PDCA is applied to each of the 12 organizational target areas (see previous blog)
P: ---- PLAN:
- WHO will lead and assist from cross-functional areas?
- WHAT bold objective are we continuing to chase?
- WHEN do we start and expect to finish each sub-action item?
- WHERE is the actual place of action? We go there now.
- WHY, it is because this objective is tied to major organizational 'Policy'. (tbd)
- HOW do we proceed, by WHICH sub-actions to move us along?
- HOW MANY is our actual measured performance result ( # ) & next target #?
- HOW MUCH resources can we apply to this bold objective?
- HOW OFTEN does our cross-functional team review its action & result?
D: ---- DO:
- DO the sub-action items and get the schedule DONE.
C: ---- CHECK:
- MEASURE the actual results achieved ( #'s ) AND measure each sub-action's progress.
- COMPARE to the Year-To-Date target # that was set in P: above.
- COMPARE currect progress to the sub-actions' schedule as was set in P: above.
- EVALUATE good (use circles O's) or bad (use X's)... for this past month?
- ANALYSE variation between actual results and target expectations. Use professional 'QC' tools for analysis.
- REFLECT deeply ( 5 why's ): did we miss something and so on. Reflect on our own behaviour without excuse. Reflect as a Team. This is the most meaningful differenec between the Toyota-Way and previous ideas of 'Management By Objectives' (MBO). REFLECTION produces 'The Learning Organization'.
A: ---- ADJUST:
- CORRECTIVE ACTION to get us back on track.
- VERIFY our corrective action frequently.
- TEAM-UP as often as possible to assure cross-functional participation.
So, keep this PDCA cycle going like a wheel. Continuous PDCA becomes our culture of continuous improvement and learning - - - - thusly profit will ensue.
Mike Davis, a Toyota exec. www.mma.ca