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PDCA for Lean Service Design
The document discusses the PDCA (Plan-Do-Check-Act) methodology as a framework for continuous improvement in business, emphasizing its importance for learning from customers and enhancing marketing strategies. It outlines a structured approach to problem-solving, including steps such as selecting a problem, empowering teams, and utilizing basic tools like affinity and process decision program charts. The overall goal is to foster a culture of innovation and effective learning within organizations.
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PDCA for Lean Service Design
- 1. Service by Joe Dager,Business901 Lean DesignService EDCASDCA PDCA
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- 3. EDCA PDCA SDCA Importanceof PDCA? PDCA creates the little “i” of innovation
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- 5. The only competitiveadvantage 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 aCall 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.
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- 10. SALES PDCA Do CheckAct Plan Select theImprovement Empower the Team Locate the people who understand the process Analyze the current process Select the initial Problem Perception Actors
- 12. Do CheckAct Plan Select the Improvement Empowerthe Team Locate the people who understand the process Analyze the current process Select the initial Problem Perception
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- 14. S: Select theinitial 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 thecurrent 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 peoplewho understand the process • List the members of your team • Including position and role they will play. Name Position Role Actors
- 17. E: Empower theTeam • 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 theImprovement • 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
- 19. Plan is 50% ofeffort Actors
- 20. P: Plan • Whatare 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 theplan • 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
- 24. Example of TeamMember Standard Work Actors
- 25. Provides Line ofSight for Team at Daily Standup Actors
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- 27. Line of Sitefor resources needed at weekly tactical Providing a visual, simple and easily access document is the key. Actors
- 28. Value Stream ManagerStandard Work
- 29. Line of Sitefor Goal review at Monthly Strategic Actors
- 30. PDCA uses 7Basic 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. What is youriCustomer Level?
- 32. PDCA is theCulture 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
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- 34. http://leanmarketinglab.com • Over 130Free eBooks • Regular Blog Posts • Free Tools • Discussion Groups • Podcast with Celebrated Authors, Industry Practitioners and Leading Thought Leaders Our Mission is to bring Continuous Improvement to Sales and Marketing.