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From the Lean Lexicon 5th Edition:

PDCA:   see Plan, Do, Check, Act
PDCA Is Really CA-PDCA -- and It’s the CA that Makes the PD Work
By: David Verble | August 5, 2020
Why Grasping the Actual Conditions (firsthand as an automatic practice) at the beginning, during, and after a problem-solving effort is the most important part of the process. More »
PDCA thinking and the NCAA March Madness tournament
By: Ernie Richardson and Tracey Richardson | April 4, 2017
"There is so much thinking that goes into this thing called 'Bracketology,' which gives sports fans a way to 'grasp the situation' of their favorite team (or the one they may be cheering for at tournament time)," write Tracey and Ernie Richardson. Ad a lot of that thinking may have more in common with lean than you might expect. Read more. More »
PDCA, Fitness Apps, and Using Social Media to Improve Our Health
By: Tracey Richardson | August 6, 2015
"Health isn't about always being perfect," writes lean coach Tracey Richardson. "Just like in our organizations, we all have imperfect days. It’s how we change our process to meet expectations that is important.  " More »
PDCA is the Breath of Lean
By: Mark Donovan | September 17, 2014
"PDCA is to Lean what breathing is to human beings," writes Mark Donovan. This is why it's important to practice PDCA continuously. So why is it so hard for some of us and how do we help instill PDCA thinking in our organizations? Read more. More »
By: By Mike Rother | February 2, 2014
THE NEW FILE IS AT:  http://www.  slideshare.  net/mike734/ikck-practice-kit.  This SlideShare gives you step-by-step instructions for initial practice of the IK/CK patterns.  Anyone can use it right now. More »
PDCA: The Scientific Method or the Artistic Process?
By: Karyn Ross | September 5, 2013
What does lean have to do with art? Lean practitioner and sculptor Karyn Ross says the two really aren't so different at all. What do you think? More »
PDCA at the Plate
By: Shook, John | August 9, 2011
Columns; eLetters
We know that "lean" is all about plan-do-check-act (PDCA). The challenge we all face in our everyday work is to answer the question, How do I do PDCA here, now. More »
Combat Isolation with Productivity by Using PDCA for Effective Meetings, part two of two
By: Mark Reich | May 15, 2020
How to run a productive meeting, the Toyota Way More »
Grit, PDCA, Lean and other four-letter words
By: Josh Howell | December 10, 2019
Columns; eLetters
Lately I’ve been thinking a lot about the nature of what author Angela Duckworth calls Grit. She defines grit as a sort of mash-up between passion and perseverance. What I’ve been thinking about is the way that grit overlaps with lean thinking and the sustained work of applying PDCA over many cycles over a sustained period of time. More »
Practical Guidance for Using Humble Inquiry in PDCA Problem Solving and Coaching
November 13, 2015
David Verble, a Toyota veteran and LEI faculty member, explains to lean coaches and continuous improvement professionals why "Humble Inquiry" is a core problem-solving skill and how to start using it. More »
Personal PDCA and How I Learned It
By: Mark Reich | June 16, 2015
"In 23 years at Toyota, I had many assignments and different bosses, I managed many people," writes Mark Reich, "but a constant part of the culture was what I’ve come to call 'personal PDCA' – a kind of mentored self-development cycle.  " Read how Reich came to understand this principle himself and how he teaches it to others. More »
How Wrong Assumptions about PDCA Problem Solving Destroy the Effectiveness of Lean Coaches
By: David Verble and Lea Tonkin | January 9, 2015
Problem solving based on the plan-do-check-act (PDCA) cycle is very different from what we typically call problem solving. Here's why, according to lean coaching expert David Verble, who provides some important tips on how to improve as a lean/ continuous improvement coach. More »
By: By Mike Rother and Jeff Uitenbroek | May 9, 2012
Thank you LEI for letting us share ideas & findings. Some things we in the Lean community have learned to believe may not actually be true. For our first posting we invite you to take a look -- and think about -- this discussion starter. More »
Managing to Pitch with PDCA (Pitch-Defend-Catch-Adjust)
By: Shook, John | July 28, 2009
Columns; eLetters
John Shook discusses lean thinking in baseball More »
The A3 as a PDCA Storyboard
By: LaHote, Dave | July 25, 2005
A3s; Articles; Charts, Graphs and Diagrams; Presentations
Thanks to Dave LaHote for sharing this PowerPoint that explains what an A3 is and how it can be used. This presentation was designed for using A3s to report on changes made as a result of kaizens or team problem solving. More »
Recognizing Effective PDCA Problem Solving
This workshop will review the basic six-step PDCA process for investigating problems and deciding the most effective ways to eliminate them. It is intended to help leaders and coaches develop the listening and observation skills to recognize and model sound PDCA problem solving based on grasp of actual conditions. It will also prepare leaders to facilitate teams in PDCA thinking and coach employees to develop the skills to apply the process on their own. More »
Dueling Methods: 8D and A3
By: David Verble | August 20, 2020
One of the scores of questions sent in by attendees at our recent webinar on the A3 problem-solving process was what's the difference between it and the 8Ds. Webinar presenter and continuous improvement coach David Verble explains. More »
How Using Kanban Builds Trust
By: Michael Ballé | August 12, 2020
Kanban functions as a trust machine because everyone using it must understand what they have to do and why, says Michael Balle: "Our purpose here is to share our ideas on what we believe is important in lean thinking.  " More »
How the A3 Process Developed to Help Build Better Managers, Part Two
By: John Shook and Isao Yoshino | August 7, 2020
In this second of two articles, Isao Yoshino and John Shook explore how A3 emerged as powerful practice at Toyota for developing better managers. More »
Why Product Focus is Customer Focus
By: Jim Morgan | July 6, 2020
How can you know your entire organization is aligned around delivering best in class value to your customer? Your product gives you that focus, says LEI's Jim Morgan. In a piece reminiscent of upcoming VLX classes, he argues that your product is who you are as an enterprise; it’s your identity. More »
How One Company is Using Lean Fundamentals When Facing Disruption
By: Michael Ballé | March 27, 2020
Companies that have been built using lean principles are turning to these core ideals when confronting the unique challenges caused by today’s pandemic. Here's how the French seller of automobiles, AramisAuto, is responding. More »
Preventing Problems by Thinking Upstream: A Talk with Dan Heath
By: Tom Ehrenfeld | March 23, 2020
Tune in to the LEI podcast to catch a conversation with Dan Heath on his new book Upstream, which urges people to address problems before they happen rather than tackle them after the fact--in "fire fighting" mode. More »
The Hard Work of Making Hard Work Easier
By: Mark Reich | December 11, 2019
We persevere by struggling to overcome the challenges of hard work, argues Mark Reich. And, he says it is also our responsibility to challenge individuals, to “invoke struggle” so people think about how to change how the company views frontline work. It is our job to ensure that the lead person struggles to change the culture. More »
From Troubleshooting a Leaky Toilet Flapper to Innovating the Internet, a Comprehensive Problem-Solving Framework
By: Chet Marchwinski and Art Smalley | November 27, 2019
Arriving at his hotel after midnight, author and business consultant Art Smalley just wanted to get some sleep before his keynote presentation later that day. But Smalley, whose latest book on #lean management is "Four Types of Problems," first had to solve a problem. More »
Change Your “Pet” Problem Solving Method
By: Art Smalley | May 20, 2019
Got problems with your problem-solving method? This interview by LEI's Chet Marchwinski with Four Types of Problems author Art Smalley shares advice on how you can "change your 'pet' problem-solving method.  " More »
Did Red Sox Lean on Lean for World Series Victory?
By: Tom Ehrenfeld | October 30, 2018
For starters (and for that matter, for relievers), this World-Series-winning Red Sox team was simply an outstanding and absurdly talented team from top to bottom. And yet talent only gets you so far. Great teams make one another better, and I think this applied to this group of athletes whose success underscore a few simple Lean principles More »
Getting Started with Lean
By: Joshua Rapoza and James P. Womack | July 26, 2018
I managed to get Jim Womack in our recording studio (well, its a room that has recording equipement, so I guess that makes it a recording studio), and I asked him that question "Where do I start?" I liked it so much we animated it! More »
Doing Versus Being – How Mindfulness Supports Better Lean Thinking, Part 2
By: Mike Orzen | February 8, 2018
Most companies don’t get the desired results from lean transformations, according to Mike Orzen, lean practitioner and LEI faculty member. Their people get stuck in stages 1, 2, or 3 of awareness, failing to reach level 4, "being.  " Learn how to go from "doing" lean to the more creative, less stressful state of "being" in the second of Mike's two posts on mindfulness. More »
Be a Better Coach; Learn to “Force” Reflection Part 2: Forcing Managers and Execs to Reflect
By: David Verble | February 1, 2018
Most of the people on your team don’t learn from practicing continuous improvement. The reason is that their brains are programmed by nature to skip the most important part of the PDCA method– reflection. It’s so important that you have to “force” people to reflect, according to David Verble, who learned to coach as a Toyota HR manager. In this two-part story, he shows you want to do and what to say to force reflection. More »
Be a Better Coach; Learn to “Force” Reflection, Part 1
By: David Verble | January 30, 2018
Most of the people on your team don’t learn from practicing continuous improvement. The reason is that their brains are programmed by nature to skip the most important part of the PDCA method– reflection. It’s so important that you have to “force” people to reflect, according to David Verble, who learned to coach as a Toyota HR manager. In this two-part story, he shows you want to do and what to say to force reflection. More »
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