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.

1. Service
by Joe Dager, Business901
Lean
Design
Service
EDCA
SDCA
PDCA

2. Visual Management

3. EDCA
for the
Lean Engagement
Team

4. Pull = Access
Value – in – Use
Service and Products are a means to an end
Value Co-Creation
Not for customers rather with customers
Trust
Real value with all stakeholders

5. Explore thru Pull
Access
• Not about “Stocks of Knowledge” versus
“Flow of Knowledge.”
Attract
• Being part of customer conversations.
Achieve
• Supported by a broad collection of people
and resources which you can pull from.

6. Explore when Problem is unknown
EDCA =
• What is?
• What If?
• What Wows?
• What Works?

7. EDCA is a Journey in the Customer’s Playground

8. EDCA is closely related to…
Stage 1: Exploration
Stage 3: Reflection
Stage 2: Creation
Stage 4: Implementation
Service Design Thinking Design Thinking
Stage 1: Empathy
Stage 2: Define
Stage 3: Ideate
Stage 4: Prototype
Stage: 5: Test

9. SALES EDCA
Do
Check
Act
Explore
Select a limited set of needs you are designing for
Empower the Team
Locate the people who understand the user and the
needs
Analyze the user
Sense-making: Give meaning to experience.

11. Do
Check
Act
Explore
Select a limited set of needs you are designing
for
Empower the Team
Locate the people who understand the user and
the needs
Analyze the user
Sense-making: Give meaning to experience.

12. Actors

13. S: Sense-making: Give meaning to experience
• Create a point of view statement that defines the
efforts to understand connections which can be
among people, places, and events.
• Understanding the problem space is many times as
important as understanding the user.
Actors

14. A: Analyze the user
• Define and study the user to develop insights as a
starting point for defining value.
• Review and focus on the service period to
determine the pre-service, service and post
service durations.
• What are the points of concern?
Actors

15. L: Locate people who understand the process
• List the members of your team
• Including position and role they will play.
Name Position Role
Actors

16. 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 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, Weekly
Tactical, Monthly Strategic and others
Actors

17. S: Select a limited set of needs you are
designing for the user.
• Create user stories based on this set of needs.
• Team agrees to the goals and outcomes expected
for this particular cycle
• Team accepts responsibilities of outcomes.
Actors

18. Actors

19. E: Explore
• Observe, Think and Feel: Planning is not done in
isolation. Visit customers, go to Gemba for
planning.
• Visualization: use imagery to envision possible
future conditions
• Journey Mapping: assess existing experience
through the customer’s eyes
• Value Chain Analysis: assess current value
chain that supports the customer’s journey
Actors

20. D: Do the plan
• Act and Engage: look and generate new
alternatives to the existing business model
• Mind Mapping & Brainstorming: generate
insights from exploration activities and use those
to create design criteria
• Concept Development: assemble innovative
elements into a coherent alternative solution
that can be explored and evaluated
Actors

21. C: Check (Study) see if improvement was made
• Analyze and optimize: isolating and testing the key
assumptions that will drive success or failure of a
concept
• Rapid Prototyping: express a new concept in a tangible
form for exploration, testing, and refinement
• Customer Co-Creation: enroll customers to participate
in creating solution that best meets their needs
Actors

22. A: Act (Adjust)
• Relate and Influence: No matter how good of a idea
you 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

23. Example of Team Member Standard Work
Actors

24. Provides Line of Sight for Team at Daily Standup
Actors

25. Team Coordinator/Leader Standard Work
Actors

26. Line of Site for resources needed at weekly tactical
Providing a visual, simple
and easily access
document is the key.
Actors

27. Value Stream Manager Standard
Work

28. Line of Site for Goal review at Monthly Strategic
Actors

29. 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 success
or 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 the
new solution over an extended period of time, so you can test key assumptions

30. The Toolset utilized and the
diagram is from the book
Designing for Growth

31. 7Cs of Co-Creation (Source: McColl-Kennedy)
1. Co-operate (compliance)
2. Collate (sorting, assorting, synthesising)
3. Combine complementary skills, knowledge, expertise
4. Connect eg with family, friends, service providers, support
groups
5. Co-learning
6. Co-produce(self service, co-design, new service development)
7. Cerebral activities (eg positive thinking, reframing, emotional
regulation)

32. Visual Management

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