Menu
Implement improvement
Why PDCA-Cycle?
To run a continuous improvement process, the repetitive PDCA-Cyle is a key method.
The PDCA-Cycle
The PDCA-Cycle / Deming-Wheel is a Kaizen method which describes an iterative process that consists of four successive steps: Plan, Do, Check, Act.
Following these steps allows your projects to be in an ongoing change process, as long as the wheel “keeps spinning”. The Kaizen-Culture behind establishes an environment of acceptance, motivation and therefore also individual development which enables your organization to grow.
Plan
The first step consists on the one hand in the analysis of the issue and the description of the status quo. To coordinate any further action, the determination of target conditions and the selection of adequate measurement parameters are essential.
Do
The second step is the execution of the planned measures.
Check
To keep track of the process, results must be monitored. First experiences and concerns can be voiced to stabilize the process and to make adjustments if necessary.
Act
The Last step is designed for the evalutation of the finished process to learn from mistakes and to develop standards for future projects.
PDCA-Cycle Pitfalls & ChangeMaker® Solutions
PDCA without proper KPIs comes to nothing
Some teams do not pay enough attention choosing the right KPI to measure progress.
Monitoring processes with sound KPIs is necessary to work on targets effectively.
Without a clear picture, you will lose track over the project and fail putting your work into concrete results.
KPIs as constant companions
Automated KPIs appear as a natural constituent of the ChangeMaker user interface. They edit and aggregate the relevant data you should keep an eye on. Therefore you will never miss out on anything again.
Hier klicken
Skipping steps prevents improvement
Many projects using the PDCA-Cycle fail because of skipping "check" and "act" to overlook dysfunctions or bottlenecks. Strong vertical communication is essential to benefit from this method. Without transparency and solutionoriented communication, projects will hardly add value in the long term.
Completeness as a necessitation
ChangeMaker grants transparency between the different levels, so information asymmetries can be avoided to reduce misconceptions. Preset templates which comprise all the necessary steps help you to follow the guideline, while skipping leads to instant negative feedback by the tool. Therefore dilligence and strong communication will become a necessary condition to be able to finish projects.
Hier klicken
Cross-functionality may impede productivity
Cross-functional cooperation is a serious challenge for project work.
Being able to work together on the same artifact as a diverse team is important to combine all the technical know-how for the best solution. Without a solution for interface problems and an adequate flow of information, cross-functional teams will be nonproductive.
ChangeMaker as an interface
ChangeMaker allows your people to assign tasks among teams as well as to other areas to reach the right competence for a task. Dependencies between different areas can be displayed and the verify function can be used to approve the right amount of information needed at interfaces. Therefore cross-functional teams can play to their strenghts without any information bottlenecks.
Hier klicken
Sources:
[1] https://www.business-wissen.de/artikel/qualitaetsmanagement-der-pdca-zyklus-am-beispiel-erklaert/
[2] https://kanbanize.com/de/lean-management-de/verbesserung/was-ist-kaizen
[3] https://www.allaboutlean.com/pdca-history/
[4] https://www.passionned.com/the-5-biggest-pdca-pitfalls/