Presentiamoci prima di scrivere - Let's start with our reminder of... "What is an im Mims - Sab Nov 02, 02:35:19 Oggetto: Let's start with our reminder of... "What is an im
Let's start with our reminder of... "What is an improvement cycle?"
Make Continuous Improvement One Of Your Goals - As Soon As You Possibly Can (ID: 74077)
What Is An Improvement Cycle?
"Everything we do is a process
, every process has a customer"
The Improvement Cycle is a highly disciplined and rigorous approach to problem solving using the Plan, Do, Check, Act (PDCA) methodology developed by Dr. W. Edwards Deming.
The Improvement Cycle consists of seven steps, 3 in the Plan phase, 1 in the Do phase, 1 in the Check phase
, and 2 in the Act phase.
The PDCA cycle needs to be used in a continuous manner, select your theme or project, assess the current situation, plan and implement your solutions, check the effects of your changes, standardise on your new improved process, and plan for future improvements ? the cycle continues.
---SIDEBAR---
Although a certain amount of value and benefit may be derived from implementing part of the PDCA improvement process
, a far greater benefit will be achieved by sticking to the process and following all 4 phases as best you can. this is especially important when involving internal andor external team members.
Apart from getting the chance to read the main article (ID: 74077), I hope you have also read and understood the importance of the PLAN Phase...
"Continuous Improvement - PDCA - The PLAN Phase (ID: 76694)" - If you missed it, please read it first, then come back.
---END SIDEBAR---
You'll have guessed by now that I am kind of 'hot' on processes and following them BUT let's not spend forever planning and doing nothing - once we can move let's move, get momentum going - the data will tell us whther we are on the right track or not. Hey! that's what this whole process is all about...
We have a PLAN and trust it, we implement the plan (DO), we CHECK whether its working or not
, if not, we fix it (ACT on the results).
Ready to take a look at the 1 detailed step in the DO phase?
TRUST YOUR PLAN
If you have followed the previous three steps in the PLAN phase, you will have identified your measures, defined the data required, and how when it will be collected and by whom and over what period.
Eliminate the main causes of your problem or achieve your identified opportunity by faithfully implementing the action plan(s) you (and your team) have taken the time and energy to develop.
---SIDEBAR---
For those who missed the previous articles in this series, let's remind ourselves that a significant outcome or output from the Planning phase's 3 steps should be a well documented set of 'S.M.A.R.T.' goals or objectives.
Specific Measurable Achievable Realistic (sometimes replaced with Results oriented) Timed (timescales)
---END SIDEBAR---
"Information is a source of learning. But, unless it is organized
, processed, and available to the right people in a format for decision making, it is a burden, not a benefit." --William Pollard
Not just a quote to throw in an article but a key instruction to all of us...
And no, we are not talking about that awful meaningless twaddle we find in lots of company brochures to appease some shareholders. We are talking about a living, breathing plan that actually means something to those who either have to implement part(s) of it or will be significantly impacted by it i.e. employees, customers
, suppliers, managers.
PDCA - PHASE 2 - STEP 4 - IMPLEMENTATION
Make sure everything is documented
Are the key action steps clearly defined? If anyone picks up the documentation well after it has been communicated, will they understand it or be confused? Keep every document alive, update it, keep it informative and, above all, highlight progress being made. Does there need to be different internal and external versions?
Communicate plan with those who need to know
Does everyone know what they have to do
, what you are doing, what other team members are doing? Why is everyone doing what they are doing? What are the implications of success? What if you are not as successful as you wished? What if the outcome exceeds all expectations?
If leading a team, get buy-in and agree task delegation
Be prepared to discuss openly and take the iterations needed to ensure total commitment. Ensure ALL the resources are available or will be to adequately support those doing the doing! When we delegate we entrust those people with the task in question, so TRUST them, be there for them but DO NOT interfere. Give them the opportunity to prove the trust was warranted.
Execute plan with measures, timelines, and established tracking method(s)
Follow the plan
, trust the plan, but don't ignore and don't let it lie dormant. As soon as the data tells everyone that changes can be made, make them, updating the plan, communicating results and continuing to measure to verify. However, Don't make too many changes all at once, make few and measure them well
Everyone involved must have a clear and consistent understanding
Regular and minuted progress review meetings Update reports - internal and external Communicate and Motivate
Monitor your results over an agreed period of time
Is the data consistent? If not
, are the reasons consistent? What is the data beginning to tell you?
Document all positive and negative results
That's what this process is all about You have followed the plan, you communicated the plan, you got the buy-in you were looking for. So, document and communicate the results - upfront proactive communication will beat reactive hands down every time.
In Summary
Don't stray from the plan Be consistent in your (your team's) approach to implementing the plan Set up regular communication sessions, keep everybody informed but no B.S. Remem
Advantages of Working a Popular Ni.
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