(253809850) PDCA Cycle PDF.doc

8/11/2019 (253809850) PDCA Cycle PDF.doc

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Plan-Do-Check-Act Cycle


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Overview

Background

Phases and steps of the PDCA Cycle

PDCA as Quality Improvement tool.

PDCA @ workplace.

PDCA Cycle also known as Deming Cycle.


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Learning Objectives

Understand the different steps in the PDCA

(continuous improvement) cycle.

Learn how to apply the steps to solve real

world problems.

Understand the potential disconnects using

examples and exercises.


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Background

Walter Shewhart (1920s)

W. Edwards Deming (1950s)

Common models vary # of steps

One of the Structured QI tools and techniques

Examples:

Green Lean, Six Sigma Projects.

Force Field Analysis

Nominal Group Technique


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Four Phases of PDCA Cycle

Plan a change aimed at improvement.

DoCarry out the change.

Check - the results.

Act - .Adopt, adapt, or abandon


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PDCA Cycle

2. Analyze current

situation or

process

3. Identifyroot causes

Start

1. Select

improvement

opportunity

9. Monitor;

hold the gains

8. Adopt, Adapt

or Abandon

4. Generate and

choose solutions

5. Map out

and

implement a

trial run

7. Draw

conclusions

6. Analyze

the

results


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Plan: (1) Select Improvement Opportunity

Generate list and select.

Redefine team.

Write problem/opportunity/aim statement.

Management review and support.


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Plan: (1) Select Improvement Opportunity

Common Selection Criteria Controllable

Measurable results

identifiable Achievable

Data available or easy

to capture

Resource availability

Significant importance

Highly visible High volume

High risk

Problem prone/variation

Timely completion

Probability for success

Team motivation andinvolvement

Senior Mgt. support


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Plan: (2) Analyze Current Situation

Define process/problem to be solved

Identify the customer(s).

Baseline data Performance gaps?

Look at benchmarks, standards, regulatory requirements

Composition of team?

Validate problem and statement

Management review


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Plan: (3) Identify Root Causes

Very important step

Analyze cause and effect relationships

Fishbone diagrams

Select root cause

Shared decision making

Unbiased and reliable data to verify

Baseline data

Management review


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Plan: (4) Generate and Choose Solutions

Generate list and select solutions

Directly linked to root cause and supported by data

Team brainstorming and shared decision making

Consider best practices

Be honest about barriers

Change is hard!!

Choose best solution based on criteria

Shared decision making is key to buy-in!

Define and map out solution

Plan to measure (SMART objectives)

Handoffs, resources, outputs, accountabilities

Management review


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Do: (5) Map Out and Implement a Trial Run

Map out a trial run

Communication and education/training are key

Be specific

New forms, handoffs, data etc.

Implement trial run

Small scale but representative

Tests the intervention on a small scale to ensure changewill produce desired output


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Check: (6) Analyze the Results

Collect and evaluate results

Team-based analysis and beyond

Flexible and inclusive

Objective and subjective data Revisit process as it was mapped out

Be honest!


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Check: (7) Draw Conclusions

Team-based discussion and beyond

Did the desired change occur?

Did the intervention go as planned?

Was the root cause eliminated?

Are outcomes generalizable?

What worked?

What

didnt work?

What could be improved/changed?

What did we learn?


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Act: (8) Adopt, Adapt, or Abandon the

Intervention Team-based discussion and beyond

Adopt

Test again on a larger scale?

Communication, education, and training

Plan to measure

Adapt

Revise plan and repeat trial

Communication, education, and training

Abandon

Revisit root cause analysis and/or list of solutions

Need additional/new members on the team?


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Check: (9) Monitor; Hold the gains

Standardize the change

Ongoing training

Change to department policy?

Continue to monitor improvement

Same data collection tools and process

Additional metrics?

Continue reporting to staff and management Move to new improvement opportunity


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PDCA Cycle

2. Analyze current

situation or

process

3. Identifyroot causes

Start

1. Select

improvement

opportunity

9. Monitor;

hold the gains

8. Adopt, Adapt

or Abandon

4. Generate and

choose solutions

5. Map out

and

implement a

trial run

7. Draw

conclusions

6. Analyze

the

results


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Apply PDCA @ workplace

Background: Running Macro on Aquarius System for repeated NOTES

on F-11 page. To add remarks on queries on client name, address, inception

date, Sum Insured in UK insurance. [For example- Target Date , clauses like

Urgent/ standard (7 working days)/If mentioned whichever earlier. ]

(Following all nine steps)

1. To improve employee performance. To achieve 100% accuracy.

2. Employees keying notes incorrectly, leading to confusion. Need to

introduce standard NOTES. QC marking errors-less incentives. High

work pressure.


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Apply PDCA @ workplace

3. Some employees work carelessly. Low typing speed-no errors-no targets. High typing speed-meeting-spelling mistakes.

4. To run macro onMainframe System Aquarius F-11 Notespage. To

customize them with suitable titles.5. Experiment on own system application.

6. Time-saving (90 seconds per query of transactions), no spelling

mistakes.

7. Quality Improvement, Helpful for low speed typist, user friendly,

query-specific customization.

8. Shared with Group Manager, Sign-off by Client, followed by team

members.

9. Tracking daily performance with 100% accuracy & productivity; less

work pressure.


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Sage Advice

Team members need to own problem and solution.

Dont sacrifice the process for the product!

Be data driven/evidence-based

Conduct a thorough root cause analysis Solution directly related to root cause -- not predetermined

Plan to measure

Communication and feedback Celebrate teamwork and outcomes

Management support and buy-in are critical


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Desired State:

Quality Improvement Culture Leadership and infrastructure that supports QI

Staff training Shared decision making

Data drive and evidence-based decision-making

Accountability

Proactive approach to improvement

QI not a burden but a way of working smarter and

making jobs easier


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(253809850) PDCA Cycle PDF.doc

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