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2019年11月 9日 (土)

Propose a PDSK cycle that is neither PDCA nor PDSA!

Pdsk-cycle-fig

When it comes to reforms in working styles and the like, there are times when the upper manager of our company has dropped a textbook-like organization management technique, such as "the thorough implementation of the PDCA cycle," which has been heard by management consultants or something. The PDCA cycle was proposed by Walter A. Shewhart, who built quality control, and W. Edwards Deming et al. For this reason it is also called Shewhart Cycle or Deming Wheel.

 

Plan (Plan): Create a business plan based on past performance and future forecasts

Do (Execution / Execution): Work in accordance with the plan

Check (check and evaluation): check whether the implementation of the work is in line with the plan

Act (treatment / improvement): examine the part where implementation is not in line with the plan and take action

 

The point is that it is the basic concept of quality control in factory, but this is interpreted to extend the business style in the social organization. The principle of action is expressed by four simple verbs used daily, and it is a very simple logic that repeats this. However, not only me, many Japanese can not make sense even if they look at this. In particular, we vague the difference between Do and Act. The Plan, Do, Check, Do (PDCD cycles) are still easier to understand.

 

In fact, in the later years, the inventor should not stop Check in PDCA simply as "checking and evaluation", but it is necessary to deeply consider, reflect, learn (Study), share, and joint the next Act (action · · · Can lead to improvement). If so, it will be PDSA, but the relationship and division of Do and Act are still vague.

 

In the first place, at the Do stage, it is necessary to check whether the plan is in agreement while monitoring the progress. Therefore, check alone is not enough. In that sense, it is good to replace the word here with See (which collects the situation and simultaneously monitors it). On the other hand, in order to connect to the next plan P, it is necessary to consider, reflect on, and specifically improve the results of these series of work. Only learning is not enough. It is impossible to replace these sophisticated process with short English verbs? It is no good express as Act. If it “improves”, however, this does not include discussion and reflection. There is also “a step-up” in the sense of aiming at a higher level, but I can not see the concrete improvement process. In terms of “endeavor”, that do not include improvement and consideration, just means hard work toward the goal. Evaluation results should not be retained at the individual level, and of course it can not be linked to the next P unless it is put into practice after being made common to the entire organization, as well as belonging departments. Since these difficult expressions are impossible in English, I think that it good verb in Japanese as “KAIZEN“ here. That is, “PDSK cycles” of Plan (P), Do (D), See (S), and Kaizen (K), though to be appropriate.

 

Plan (Plan): Create a business plan based on past performance and future forecasts

Do (Execution / Execution): Work in accordance with the plan

See (monitoring / monitoring): grasp and monitor whether the work execution is in line with the plan

Kaizen (Improvement): Verification and reflection on the part where implementation is not in line with the plan, sharing throughout the organization, and establishing concrete and rational measures.

However, both PDCA cycle and PDSK cycle proposed here by me, this is the story of the theory world, and if you repeat this on a daily basis, you will never get the speed in works. Even if the theory or process is correct, the result does not always come close to the goal. The PDCA cycle can exist as a notion that "if you act this way you will achieve good results," but it must not be in line with the nature of humans. People constantly make minor adjustments while surfing every day. This concept is called as "adaptive management". Try it first, and if it doesn't work, fix it each time. “Adaptive management” is, simply speaking, "hit and run". However, if it is possible to put in a small but somewhat sophisticated P and K in this adaptive management, it is possible to rush toward the goal quickly. In modern business, this must be the case.

 

November 9, 2019, Yoshihiko IZUMIYA

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