P.D.C.A Introduction (MGH 2013): Problems come in all shapes, sizes, and complexity. When staff don't have the basic skills to Problem-Solve, all problems explode and Leaders find themselves overwhelmed with extinguishing 'fires'. Building a true Problem-Solving culture requires incremental training starting with the basics. Have your team analyze the video to the right to determine "what's the REAL problem" we see here. Does this video or flow chart reflect the problem-solving skills of your team? If yes, it's time to develop your team.
This step-by-step tutorial guides your staff through the PDCA process of riding a bike.
Based on the works of Shewhart and Deming, this simple but powerful process lays the foundation for developing an army of problem-solvers in your staff. Start small and stay small; ask your staff "what sucks about this process" and watch the thinking wheels turn.
The PDCA process will help them find the best solutions to the tiny aging problems they face every day.
Start small and stay small; don't try to solve world hunger or world peace; you're doomed from the start.
It really is as simple as 1, 2, 3, 4.
The diagram to your right shows how simple the PDCA cycle is to follow. When you couple this tool with a simple problem, you can slowly start to establish the building blocks for a problem-solving culture at your institution.
PLAN: Establish the objectives and processes necessary to deliver results in accordance with the expected output/target/goals.
DO: Implement the plan, execute the process, make the product. Collect data for charting and analysis in the following CHECK and ACT steps.
CHECK: Study the results (measured and collected in the DO phase and compare against the expected results/targets/goals from the PLAN phase to ascertain any differences.
ACT: Request corrective actions on significant differences between actual and planned results. Analyze the differences to determine their root causes.
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