"Everyone is one team." That is, the staff must work in a coordinated manner to ensure that the efficiency of the single mechanism is higher than if everyone worked separately.
"People want to work well." This is consistent with Theory Y, which suggests that the productivity of companies with a "soft" management style is higher than in the case of an authoritarian-bureaucratic management, since in this case the person and his role in the company come first.
"Leadership". Personnel management should be based on authority, knowledge, practical work and adequate attitude. The manager should be a leader, leading the team, and not just use the power of administrative pressure in work.
"Training" means constantly improving the skills of employees to increase their efficiency.
This approach to management in accordance with the PDCA cycle places responsibility for unsatisfactory performance not on the performer, but on the head of the organization.
There is an 85/15 rule, which means chinese overseas british data package that 85% of problems arise due to management decisions and only in 15% of cases problems begin due to the fault of the performers.
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The structure of the PDCA cycle
The PDCA cycle is based on four stages: Plan, Do, Check, Act, which are translated as planning, action, verification, adjustment. Let's consider each of these stages in more detail.
Planning
At this stage, you set a goal, make forecasts, form theories. You also need to decide what result you want to get and how it can be measured, create an Action plan to achieve the goal.
In the planning stage of the PDCA cycle, you create a plan for what exactly you need to achieve.
First, you know what the weak points are in your business processes, what can be done better: for example, by somehow improving a product or service or changing an operational component.
Second, you continually test your analysis and anticipate how the situation will develop. How accurately can you identify and describe the problem? With what confidence do you evaluate your results? What problems can you foresee?
This stage in the Deming system allows you to analyze the activities of your structural division, department and the entire business.
You look at what is wrong with a product, method, or sales strategy and, based on that, make changes that can help improve the process.
The planning stage involves the following actions:
define the purpose of the changes;
establish what reasons prevent you from achieving the desired result in the current state of affairs;
define metrics of the current process;
decide what changes need to be made to solve the problem;
draw up a change plan.