It is common to observe the introduction of changes in our teams, aiming at improving the current processes. The intention is good, however, in a totally unconscious way, the disordered application of improvements brings recurring results below their potential. The answer is to apply techniques that increase the effectiveness of the monitoring of its implementation, through an agile and structured method. Let's get the work done!
On a daily basis, it is fundamental to identify the problems that affect the teams and this should happen not only empirically by the elements that integrate them, but also through the frequent analysis of indicators with quantitative metrics. At this stage, an effective sorting is implicit, as employees repeatedly confuse opportunities for improvement with demands on current working conditions. Observing the causes of the problems is the subsequent step, allowing the design of practical solutions that must be evaluated beforehand in a perspective of effort and potential impact. So, without our noticing, we started the planning phase, assuming that the generated action must have associated the date of identification,
It is therefore essential to test and review the progress on a regular basis, and you may need to make specific adjustments. So, we are now in the confirmation phase.
Finally, it is essential to
The PDCA theory - Plan-Do-Check-Act - is thus essential in the
It is worth explaining the four steps in greater depth so that we can fully understand them and know in detail the function of each one of them. The theory presented dates from 1930 and shows us that the cycle - Plan-Do-Check-Act - also known as
It is important to remember that the improvement cycle supports the follow-up of the improvements made throughout the process, and that action to improve is defined as a set of initiatives whose aim is to change - for the better - how the work is done and how the tasks are performed.
Briefly, here are the steps to follow:
1º Plan: action identification, release date, closing and owner
2º Do: action implementation
3º Check: action check or solution test, which includes analysis of the improvement results and possible adjustments
This is a simple process that can benefit from the introduction of Visual Management allowing effective follow-up of frequent improvement actions. Incorporated in a physical or digital frame, the PDCA should be easy to read and update, in order to enhance the use of the tool in a recurring way. It can be used in the team’s
Kaizen Institute is a multinational company that supports organizations in the design and