5.5 Plan-Do-Check-Act

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9 hours 3 minutes
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Hi, guys. Welcome to Quick Hits plan. Do Check Act. I'm Catherine MacGyver. And today we're gonna understand the PDC a model and have an ability to apply the PDC and model. So for those of you who have been waited with bated breath on the edge of your seat, here it is. This is going to be
your get down from your yellow belt course.
All right, so when we're talking about planned, do a check act, it's also known as the dumbing cycle. So if you remember back from the history of continuous improvement, Dr Demian was a folklore hero. Change revitalized the Japanese manufacturing industry. Um, this was his major come contribution.
This was the original presence improvement model. This was how it was done. So if you
talked with family members or if you yourself were part of tiki women, total quality management, or when we talked about quality circles in the eighties, pre six Sigma a quality circle was a p D. C. A. It became the foundation for the domestic model. So
the Domenic model is actually quite derivative of the P. D. C. A model, and this is
the model or cycle that you want to use when you're doing your quick hits. So as we go through this, you'll see quite a bit of overlapping what we asked for in the quick hits module and how we want to do it.
So P D. C A is
gonna be your go to, um, especially when we're talking about outside of, ah lean six Sigma projects where you're working independently and you're doing your quick hits. This is going to be it. Another thing that's very important. So we talked about yell about helping make you a more savvy employees. PDC A sets the tone
for your communications with management
when you start thinking in this language,
without further ado,
the clouds part,
the Finger of God comes down. This is it.
Plan do check, act.
All right, So when we're talking about planning,
planning is about articulating what's going on. So you're gonna want to define your problem. So we talked about problems statements. When we talk about defining problems, you're also going to want to figure out what your baseline is. You're going to develop your proposed solution. So this is what I think is wrong, and this is how I think we can fix it. Or even
more definitively.
This is what I know is wrong. This is how I think we can fix it. And then how are we going to measure the effectiveness of the solution? Remember, lean Six Sigma and even just dialing it back Process improvement is all about metrics and quantitatively knowing that what we did, in fact
produced an improvement like we were expecting.
So when we're starting to think about this, when I teach people how to do the PDC a cycle and we talk about measurements,
you wanna ask yourself, How do I know if I'm happy or sad when we're finished with this? So if we're talking about cycle time,
happy is being able to get the process done faster said is it takes longer than where we started. More talking about defect rate happy is zero defects. That's what we want. That's what we're going for. Sad is more defects. So when
I work with people on
initially learning how to do metrics, that's the question that I ask, Am I happy or sad? How do I know I'm happier? Sad. These are the things that you want to articulate in your plan phase
when we get to do this is where you're going to try out those proposed solutions. I strongly recommend you pilot or try control the testing. So when I talk about highlighting, I'm talking about a small subset where we do this process. When we talk about controlled testing, I'm talking about a time frame.
Monday, Tuesday. We're going to do it this way. Wednesday, Thursday, Friday. We're gonna go back to the old way until we analyze until we check the data,
um, and confirm whether or not we're at where we want to be. So when we're talking about scientific management, if you remember Frederick Taylor from the history of the father of scientific management, we're moving into this place of where we are articulating problems, statements in developing hypotheses. We think that this solution will
fix the problem or improve the problem. And we know this because so this is where we're going to start sampling. Um, don't necessarily go for bust. This is not a do or die moment. You're going to try it out. You're gonna play with it, see how it works
when you get to check,
are your solutions working. So remember
we talked about Am I happy or sad? This is where you're gonna use that measurement. So you have your baseline When your problem statement. Now you're going to say, OK, we've done it. So we did a pilot. So we did this little. We did a subset of the process. This is what it looks like.
I'm happy. Or we did a controlled test where on Monday and Tuesday we did it this way and Thursday, Friday, we did it that way.
We're happy. Hopefully we want to be happy. Um,
keep in mind that this is can be an iterative cycle. So things not being happier side you want to reflect accurately. Don't try and wiggle your numbers to make things look better or worse than they are because you don't necessarily see long term benefit if you do,
all right, and then we get to act or this is this is the major cause. This is the $1,000,000 question. Did your propose solutions fix or impact your problem? If so, yeah,
implemented everywhere. Now we're going to do it all five days of the week or if you work in an organization that has multiple groups that do sit the same or similar enough processes. Remember, when we're thinking about organizational maturity model, we want the same
work to be done the same way by all groups so implemented there. And if not, go back to the planning stage and start over. This is meant to be iterative. I have very rarely seen a P D. C. A cycle that you didn't have to go back and re assess your solutions at least
if it even if it's maybe, you know, necessarily change your solution. But you change some of the way that you do it to get more of an improvement. So there is no shame and continuing to work the cycle for a little bit.
when you get your desired outcomes, you're gonna want to start over with your next problem or you're next quick hit. You want to keep the momentum going. You want to build this cycle of continuous improvement or this culture more specifically of continuous improvement throughout your organization. So you want employees
who are able to identify problems,
conceptualize solutions, test those solutions and quantitatively report back whether or not they were effective if you don't have employees, you want to be able to do this? We talked a lot about positioning is a manager. This is really the foundation of solutions
thinking. So if you've ever had a boss come to you and say, Don't bring me a problem, bring me a solution.
I think about it in the P. D. C. A cycle context and you'll be able to better articulate your thoughts. New organizations. I recommend that their project Chartres, where they're quick hit documentation Just be a p d c a. And then when you go to file it, you're starting to build that comfort
with doing this cycle.
It will become instinctive for you after a while.
All right, You guys have a homework assignment out of this module. I want you to perform your own P D. C A cycle. So you're going to want to clearly state your problem
on you're gonna want to know how am I happy or my sad so problem Happier side. You're gonna want to develop a solution. You're gonna want to test a solution and then make sure you go back and measure it. And I see that this is something within your control, because depending on your organization, you might not be in a place to do it. But you can certainly do this in your personal life.
Um, remember the important things out of this homework assignment,
clearly stating our problem and how we're going to know if we improve developing a solution, testing the solution, get comfortable with it, do it a couple of times, see how you like it and what your approach is for it.
All right, guys, this is the plan. Do check act summary. Remember, this is a cornerstone and process improvement. You can do it independent of lean and six signals to remember quality circles way back. This is very important when we're starting to seek perfection in our organization that this becomes an iterative approach.
Thanks, guys. And I look forward to seeing you in our next module.
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