Training Pack
Kaizen
PDCA ( Plan / Do / Check / Act )
Introductions
• Name
• Department
• Current knowledge of Plan Do Check Act
Aims & Objectives
Target Audience : All!
Purpose of Module :
To train the delegates in the Continuous Improvement Cycle
Aims & Objectives :
• Understand the origins of Plan/Do/Check/Act (PDCA)
• To define the 12 step PDCA approach
• Understand when to apply PDCA
Definition
Plan Do Check Act (PDCA) is a framework that provides a
methodical approach to problem solving and continuous
improvement.
It’s not just a 12 step cycle, it’s a way of thinking!
Act
Plan
Check
Do
Standard Ops. CONTINUOUS
IMPROVEMENT
Why use PDCA?
Human nature vs. Process
Jump straight to solution mode Allow time to plan
Fight the fires every time A structured approach
to defining the problem
No common understanding
of the real problem Involve the right people
No measure if the solution Test and monitor solutions
is a real success
to ensure goals are met
The PDCA Cycle
12. Continuous 1. Select Project 2. Explain
Improvement Reason
11. Monitor
3. Set Goals
Solution
ACT PLAN
10. Implement 4. Prepare
Continuous
Solution Improvement Action Plan
Cycle
CHECK DO
9. Ensure
5. Gather the
Goals are
data
satisfied
8. Test 6. Analyse the
Solutions facts
7. Develop
Solutions
1. Select Project
When selecting a project think about how you can identify that an area requires
improvement. What inputs help you recognise if an area is not conforming to the
required standard?
4 Hour FIT - Day 1 Brainstorming - What can we
Team Name:
improve?? Health & Safety
Team Members: Low Cost
Can be Done This Week 5 0.07
Low Cost
Will Take Longer Than 0.06
a Week 4
High Cost 0.05
Others:-
Area to be targeted:
Long Term Improvements 3 0.04
Issues Encountered:
2 0.03
Priority Table - Prioritise ideas according to the ease, benefit & cost of
0.02
4 Hour FIT - Day 2 1
implementation
Improvement to be tackled: 0.01
Current State Photos:
Improvement Idea Ease Cost Impact Total Rank Who??
0
Oct Dec Feb Apr Jun Aug Oct Dec
0 FMEA’s
Priority Table Scoring:
1 = Hard to install/ High Cost/ Low
Work Related Accidents Reportable Accidents
Impact
5 = Easy to install/No Cost/High
Impact
Sickness Rate %
4 Hour FIT - Day 3
Gap Analysis
Current Future
Countermeasure
How can we solve it? Countermeasure
Action Plan
Who? Support When Comments Risk Assessments
KPI’s
4 Hour FIT - Day 4
Customer Feedback
No
Wh at actio ns are REC OV ERY Su ccessfu l?
No re quire d? PLAN
Evaluation & Review Imp lem e nta tion Y es
Su cce ssful?
Was the improvement
implemented? Yes
Ho w can th e
ch ange be
PLAN TO
SUSTA IN
sustain ed?
Action Who? Support When By Comments
After Photo:
(Int/Ext)
New Actions
Team Achievements:
Focused Improvement
Teams (FIT) IPT meetings
2. Explain Reason
Achieve this by producing an agreed, clear problem statement, that uses facts,
and does not mention any countermeasures.
Example
After Process X has finished, the operator on the machine is expected to inspect the
product, and then certify in SAP that the process has been successfully completed.
However the Team Leader on Process Y complains that half of the time, products arrive
without having the correct certifications, which stops his team from doing their job. He
has to spend, on average, 2 hours sorting the problem.
He reckons that this has got worse since they changed the version of SAP used 6
months ago (he and his team still hasn’t been trained), and they have taken SAP access
away some operators. Production has also risen recently, putting strain on resource.
2. Explain Reason
1. Everyone needs to be trained on SAP
2. More SAP certification access is required
3. More people are required on Process X
Pre-empts countermeasures without understanding
the problem – based on opinions not facts
“In the last 6 months, 50% of products arriving at
Process Y have arrived without the proper SAP
certifications, causing on average 2 hours delay per
occurrence”.
States the facts, giving frequency, timescale, and
impact.
3. Set Goals
Using the previous example of Process X and Y:
To identify and implement the requirements that will
ensure that 75% of products arriving at Process Y
have completed certifications within 6 months, rising
to 100% by the end of this year.
S.M.A.R.T.!!!
4. Action Plan
Specific actions should be highlighted for completion. The key here is that
plans should be time-bound and bought-off by the relevant owner.
Why are we undertaking the project?
What are we going to do? What data is required?
Who is responsible for each task? Who should be involved?
How must it be accomplished? How do we review?
Where can we find relevant data and facts?
When must a task be complete?
...do we need to give feedback?
5. Gather the Data
Gathering data enables us to understand the current situation to
discover the extent of a problem. Data provides the information required
to analyse a problem.
Data can be collected in a number of ways and forms, depending what you problem are
trying to define:
Interviewing
Visit the shopfloor – “Go and See”
Machine Histories
Risk Assessments
Customer Returns Data
Scatter Diagrams, Checksheets - 7 Quality Tools
6. Analysing the Facts
It is important to use the correct tools to define the problem. Only then can
relevant data be collected in an appropriate form to allow solutions to be
generated and their effectiveness reviewed.
Checksheets
Histograms Data Collection
Scatter Diagrams
Control Charts Data Collection & Analysis
Flow Charts
Cause and Effect Analysis
Analysis Techniques
Pareto Analysis
Tool Deployment
Situation Tool
1. Tracking OEE Scatter Diagram
2. Most frequent causes of Flowchart
Downtime
Histogram
3. Location of concessions on a
Control Chart
Panel
Checksheet
4. Identifying possible reasons for
poor delivery Pareto Analysis
5. Understanding process for Cause and Effect Analysis
modifying tooling
6. Making sense of accident data
Planning for Data Collection
What question do we need to answer?
What data analysis tools are we going to use and how to communicate the results?
Who in the process can give us the data?
What type of data do we need to answer the question?
Where in the process can we get the data we need?
How can we collect this data from the individuals with minimum effort and error?
When is the data to be provided?
How much will it cost to collect the data?
What additional information do we need for future analysis?
Develop Solutions
Develop countermeasures by brainstorming all the potential root causes to the
problem.
Ask Why?
Brainstorm Group Prioritise
5 TIMES!
Remember:- the customer protection is a temporary fix that solves the
problem today, the countermeasure is the permanent solution that
prevents the problem re-appearing.
7. Develop Solutions
Tips for Brainstorming:
Have a clear and understood objective
• Requires group participation
• Quantity not Quality
• No criticism is allowed – no idea is a bad idea
• Do not work an idea during the session
• One person to scribe the ideas onto a board or flipchart
• Piggy back off other people’s ideas
• Think “outside of the box”
• Run a session for around 15 minutes
• Have a break before analysing the ideas
5 Why’s Example
1 2 3
Q : WHY has machine stopped ? Q : WHY overload trip ? Q : WHY Insufficient oil ?
A : Overload tripped out ! A : Insufficient oil on shaft ! A : Oil pump inefficient !
Root-cause
4
Q : WHY is pump not efficient ?
5
Q : WHY is this shaft worn ?
A : Pump drive shaft worn ! A : Oil filter blocked with swarf !
8. Test Solutions
Once the countermeasures have been identified and prioritised, they
have to be tested to assess the effectiveness.
Think about how the success of potential solutions could be measured:
Is a trial required? Who needs to know?
How many communications sessions are needed?
How will the issues from the trial be captured?
Maybe more more data need to be collected?
Health & Safety
5 0.07
0.06
Does this data coincide with that collected
4
0.05
3 0.04 to define the problem?
2 0.03
0.02
1
0.01 Is it a KPI, one of the 7 Quality Tools?
0 0
Oct Dec Feb Apr Jun Aug Oct Dec
If so, will comparisons be possible to assess impact?
Work Related Accidents Reportable Accidents
Sickness Rate %
9. Ensure Goals are Satisfied
Assess the success of the tested countermeasure by comparison with
the goals set in Step 3
• If the goals have been met, the countermeasure can be implemented.
• If the goals have not been met, then the following should be considered:
12. Continuous 1. Select Project 2. Explain
Improvement Reason
Develop the existing countermeasure
11. Monitor
3. Set Goals
Solution
Can additional countermeasures be developed? ACT PLAN
10. Implement 4. Prepare
How appropriate are the goals? Solution
Continuous
Improvement
Cycle
Action Plan
CHECK DO
9. Ensure Goals 5. Gather the
are satisfied data
Re-evaluating the goals means a return to Step 3!!
8. Test Solutions 6. Analyse the
facts
7. Develop
Solutions
10. Implement Coutermeasures
Ensure everything is done to make a successful countermeasure become the
new standard
• If it meets the objective set, then it must become the standard way of working.
• All relevant people informed,
• Training needs to be identified and addressed
• Necessary documentation updated
• Use Standard Operating Sheets to document the new standard
11. Monitor Countermeasures
Continuously gather the data and analyse the facts to monitor the
effectiveness of implemented countermeasures
• Repeat Steps 5 & 6 of the PDCA cycle to establish the before and after
situation.
• Individuals involved need constructive feedback after implementing
countermeasures to help maintain continuous improvement.
Celebrate success!!!
12. Continuous Improvement
By definition the cycle of improving and ever raising the standards never
stops!
• Ongoing process control can be used to ensure the performance of the
countermeasures consistently meet the objectives set
• Improvement is infinite!
Act
Plan
Check
Do
Standard Ops. CONTINUOUS
IMPROVEMENT
Aims & Objectives
Target Audience : All!
Purpose of Module :
To train the delegates in the Continuous Improvement Cycle
Aims & Objectives :
• Understand the origins of Plan/Do/Check/Act (PDCA)
• To define the 12 step PDCA approach
• Understand when to apply PDCA
………..did we succeed?
