01 · Purpose
Why and when to use it
Why?
It reduces avoidable surprises and ensures that information reaches people in time to affect their work or decisions.
When?
Set the approach in Define and adapt it during investigation, testing, implementation and handover.
Who takes part? The leader coordinates the plan; information owners provide accurate updates; stakeholders help choose usable channels.
02 · Application
How to apply it
Start with: Stakeholder needs, decisions, reporting requirements, working patterns and available channels.
- Identify each audience and the purpose of communication.
- Specify what information or decision is needed.
- Choose a channel suited to urgency, access and confidentiality.
- Set timing, an owner and a way to confirm understanding.
- Define escalation for blockers or important deviations.
- Review whether recipients can use the information and adjust the plan.
03 · Example
A warehouse dispatch project
Original illustrative example. All quantities, targets, roles and timings below are fictional teaching assumptions, not findings from a real project.
| Audience | What / why | When and channel | Owner |
|---|---|---|---|
| Project team | Actions, evidence and blockers | Weekly working review and shared action log | Leader |
| Both warehouse shifts | Observation arrangements and pilot changes | Before affected shifts; brief shift discussion | Shift representative |
| Sponsor | Evidence, forecast and decisions needed | At phase reviews; urgent escalation for major constraints | Leader |
| Process owner | Standards, measures and response responsibilities | Before handover; documented walkthrough | Leader and operational owner |
04 · Interpretation
What the result tells you
A sent message is not proof that the recipient understood or can act. Important operating changes require confirmation with the people doing the work, including staff who do not regularly read office email.
Completion check: A communication plan with audiences, purposes, channels, timing, owners and feedback routes.
05 · Judgement
Mistakes and limitations
Common mistakes
- Sending the same large report to everyone.
- Omitting night shifts or temporary staff.
- Using a status update when a clear decision request is needed.
Limits of the tool
Communication cannot resolve every disagreement. Escalate unresolved decisions through agreed authority and keep shared information proportionate to need.
07 · Reading
Sources and further reading
Toolset backbone: Six Sigma+Lean Toolset: Mindset for Successful Implementation of Improvement Projects, second edition, edited by Stephan Lunau, with Renata Meran, Alexander John, Olin Roenpage and Christian Staudter (Springer, 2013). This reference identifies the toolset; the book text was not available for a chapter-level comparison in this development pass. The explanations, application sequence and fictional examples here are original LeanTrainingLab teaching material. Linked readings provide background; they do not prescribe every example or target.