Plan-Do-Study-Adjust: A Deep Dive
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Transcript of Plan-Do-Study-Adjust: A Deep Dive
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Plan‐Do‐Study‐Adjust (PDSA):A Deep Dive
WebinarDecember 3, 2013
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© 2013 The Karen Martin Group, Inc.
Welcome!
• Argentina• Australia• Canada• Denmark• France• Great Britain• Ireland• Latvia
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© 2013 The Karen Martin Group, Inc.
Coach / Facilitator / Consultant / Trainer: Lead Lean transformations & develop people across all industries.
Teacher: University of California, San Diego
Author & Speaker:Karen Martin, President
The Karen Martin Group, Inc.www.ksmartin.com
3
2013 Shingo Prize winner!
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Hot off the press!
www.bit.ly/VSMbk
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Upcoming Webinars
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After the webinar…
• All recordings are available on:– www.vimeo.com/karenmartingroup– www.youtube.com/karenmartingroup– www.slideshare.net/karenmartingroup– www.ksmartin.com/webinars
• The materials are available on:– www.slideshare.net/karenmartingroup
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© 2013 The Karen Martin Group, Inc.
First,a little history…
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Two Great Minds
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W. Edwards Deming (1900‐1993)
Walter Shewart(1891‐1967)
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Develophypothesis
Conduct experiment
Measure results
RefineStandardize Stabilize
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Detailed Steps
1. Define and break down the problem.
2. Grasp the current condition.
3. Set a target condition.
4. Conduct root cause & gap analysis.
5. Identify potential countermeasures.
6. Develop & test countermeasure(s)
7. Refine and finalize countermeasure(s).
8. Implement countermeasure(s).
StudyEvaluate Results
9. Measure process performance.
10. Refine, standardize, & stabilize the process.
11. Monitor process performance.
12. Reflect & share learning.
Adjust
Do
Clarifying the PDSA Cycle
PlanDevelop
Hypothesis
Conduct Experiment
Refine Standardize Stabilize
Phase
Continuous Improvement
New Problem
50‐80% of the total time
Study
Adjust
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© 2013 The Karen Martin Group, Inc.
1. Define and break down the problem (PLAN)
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• What’s the problem?
• What is NOT the problem?
• What are the variables?
• What should we focus on first?
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© 2013 The Karen Martin Group, Inc.
2. Grasp the Current Condition (PLAN)
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© 2013 The Karen Martin Group, Inc.
3. Set a Target Condition (PLAN)What SHOULD it look like? How SHOULD it perform?
How does it need to perform? How do you want it to perform?
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© 2013 The Karen Martin Group, Inc.
4. Conduct root cause & gap analysis (PLAN)
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CauseCause--andand--Effect DiagramEffect Diagram
Machine Measurement Environment
People Material / Info Method
Budgets Submitted Late
Lack of experience
Time availability
No sense of import
No stnd spread sheet
Email vs. FedEx
No standard work
Input rec’d late
Forecast in other system
Manual vs. PC
System avail.
No milestones
$ vs. units
Weather delays
Dispersed sales force
Changing schedule
Machine Measurement Environment
People Material / Info Method
Budgets Submitted Late
Lack of experience
Time availability
No sense of import
No stnd spread sheet
Email vs. FedEx
No standard work
Input rec’d late
Forecast in other system
Manual vs. PC
System avail.
No milestones
$ vs. units
Weather delays
Dispersed sales force
Changing schedule5 Why’s
Why? Why? Why? Why? Why?
P a r e t o Cha r t Cr e di t Appl i c a t i on De l a y s
2 9 0 9
6 2 7 5 6 1
2 4 2 1 8 0
2 4 9 3
4 1 %
7 7 %8 6 %
1 0 0 %9 7 %9 4 %
0
500
1000
1500
2000
2500
3000
3500
N o S i g n a t u r e I n s u f f i c i e n t
B a n k I n f o
N o p r i o r
a d d r e s s
C u r r e n t
C u s t o me r
N o C r e d i t
H i s t o r y
O t h e r
Re a son f or D e l a y
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Check Sheets Quantify Occurrences
|Equipment failure
|||||||||||||Changing customer requirements w/ no adjustment to expected delivery
||||||||||Order entry error
|||Staffing/absenteeism
|||||Quality issue requiring rework
|||||||Material shortage
Tally Reason
|Equipment failure
|||||||||||||Changing customer requirements w/ no adjustment to expected delivery
||||||||||Order entry error
|||Staffing/absenteeism
|||||Quality issue requiring rework
|||||||Material shortage
Tally Reason
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© 2013 The Karen Martin Group, Inc.
5. Identify potential countermeasures (DO)
• The clearer you are about the problem, current state, and root cause, the more obvious the countermeasures become.
• Brainstorming may or may not work.
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© 2013 The Karen Martin Group, Inc.
6. Develop & test countermeasure(s) (DO)
• Test “live” if possible.• Testing may be merely getting feedback from non‐ core team members.
• Use rapid iterative cycles (mini‐PDSA cycles).
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© 2013 The Karen Martin Group, Inc.
7. Refine & finalize countermeasure(s) (DO)
• Document the new standard work.– Process maps (occasionally, value stream maps will do the trick)
– Flow charts– Check lists– Concise, visual work instructions– Etc.
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© 2013 The Karen Martin Group, Inc.
8. Implement countermeasure(s) (DO)
• Training! Training! Training!– Include why & WIIFM– Hands on, when possible– If there’s a gap between implementation and people engaging with the new process, you must retrain.
• DO NOT MERELY COMMUNICATE BY EMAIL.
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9. Measure process performance (STUDY)
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• OBSERVE, TALK, LISTEN• Measure performance against target condition.• What obstacles to success remain?
– How can you remove them?
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10. Refine, standardize & stabilize the process (ADJUST)
• Retrain if the process is adjusted.
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10. Refine, standardize & stabilize the process (ADJUST) ‐continued
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11. Monitor process performance (ADJUST)
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• Requires a Process Owner.• Define & monitor 2‐5 key performance indicators.
– How do you define success? – What does success look like?– Note: KPIs are dynamic, not static. Measure what matters NOW.
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© 2013 The Karen Martin Group, Inc.
12. Reflect & share learning (ADJUST)
• Study and discuss process.– What obstacles did the team confront?– How did they overcome them? – What organizational discoveries did they make? – What needs to be adjusted going forward?– What went well?– What could been better?
• Hold “Grand Rounds” or Improvement Briefings.• Physically post story boards and results.• Post on Intranet home page.
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Requirements for Excellence in ANY Endeavor
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Shingo award‐winning The Outstanding Organizationwww.bit.ly/TOObk
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Practice vs. Performance
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Athletes Businesses
TrainPerform
25
Train90%
Train1%
Perform 99%
Perform 10%
Jim Loehr & Tony Schwartz, The Power of Full Engagement
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Problem‐solving capabilities developed?
Which target condition do you want to achieve?
OR
Problems solved?
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Attaining Mastery
27
From The Outstanding Organization, p. 115
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Improvement Coaching
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REFLECTIVE DEVELOPMENT DIRECTIVE DEVELOPMENT
From The Outstanding Organization, p. 117
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Value Stream Mapping
Strategy Deployment (Hoshin Kanri)
or A3
Daily Improvement, Projects, & Rapid Improvement Events
Building PDSA Capabilities
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Annual Hoshin Planning (Strategy Deployment)
• Builds consensus• Creates organizational focus on what matters most
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Tying Improvement to Overarching Business Goals
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Classic Strategy Deployment (Hoshin Kanri)X‐Matrix
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© 2013 The Karen Martin Group, Inc. 34
1. Increase sales 5%.3. Achieve 10% profit.
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec IT Mktg Ops HR Bob Fin PE Pario COM Direct
CDs / AMs
PD Rec
PD Mgmt
BMD SWS
23,500 units sold by 12/31/2013 through al l channels (approx. $700K)
X X X X X X X X X X X X Bob Dana 2 3 3 3 2 3 3 1 1 3 3 1 3
11 Develop & del iver tra ining to top 50 Dealers X X X X X X Bob Rex/Tim 3 3 3
21 Revised course materia ls by 6/30/2013 X X X Bob Josh R? 2 3 3 2 2
5Education: 1 school dis trict spec'd/underperforming COM dis tributor (25) by 12/31 valued at min $35K each
X X X X X X X X X X X X Howard Michael S 1 3 2 3 3
810 new dea lers on board (net) ($500K per dealer this year)
X X X X X X X X X X X X Howard Mike B 2 3
95 new dis tributors bringing $200K annual rev (& 5 terminated)
X X X X X X X X X X X X Howard Howard 1 1 1 2 3
17 10 projects spec'd by 12/31; $300K rev by 12/31 X X X X X X X X X X Howard Dana 1 3 3 3
29 20 by year‐end X X X X X X X X X X X X Howard Mark H 2 3 3 3
32 TBD X X X Howard Howard
33 TBD X X X X X X X X X Howard Howard
10Useful reporting and metrics are establ i shed and in place
X X Jim Randal l 3 1 1 1 1 1 1
30 TBD X X X X X Jim Josh 3
31 TBD X X X X X X Jim Josh 1 1 1 3 1 1 1 1 1 1 1 1 1 1
25 TBD Jim Shannon 3 3 1 1 1 1 1
26 System 7.0's in place X X X Jim Randal l 3 2 1 2 1
15100% accurate payrol l ; 100% management sati s faction at Apri l mgmt. meeting
X X X Josh Phyl l is 1 3
20Internet task l i s t i s s impl i fied and streaml ined for PDs then plan i s rol led out to PDs
X X X X Michael M Michael M 2 3 2 3
22Des ign Calculator i s updated success ful ly and rol led out
X X X Neal l Matt D 3 1 1 3 2 2 3
24 Competi tive Analys is complete and distributed for use X X X Neal l Dana 2 3 3 3 3 3 3
1 Des ign changed to solve delam i ssue long‐term X X X X X Susan David R 3 2 3
1230 parts sourced in U.S.; completed plan for managing China ‐sourced parts
X X X X X X Susan Shannon 3 3 2 2
13Warehouse la id out; kanban revised; Syspro implemented
X X X Susan Shannon 3
14 Lay out complete; equipment ins ta l led X X X Susan David R 3 3
X = Planned
2013 Priorities
2013 Goals & Objectives4. Improve morale (metric TBD).2. Achieve 50% gross margin. Created: 01‐14‐13
Revised: Level of Effort/Involvement Required
Priority Goal or Measurable Objective Exec Owner
Plan review dates:
Tactical Owner
● = Actual
< Company Name >
Conten
trem
oved
for con
fiden
tiality
Modified Strategy Deployment Annual Plan:Regular Reviews Improve Focus & Drive Results
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A3 Management
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What is A3?
• The core of Toyota’s renowned management system.• A structured method for applying the PDCA (plan‐do‐check‐act) approach to problem solving.
• International designation for 11 x 17” paper.
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Common Components of the A3 Report
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Theme: “What is our area of focus?” Owner: Person accountable for results.
Plan Do, Study, Adjust
Background
Current Condition
Countermeasures / Implementation Plan
Effect Confirmation
Follow‐up Actions
• What?
• Who?
• When?
• Where? (if relevant)
Target Condition / Measurable Objectives
• Diagram of desired state
• Measurable targets – how will we know that the improvement has been successful?
• Diagram of current situation or process
• What about it is not ideal?
• Extent of the problem (metrics)
• Problem statement
• Context ‐Why is this a problem? How large is the problem?
Root Cause & Gap Analysis
• Graphical depiction of the most likely direct (root) causes
• What measurable results did the solution achieve (or will be measured to verify effectiveness)?
• Who’s responsible for ongoing measurement?
• Where else in the organization can this solution be applied?
• How will the improved state be standardized and communicated?
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Value Stream Mapping: Using PDSA to realize the future state
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Kaizen Event – Definition
A two‐ to five‐day focused improvement activity during which a sequestered, cross‐functional team designs and implements
improvements to a defined process or work area, generating rapid results and learned
behavior.
Karen Martin & Mike OsterlingThe Kaizen Event Planner
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5‐Day Kaizen Event: Typical Structure
Day 1 & 2 (Plan)
Day 3 & 4(Do, Study)
Day 5 (Study, Adjust)
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Kick‐offAnalyze current state Perform root cause analysisDesign future stateInterim briefingDesign & test improvementsObtain buy‐inInterim briefingFinalize improvementsTrain process workers & stakeholdersPresent resultsCELEBRATE!
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Every person in the organization needs to have
proficiency in PDSA.
In addition, managers need proficiency in improvement
coaching.
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True Continuous Improvement
CHECK
CHECK
CHECK
ACT
ACT
ACT
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“When PDSA is used as it was intended, there is no separation between improving and managing work—they are part of the same cycle.”
The Outstanding Organization, p. 120
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© 2013 The Karen Martin Group, Inc.
Karen Martin, President7770 Regents Road #635San Diego, CA 92122
858.677.6799
44
For Further Questions
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