This document discusses the principle of being "an inch wide and a mile deep" as a strategic approach. It contrasts this with being "a mile wide and an inch deep", which represents a high activity, high cost strategy with relatively low yields. The "inch wide and mile deep" approach focuses on identifying root causes rather than addressing multiple effects, and advocates solving problems at their core for greater influence and lower costs over time. It promotes targeting improvement actions on key issues and delving deeply into why they exist and how to address underlying causes.

1. An Inch Wide and a Mile Deep
Presented by:
Mike Henderson
Business Performance Consultant
mrhenderson1105@gmail.com

2. 2
There is great need to recognize that high activity is not
necessarily a sign of productive and effective work. It may be a
sign of strategically significant waste.
An Inch Wide and a Mile Deep as a Strategic
Principle:

3. Improvement Actions:
“Mile Wide and an Inch Deep”
Problem A
Why?
Solution
Problem B
Why?
Solution
Problem C
Why?
Solution
Problem D
Why?
Solution
Problem E
Why?
Solution
Breadth of Action (Applied Resources)
Span of Influence
A High Activity, High Cost, Relative Low Yield Strategy
3

4. Improvement Actions:
“Inch Wide and a Mile Deep”
Problem A Problem B Problem C
Why?
Why?
Why?
Why?
Why?
Root Cause Solution
Problem D Problem E
Span of Influence
A Relative Low Activity, Low Cost, High Yield Strategy4
Breadth of Action (Applied Resources)

5. For any effect there is a root cause.
A root cause has many effects.
Find and address the root cause
rather than fix the many effects, as
there is no end to the latter.
Quote adapted from Celestine Chua
5

6. For any effect there is a root cause.
A root cause has many effects.
Find and address the root cause
rather than fix the many effects, as
there is no end to the latter.
Quote adapted from Celestine Chua
5