Workshop to focus on problem solving using the 'Plan, Do, Check, Act' process

Workshop to focus on problem solving using the 'Plan, Do, Check, Act' process

By Ben Hutto, PSNS & IMF Public Affairs

The Code 100TO, Command Transformation Office, is offering a two-hour workshop open to all employees Sept. 10 in Building 466, Room 311.

The workshop will introduce attendees to the "Plan, Do, Check, Act" Kata problem-solving process, which will provide participants the tools for streamlining their shops and codes.

"It's a class that teaches employees how to use a system that helps give them some control of their work space," said Paul Sherman, lead instructor, Code 100TO. "A frequent complaint we address is that employees often feel powerless and feel their ideas aren't always employed. This class will give them the ability to put their ideas down on paper and prove to their supervisors how it can work. It's empowering."

Taken from Toyota Motor Corporation's, management system, author Mike Rother introduced "The Plan, Do, Check, Act" Kata as an improvement cycle based on the scientific method of proposing a change, implementing the change, measuring the results, and taking appropriate action.

Kata is the Japanese word for "form" or "routine." While it is normally a term most people in the U.S. associate with martial arts, it's more of a mindset in this context, Sherman said.

Kata works in four stages: The "Plan" stage helps workers make goals for a change to a process and the processes that will be required for change; The "Do" stage involves the worker implementing those changes; The "Check" stage involves the worker measuring the results of those changes; and the "Act" stage involves stabilizing the change or restarting the process.

"The learning curve is really low," he said. "It enables people who use it to focus on one factor at time. When people employ it, it soon becomes second nature. What I've found is that when people use this way of thinking, it reduces stress."

Schuyler Beaver, director of practitioner development, Code 100TO, Command Transformation Office, is a proponent of the system and believes it could help workers become more analytical.

"Everyone wants to be good at their job," said Beaver. "When things like frustration start influencing the decisions, it hinders productivity. Happy workers are more productive. If we can empower people to make educated decisions, it creates a more successful workplace for everyone. Boats get out on time. Workers are happy. Customers are happy. It's a way to help make those outcomes happen more frequently."

After the class, both men stressed that coaching is the next key component to advancement. As workers go through their plans, a mentor or coach will help them gauge their progress and make adjustments.

"I would prefer to be out there coaching people non-stop and helping them achieve what they are looking for," said Sherman. "Coaching sessions aren't long meetings. They are very high-value. On average, they take about 15 minutes. From those meetings, improvement happens."

To learn more, see "News You Can Use" or search Waypoints for "24-PSNS (LEAN21) Kata in the Classroom."