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Exame TV - Management
And the PDCA base, Professor, which is, basically, made up mostly of parts of Deming's and
and Juran's contributions, in Japan during the fifties, seems to be sheer common sense,
i.e. if you go through "plan", "do", "check" and "act" it seems sheer common sense.
Where do usually companies and people in the companies make mistakes?
In everything! Do you want to know why? Let's run the PDCA like that.
First: they make mistakes as they set out goals. Sometimes people do not expect much.
Because, when you do not expect much, you end up setting small challenges,
and that does not really drive the company, because the company's learning process is driven by the goal.
It is supervision, management engagement, and rewarding the best people.
These are the things which drive the learning process and make everyone do their best.
Because the learning process is a hard one.
Striving to reach a goal is a hard process.
So, with no incentives and no supervision people won't do that!
Thus, the first issue is that. The second issue is planning.
You know, people sometimes when they are facing issues...
And when I say issue I mean the difference between actual and planned.
You know, reaching a goal is the same as solving an issue.
And when people are facing an issue, they want to immediately sort things out.
They bypass all analysis and discussion process, Understanding the issue and analyzing the causes.
They bypass the overall process and jump up hurriedly to the solution.
And they do that! And these solutions sometimes are the most adequate.
However, in 95% of the cases they are not the most adequate.
Then, you have expensive solutions which do not lead to the solution.
They bypass planning, they plan inadequately.
Another issue relating to the D in the PDCA, which refers to the "do", i.e. the execution,
You know, Cristine, execution is one of the weakest point across the companies.
And this is something I found out in my life: human beings are procrastinators.
We tend to leave everything until the last minute.
A simple issue faced may make us leave everything to the last minute.
This is true for companies and also for the government. Human beings are like that.
So,with no supervision and checking of what is going on, nothing happens.
I remember writing this case in the book, once we...
I was at home, and received a calll from a consultant, who was in Canada...
And he told me this: Falconi, the company board is going to hold a meeting up here a week from now.
in Toronto. We have been here for five months, and nothing happened. I don't know what I'm going to say."
Then, I told him: "Look, if a goal had been set out and nothing happened,
maybe the plan we helped set up was very bad, and, in this case,
people don't have the skills. Or the plan is good, but nobody executed it.
"Do as I say: I think the second option is the most likely. Do this:
Ask our small team go check each and every action to find out the ones that had been implemented,
and the ones which were not. And then you call me back." He called me two days later.
"Faloni, they just didn't do anything!"
Then I said: "That's it! Now, you'll have to tell about that in the meeting".
He answered back: "But if I tell them we are out, because the guys will be mad at us".
I told him: "Let it be. At least we got the chance they get mad at us,
because if you don't say anything, we will be taken as incompetent. So
as to not being unfair, tell them in advance, and then go to the meeting."
He did so and told them in advance: "Look, nobody implemented anything, and I have to say that in the meeting."
And, people reacted well. And we are here until now.