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7/23/2019 Pdca Conversion
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PDCA Cycle(Plan-Do-Check
7/23/2019 Pdca Conversion
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round Rules
• Keep phones on silent mode during the• Participate and ask questions• here are no right or !rong ans!ers" a
responses are #alued• $isten attenti#ely
• %&press yoursel' • e open-minded and respect'ul
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%&pectations
Understand thesteps of PDCA
Learn apply P
our
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DCA Cycle
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ota Principles and Practices
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roduction to Philosophy
t 'unctions as a !ork manatool to ensure that acti#itieplanned (Plan) and implemeand that there is a continuo'eed*ack loop that in#ol#es
the e+ecti#eness o' implem(Check) and then taking actensure success (Act).
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istory o' PDCA
alter A. he!hart/ 0120 - 0234. %d!ard Deming 0255 - 0226
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hy PDCA7
PDCA 'acilitates8
9 Continuous impro#ement in our !ork.9 :akes !ork easier *y gi#ing structure to the !ork.9 Reduces muda (!aste) in time and resource *increasing e;ciency o' our
!ork process9 %nsures repetiti#e success #ia standardi<atio9 ,elps eliminate pro*lems in our !ork throughmonitoring and pro*lem
sol#ing throughout the entire process9 ncreases the quality o' our !ork.
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e :arshmallo! Challenge
uild the allest Freestanding tructure8 T
winning team is the one that has the tallest str
measured from the table top surface to the top
marshmallow.
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e :arshmallo! Challenge
G>D%$?%8
0. he Entire :arshmallo! :ust *e on op8 The entire mneeds to be on the top of the structure. Cutting or eating pmarshmallow disuali!es the team.
@. >se as :uch or as $ittle o' the Kit8 The team can use few of the "# spaghetti sticks$ as much or as little of the st
The team cannot use the paper bag as part of their structu
6. reak up the paghetti/ tring or ape8 Teams are frespaghetti$ cut up the tape and string to create new structu
. he Challenge $asts 01 minutes8 Teams cannot hold ostructure when the time runs out. Those touching or suppostructure at the end of the e%ercise will be disuali!ed.
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$A? P,A%
All acti#ities prior
implementingBchangsystem.
Determine the dea
Grasp the Current Create a Plan Communicate
hatshould !e
do7
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$A? P,A%
&'en(amin )ran
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$A? P,A%
Total time spent when *+T PLA**,*- thoroughly
PlanDo
CheckAct
Total time spent when PLA**,*- T+/+U-L0
1a2ings in time and e3ora result of good plannin
4uda in time and e3ort duinsu5cient time spent in pla
and communication
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P,A%8 Determine the deal
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P,A%8 Determine the deal
Key uestions9 hat is the purpose o' my!orkBproect79 hat is my !ork o*ecti#eBmydesired outcome79 hat is the impact i' donEt dothis !ork79 ho are my stakeholders in this!ork79 y !hen must achie#e theideal7 hy *y that time79 ,o! !ill kno! !hen E#eachie#ed the ideal7
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P,A%8 Determine the deal %&le (:P)9 hat is the purpose o' my !orkBproect7
-o generate proFt *y selling #ehicles9 hat is my !ork o*ecti#eBmy desiredoutcome7-ell 40 units9 hat is the impact i' donEt do this!ork7->nachie#ed sales target
9 ho are my stakeholders in this !ork7-Customers/ management/ salesdepartment9 y !hen must achie#e the ideal7 hy*y that time7-y the end o' Decem*er @50
9 ,o! !ill kno! !hen E#e achie#ed the
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P,A%8 Grasp the Current it
• Clari'y !here you are no! #ia 'acts and data•
he *est method to grasp the situation is thHGenchi Genbutsu”
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P,A%8 Grasp the Current itKey uestions
9 hat has occurred up to date7
9 ,as this !ork or similar !ork *een
done *e'ore7 hat are the e&isting
standards 'or the !ork7
9 hat 'actsBdata is a#aila*le7 hat
does it tell me7
9 hat is the current *usiness
en#ironment7 hat impact !ill it ha#e
on my !ork7
9
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? P,A%8 Create Action Plan
De#elop a ask $ist• rainstorm the actions required
the ideal
• denti'y main tasks
• Determine dependencies *et!e
(simultaneous or consecuti#e) a
path
• %stimate ho! long each main ta
• reak do!n main task to smalle
actions
/ e s e a r c h
C o
/ e 2 i e w c
o m p a
' e n c h m
a r k
, n t e r
/ e s e a r c h
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? P,A%8 Create Action Plan
De#elop a ask $ist
/ e s e a r c h
C o
/ e 2 i e w c
o m p a
' e n c h m
a r k
, n t e r
/ e s e a r c h
I*ecti#e8 Complete a year sales 'orecast 'orCompany %&ecuti#es as
*asis 'or their 'uturestrategic plan.
6. /esearch Content
". /e2iew Company Database
7. 'enchmark Competitors
8. ,nter2iew 9%perts
:. /esearch Trend
;. De2elop +utline
<. Analy=e Data
>. De2elop ypothesis
?. Draft /eport +utline
6#. /e2iew with 9%perts
I*ecti#e8 year sales 'Company %
*asis 'or thstrategic p
66. /e2iew w
6". Draft /e
67. Complet
68. /e2iew w
6:. Draft )in
6;. -ain App
6<. Present /
6>. De2elopPpt.
6?. Practice
"#. Present /
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? P,A%8 Create Action Planet a arget
D%J?I? CI?JR:AI? PI?
1peci!cDo what e%actly@
hat is it to be accomplished@ ho is to bein2ol2ed@ here is it to be done@ hen is it to bedone@
: 4easurable To what degree@
ow much@ ow will you know when it isaccomplished@
A Appropriate,s it businesssuitable@
,s there a realistic chance that the target can beaccomplished@ ,s it within my control or scope@ Can
the target be achie2ed with the a2ailable resources$knowledge$ and time allotted@
R /ealisticCan it be done@
,s the goal appropriate and consistent with missionand 2ision of the organi=ation@
Time 'ased'y hen@
Are the deadlines and milestone dates set for eachtask@
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? P,A%8 Create Action PlanDe#elop a chedule
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? P,A%8 Create Action PlanDetermine Resources Required to Carry Iasks
•
udget• %quipment or 'acilities• n'ormation
:anage Risk
• denti'y potential risks to your proect• RK can *e understood as any 'actor t
may inter'ere !ith the success'ulcompletion o' your proect.
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P,A%8 Communicate thru ?e
o Hnema!ashisomethingLis to discuss it !ithothers to gainclariFcation/ support
andBorconsensus.
-ain,nformation
-,nfor
199B
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DI P,A%
Actual %&ecutio
mplement :onitor
Adust Communica
,o! do !eimplementour plan7
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DI P,A%
PLA*
De2elop a plan to achie2e theideal situation
D+,mplement the Plan
C9CB erify the /esult and Process
ACT
Ad(ust
4onitor
Throughout the pro(ect
At pro(ect conclusion
CI::>Who needs
and
P,A% l h Pl
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P,A%8 mplement the Plan
%#en i' you do a per'ect o*/ i' it is not complete
*ythe due date/ in the
!orstcase the proect may
'ail.
P,A% : it
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P,A%8 :onitor
P,A% : it
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P,A%8 :onitor
• :onitor
:onitor the process ( e&. *aking):onitor the results ( e&. CakeEs taste/ te&ture/ etc.)
• Adust Altering chedule Changing the process or the target
DI P,A% : it
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DI P,A%8 :onitorand AdustKey uestions
9 ,o! and !hen !ill monitor process7 process KP79 ,o! and !hen !ill monitor results7 the result KP79 Can see pro*lems !hen they occur79 Did check #ia genchi gen*utsu79 s it clear !hy did or didnMt achie#e my9 Are pro*lem causes identiFed79 Are countermeasures set7
DI P,A% C i t
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DI P,A%8 CommunicateNisuali<ation
DI P,A% Comm nicate thr
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DI P,A%8 Communicate thru,IR%?I
C,%CK P,A%
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C,%CK P,A%
ConFrm/ e#aluate
monitor result
%#aluate Res
%#aluate Pro Communicat,o! did!e do7
C,%CK P,A%8 %#aluate Resul
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C,%CK P,A%8 %#aluate Resul
Keyue
9 therestarg
9 D#ia gen
C,%CK P,A%8 %#aluate Proce
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C,%CK P,A%8 %#aluate ProceKeyue
9 di+e*et!and
hy
9 it agsam
hy
C,%CK P,A%8 Communicate
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C,%CK P,A%8 Communicate
ReOection :eetings Common way to wrap up a pro(ect that has ended
1takeholders meet and re2iew the pro(ect frombeginning to end Discuss summari=ed outcome of the pro(ect
Jinal Report
)eedback from customers ,mpro2ements EBai=enF against former standards Circumstantial causes 2s. process causes
C,%CK P,A%8 Communicate
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C,%CK P,A%8 Communicate
Key uestions9 Did conduct reOection meeting !ith
stakeholders79 Are the Fnal results and process clearly#isuali<ed7
AC P,A%
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AC P,A%
he implementation o' neces
adustments to ensure succes
implementation o' the
impro#ement
Resol#e tandar Kai<en Commu
,o! do !eimpro#e7
AC P,A%
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AC P,A%
AC P,A%8 Resol#e ssues
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AC P,A%8 Resol#e ssues
Results#aluation
AC P,A%8 Resol#e ssues
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AC P,A%8 Resol#e ssues
Process%#aluation
AC P,A%8 Resol#e ssues
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AC P,A%8 Resol#e ssues
Key uestions
9 hat pro*lems still need resoluti9 hat is the cause and counterme
AC P,A%8 tandardi<e
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AC P,A%8 tandardi<e
hat is a standard79 t is the *est kno!n method o' per'orming a
9 t is the normal requirement 'or quality/ quan
grade/ etc.tandards should *e documented 'or others *e
AC P,A%8 Kai<en B Continuo
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AC P,A%8 Kai<en B Continuompro#ement
AC P,A%8 Communicate
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AC P,A%8 Communicate
Qokoten9 apanese term !hich means Htrans'erL9 haring o' *est practices and learning point
AC P,A%
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AC P,A%
Cele*rate
%noy the 'ruit o' your la*or
PDCA Application8 Dealer Gen*
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PDCA Application8 Dealer Gen*Kai<en
PDCA8 and A
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PDCA8 and A
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PDCA8 ui<
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C u
<. A Japanese word that refers to the practice ofthorough communication. This is done to
discuss with others to gain clari!cation$support and or consensus.
>. The best method to grasp the situation is thru HHHHHHHHH@
?. A Japanese word meaning Ktransfer. ,t refers
to the sharing of best practices and learningpoints.
6#.HHHHHHHHHHHHHH is the best known method ofperforming a process.
PDCA8 ui<
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T/U9 or )AL19
66. PDCA functions as a work management tool to ensure thaare well planned and implemented and that there is a continuloop that in2ol2es checking the e3ecti2eness of implementattaking actions to ensure success. 6". PDCA ensures repetiti2e success 2ia standardi=ation.
67. Japan spends 7#M in Planning$ and <#M in Doing$ while *spends <#M in Planning$ and 7#M in Doing.68. 1tandards should be documented for others bene!ts.6:. A result is the outcome of the process.
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B90 T+ C+//9CT,+*1
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6. Plan&Do&Check&Act
". alter 1hewhart
7. Plan Phase8. Check Phase
:. Act Phase
;. Do Phase
<. *emawashi>. -enchi -enbutsu
?. 0okoten
6#.1tandard
66.T/U9
6".T/U9
67.)AL1968.T/U9
6:.T/U9