PDCA

Problem Solving Guide

PL
T INVESTIGATE AN
AC CORRECT &
STANDARDISE CLARIFY OBJECT IVES

 REVIEW FEEDBACK & IDENT IFY POSSIBLE CAUSES

MAKE CORRECTIONS
BENCHMARK BEST PRACT ICE
 STANDARDISE DO,
CHECK, ACT IDENT IFY T EAM ROLES

IMPLEMENT QUICK FIX

EVALUATE & VALIDATE ENLIGHTEN &

IMPLEMENT
P IL OT S TU D Y S O LU TION
TO V E R IFY D ATA CARRY OUT TRIALS TO
PROVE CAUSES
C OU N TE RM E AS U R E
ANALYSE DATA TO
UNDERSTAND HOW
CH TR AIN IN G
PROBLEM OCCURS

EC C OM M U N IC ATIO N IDENTIFY POSSIBLE

SOLUTIONS
O
K D

A Guide to a Team Approach to

Problem Solving
S D BELLAMY - Group Total Quality Manager - 22 August 2000 ( 5TH
Revision - Health Version )
 PL
INVESTIGATE
T

AN
AC
CORRECT &
STANDARDISE CLARIFY OBJECT IVES

 REVIEW FEEDBACK & IDENTIFY POSSIBLE CAUSES

MAKE CORRECTIONS
BENCHMARK BEST PRACT ICE
 ST ANDARDISE DO,
CHECK, ACT IDENTIFY T EAM ROLES

IMPLEMENT QUICK FIX

EVALUATE & VALIDATE ENLIGHTEN &

IMPLEMENT
P ILO T S TUD Y S OL UT ION
T O V E R IFY D ATA CARRY OUT TRIALS TO
PROVE CAUSES
C O U N TE RM E AS UR E
ANALYSE DATA TO
UNDERSTAND HOW
T R AIN IN G
PROBLEM OCCURS
CH

C O M M U N IC ATIO N IDENTIFY POSSIBLE

SOLUTIONS

O
EC

D
K

1 Introduction to PDCA Problem Solving Cycle.

2 PDCA Cycle…….
3 Key Steps in PDCA…..
4 Defining the Problem
5 Selection of TQ Techniques used in PDCA.
6 Using the 14 Techniques.
7 PDCA Reviews - Racetrack.
8 Using PDCA Workbook.
9 Summary
 PL
INVESTIGATE
T

AN
AC
CORRECT &
STANDARDISE CLARIFY OBJECT IVES

 REVIEW FEEDBACK & IDENT IFY POSSIBLE CAUSES

MAKE CORRECT IONS
BENCHMARK BEST PRACT ICE
 ST ANDARDISE DO,
CHECK, ACT IDENT IFY T EAM ROLES

IMPLEMENT QUICK FIX

EVALUATE & VALIDATE ENLIGHTEN &

IMPLEMENT
P ILO T S TU D Y S OLU TION
TO V E R IFY D ATA CARRY OUT TRIALS TO
PROVE CAUSES
C O U N TE R M E AS U R E
ANALYSE DATA TO
UNDERSTAND HOW
TR AIN IN G
PROBLEM OCCURS
CH

C O M M U N IC ATION IDENTIFY POSSIBLE

SOLUTIONS

O
EC

D
K

PDCA was created by W Edwards Deming

in the 1950’s as an easy to follow Problem
Solving Cycle.

Deming was tasked with helping Japan

rebuild its economy in the 1950’s.

His purpose was to use PDCA with a

Continuous Improvement process to
help rebuild Japanese industries so that
they could compete in the world market in
the future.
 ACT PLAN

Custom er
Satisfaction

CHECK DO

PL
T INVESTIGATE AN
AC CORRECT &
STANDARDISE CLARIFY OBJECTIVES

 REVIEW FEEDBACK & IDENT IFY POSSIBLE CAUSES

MAKE CORRECT IONS
BENCHMARK BEST PRACT ICE
 ST ANDARDISE DO,
CHECK, ACT IDENT IFY T EAM ROLES

IMPLEMENT QUICK FIX

EVALUATE & VALIDATE ENLIGHTEN &

IMPLEMENT
P ILO T S TU D Y S O LU TIO N
TO V E R IFY D ATA CARRY OUT TRIALS TO
PROVE CAUSES
C O U N TE R M E AS U R E
ANALYSE DATA TO
UNDERSTAND HOW
CH TR AIN IN G
PROBLEM OCCURS

EC C O M M U N IC ATIO N IDENTIFY POSSIBLE

SOLUTIONS
O
K D
 Purpose:- To

PL
INVESTIGATE the
CT

A
I N VES TI GATE
CORRECT &
A
S T AN DARDI S E DETERMI NE N EEDS

N
 DI AGN OS TI C:

current situation &

 REVI EW FEEDBACK &
MAKE CO RRECTI O NS  REVI EW CURREN T
PRACTI CES .
 S T ANDARDI S E DO ,
CHECK, ACT  BEN CHMARKI N G:
 S UMMARI S E AN D

understand fully the

COMPARE BES T
PRACTI CES .

EVALUATE & VALI DAT E EN LI GHTEN &

I MPLEMEN T

nature of the
 PILO T T R AINING
PR O G RAM  DEFI N E
RES PONS I BI LI TI ES :
 FEE DBACK WHY, W HAT & HOW

 RECOGNI TI ON .
RECOGN I S E THE
problem being
CH

CON TRI BUTI ON OF

OTHERS .

O
EC

solved.
D
K

Key Steps:-
Diagnostic - Review Current Practice.
Define the Problem - Who,What,Where and When .
Write Team Mission statement.

Brainstorm potential causes of problem using simple

Brainstorming or a Cause & Effect Diagram.
Identify & agree potential Root Causes prioritising using
Paired Comparisons or by Consensus Rankings and
asking the 5 WHY’s
Set up methods to capture ‘REAL’ data.
Implement ‘QUICK FIXES’ to protect the customer
Make Process Flow Diagram
Analyse ‘REAL DATA’ & show graphically.

Benchmarking - Compare Best Practices

Brainstorm where else may they have this problem, find out
what they do to resolve it.
 Purpose:- To

PL
CT I N VES TI GATE

A
CORRECT &

N
Enlighten the
A
S T AN DARDI S E DETERMI N E N EEDS

 REVI EW FEEDBACK &  DI AGN OS TI C:

MAKE CO RRECTI ON S  REVI EW CURREN T
PRACTI CES .
 S T ANDARDI S E DO ,
CHECK, ACT  BEN CHMARKI N G:
 S UMMARI S E AN D
COMPARE BES T
PRACTI CES .
Team as to the
EVALUATE & VALI DATE EN LI GHTEN &

I MPLEMEN T
P ILO T T RAINING
P RO G RAM  DEFI N E
Real Problem by
analysing the
RES PON S I BI LI TI ES :
 F EEDBACK W HY, WHAT & HOW

 RECOGN I TI ON .

Data and defining

RECOGN I S E THE
CH

CON TRI BUTI ON OF

OTHERS .

O
EC
K

and implementing
D

a solution plan.

Key Steps :-
Enlighten
 Brainstorm solutions.
 Rank solutions to identify best impact.
 Carry out Failure Prevention Analysis.
 Carry out Solution Effect Analysis.
 Create Project Plan to implement solutions.
Put measures of performance in place using
Control Charts or Check Sheets.
Implement
 Carry out Project Plan.
 Educate, train & communicate
Purpose:- To PL
A
monitor effect of CT CORRECT &
I N VES TI GATE
N
A S TAN DARDI S E DETERMI N E N EEDS

implementation of  REVI EW FEEDBACK &

MAKE CO RRECT I O NS
 DI AGN OS TI C:
 REVI EW CURREN T
PRACTI CES .

project plan & find

 S T AN DARDI S E DO ,
CHECK, ACT  BEN CHMARKI N G:
 S UMMARI S E AN D
COMPARE BES T
PRACTI CES .

Countermeasures to EVALUATE & EN LI GHTEN &

I MPLEMEN T

CH
VALI DATE

further improve the

 PILO T T RAIN IN G  DEFI N E
PR O G R AM RES PONS I BI LI TI ES :
WHY, WHAT & HOW

EC
 FEED BACK

solution.
 RECOGNI TI ON.
RECOGN I S E THE

DO
CON TRI BUTI ON OF
OTHERS .

Key Steps :-

Evaluate

 Collect data to monitor performance improvements.

 Involve & train those affected by solution plan.

 Communicate & feedback.

Validate

Resolve any issues by finding Countermeasures to

ensure solution plan continues.
Purpose:- To Review
Continuously the
CT I N VES TI GATE
PL
A
N

A
CORRECT &

Performance Measure 
S TAN DARDI S E

REVI EW FEEDBACK &

DETERMI N E NEEDS

 DI AGN OS TI C:
 REVI EW CURREN T

& make adjustments as

MAKE CO RRECT I O N S
PRACTI CES .
 S T AN DARDI S E DO ,
CHECK, ACT  BEN CHMARKI N G:
 S UMMARI S E AN D

required. Integrate new EVALUA TE & VALI DATE EN LI GHTEN &

COMPARE BES T
PRACTI CES .

situation into Normal 

PR O G R AM
I MPLEMEN T
PILO T T RAIN IN G
 DEFI N E
RES PON S I BI LI TI ES :

Working Practice. Start CH

 FEED BACK


WHY, WHAT & HOW

RECOGN I TI ON .
RECOGN I S E THE

PDCA Cycle again. EC

K
CONTRI BUTI ON OF
OTHERS .

D
O

Key Actions :-
Correct & Standardise
 Decide if solution is effective & either integrate
into normal working practice or abandon. If plan is
abandoned, ask what has been learned by the
process and, restart the project.

 Determine new target & start PDCA cycle again.

 PL
T INVESTIGATE AN
AC CORRECT &
STANDARDISE CLARIFY OBJECT IVES

 REVIEW FEEDBACK & IDENT IFY POSSIBLE CAUSES

ACT PLAN MAKE CORRECT IONS

BENCHMARK BEST PRACT ICE
 ST ANDARDISE DO,
CHECK, ACT IDENT IFY T EAM ROLES

IMPLEMENT QUICK FIX

Customer EVALUATE & VALIDATE ENLIGHTEN &

Satisfaction IMPLEMENT
P ILO T S TU DY S O L U TIO N
T O V E R IFY D ATA CARRY OUT TRIALS TO
PROVE CAUSES
C O UN T E R M E AS U R E
ANALYSE DATA TO

CHECK DO CH T R AIN IN G
UNDERSTAND HOW
PROBLEM OCCURS

EC C O M M U N IC AT IO N IDENTIFY POSSIBLE
SOLUTIONS
O
K D

Checklist of PDCA Approach :

Have you got:
a Sponsor - ( Person who instigates the Problem Solving Session )
b Team Leader.
c Facilitator
d Team Members

Problem Solving Process:

P 1 Define Problem & Objective ( & Do Quick Fix )

P 2 Identify Likely Causes

P 3 Identify Major & Root Causes

P 4 Develop Solutions / Agree Action Plans

D 5 Implement action Plan

C 6 Determine Effectiveness of plan

A 7 Standardise Results / Implement in all relevant areas.

ACT PLAN

Customer
Satisfaction
Techniques to use with PDCA -
DO
Selection Chart
CHECK

T echnique P D C A

1 B R A IN S T O R M IN G    
2 C A U S E & E FF E C T  
3 CHECK SHEETS   
4 P A R E T O A N A L Y S IS   
5 C O N C E N T R A T IO N D IA G R A M S   
6 P R O C E SS FLO W C H A R TS.  
7 P E R FO R M A N C E M E A S U R IN G    
8 5 W H Y 'S & 5W 1H 
9 P A IR E D C O M P A R IS O N S  
1 0 IM P A C T D IA G R A M S  
1 1 F O R C E F IE L D A N A L Y S IS 
12 SO LU TIO N EFFE C T D IA G R AM 
13 SC H ED U LE or PR O JE C T P LA N 
14 F AILU R E P R E V E N TIO N A N A LY S IS

ACT
PLAN

Custo mer
Defining the Problem in
Satisfaction

CHECK DO
SMART form.
What is this ? It is the first step in the PDCA
problem solving cycle.

Why do it ? To ensure that the whole Team is

clear about what their Goal is.

When do I use it ? At the first Team meeting.

Who does this ?.

? The Team.

How de we do it ?

By considering each of the following aspects of the issue

being addressed.

Who is the problem experienced by ( Stakeholder )?

What is the problem ?
Where is the problem ?
When is the problem experienced ?

Use these statements as a “Sanity Check” to refer back to

at later stages of the project to check if on track.
 PLAN
ACT
Writing a Team
Custo mer
Satisfaction Mission Statement in
CHECK DO SMART form.

Write a statement using the following SMART rules.

Specific
Measurable
Achievable
Realistic
Time based
Examples
To reduce “Annual Lost working Days due to Back
related Problems” in the “Stores Department” by 50%
in 6 months.

To reduce “Risk of causing Back Related Injuries” in

the Packing Department by 30% in 5 days.
ACT
PLAN

Custo mer
The Quick Fix
Satisfaction

CHECK DO

What is this ? - This is a way of protecting the

Customer from the Effect of the Problem being investigated.

Why do it ? - Because the Cause of the problem may

take some time to resolve. ( It stops the patient bleeding to
death.)

When do I use it ? - Immediately the problem is identified.

Who does this ?.

? - The Team
How do we do this ?

Typical Quick Fixes may include for example:-

Several Lifts where one is the normal

Additional but time-consuming lifting gear
100 % Manual Inspection of product on line by operator
Audit Inspection after final Operation.
Multi Pass Operations.
Pre Process Manual Inspection.

They are usually, but not always, Time Consuming and Expensive.

If , for example, the problem was a “ leaking roof due to a cracked tile “
The quick fix could be
To put a bucket under the leak.
The final solution could be
Replace the Tile, Check condition of other tiles annually.
ACT PLAN

Cu sto mer
Satisfaction
Technique 1 - BRAINSTORMING
CHECK DO

W h a t is it ? - I t is a me t h od of ge ne r a t ing I d e a s or s ugge s t ions ve r y

quic kly a nd c r e a t ive ly.
W h y d o it ? - S o e ve r y me mb e r of t h e T e a m c ont r ib ut e s .
W h e r e is it us e d ? - Mos t of t e n in t h e T e a m r oom, a nd ot h e r wis e a nywh e r e t h a t
t h e r e is a T e a m a nd a F lipc h a r t .
W h e n is it us e d . ? - U s ua lly wh e n t h e pr ob le m b e ing s olve d is id e nt if ie d a nd
d e f ine d .
W h o us e s it ? - Ca n involve a nyone .
H ow is Br a ins t or ming Done ? -
S T EP 1
 F ind a quie t r oom wit h a F lip Ch a r t a nd h a ve Pe ns , Pos t I t s , Dr ywipe Ma r ke r s ,
Blue T a c a va ila b le .
 De c id e wh o will a c t a s t h e T e a m S c r ib e .
 W r it e d own t h e Pr ob le m or S it ua t ion b e ing S t ud ie d or I nve s t iga t e d a t t h e T O P
of a F lip Ch a r t .
S T EP 2
 Give a ll t h e T e a m Me mb e r s a f e w Pos t I t s .
 T h e n ind ivid ua lly f or 5 minut e s wr it e d own on t h e Pos t I t s ( 1 id e a pe r s h e e t )
a ny id e a s or s ugge s t ions .
 W h e n id e a s h a ve d r ie d up, S t ic k a ll t h e id e a s ont o a F lip Ch a r t a nd Gr oup a ny
s imila r id e a s .
 T h e n f or up t o 10 minut e s , wor king a r ound t h e r oom , a d d a ny f ur t h e r id e a s
t h a t ma y h a ve b e e n mis s e d .

S TEP 3

 As a T e a m d is c us s e a c h id e a a nd d e c id e if t h e y a r e Tot ally, Pa rt ially or

N ot in t h e Cont r ol of t h e T e a m.
 S e pa r a t e out t h e "Tot ally " id e a s .
 Pr ior it is e t h e m us ing " I mpac t Diagra ms " or "Paire d Comparis ons ".

S TEP 4

 T h e T e a m mus t d e c id e if t h e r e is a ne e d t o involve s ome one e ls e , in t h e

T e a m, t o r e s olve t h e Part ia lly or N ot in Cont rol it e ms .
 ACT PLAN

Customer
Satisfaction Technique 2 - CAUSE & EFFECT
CHECK DO

W hat is it ? - I t is a me t h od of Brains t orming Caus e s of a pr ob le m or s it ua t ion.

W hy do it ? - T o h e lp t h e T e a m c a n f oc us on s pe c if ic t h e me s a nd gr oups of c a us e s .
W he re is it us e d ? - I n t h e t e a m r oom or a t pla c e of wor k
W he n do we us e it ? - W h e n a pr ob le m or e f f e c t is d e f ine d a nd pos s ib le c a us e s a r e
ne e d e d .
W ho us e s it ? - Eve r yone .
How do we us e t he m ? -
S t e p 1 - O n a la r ge b oa r d or f lip c h a r t . Cons t r uc t t h e d ia gr a m b e low.
M AN M A CH IN E

W rite the Effect in

here.

M ATERIA L M ETH O D
S t e p 2 - A S c r ib e W ill t a ke POS S I BLE CAUS ES f r om r ound t h e t a b le in T ur n unt il
Dr ie d up. As pe r e x a mple b e low.
M EN M ach ines
O perato r n ot T rain ed M achine no t Capable
M achine G au ging Faulty

O ver Size Bo re

W ro ng G rad e G rind in g W h eel W ro ng M aster Issued .

C oo lant M ix W ron g
No Po st bore G aug e
M aterials M ethod s

S t e p 3 - Priorit is e and S e le c t t h os e t o b e inve s t iga t e d , b y a lloc a t ing VOTES t o e a c h

T e a m me mb e r wh o a d d t h e ir c h oic e s t o t h e Dia gr a m . As pe r Dia gr a m Be low.

M EN M ach ines 3
O p erato r n ot T rain ed M achine no t C apable

M ach ine G aug ing Faulty

5 1

O ver Size B ore

W rong G rade G rindin g W heel 2

W ro ng M aster Issu ed .

C oo lan t M ix W rong
N o P ost b ore G auge
M aterials M etho ds

8
 ACT PLAN

Cu sto mer
Satisfaction
Technique 3 - CHECKSHEETS
CHECK DO

W ha t a re t he y ? - T h e y a r e a me t h od of r e c or d ing
f a c t ua l da t a ove r a pe r iod of t ime .
W hy do it ? - S o you will b e a b le t o c onf ir m t h e Ca us e s
of t h e pr ob le m.
W he re is it us e d ? - At t h e pla c e wh e r e t h e inve s t iga t ion
is t a king pla c e .
W he n is it us e d ? - Af t e r t h e init ia l b r a ins t or ming,
wh e n r e a l d a t a is r e quir e d t o c onf ir m init ia l id e a s .
W ho us e s it ? - T h e t e a m s h ould nomina t e a nd t r a in
volunt e e r s t o f ill t h e s h e e t in.
How is it us e d ? -
De s ign a s h e e t s imila r t o t h e one b e low, d e c id e on d a t a t o
b e c olle c t e d a nd wh e n. T r a in t h e pe r s on wh o will c olle c t
t he d at a.

Week Week Week Week Cumulative

Cause 1 2 3 4 Total Total

Weights too Heavy 53 43 42 61 199 199
Reach too far 24 29 27 27 107 306
Incorrect Posture 5 28 13 30 76 382
Previous Injury 24 20 2 29 75 457
Frequency of Lifts 8 31 15 11 65 522
Cold Workplace 21 9 7 16 53 575
Wrong Footwear 22 4 10 6 42 617
Accidental Twists 1 12 26 3 42 659
Total 158 176 142 183 659
 ACT PLAN

Cu sto mer
Satisfaction
Technique 4 - PARETO ANALYSIS
CHECK DO

W h a t is it ? - A me t h od of s h owing a t a b le of d a t a in
gr a ph ic a l f or ma t t o a id und e r s t a nd ing.
W h y d o it ? - T h e vis ua l impa c t is gr e a t e r t h a n a t a b le of
numb e r s . Ca n b e f ille d in r e a l t ime .
W h e r e is it us e d ? - O n not ic e b oa r d s , in d e pa r t me nt s a t
pla c e of wor k.
W h e n is it us e d ? - Af t e r you h a ve c olle c t e d r e a l d a t a in
c h e c ks h e e t f or m.
W h o us e s it ? - Anyone .
H ow d o we us e it ? -
( Us ing d a t a in t e c h nique 3 . )
Week Week Week Week Cumulative Cumulative

Re je c t 1 2 3 4 Total Total % %
Weights too Heavy 53 43 42 61 199 199 30.19727 30.1972686

Reach Too far 24 29 27 27 107 306 16.23672 46.4339909

Incorrect Posture 5 28 13 30 76 382 11.53263 57.9666161

Previous Injuries 24 20 2 29 75 457 11.38088 69.3474962

Frequency of Lifts 8 31 15 11 65 522 9.863429 79.2109256

Cold Workplace 21 9 7 16 53 575 8.042489 87.2534143

Wrong Footwear 22 4 10 6 42 617 6.373293 93.6267071

Accidental Twists 1 12 26 3 42 659 6.373293 100

Total 158 176 142 183 659

100
90
80
70
60
50
40
30
20
10
0
 ACT PLAN

Cu sto mer
Satisfaction
Technique 5 - CONCENTRATION
CHECK DO DIAGRAMS

Wh a t is it ? - a sim p le visu a l a id t o co llect d a t a a b o u t a n

a r ea o r id ea yo u a r e in vest iga t in g.

Wh y u se it ? - It is ea sy t o u se a n d t r a in

Wh er e is it u sed ? - a t t h e p la ce o f in vest iga t io n

wh en is it u sed ? - Wh en t h e t ea m wa n t s t o kn o w t h e wh a t
t h e r ea l sit u a t io n is, o r t o co n fir m a h u n ch a b o u t t h e
in vest iga t io n .

Wh o u ses it ? - An yo n e

Ho w d o we u se it ? -

1 ) Ma ke a sket ch o f t h e it em o r a r ea yo u a r e
in vest iga t in g.

Sim p ly m a ke a m a r k ever yt im e t h er e is a n o ccu r en ce o f a

p r o b lem in t h a t lo ca t io n .
Th e r esu lt in g visu a l im p a ct is ea sy t o see
 ACT PLAN

Cu sto mer
Satisfaction
Technique 6 - PROCESS FLOW
CHECK DO CHARTS.

W h a t is it ? - I t is a vis ua l d ia g r a m of h ow t h e p r oc e s s
b e ing inve s t ig a t e d op e r a t e s .

W h y d o it ? - T o c la r if y a nd und e r s t a nd h ow a p r oc e s s
wor k s a nd t o inve s t ig a t e if t h e r e a r e a ny h ole s in it

W h e r e is it us e d ? - I t c a n b e us e d a t a ny s t a g e b y t h e
t e a m t o und e r s t a nd a s it ua t ion.

W h e n is it us e d ? - Mos t ly d ur ing t h e p la nning p h a s e a nd

oc c a s iona lly in t h e d o a c t p h a s e .

W h o us e s it ? - T h e t e a m inve s t ig a t ing t h e p r ob le m

H ow d o we us e it ? -
T h e e x a mp le b e low s h ows PDCA in a F low Ch a r t f or m.

A N A LY SE D ATA &
DEF IN E the B R A I N S T O R M p ossib le
PRO BLEM SO LU TIO N S.
W rite a S M A RT Using Technique 1 -
definition B RAIN STOR MIN G

B ra instorm P ossible DECIDE on a

P rioritise
Ca u ses. Q UICK F IX to
Solu tion s u sin g
U sing T ec hnique 2 p rotect th e
Im pact Diagram s
Cause & Effect Cu stom er.

P RIO R IT IS E C o lle c t D a ta a t Verify the Effect of

S o urc e Implementing each
P o s s ib le C a u s e s
Solution using
Solution Effect, Force
G ive e ac h T e am Us e T e c hniq ue 3 FieldAnalysis and Failure
M e m b e r 5 vo te s e ac h CH ECKSH EETS Prevention.

M ake an
Im ple m e n ta tion Set up Measures to R E VI E W E FFE CT on

S c h e d u le us ing
T e c hniq ue 1 3 - P ro je c t
P lanning
Monitor the Effect. IM P L E M E NT M EAS URES - M AKE
COUNTERM EAS URES to
Use Checksheets, PRO JECT PLAN E N SU R E O B JE CTI VE
Paretos, Control Charts. I S A CHI E VE D .
 Technique 7 - Measuring
ACT PLAN

Cu sto mer

Performance.
Satisfaction

CHECK DO

What is it? - It is a way of showing the Results and effects of changes

made to a process.
Why use it? - To understand the current performance and to chart
improvements and progress towards a target.
Where is it used? - Usually at the place of work or on the process being
monitored.
When is it used ? - From the start of a project right , through to the end.
Data is usually added every day , week or month.
Who uses it ? - The Team.
How is it used ? -

Show “Targets” as lines

Show the actual “output”
achieved as a column.

Potential Causes Observed per Day

ACTUAL TARGET BUDGET
revised PERCENTAGE
35000 120%

30000 110%

25000 100%

20000 90%

15000 80%

10000 70%

5000 60%

0 50%
1994 1995 1996 1997 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC
ACT PLAN

Cu sto mer
Satisfaction
Technique 8 - a) 5 WHY’s b) 5W1H.
CHECK DO

Wh a t a re t h e y ? - A ver y sim p le wa y o f fin d in g o u t

if t h e t ea m h a s r e a ch ed t h e ROOT CAUSE o f a
p r o b lem .
Wh y u s e t h e m ? - T o co n fir m t h e t e a m p e r cep t io n
Wh e re is it u s e d ? - As p a r t o f a t ea m p r o b le m
so lvin g se ssio n s
Wh e n is it u s e d ? - Aft e r in it ia l b r a in st o r m in g a n d
d e fin in g a p r o b lem .
Wh o u s e s t h e m ? - T h e t e a m .
Ho w d o we u s e t h e m ? -
a ) 5 - Wh y's b ) 5 W1 H
S im p ly a s k th e q u e s tio n "W H Y " S im p ly a s k
5 tim e s

1 ) WHY will T V n o t co m e o n ? Wh a t ?
Be ca u se t h e r e is n o p o we r . Wh y ?
2 ) WHY is t h e r e n o p o we r ? Wh e r e ?
Be ca u se t h e fu s e h a s b lo wn . Wh e n ?
3 ) WHY h a s t h e fu s e b lo wn .? Wh o ?
Be ca u se t h e fu s e a m p r a t in g is t o lo w. Ho w ?
4 ) WHY wa s t h e fu se a m p r a t in g t o o lo w? ( Wh en lo o kin g
Be ca u se it wa s in co r r e ct ly se le ct e d . a t a p r o b le m t o
5 ) WHY wa s it in co r r e ct ly s e le ct e d ? cla r ify
Be ca u se t h e h o u s e h o ld e r wa s ig n o r a n t
u n d e r st a n d in g)
o f t h e n e e d fo r co r r e ct s e le ct io n .
ACT PLAN

Cu sto mer
Satisfaction
Technique 9 - Paired Comparisons.
CHECK DO

W hat are t he y ? - T h e y a r e a me t h od of H e lping t h e t e a m pr ior ot is e a

numb e r of pot e nt ia l c a us e s a nd s olut ions .

W hy us e t he m ? - T o ge t a t e a m c onc e ns us .

W he re is it us e d ? - I n t e a m me e t ings

W he n is it us e d ? - W h e n t h e t e a m wis h e s t o know t h e pr ior it y of a

numb e r of c a us e s or s olut ions b e f or e pr oc e e d ing t o t h e ne x t s t a ge .

W ho us e s it ? - T h e T e a m.

How is it us e d ? - T h e e x a mple b e low s h ow h ow t h e T e a ms d e c id e d on a

pr e f e r e d a c t ion t o impr ove h e a t t r e a t me nt r ound ne s s .
No 6 Item is
No 2 Item is more likely more likely than
than No1 Item No3 Item

No It e m Co m p a ris o n To t a l
1 1 1 1 1 1 1 5
Reduced Lifting Weights
2 3 4 5 6 7
2 Provision of Appropriate 2 2 2 2 2 6
Footwear 3 4 5 6 7
3 3 3 3 3 1
Frequent back Health Checks
4 5 6 7
4 4 4 4 0
Reduced Lifting Reach
5 6 7
5 5 5 2
Increased Room Temperature
6 7
6 6 4
Propper Training
7
7 3
More Breaks

ADD up all the No 6’s

that have been circled
and put the number in
this column. And so on...
 ACT PLAN

Cu sto mer
Satisfaction
Technique 10 - IMPACT DIAGRAMS.
CHECK DO

What are they? - They are a method by which the Team can identify the
priorities of a large list of Ideas/actions or Causes...
Why use them? -To get a Team Consensus and get the greatest Impact with
least effort.
When is it used? - In cases where the is a long list of items.
Where is it used? - Team Meetings
How is it done? -
Step1 Each Team Member should Rank against 2 - Criteria
1 The EASE of achieving ( 1 = Very Difficult to 10 = Very Easy ), and
2 The IMPACT of the result ( 1 = Very Low to 10 = Very High ) on the problem.

No. Idea , Action or Cause. EASE IMPACT

1 Training 9 6
2 New Gauge 5 9
3 New Machine 2 9
4 Change Coolant Supplier 4 4
5 Change Coolant Mix 8 4
6 In Process gauge 5 7
7 Air Plug on Line 8 9
8 SOP 9 9
9 100% checking by hand 8 8 These items
10 Communication 9 6
should be
done first as
HIGH
10 High
Impact /
10 8
9 3 2
IMPACT

8
7
9 Easy to do
6
6 10
& 1
5
4 4 5

3
2
1
LO 0
W 0 2 4 6 8 10
VERY
VERY EASE EASY
DIFFICULT
 ACT PLAN

Cu sto mer
Satisfaction
Technique 11 - FORCE FIELD
CHECK DO DIAGRAMS.
W h a t ar e t h e y ? - A me t h od of cons id e r ing t h e pos it ive and ne ga t ive e f f e c t s of imple me nt ing
s olut ion,

W h y us e t h e m ? - T o e valuat e t h e pos s ib ilit ie s of ad d it ional out c ome s t o t h e pr opos e d

s olut ion.

W h e r e is it us e d ? - T e am r oom

W h e n is it us e d ? - W h e n t h e t e a m is d is cus s ing pla ns t o imple me nt a s olut ion.

W h o us e s it ? - T h e t e am

How is it us e d ? -

S t e p 1 W r it e at t h e t op of a f lip c h ar t t h e s olut ion b e ing d is cus s e d t h e n d r aw dia gr a m b e low.

Ex a mple I mple me nt 3 - S h if t wor king

M or e
Be t t e r O ut p ut I mp r ove d M or e Pos it ive
T e ams S c h e d ule s Com pa t ib ilit y F or c e

Re luc t a nc e of A d d it iona l
N e ga t ive
Pe op le Cos t s
F or c e
St e p 2 S kill M or e s t a f f
S h or t a ge c ove r
KEY
T r a n sfe r o n t o a n a ly sis sh e e t 1= LOW to 10 = HIGH

POSITIVE FORCES NEGATIVE FORCES

Ability to Ability to
FORCE Effect Total FORCE Effect Total
Influence Influence
Better Teams 5 5 25 Reluctance of People 3 5 15
More Output 8 7 56 Skill Shortage 7 6 42
Improved Schedules 6 6 36 Additional Costs 5 4 20
More Capability 7 7 49 More Staff Cover 4 6 24

This highest number in the This highest number indicates the

column indicates the worst Negative aspect that needs
a countermeasure.
HIGHEST benefit
ACT PLAN

Cu sto mer
Satisfaction
Technique 12 - SOLUTION EFFECT
CHECK DO DIAGRAMS
What is it? - It is a way of Brainstorming the consequences of
implementing a solution..
Why use it? -The Team should be aware of any side effects that
implementing a solution may have.
When is it used? - When a solution has been determined , but prior to
implementation.
Where is it used? - Team Meetings
How is it done? -
- 1 Construct the Diagram Below

MONEY MATERIALS

In cr e a sed Wa t er
u se. Nigh t Sh ift Pa y

Ad d it io n a l
Wa ge s Ad m in Im proved JIT
Co st supply to Custom er
In cr e a sed
Po wer u se
Im p lem en t 3 - Sh ift
Wo r kin g Im proved M anning Additional Skills

Flexibility
Im proved Setting

Im proved
Morale

METHODS MANPOWER

From this diagram, the key actions to ensure success can be

identified and any potential “downsides” to the solution can be
highlighted.
ACT PLAN

Cu sto mer
Satisfaction
Technique 13 - SCHEDULE or
CHECK DO PROJECT PLANNING.

What is it? - A Method of organising and communicating tasks and

actions in a sequence that achieves the desired project result.
Why use it? -To enable the planning of projects in the most economical
way possible.
When is it used? - When a solution has been determined , but prior to
implementation.
Where is it used? - Team Meetings
How is it done? -
1 Brainstorm all the actions required to implement the project.
2 Allocate responsibility for seeing a project through.
3 Decide the sequence that the actions must occur in.
4 Agree the Implementation dates.

The project can then be arranged in Gannt Chart form as

shown below using Microsoft Project.

September October
ID Task Name Duration 31/08 07/09 14/09 21/09 28/09 05/10 12/10
1 List all Improvement Teams 3 days pw
2 List All Facilitatots active/want to be active 3 days pw
3 List of Sponsors - Leaders / Facilitators 3 days pw
4 Identify Gaps 3 days sb,pw,aa
5 Devise Strategy to close gap 5 days sb
6 Lisk Key Behaviours 1 day
7 Make preparatory list for discussion 1 day pw
8 Ammend PDCA Guide to include Policy on Improvement 5Teams
days sb
9 SOP for Continuous Improvement 2 days aa
10 ( Natural Work Teams ) 1 day sb
11 Establish Team Leaders - competancy to Lead Team 1 day aa
12 Agree with management Team the Policy and project outcomes
1 day
 ACT PLAN

Cu sto mer
Satisfaction
Technique 14 - FAILURE
CHECK DO PREVENTION ANALYSIS.

What is it? - A technique that allows you to anticipate and counter

problems before the implementation of a solution.
Why use it? - To be proactive. Putting countermeasures in place to
prevent a project going wrong.
When is it used? - When a solution has been determined , but prior to
implementation.
Where is it used? - Team Meetings
How is it done? -
1 Brainstorm what could go wrong.
2 Rank the possible failure by designating potential and
consequence of going wrong.

Overall
Potential Failure Potential Consequence Ranking
Rating

A. New Business will not fit the Line 4 5 20 6

B. Late Delivery will mean loss of orders 5 5 25 4
C. The quality Standard is not met. 6 6 36 2
D. The Line is too slow. 3 3 9 7
E. The project is over budget. 7 3 21 5
F. It is too long for the building. 1 8 8 8
G. The machine is not Safe. 4 8 32 3
H. The machine is not CE marked. 9 8 72 1

Score Potential and Consequence on a scale of 1 to 10 and multiply together to give overall
Rating