World-class organizations and teams have learned that the key to success is continuously advancing the competencies of their people. This presentation provides a deeper look at building people using proven PDCA learning cycles.

2. "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles

3. Thinking
Albert Einstein
"A Lean Enterprise is a Learning Enterprise"®Chuck Nobles

4. Systems View
Objective
Logical
Process Focus
Go See
Alignment
Clarity
(big picture, connections)
(fact-based)
(clear cause and effect)
(better process = better results)
(use intelligent observation)
(use 3D dialogue for agreement)
(can tell a clear story - coherent,
consistent and concise)
Personal traits that demonstrate P-D-C-A Thinking
"A Lean Enterprise is a Learning Enterprise"®Chuck Nobles

5. Thinking
Process
"A Lean Enterprise is a Learning Enterprise"®Chuck Nobles

6. PLAN
DO
CHECK
ACT/
ADJUST
STOP &
GO SEE
“Grasp the
Abnormality”
STOP & GO SEE
Establish an agreed
upon normal condition
• What should be
happening (normal)?
• What is actually
happening (abnormal)?
"A Lean Enterprise is a Learning Enterprise"®Chuck Nobles

7. PLAN
DO
CHECK
ACT/
ADJUST
STOP &
GO SEE
“Grasp the
Abnormality”
Teams must 1st establish
an agreed upon normal
condition
• What should be
happening (normal)?
• What is actually
happening (abnormal)?
PLAN
• Where are we at?
• Why? Why? Why?
• Where are we going?
• How will we get
there?
• What is the ideal
condition?
• What are the
targets?
"A Lean Enterprise is a Learning Enterprise"®Chuck Nobles

8. PLAN
DO
CHECK
ACT/
ADJUST
STOP &
GO SEE
“Grasp the
Abnormality”
Teams must 1st establish
an agreed upon normal
condition
• What should be
happening (normal)?
• What is actually
happening (abnormal)?
• Where are we at?
• Why? Why? Why?
• Where are we going?
• How will we get there?
• What is the ideal
condition?
• What are the targets?
DO
• How will we test
countermeasures?
• What is expected to
happen?
• What actually
happened? PLAN
DO
CHECK
ADJUST
“Grasp
Situation”
“Grasp
Situation”
"A Lean Enterprise is a Learning Enterprise"®Chuck Nobles

9. PLAN
DO
CHECK
ACT/
ADJUST
STOP &
GO SEE
“Grasp the
Abnormality”
Teams must 1st establish
an agreed upon normal
condition
• What should be
happening (normal)?
• What is actually
happening (abnormal)?
• Where are we at?
• Why? Why? Why?
• Where are we going?
• How will we get there?
• What is the ideal
condition?
• What are the targets?
• How will we test
countermeasures?
• What is expected to
happen?
• What actually
happened?
PLAN
DO
CHECK
ADJUST
“Grasp
Situation”
“Grasp
Situation”
CHECK
• What to Check?
• How to Check?
• Who will Check?
• How often to Check?
• Where and when to
Check?
• What might be found
and done during
Checks?
"A Lean Enterprise is a Learning Enterprise"®Chuck Nobles

10. PLAN
DO
CHECK
ACT/
ADJUST
STOP &
GO SEE
“Grasp the
Abnormality”
Teams must 1st establish
an agreed upon normal
condition
• What should be
happening (normal)?
• What is actually
happening (abnormal)?
• Where are we at?
• Why? Why? Why?
• Where are we going?
• How will we get there?
• What is the ideal
condition?
• What are the targets?
• How will we test
countermeasures?
• What is expected to
happen?
• What actually
happened?
PLAN
DO
CHECK
ADJUST
“Grasp
Situation”
“Grasp
Situation”
• What will be Checked?
• How to Check?
• Who will Check?
• How often to Check?
• Where and when to
Check?
• What might be found
and done at Checks?
ACT / ADJUST
• Did the counter-
measures achieve the
planned target?
• How will we
standardize and
sustain?
• What needs to be
adjusted?
• How do we adjust?
"A Lean Enterprise is a Learning Enterprise"®Chuck Nobles

11. Thinking
Process
Tool
"A Lean Enterprise is a Learning Enterprise"®Chuck Nobles

12. "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles

13. "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles

14. Theme: just the right amount of
information essential to introduce the problem
Background: just the right amount of
information essential to understand the
extent and importance of the perceived
problem
Current Condition: the current
condition in a simple way (visual) for the
reader or audience to understand
Root Causes / Analysis:
5 Why or other method to clearly
communicate the root causes of the problem
Goal: simply stated goal for HOW you will
know the effort is successful and WHAT you
will use as a basis for comparison
Countermeasures with Timing:
information that is important to understand
HOW you will achieve the future state
Validation of Countermeasures:
information that is important to understand
where things stand at this point in the PDCA
cycle
Follow-up: purposeful useful information
about WHAT went well / not so well and
HOW you learn from this experience
Future Condition: the future
condition in a simple way (visual) for the
reader or audience to understand
"A Lean Enterprise is a Learning Enterprise"®Chuck Nobles

15. "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles

16. “The more a subject is
understood, the more
briefly it may be
explained” (Thomas Jefferson)
"A Lean Enterprise is a Learning Enterprise"®Chuck Nobles

17. "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles

18. Thinking
Process
Tool
"A Lean Enterprise is a Learning Enterprise"®Chuck Nobles

19. "A Lean Enterprise is a Learning Enterprise"®Chuck Nobles