Continuous Improvement cycle

Deciding exactly when to stop planning and when to start executing can seem impossible.

Plan too long and you’re stuck in analysis paralysis.

Execute too early and you’re probably headed for lackluster results.

Finding the balance between planning and execution is your starting point for implementing a cycle of continuous improvement.

There are several frameworks that you can use and by now, you probably know that from my perspective, the framework you chose to use is much less important than understanding the Why, What, and How.

Why Continuous Improvement?

The reason why we as leaders, should use a continuous improvement cycle is that we are often making decisions based on limited information. That means that we have gathered enough information to make an informed decision but many unknowns remain to be answered. If we Plan and then Execute based on what we’ve learned, it allows us to move faster knowing we will come back to Review, Revise, and Repeat the process thus creating a cycle of continuous improvement.

The what behind continuous improvement is geared towards both the people that changes will impact and the goal we’re trying to achieve. From your team’s perspective, they’re going to be most curious about what’s in it for them and what the impact will be on their work. You’ll need to address these concerns while also talking about the goals.

Sharing the why and what, early and often, is the best way to not only get your team onboard with change but ultimately drive change forward through your continuous improvement cycle.

PERRR Framework

This is our Foundations Framework that I created and continue to use today. I wanted something simple and easy for everyone throughout the organization to understand and also have the ability to apply the framework outside of the typical “Lean” initiatives.

Here’s how to use the PERRR Framework:

Plan

You need a documented plan to keep you headed toward your defined S.M.A.R.T. goals. You want to identify the resources you’ll need to involve, define potential obstacles, and brainstorm how to remove those obstacles.

Execute

Once you’ve made your plan, it’s time to execute it. You want to make sure you’re tracking activities and resources to understand if you’re moving closer to or further away from your goals.

Review

This is the time to ask: What’s working and what’s not working? Depending on your goals or the size of the initiative, reviews can be done once per quarter or more or less frequently.

Revise

You want to be thinking: How do we do more of what’s working well and either eliminate or change what’s not working well? This will be done at the same time or shortly after your review.

Repeat

Continue until you’re reached or exceeded your goals. Getting into this cycle once per quarter, especially for larger goals and initiatives will not only help you stay consistent but it will improve your communication leading to an impact on your financials and culture.

PCDA Framework

Plan, Do, Check, Act (PDCA) is a framework that W. Edwards Deming created and is most often associated with Lean Manufacturing and specific to process improvement. It is also referred to as the Deming Cycle or Demin Wheel.

Here’s how to use PDCA:

Plan

Identify and define the specific process improvement opportunities

Do

Implement the process improvement changes

Check

Evaluate the results or impact of the implemented changes

Act

Standardize the change through training or start the cycle again

DMAIC Framework

Define, Measure, Analyze, Improve, and Control (DMAIC) is a framework most often associated with Six Sigma as well as Lean and specific to both quality and process improvement.

Here’s how to use DMAIC:

Define the problem or opportunity

Identify and clearly define the specific problem or process improvement opportunity

Measure the performance

Collect data to quantify the current state of the process, allowing you to establish a baseline for comparison

Analyze the processes and determine the root cause for non-conformance

Examine the data and processes to uncover the underlying reasons for issues or inefficiencies, pinpointing what needs to change

Improve processes by addressing and eliminating the root causes

Develop, define, and implement solutions that address the identified root causes, enhancing the process and removing roadblocks

Control the improved processes

Create systems that sustain the improvements over time

Final Thoughts

Depending on your leadership role, you may find yourself with more specific or broader opportunities to apply a continuous improvement cycle. Pick a framework that makes sense for you, your team, and the opportunity you’re working on. Implementing any of these frameworks will lead to faster unlocks that drive growth and help your organization operate with excellence.

That’s it for today.

See you all next week!

Dave