TDCA: Train-Do-Check-Act

I've talked at length about the PDCA cycle of continuous improvement. There is a reason why the tool has been around since the early 1900's-it works. Dr. Deming preached its power but his sermons fell on deaf, American ears. So, he flew to Japan, met a receptive audience, and the birth of Japanese continuous improvement was set in motion.

In the 2x2 table above, you see an overview of the services we provide to our clients. The combination of training and coaching (quadrant one) is our core. I call this approach TDCA: Train-Do-Check-Act.

We ask our clients to bring a problem or opportunity for improvement to class. The students (employees) are put on teams to solve the problem or improve the process. We train (T)on different tools and apply them (real time) to the project (D). We then check the results (C) and take appropriate actions (A) based on the results. Depending on the project's scope, this can be a four to eight week process.

Three benefits:
1. The employees learn new tools and how to apply the tools
2. A problem is solved or a process is improved
3. "Disciples" for continuous improvement are created. There is usually one to three employees that really embrace the process and take the "new way" to heart. They are the agents for changes that companies desperately seek to find on the shop floor.