PDCA in Lean Sales and Marketing

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This presentation is an overview on how to implement PDCA (Plan – Do – Check – Act) in the field of Lean Sales and Marketing. It includes an outline for standard work and an embedded video.

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PDCA in Lean Sales and Marketing

  1. 1. PDCA for the Lean Engagement Team Book Coming Soon! The Collaborative Cycle of Sales and Marketing
  2. 2. Please review Lean Marketing Canvas before preceding.
  3. 3. 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.
  4. 4. Customer Experience will mimic your Employee Experience • Know your team, design for personal & social needs • Build fun/pleasure/satisfaction into activities • Design cycles based on desired customer experience • Embrace motivators like power, autonomy & belonging
  5. 5. 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
  6. 6. 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.
  7. 7. Successful Lean teams are iTeams Teamwork is an individual not group skill Individuals must take responsibility for… • the quality and productivity of each team • relationships they are part of • individual accountability • the larger, shared tasks or deliverables
  8. 8. Lean Engagement Team Value Stream Manager Team Coordinator Sales Team Marketing Communication
  9. 9. The Value Stream Manager (VSM) represents the product/service markets and the business. Team Coordinator (TC) maintains the integrity of the processes through coaching and predefined control points. The Sales and Marketing Team (Team) is a cross- functional group whose number and expertise are derived from the decision-making path of the customer. This Team does the actual sales, providing content, technical functions, trials, testing, etc. The Team Coordinator (TC) maintains the integrity of the processes through coaching and predefined control po Overview:
  10. 10. SALES EDCA/PDCA/SDCA The SALES part of the framework is where the sales team gets its directions and coaching from the team coordinator and value stream manager. Within the actual cycles the sales team is empowered to make their own choices and determine their own direction to accomplish the goals of that cycle. One of the key considerations in developing a team is to determine the objective of the cycle. Is it primarily creativity, problem-resolution, or tactical execution?
  11. 11. SALES PDCA PDCA provides feedback to justify our hypotheses and increase our knowledge. This allows both the customer and us not to be perfect the first time. The rate of change or the speed of the improvement is a key competitive factor in today’s world. PDCA allows for major jumps in performance not through massive breakthroughs but through frequent small improvements. One of the key considerations in developing a team is to determine the objective of the cycle. In PDCA, we structure for problem-resolution. 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
  12. 12. 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
  13. 13. The SALES part of the framework is where the sales team gets its directions and coaching from the team coordinator and value stream manager.
  14. 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
  15. 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?
  16. 16. L: Locate people who understand the process • List the members of your team • Including position and role they will play. Name Position Role
  17. 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
  18. 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.
  19. 19. Within the actual cycle the sales team is empowered to make their own choices and determine their own direction to accomplish the goals of that cycle. Plan is 50% of effort
  20. 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.
  21. 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.
  22. 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
  23. 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?
  24. 24. Example of Team Member Standard Work
  25. 25. Provides Line of Sight for Team at Daily Standup
  26. 26. Team Coordinator/Leader Standard Work
  27. 27. Line of Site for resources needed at weekly tactical Can auto-populate or be completed by hand. Easily used as part of the task board in a War Room type environment. Virtual Teams can use something as simple as Google Documents or many other popular software packages. Providing a visual, simple and easily access document is the key.
  28. 28. Value Stream Manager Standard Work
  29. 29. Line of Site for Goal review at Monthly Strategic
  30. 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.
  31. 31. What is your iCustomer Level? The iCustomer level is not a tangible number. It is strictly based on the degree of interaction your organization needs based on the products/services it is delivering.
  32. 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
  33. 33. Resources Books: The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers Making Ideas Happen: Overcoming the Obstacles Between Vision and Reality Get Clients Now!(TM): A 28-Day Marketing Program for Professionals, Consultants, and Coaches
  34. 34. Available on Amazon: • Kindle • CD Rom • Ring bound Available on Business901: • PDF – Instant Download Lean Marketing House Trio
  35. 35. Marketing with Lean Program Series 1. Lean Marketing House Overview 2. Driving Market Share 3. Marketing with PDCA 4. Marketing with A3 5. Lean Engagement Team
  36. 36. http://business901.com Visit the Business901 Website Information on Lean, Six Sigma, Theory of Constraints, Kanban and how they relate to Marketing. • Over 80 Free eBooks • Regular Blog Posts • Podcast with Celebrated Authors, Industry Practitioners and Leading Thought Leaders Our Mission is to bring Continuous Improvement to Sales and Marketing.

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