EDCA for Lean Service Design

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As you start in EDCA, remember that the User/Customer is at the center of your universe. You have to continue improving and earning the right to remain within their sphere of influence. Most of us design services around how we think, not how the customer thinks. We have this idea that we know what is right. What I can tell you is that you are probably wrong. Move away from thinking that you are the “expert” or the smartest person in the room. Instead move towards the thinking that the “room is the smartest person.” In the EDCA outline that follows take the time to invest in learning from and with your customer. Invest in an excellent customer service experience. EDCA is a term I learned from @GrahamHill which means Explore-Do-Check-Act. There is a Slideshare presentation using this slide deck.

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EDCA for Lean Service Design

  1. 1. Serviceby Joe Dager, Business901LeanDesignServiceEDCASDCAPDCA
  2. 2. Visual Management
  3. 3. EDCAfor theLean EngagementTeam
  4. 4. Pull = AccessValue – in – UseService and Products are a means to an endValue Co-CreationNot for customers rather with customersTrustReal value with all stakeholders
  5. 5. Explore thru PullAccess• Not about “Stocks of Knowledge” versus“Flow of Knowledge.”Attract• Being part of customer conversations.Achieve• Supported by a broad collection of peopleand resources which you can pull from.
  6. 6. Explore when Problem is unknownEDCA =• What is?• What If?• What Wows?• What Works?
  7. 7. EDCA is a Journey in the Customer’s Playground
  8. 8. EDCA is closely related to…Stage 1: ExplorationStage 3: ReflectionStage 2: CreationStage 4: ImplementationService Design Thinking Design ThinkingStage 1: EmpathyStage 2: DefineStage 3: IdeateStage 4: PrototypeStage: 5: Test
  9. 9. SALES EDCADoCheckActExploreSelect a limited set of needs you are designing forEmpower the TeamLocate the people who understand the user and theneedsAnalyze the userSense-making: Give meaning to experience.
  10. 10. DoCheckActExploreSelect a limited set of needs you are designingforEmpower the TeamLocate the people who understand the user andthe needsAnalyze the userSense-making: Give meaning to experience.
  11. 11. Actors
  12. 12. S: Sense-making: Give meaning to experience• Create a point of view statement that defines theefforts to understand connections which can beamong people, places, and events.• Understanding the problem space is many times asimportant as understanding the user.Actors
  13. 13. A: Analyze the user• Define and study the user to develop insights as astarting point for defining value.• Review and focus on the service period todetermine the pre-service, service and postservice durations.• What are the points of concern?Actors
  14. 14. L: Locate people who understand the process• List the members of your team• Including position and role they will play.Name Position RoleActors
  15. 15. E: Empower the Team• Team is autonomous and completely responsible forthe tasks within this stage• Clarity is most critical factor for empowering a team• Why are we doing this project? Is it clear to all participants?• What are we going to do? How will it be measured?• Who is responsible for each task? Who does it involve?• How must is to be accomplished? How do we review?• Where will it take place? Where can the data be found?• When must it be complete?• Outline Meetings, Daily Stand-ups, WeeklyTactical, Monthly Strategic and othersActors
  16. 16. S: Select a limited set of needs you aredesigning for the user.• Create user stories based on this set of needs.• Team agrees to the goals and outcomes expectedfor this particular cycle• Team accepts responsibilities of outcomes.Actors
  17. 17. Actors
  18. 18. E: Explore• Observe, Think and Feel: Planning is not done inisolation. Visit customers, go to Gemba forplanning.• Visualization: use imagery to envision possiblefuture conditions• Journey Mapping: assess existing experiencethrough the customer’s eyes• Value Chain Analysis: assess current valuechain that supports the customer’s journeyActors
  19. 19. D: Do the plan• Act and Engage: look and generate newalternatives to the existing business model• Mind Mapping & Brainstorming: generateinsights from exploration activities and use thoseto create design criteria• Concept Development: assemble innovativeelements into a coherent alternative solutionthat can be explored and evaluatedActors
  20. 20. C: Check (Study) see if improvement was made• Analyze and optimize: isolating and testing the keyassumptions that will drive success or failure of aconcept• Rapid Prototyping: express a new concept in a tangibleform for exploration, testing, and refinement• Customer Co-Creation: enroll customers to participatein creating solution that best meets their needsActors
  21. 21. A: Act (Adjust)• Relate and Influence: No matter how good of a ideayou have, the key is still in gaining acceptance of others,build constituency .• Has exploratory needs been completed? If not,reconsider.• Can we improve through a Learning Launch• Create an affordable experiment• Let UX be the new solution over an extended period• Test key assumptions with market data.• Document the steps to complete hand off.Actors
  22. 22. Example of Team Member Standard WorkActors
  23. 23. Provides Line of Sight for Team at Daily StandupActors
  24. 24. Team Coordinator/Leader Standard WorkActors
  25. 25. Line of Site for resources needed at weekly tacticalProviding a visual, simpleand easily accessdocument is the key.Actors
  26. 26. Value Stream Manager StandardWork
  27. 27. Line of Site for Goal review at Monthly StrategicActors
  28. 28. EDCA uses 10 Basic Tools• Visualization: using imagery to envision possible future conditions• Journey Mapping: assessing the existing experience through the customer’s eyes• Value Chain Analysis: the current value chain that supports the customer’s journey• Mind Mapping: generating insights from exploration activities• Brainstorming: generating new alternatives to the existing business model• Concept Development: assembling innovative elements that can be explored• Assumption Testing: isolating and testing the key assumptions that will drive successor failure of a concept• Rapid Prototyping: expressing a new concept in a tangible form for exploration,testing, and refinement• Customer Co-Creation: enrolling customers to participate in creating the solution• Learning Launch: creating an affordable experiment that lets customers experience thenew solution over an extended period of time, so you can test key assumptions
  29. 29. The Toolset utilized and thediagram is from the bookDesigning for Growth
  30. 30. 7Cs of Co-Creation (Source: McColl-Kennedy)1. Co-operate (compliance)2. Collate (sorting, assorting, synthesising)3. Combine complementary skills, knowledge, expertise4. Connect eg with family, friends, service providers, supportgroups5. Co-learning6. Co-produce(self service, co-design, new service development)7. Cerebral activities (eg positive thinking, reframing, emotionalregulation)
  31. 31. Visual Management
  32. 32. http://leanmarketinglab.com• Over 130 Free eBooks• Regular Blog Posts• Free Tools• Discussion Groups• Podcast with Celebrated Authors, IndustryPractitioners and Leading Thought LeadersOur Mission is to bringContinuous Improvement to Sales and Marketing.

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