Out of the Crisis.Org

[Louis Altazan]

In Plan which is part one of PDSA, a bit about planning was discussed. After finding a suspected root cause the plan of action is decided. Clearly this will not always be the only nor best solution. At this point it represents a theory we suspect will be helpful. Knowing this, it is necessary to test the theory, to see if it is valid. This will always be done on a small basis to limit liability. This next step is step two of PDSA, Do. For example, despite our best effort the shop is dirty and cluttered. We formulate a plan, by asking why.

1. Why is this area cluttered? Because there are several items laying about.
   
2. Why are there items laying about? Because the last person that used them did not pick them up.
   
3. Why didn’t the last person pick them up? Because it takes too much time and effort to find where they go.
   
4. Why does it take so much time and effort to find where things go? Because there is no specific place that is easily accessible.

Plan: I will build an closet, with shelves to hold these tools and equipment. The closet could be labeled and dedicated for that purpose.

Do, is more than merely moving forward with the plan. We might ask around to see how others that are involved feel about the idea. This could be a formal session though need not be. Two employees could chat as well at the water cooler. In an operation with a mature continuous improvement program, this is easy. Every person in the operation is seen as equally capable of good ideas. There is little fear of discussing even the most outlandish concepts. Often unworkable ideas spawn more workable solutions when discussed.

In a "politically" motivated operation, the ideas of some carry far more weight than others. This is unfortunate. A good leader will work hard to end this, showing no favoritism. Ideas should be considered on their merit, not by who is in favor of them. If the majority disagrees with the idea, it should be reexamined and resubmitted. In some cases a good idea may not be accepted immediately.

In these cases if the proponent is sure they are correct they need to "sell" their idea to others. This is no easy step, but is necessary if the idea is to become a reality. I have found the best means for selling my ideas is to involve others.

For instance, I would not announce, "I think a closet will help keep this mess in order." Instead I might lead others to my conclusion with questions. "What do you think of a dedicated place to store . . . " If I listen to the answer, I may even gain insight I lacked.

The plan is not a sure fire solution. It is a theory with logical odds of success, at this point. Even if [nearly] everyone agrees the idea sounds good, it is not proven. We would not build an entire shop full of closets at this point. Rather we move forward with the Do phase. We allocate resources and construct a single dedicated storage closet.

Western management has been very good with the plan and do stages. Though strong personalities often force their plans through with little cooperation from others. This can result in little "buy in" and often good ideas are never properly applied because of resentment. This is human nature and should be avoided by involving people in the Do phase.

Largely missing in Western management is stage three and four, Study and Act. These will be the topics of the next post in this series.

_________________
Louis Altazan
Owner/Manager AGCO Automotive Corporation
Baton Rouge, LA