The PDCA Playbook

– by Jacob Hargadon

Bio-Hacks, Money Hacks, weight loss hacks, we’ve heard it all. However, none of these hacks are successful without good planning, implementation, review and improvement. Perhaps these “hacks” aren’t really hacks, but just a means to an end.  These hacks will not be successful without an end goal in mind. Ever downloaded a fitness app? One of the first few questions you’re asked as part of “tailoring the program for you” is what your goals are.  

What I have come to learn in my time at QMII and immersing myself in the world of ISO 9001 is that the real “hack” isn’t a cold shower, investing 10% of your paycheck into a 401k or drinking green tea for weight loss. The real hack is the process that when properly implemented using a PDCA approach has the greatest likelihood of success. Using this approach has helped me improve professionally and personally and outlined below is the roadmap. 

PDCA – A cycle for success 

Since joining QMII I’ve learned a ton about ISO 9001 (no surprises here) and have grown to appreciate the value of a process-based system approach. Full Disclosure – at first, it was confusing, a bit dull, and the language used within the standard was certainly levels above the colloquial I speak. However, once the general idea of the standard was grasped, I realized that the ISO 9001 PDCA (Plan-Do-Check-Act) framework is one of the biggest life hacks out there. When you take its structure and apply it to your daily life, the results can be incredible.  

I’m not talking about memorizing every clause because that would be absolutely insane (a few of QMII SMEs have done this and they are awesome). What I am talking about is the general structure behind ISO 9001—specifically, the PDCA cycle. It’s simple, but when applied, it can transform both business performance and personal growth. If you’re still reading this, here is how it works and how it has improved my life.  

Plan  

If any of you have kids, this may very well resonate. If you’re like me and don’t have a kid, well, just imagine it’s your little cousin or something.  

Have you ever spoken to a child and had to do a deep dive into a subject? Now I know some of you are thinking “Jacob the question is more like when do I not have to…?”! To elaborate, let’s say you tell a Child that the sky is blue, and they’ll ask Why? Then you’ll tell him it’s because of light reflecting off the ocean to which he will respond why? And soon you find yourself in a physics lesson with your cousin.  

Relating it to what I do, yearly sales goals need to be broken down into quarterly goals and then a plan will be put in place to achieve these with a review being done each quarter. One of my biggest takeaways is the importance of specificity. In ISO 9001, vague goals don’t cut it—processes, objectives, and responsibilities must be crystal clear. Saying “I want to make $X per year” isn’t the same as “I want to generate $X in sales by the end of Q3”. Specificity, communicating clearly, builds accountability and provides a roadmap for effective implementation and continual improvement.  

Do  

I enjoy my job and would like to keep it. And that’s why the “do” aspect is so important not only for work but life itself. In ISO standard-based systems, organizations implement their processes; in life, we follow through on habits and routines. For me, this might mean sticking to an outreach schedule, blocking time for focused work, or simply staying consistent with the commitments I’ve made. Execution is where momentum is built. And when things don’t go as planned or I make an error it’s merely an opportunity to learn – to improve my plan for the next time. 

Check  

Depending on how I’m doing in the quarter, this is either my favorite or least favorite stage—the Check stage. Similar to ISO 9001, this is where we decide what needs to be monitored, how we’re going to measure it, and when those checks should take place. Just as organizations analyze data to see if processes are effective, I do the same in my life—whether it’s reviewing yearly sales numbers or testing a new PR at the end of a 12-week lifting program. Without clearly defining how and when to conduct an honest review, it’s too easy to drift into autopilot and miss opportunities to improve. One more thing: don’t forget to keep your documented evidence. Whether it’s your before-and-after gym photos or your sales metrics, having proof of your efforts helps you track progress, stay accountable, and make informed adjustments for the next cycle. 

Act  

Just as ISO requires management reviews, I’ve learned the value of stopping to evaluate my own progress as well as when I report data up the chain of command. Are my systems actually working? Am I closer to my goals this month than last?  

This is where continual improvement happens. Your system should not stop at identifying issues—it requires action. As such, for me, that might mean shifting my schedule once I realize I’m more productive in the mornings or adjusting my outreach strategy when certain approaches don’t land. The point isn’t just to collect data—it’s to act on it.  

At its core, ISO 9001 is about structure. And I’ve found that when I apply that same structure to my daily life, I stop just reacting to circumstances and instead build systems that set me (and my team) up for continual improvement. And this system has worked wonders in my life both professionally as well as personally.  

Concluding thought! 

Whether in an organization or in life, the message is the same: Plan with all relevant inputs, risks and clarity, Do with intention, Check honestly, and Act to improve. 

How to Alleviate Common Management System Pain Points

Implementing ISO standards is not mandatory, however a management system conforming to a standard can have numerous benefits. Some benefits include increased efficiencies, proactive risk management, better interaction among departments and alignment with the needs of interested parties. However, once you are actually in the process of implementation, you may experience the following pain points: 

  1. Lack of top management commitment 
  1. Limited resources to effectively implement the program 
  1. Lack of buy-in from the workforce  
  1. Over documented systems  
  1. Lack of measurable objectives driving improvement  
  1. Teams lack adequate interaction and alignment  
  1. Company is focused on keeping certification at all costs  

Quality Management International, Inc (QMII), having over 37 years of providing sustainable solutions for our clients, recognized how these hurdles can impact an effective management system. QMII has developed and provided solutions to address and alleviate these pain points that continue to benefit our clientele. 

A management system consulting project cannot start without top management present to map the process of what they do (core process) and to identify the core objectives for the system. Policies, objectives, and motivation must be demonstrated from the top-down and evidenced by all the team players. To further reinforce commitment, we get top managers to develop a presentation to launch the system and that will then be used for awareness training as the system progresses. This is done using our Awareness Leaders Workshop. Without authority, responsibility, and resources, middle management and individual contributors cannot improve the business management system.  

We understand that companies have financial restrictions. With a mission to get organizations to appreciate the benefits of a process-based management system, we provide multiple options to work around this challenge. 

(1) We provide free information on our website so you can carry out ISO implementation at your organization.  

(2) Attending a lead auditor training course is a relatively minimal cost. You and your team will gain a comprehensive understanding of the desired ISO standard and gain the skills necessary to implement requirements and conduct audits to determine conformity.  

(3) If you need a little more guidance, we provide scalable consulting services. Our consultants are here to assist you with exactly what you need. You will not have to pay for the full package.  

(4) Our alumni have free email and phone support, for life, to get over average hurdles.  

As far as reluctance among employees, it’s human nature to be reluctant towards change. Keeping this in mind, QMII consultants get key process owners to evidence top management’s commitment and ensure that they are involved in QMS (Quality Management System) development. We analyze with them to capture the system AS-IS and what-should-be. It is essential to get the team buy-in during this process and get their input on the process’s actualities. Teams must also interact and be aligned. We provide team-building workshops where we align objectives to the vision and processes to meet objectives. 

ISO implementation is not an overnight process, it may even seem daunting. QMII’s Action Plan Checklist is readily available, and it focuses on the big picture to simplify the process. If you need more assistance, our consultants would be happy to work with you through the checklist. We appreciate the system you already have; we are simply helping you enhance it to meet requirements and set objectives. Documentation is a significant part of ISO implementation. To remove complexities, we incorporate existing documentation and use a format that works best for you. 

At the end of the day, ISO certification is primarily a marketing decision. QMII strives to help you develop a resilient, integrated management system so that you receive actual benefits. Once set up, your system will work independently and continue to improve while managing risk proactively.  

P-D-C-A with a Christmas Tree

As a QMII employee, I can sit and observe classes whenever I want, more so since they are virtual instructor led these days. It allows me to get a refresher on the clauses, even though it is so hard to get them. It gets me every time. When the time comes to interview auditees, I smile like a Cheshire cat; not a confident grin but one that hopefully does not betray my nervousness.  Often, I am nervous as a long-tailed cat in a room full of rocking chairs. However, my QMII ISO lead auditor training has prepared me well. I am nervous as the auditee too, even though I know audits are not about pass or fail.  While I call myself a writer and researcher my greatest struggle perhaps lies with Audit Report writing. Oh, man! QMII lead auditor training, however, well prepared me to gather all notes during an audit to present a valuable report to the auditee. Smile.

The aspect of Lead Auditor training I like is the P-D-C-A cycle because I can use that analogy anywhere in my life. I have the responsibility of putting up the tree, however, currently, my application of the P-D-C-A is not going so well. Perhaps a re-plan is needed?

So from the Lead Auditor classes that I have attended, P-D-C-A stands for the following and the task next to it is what I have to do:-

P – Planning: We have to put the tree. Also, the objective of my mission. Considerations include where are the decorations kept, do we have enough, do we need a ladder, what should be the first step, then the next (like testing the lights before we put them on the tree), and more. Most important plan the time to do it in my busy schedule!

D – Do: Now to put my plan into action! Locate the boxes, get them out, unpack, and, get my team to help me even if they don’t want to (just to cheer me on perhaps). Yay! Thanks guys, for your help! Thumbs up for that. Basically, everything else that needs to be completed before the tree is finally up and lit up and everyone is happy. The DO stage can be extremely exhausting. How about that drink to cool me down?

Note – From my Lead Auditor training and also when I am auditing my clients, I know that the ‘DO’ section of the process is where a lot of the “action” happens. Just because “you gotta do it, man, get on with it!” I feel the pain of the “Do’s” as it is easy sometimes to plan but more taxing to put the plan into action. Now getting back to my tree.

C – Check: Once the tree is up and you think the job is over, it is not. You have to wait for the others to “check” the tree out and give their opinions. Pass comments, critique your effort while you are bickering away that they didn’t do anything, but they get to analyze it. What was that? Oh yes, I agree it is just an opportunity for improvement and we love our non-conformities.

A – Act: The verdict is out. The tree looks great. Beautiful decorations. However, the lights seem to flicker at some places, we need better lights for next time. Get more decorations. Good job!

VERDICT

Plan it better next time. Stop bickering when you are doing the job. Be patient and stop being

grumpy when they are “checking” and analyzing your work. Continually Improve this process till you get your Act together – words of a wise Yoda who is enjoying the view of the Christmas tree and listening to the Christmas songs.

Can I get that drink now? Long Island, please. Merry Christmas!

What Makes A System Work?

What Makes A System Work And Successfully Meet Objectives, Expectations And Requirements?

Successful companies have visionary leadership, are able to understand the changing context of their businesses, look ahead and adapt. The 20th and 21st century has been fertile with innovation. Many history-defining breakthrough inventions have been developed. Innovation is growing at a pace never known before.  The inventors and innovators are naturally accepted as leaders for their ability to clearly define their vision. These leaders can at times be harsh taskmasters; nearly dictatorial in pursuit of their passion (invention/vision). However, where the innovators are part of the team as a group and the leaders of the organization separate the leadership challenges are different. A professionally lead organization without a system cannot be only driven by the passion of its leader and this is certainly not a recipe for prolonged success.  

The need to put a system in place is but, of course, the result of a decision made by the leadership/ top management (TM). TM must have the desire to operate in a systematic manner to achieve desired results and outputs. That desire is indeed key to the motivation of the rest of the organization and crucial to gaining their involvement.  The PDCA (Plan-Do-Check-Act) cycle has to be understood and correctly aligned to the desired standard. There is also a need for commitment from the leadership to the unrelenting pursuit of their policy being systematically converted into measurable objectives and implemented throughout the organization, the implementation monitored and reviewed to ensure continual improvement. 

As experienced consultants, QMII has over 32 plus years, been implementing management systems to achieve results. Consultants never hold the recipe for success but can facilitate and guide the leadership and the organization in the right direction. The key to success is a motivated leadership. Trusting consultants to perform miracles using the perfect templates is a medicine for disaster in the making. A commitment to excellence starts with the leadership and needs the organization’s team to build a system ensuring consistency in meeting the requirements of the customer, stated or unstated. Then alone can an organization attain the success it seeks.  

As the year ends and reminiscing on my experience, education and learning from association with numerous varied organizations, my conclusion in differentiating between successful and not so successful organizations take me to the intent and determination of the TM to be committed to the system approach.  

Use PDCA to Meet ISO 9001:2015 Revision Deadlines

Ensuring that the system positively contributes to the organization’s bottom line is important.

With the cutoff date of Sept. 15, 2018, looming for transitioning to ISO 9001:2015 and ISO 14001:2015, there will be organizations chasing certificates. However, certificates can’t improve the system, guarantee better products, or render better service. The fundamental changes to the ISO standards will positively affect business outputs if implemented correctly. However. There’s the possibility that the pressure of deadlines hanging like the sword of Damocles over leaders may result in hurriedly obtained but ultimately worthless paper certificates. Leaders may want to give this a thought as they manage their organizations’ transition or first-time implementation of the standards.

It’s the organization’s well-implemented management system that will enable employees to perform well and produce conforming outputs. The changes in ISO 9001, ISO 14001, as well as the 2016 high-level structure (HLS) revisions to the AS9100 family of aerospace standards, need timely and correct implementation. The changes in these new revisions involve a fundamental rethink of the approach to implementation. There is a call to make ISO standards’-based management systems more proactive by considering risks within the context of the organization, keeping the priorities of interested parties in mind, and managing the internal issues that need planning and thought. Organizational knowledge, per clause 7.1.6 of ISO 9001, needs deliberation to determine how that knowledge can propel the organization to better performance and risk management, and lead to innovation. A robust quality management system (QMS) is an asset that should deliver.

This transition phase requires expertise in correctly interpreting the standard and identifying gaps in the system while respecting the “as-is” of the system. This must be followed by systematic incorporation of the changes within the context of the organization. Using the plan-do-check-act (PDCA) cycle can help. The (good) plan stage must be followed by orientation, motivation, and correct implementation during the do stage, followed by an audit during the check stage to ensure that the system is not only functionally aligned but also meeting the requirement of clause 5.1.1 b and c (i.e., that the QMS is compatible with the strategic direction of the organization). Per clause 5.1.1, there is a tremendous amount of responsibility for top management to ensure a customer focus throughout the organization.. The act stage of the PDCA cycle come about through the management, which is require per clause 9.3 of the standard. This review must be done soon after the transition audit to give confidence to top management that the system will work.

This additional emphasis in the revised standard to ensure the system positively contributes to the organization’s bottom-line is important. Nonconforming outputs must be reduced and not leave the organization as defective product or services. To do this, it’s important to consider the following:

Risk based thinking must become second nature to the organization so that risks are managed and analyzed to consider opportunities for improvement. Outsourced procedures and services must perform to expected standards to meet customer requirements. The work environment, per clause 7.1.4, should ensure that processes achieve product and service conformity to requirements. The combination of competence (clause 7.2), awareness (clause 7.3), a knowledgeable workforce (clause 7.1.6) that can ensure controlled production and services (clause 8.5.1) is a responsibility of top management.

By CEO and President, Captain Inderjit Arora