Continuous Improvement Frameworks

Hi there!????Thanks for stopping by. I share practical advice on optimizing processes and creating systems that free you to focus on driving growth and operating with excellence. If you're new to?the Crysler Club?and would like to optimize your operation, click the "subscribe" button above.

Deciding exactly when we should stop planning and start executing often feels like finding a unicorn would be easier!

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

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

What I've found as the balance between planning and execution is our starting point for implementing a cycle of continuous improvement.

To help, there are several frameworks that we 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 behind it.

Continuous Improvement Cycle

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 our 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. We need to be able address these concerns while also talking about our 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 a 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 it:

1. Plan – We need a documented plan to keep us headed toward our defined S.M.A.R.T. goals. We want to identify the resources we’ll need to involve, define any potential obstacles, and then brainstorm how to remove those obstacles.
2. Execute – Once we’ve made our plan, it’s time to execute it. We want to make sure we’re tracking activities and resources to understand if we’re moving closer to or further away from our goals.
3. Review – This is the time to ask: What’s working and what’s not working? Depending on our goals or the size of the initiative, reviews can be done once per quarter or more or less frequently.
4. Revise – We 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 our review from the previous step.
5. Repeat – Continue until we've reached or exceeded our 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 it:

1. Plan – Identify and define the specific process improvement opportunities
2. Do – Implement the process improvement changes
3. Check – Evaluate the results or impact of the implemented changes
4. 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 it:

1. Define the problem or opportunity
2. Measure the performance
3. Analyze the processes and determine the root cause for non-conformance
4. Improve processes by addressing and eliminating the root causes
5. Control the improved processes

Depending on your specific leadership role within your organization, you may find yourself with more narrow 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 in a couple of weeks!

Dave