 ,  812  prompt a user to check a proposed solution before it is implemented. And the last step, sustaining the gains, reminds the user that achieving continuous improvement means that a solution must be implemented and validated successfully over time to sustain the gains. 
         [0058]    In the user interface  790  of  FIG. 17 , accessible from selection of the selectable icon  766  shown in  FIG. 16 , the user has selected the continuous improvement cycle step of identification of root causes  830  as the CI step they are at in the CI cycle  800 . More particularly, by selecting (clicking on identifying root causes  782 ) this CI step via the user interface  790 , the user is presented with drill down tool choices. One of several process steps  832  are the drill down steps associated with root cause identification and includes collection organization, and analyzing of data as well as determination of cause and effect. Tool types  834  are also presented, grouped by level of difficulty. The tool types  834  associated with root cause identification include self tools, which are easily used, learn-do tools, which may require training, and a list of professional resources. A user is also provided with a tool list  836 . The tool list  836  provides a user with a list of tools to choose from that they can review in order to select the tool that is likely able to help them address their specific CI cycle issue. A search function  838  allows a user to select a specific tool if the user already knows which tool they want to use. 
         [0059]    As is understood from the above description of user interface  790 , the described Lean+ tool set is mapped to the continuous improvement cycle, allowing the user to address issues and actions at the right time using the right tool. Reviewing the entire CI cycle when working on a problem or improvement is a good way to check progress, and to continue improving even as the user or a group of employees moves forward. 
         [0060]    The above described application also provides additional functionality to selected users, for example, administrators of the application, to maintain the information presented by the application via user interface  790 . This functionality includes maintaining the tools, grouping of tools, and association of tools with the improvement cycle steps. Each of the data types can be maintained by adding, removing or altering all or part of the information about the data type listed above or by altering any associated files. Any change made by the administrators is then visible to all users of the application. 
         [0061]      FIG. 18  is a flowchart  900  illustrating a method for using the navigation tool described with respect to  FIG. 17 . A user attempt to login  902  to the NavTool via a user interface such as has been described herein. If it is determined  904 , that the user is not authorized to access the NavTool, access is denied  906  and the process ends. 
         [0062]    After determining  904  that the user is authorized to access the NavTool, via a successful login, the user selects  910  the continuous improvement step, for example implementing the solution step, that they are interested in as described herein. As will be understood, the selection  910  results in the user being presented with a capability to select  912  a process step associated with the selected  910  continuous improvement step, and then select  914  one of the tools types associated with the process step. Selection  914  of a tool type results in the user being able to select  916  a tool from a list and then view  918  information related to the selected  916  tool. 
         [0063]    Alternatively, after determining  904  that the user is authorized to access the NavTool, via a successful login, the user may select  920  a tool category, or may search  930  for a tool by name. Both of these user choices provide the user an opportunity to select  916  a tool from a list as described in the preceding paragraph. Whichever path is used to get to the viewing  918  of information related to the selected  916  tool, the user is able to access one or more sets of information related to the selected  916  tool. Referring again to flowchart  900 , the user is able to view  940  tool information, view  942  tool instructions, download  944  a template associated with the selected tool, and find  946  professional assistance. After the user has viewed  918  the desired tool information, they logout  950  from the NavTool. 
         [0064]    In summary, the Lean+ NavTool illustrated through  FIGS. 16 ,  17  and  18  stratifies and organizes the tools around the continuous improvement cycle model, aligns and delivers the tools, education and training via a computing application to employees based on their need and capability. In addition, the Lean+ NavTool provides access and visibility to an integrated and structured business process while also providing a guide using a five step continuous improvement cycle that combines the “plan-do-check-act” with the continuous improvement cycle model. Each of the five steps explains the actions needed at different stages of problem-solving and also maps an employee to a set of standard continuous improvement tools. The cycle can be followed sequentially, or start at the step that best matches user needs. The Lean+ NavTool allows selection of the applicable tool to address a specific problem or opportunity and interactively reevaluates and reiterates other applicable tools thereby achieving employee education, training, engagement, and policy deployment. Finally, the Lean+ NavTool provides information on all applicable multi-discipline continuous improvement tools. 
         [0065]    The Lean+ Roadmap serves to deploy enterprise policy using information descriptors allowing a user to gain access to multi-discipline continuous improvement information, tools, education, training, networking and resources via an enterprise intranet. 
         [0066]    The described embodiments provide a common model and integrated approach including access to sets of multi-discipline process improvement tools, methods, education and training across the enterprise. This accelerates an entity&#39;s long-term growth and productivity, distinguishes the entity from competitors, and enables the entity to deliver customer satisfaction. 
         [0067]    Currently utilized solutions do not provide an integrated access integrated approach with access to set of multi-discipline process improvement tools, methods, education and training across the enterprise. These problems are evidenced by the existence of lists of tools oriented around individual methods, subject matter experts aligned by continuous improvement method (Lean, TOC, Six Sigma etc.), and training is provided by a specific continuous improvement method (Lean, TOC, Six Sigma etc.). 
         [0068]    The Lean+ NavTool is driven by a business process and information descriptors allowing a user to gain access to information, tools, templates, and resources for continuous improvement via the company intranet. All information can be downloaded by the user saved to a local computer, used real time, and used as an educational tool. The user can gain access to a list of resources to assist them. 
         [0069]    This written description uses examples to disclose the invention, including the best mode, and also to enable any person skilled in the art to practice the invention, including making and using any devices or systems and performing any incorporated methods. The patentable scope of the invention is defined by the claims, and may include other examples that occur to those skilled in the art. Such other examples are intended to be within the scope of the claims if they have structural elements that do not differ from the literal language of the claims, or if they include equivalent structural elements with insubstantial differences from the literal languages of the claims.