This is a simple PowerPoint template to compile a storyboard based on the structured Plan-Do-Check-Act (PDCA) approach to problem solving. Simply follow the guidelines in the slides and insert your own content. Illustrations are provided so that you will quickly know at a glance what is required under each phase and step of the PDCA problem solving. There is a list of deliverables at the end of each phase which is helpful in guiding you what to include in the storyboard. To download this template, please visit: http://www.oeconsulting.com.sg

1. PDCA Problem Solving
Template
Template for compiling a PDCA Problem Solving
storyboard
© Operational Excellence Consulting. All rights reserved.

2. NOTE: This is a PARTIAL PREVIEW.
To download the complete template,
please visit:
http://www.oeconsulting.com.sg
<Title of PDCA Problem Solving
Project>

3. 3
Project Team
Team Leader Enter Name
Team Member 1 Enter Name
Team Member 2 Enter Name
Team Member 3 Enter Name
Team Member 3 Enter Name
Project Sponsor Enter Name
Project Champion Enter Name
Financial Rep Enter Name

4. 4
Name of Project Team (e.g. Problem Busters)
Insert your team photo here.

5. 5
The PDCA Approach to Problem Solving
• A systematic approach to
problem solving
• Also known as the
Deming cycle
• Provides the framework
for a team to carry out
improvement
• Used together with the
common QC tools
Plan
Act
Check Do

6. 6
PDCA Problem Solving Steps
Select the Theme
Plan the Schedule
Grasp the Present Situation
Establish the Target
Analyze the Cause & Identify Corrective Action
Implement Corrective Action
Evaluate the Result
Standardize & Follow-up
PLAN
DO
CHECK
ACT
1
2
3
4
5
6
7
8

7. Phase: PLAN
1

8. 8
Project Charter
Background &
Problem Statement
• What is the problem statement?
• Use bullet points
Scope • What is in scope?
• What is out of scope?
Goal • What is the goal statement?
Benefits • What is/are the desired benefits? E.g. productivity
improvement, quality improvement, cost reduction, etc.
Resources • Who are the extended team members, if any
Define a project charter and have it approved by the
champion.

9. 9
Project Schedule (Gantt Chart)
7
Aug
14
Aug
21
Aug
28
Aug
4
Sep
11
Sep
18
Sep
25
Sep
1
Oct
8
Oct
15
Oct
22
Oct
29
Oct
Select the theme
Plan the schedule
Grasp the present situation
Establish the target
Implement corrective actions
Analyze the cause and
identify corrective action
Implement the solutions
Standardize and follow up
Define the schedule for problem solving using the PDCA
methodology.

10. 10
Current State
Process Map
ILLUSTRATIVE
Map out the current process and highlight the “pain
points”. Use a flowchart, value stream map or SIPOC.

11. 11
Current State Layout
1
2
3
4
5
Define the layout and measure the total walking or
transportation distance.
ILLUSTRATIVE

12. 12
Trend Chart
Baseline of Inventory Discrepancy Quantity & Additional ICC
7.0%
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
4000
3500
3000
2500
2000
1500
1000
500
1 2 3 4 5 6 7
Plot a trend chart to display the current state performance of the
metric to be improved. Compare it with your project goal.
ILLUSTRATIVE
0.0%
Inventory Discrepancy Qty (%)
0
Monthly Additional ICC (US$)
Mthly Add. ICC 1819.47 2139.07 3102.14 1695.01 1928.55 3694.53 2308.33
Inv. Discrepancy Qty 3.3% 3.4% 4.7% 2.4% 2.7% 6.1% 6.1%

13. 13
60
50
40
30
20
10
0
Types of Scrap in XT3120 Production
Labels form the largest group of scrap.
Labels Balance Weight Gasket Screws Others
Percent of Scrap
Type of Part Scrapped
Construct a Pareto chart to highlight the main problem(s). If
necessary, drill down further by splitting the highest bar(s) with
another Pareto chart.
Pareto Chart
ILLUSTRATIVE

14. 14
1 2 3 4 5 6 7 8 9 10
• Forecast variance
• Repositioning costs
• Customer satisfaction
• Employee satisfaction
Least
Important
Most
Important
Target Setting
Goal is to improve forecast accuracy from 65% to 85%
The target set should be consistent with the goal defined in the
project charter. Adjust the goal if necessary. There should only be
one goal.
ILLUSTRATIVE

15. 15
Identification of Root Causes
HIGH
SCRAP OF
BARCODE
LABEL
MAN MACHINE
Torn
MATERIAL METHOD
Handling
Wrinkled
Improper
training
Machine
Breakdown
Ineffective
adhesive
Illegible
Smear
Printwheel Dirty
Worn Ribbon
Design of label
Damage
Poor printing
Improper storage
Wrong orientation
Process changes
Improper storage
Size of label
Process changes
Legend
Suspected
root causes
Use the fishbone diagram or 5 whys analysis to identify the
possible root causes. Verify the root cause(s) that are really
causing the problem.
ILLUSTRATIVE

16. 16
Identify Countermeasures
For each root cause, identify the best solution to correct the
problem.
ILLUSTRATIVE

17. 17
Deliverables for the PLAN phase
• Project charter, including the theme or problem statement and goal
statement.
• Schedule for PDCA problem solving.
• “Current state” analysis (e.g. “current state” process map).
• Data collection plan, if necessary.
• Data analysis (e.g. trend charts, Pareto charts, SPC).
• Root cause analysis (e.g. Brainstorming, Fishbone diagram, 5
Whys).
• Identified and verified root cause(s).
• Proposed solutions.
• Lessons learned.

18. Phase: DO
2

19. 19
Process Map
Before After
Compare the current and future state process.
Highlight the key changes or improvements.
ILLUSTRATIVE

20. 20
Layout
Before After
Compare the current and future state layout.
Highlight the key changes or improvements.
ILLUSTRATIVE

21. 21
Implement Corrective Actions
Root Cause(s) Countermeasures
Person
Responsible
Target
Completion
Date
Define the corrective action(s) to be implemented.
Be clear what has to be done by who and by when.

22. 22
Deliverables for the DO phase
• “Future state” process map.
• “Future state” plant or floor layout, headcount, machines, etc.
• Evaluation and/or prioritization of solutions (corrective/preventive
actions).
• Implementation schedule for the corrective actions – what, by who,
by when.
• Approval by champion to implement the corrective actions.
• Training plan for the people affected by the new process or
changes.
• Lessons learned.

23. Phase: CHECK
3

24. 24
60
50
40
30
20
10
0
40% improvement
Barcode Label 1 Label 2 Label 3 Label 4 Label 5
Types of Part Scrapped
Before
After
Pareto Chart Comparison
Use a Pareto chart to compare the ‘Before’ and ‘After’.
Highlight the improvement made in %.
ILLUSTRATIVE

25. 25
Results
Metric Before After % Improvement
Quality (e.g. scrap)
Cost savings
Delivery lead time
Throughput
Labor Effort
Add other relevant
metrics
Display the goal and other results that were positively or
negatively impacted by the project.

26. 26
Deliverables for the CHECK phase
• Data analysis.
• ‘Before’ and ‘after’ Pareto chart.
• Summary of results showing ‘before’, ‘after’, and ‘% improvement’.
One of the metrics should address the goal or target set.
• Confirmation that related processes are not adversely affected by
the changes.
• Lessons learned.

27. Phase: ACT
4

28. 28
Define training matrix to train staff on new practices
Define a training plan to get all affected parties trained in
the new process.
ILLUSTRATIVE

29. ILLUSTRATIVE
29
Update SOP & Work Instructions; Set up monitoring system
Internal Quality Checklist 3. Monitoring
Regular Monitoring of Process
 Weekly Compliance Audit
by Quality Team
 Weekly Return Rate Monitoring
Work Instruction & New Quote Process
Define SOPs, work instructions or standard work for the
improved process. Set up a simple monitoring system.

30. 30
Define Control Plan
Measurement
ILLUSTRATIVE
Define a control plan or simple process to track the metric
and who to take the necessary corrective actions.

31. 31
Outstanding Items to be completed
Issue
Item to be
completed
Responsible
party
Completion date Follow up date
Define any outstanding items and the necessary follow up
action until project closure.

32. 32
Deliverables for the ACT phase
• Training and communication plans to achieve the “future-state”.
• Monitoring and evaluation of results.
• Fine-tuning of corrective/preventive actions, if necessary.
• Mistake-proofing improvements, if necessary.
• Control plan to sustain the higher level of performance.
• Define outstanding items for closure, if any.
• Define future plan(s).
• Present PDCA storyboard and results to management and other
teams.
• Share success story.
• Lessons learned.

33. © Operational Excellence Consulting. All rights reserved.
About
Operational Excellence
Consulting

34. 34
About Operational Excellence
Consulting
• Operational Excellence Consulting is a management
training and consulting firm that assists organizations in
improving business performance and effectiveness.
• The firm’s mission is to create business value for
organizations through innovative operational excellence
management training and consulting solutions.
• OEC takes a unique “beyond the tools” approach to enable
clients develop internal capabilities and cultural
transformation to achieve sustainable world-class excellence
and competitive advantage. For more information, please visit
www.oeconsulting.com.sg

35. END OF PARTIAL PREVIEW
To download this presentation,
please visit us at:
www.oeconsulting.com.sg
© Operational Excellence Consulting. All rights reserved.