The Deming Cycle or The Plan-Do-Check-Act (PDCA) model is a proven framework for implementing continuous quality improvement. It originated in the 1920s with Walter A. Shewhart. These four steps provide the framework for continuous improvement. The PDCA cycle basically starts with a plan and ends with an action in accordance with the information learned during the process. In later years Dr. Deming actually changed the Check portion to the term Study to highlight the creation and validation of new knowledge during that portion of the cycle. There is a Slideshare presentation using this slideck.
5. The only competitive advantage you have
is the rate at which you learn from your
customers.
Positioning your organization in your customer’s
playground is the most important role marketing has.
6. Marketing with PDCA
PDCA = Knowledge Creation
• Knowledge is limited at
beginning
• Key information not known
• Feedback to justify hypotheses
• Customers changes mind
• Each cycle closer to the goal
7. PDCA is a Call to Action
Start with a problem that you don’t have the current
knowledge to solve.
What don’t I understand that I need to learn?
What change do I need to see?
Close the knowledge gap
before closing the performance gap.
10. SALES PDCA
Do
CheckAct
Plan
Select the Improvement
Empower the Team
Locate the people who understand the process
Analyze the current process
Select the initial Problem Perception
Actors
14. S: Select the initial Problem Perception
• What is the problem to be solved?
• Describe the problem, issue or need that your
project is intended to address.
• Always Predict
• Allows actions to be more focused
• Ensures that relevant data will be collected.
• Enables results to be obtained quicker
Actors
15. A: Analyze the current process
• Review the Critical to Quality (CTQ) issues facing
this value stream and how they apply to this
cycle.
• What should be involved in this step?
• Have customers’ expectations and specifications
been examined and documented?
• What are the points of concern?
Actors
16. L: Locate people who understand the process
• List the members of your team
• Including position and role they will play.
Name Position Role
Actors
17. E: Empower the Team
• Team is autonomous and completely responsible for
the 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 it 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, Weekly
Tactical, Monthly Strategic and others Actors
18. S: Select the Improvement
• Define the Gap that is to be completed in this
cycle
• Team agrees to the goals and outcomes expected
for this particular cycle
• Team accepts responsibilities of outcomes.
Actors
20. P: Plan
• What are the detailed steps you will take to make
an improvement?
• Clarify the problem, breaking down customer
decision process and people involve.
• Locate the point of concern or cause through
Who, What, Where, When
• Identify root cause and verify with data.
• Develop countermeasures utilizing user stories
and place on task board, prioritize. Actors
21. D: Do the plan
• Build Project Plan or iteration through user stories
• Provide line of sight through Kanban Board, Task
Board, Action Planner.
• Demonstrate work flow and problems
encountered.
• Use daily stand-ups or Andon to signify problems
or hang-ups.
Actors
22. C: Check (Study) see if improvement was
made
• Did the plan work? Study the results
• Collect and analyze data to demonstrate if gap
was closed
• Determine what changes worked and which ones
did not
Actors
23. A: Act (Adjust)
• Has the gap been closed?
• Has customers’ needs been completed?
• If not, reconsider and continue improvement
• If it has can customer can be handed off to next
stage/cycle, document steps taken.
• Can action be turned into standard work?
Start another PDCA cycle for the next phase of the project
Actors
29. Line of Site for Goal review at Monthly Strategic
Actors
30. PDCA uses 7 Basic Tools
• Affinity diagram: organizes a large number of ideas into their natural
relationships.
• Relations diagram: shows cause-and-effect relationships and helps you
analyze the natural links between different aspects of a complex situation.
• Tree diagram: breaks down broad categories into finer and finer levels of
detail, helping you move your thinking step by step from generalities to
specifics.
• Matrix diagram: shows the relationship between groups of information and
can give information about the relationship, strengths, the roles played or
measurements.
• Matrix data analysis: a complex mathematical technique for analyzing
matrices, often replaced in this list by the similar prioritization matrix.
• Arrow diagram: shows the required order of tasks in a project or process, the
best schedule for the entire project, and potential scheduling, problems and
solutions.
• Process decision program chart (PDPC): systematically identifies what
might go wrong in a plan under development.
32. PDCA is the Culture of Lean
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
“Lean is not a revolution; it is solve one thing and prove one thing.”
- Dr. Michael Balle
34. http://leanmarketinglab.com
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