Some clarification on making of PDCA

TO     :    All Concerned

Memorandum Circular

CLARIFICATION ON CONTENTS OF PDCA

    It is one thing to have a great proposal.  It is another thing to put this in writing.  The journey of a thousand miles, or a great business starts with a PDCA.

Objectives:

1.  To make PDCA productive and meaningful

2.  To ensure that making this PDCA is clear to every one 

3.  To avoid reworks in making of PDCA

4. To make staff think in terms of ROI, productivity and business

Reality/Background;

1.   PDCA are often repeated several times with the authors repeating the same mistakes

2.  The PDCA becomes worthless and fruitless because the plan itself is not well thought of and made

    Objectives are not clear, and sometimes not relevant to the topic or the needs of the company.

Notes

1.   Title  it should describe very clearly what the project, proposal is all about. Sometimes the title is not the same as the email title (carry over, unedited title of previous PDCA

2.  What is the concept:

     5W and 1H.  This is the executive summary of the proposal and describes very well in detail as to what, who, where, when the project is to be done.  It also tells the source of the funding or the event

3.  Objectives:

     It is the goal of the proposal.  What is the end in mind.  What do we want to achieve?  Where are we going?  What is our direction?  What will the project lead us to?

    This should be SMART

    Specific

    Measureable (may KPI, KRA)

    Realistic  (must be matching the resources and ability of our people) and at the same time matches the best practices in the industry

    Time bound -  There should be timeline, dates as to when the project/proposal would be completed.   Without the time, the proposal is but a dream, or wishy washy proposition.  Without the time, nothing is expected to be done.

THIS PORTION ANSWERS THE QUESTION -  WHERE ARE WE GOING?   What is our direction

4.  Situation (Reality)

     What is happening?   Achievement vs plan,    operations vs standard?  Are there delays?  Are there inefficiencies?  Are we running late?

    Is the project taking too long?  Are there group dynamics that impede the completion of the previous proposal or operating plan?

   Are there customer complaints?

5. Problem:

    What is the deviation? (Almost same as 4) but here we are specific about the problem.   We need the data if possible:  statistical analysis vs the standard

    Hypothesis as to the cause of the problem.

    Here the approach is systemic  not linear (ie that there could be myriad causes of the problem

   #4 and 5 answer the question -  WHERE ARE WE NOW?

     

6.   Other alternatives:

     Options -  Your hypothesis as to how you can achieve the objectives or solve the problems.  Surely there are more options alternatives than there are problems

7.  Objectives of the change (for Systems Change)

     These involve:

     Financials:   Cash Flow, Profit, Leverage, Liquidity (quick ratio) less inventory, less costs/expenses

     Customer satisfaction:   Less customer complaints, more prospects, more sales, more repeat sales,  more referrals

    Rewards and recognition from awarding bodies

    Operations:

       Less expenses, less time to do, nice and clean appearance, less defects

The KRA/KPI would involve the numbers related to the yardstick of change or performance.

8.  Resources needed: 

This would involve:

   Manpower  - personnel who are employed, outsourcing, contractual, consultants, and other people who know about the solutions to the problem.  This could be independent contractor

   Money -   which would be used to pay the manpower, the materials and machinery to be used in the project, PDCA.  May be sourced from operations, equity or debt

   Methods:   this would refer to the throughput, process, systems or software which would make the job easier or faster

   Machinery -  heavy equipment, office equipment, computer, laptop, hardware needed to implement the proposal

   The pdca is strategic:  what are the resources or activities needed to reach a goal.  The 4 ms must be relevant to the objective at hand.

8.  Efficiency/effectiveness.

     We select projects that will result in returns to the company. It is like planting seeds of growth. We plant small seeds that grow to be big trees and bear fruits.   The ideal situation is to accomplish things without expenditures (maaabilidad) or minimum expenditures.   The output should be bigger than inputs, and not the other way around.  The input should be less than 1 or approach zero.

   Efficiency is also about productivity.

  It is about cost reduction.  Sales - cost = GP

9.  Enterprise Delivery System

    This answers the question - HOW DO WE GET THERE?

     The content of this in a grid form would be:

     Input           Throughput         Output                  Matching                Outcome

     4 m              Process             Product/service    4ps of marketing    Financials

     includes JD

10.  Plan implementation 

    Timeline                   Activity                   Who will do             Who will check

    Dapat end to end ito:   from project conceptualization, planning, funding, execution and evaluation

  This is the C part of PDCA

11.   Reports to be submitted

      This is still part of the C.  What must be submitted to monitor the progress or success of the PDCA.  All PDCA must have PMRSS to measure.  Are our PDCA successful.

12.  Degree of confidence:

      Does the proponent have confidence to carry out this proposal?   Can he/she execute the proposal

13.  Barriers

     All projects have restraining forces to prevent it from being successful.  We have to know this to make the project go.  Objections, politics can hinder a project or even 

We have to be aware of this and eliminate or work around them

For compliance.

    

Jorge  U. Saguinsin

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