4. Did we get the results as anticipated?
Any procedure as stated earlier should address the objective
if the procedure is evaluated and proved as the best to achieve the objectives,
and if we were able to implement it in real sense, then we must get the results
as anticipated. If the results are not obtained, it means, either our procedure
was not suitable or we did not implement as required a careful analysis of the
situation can reveal the actual reason for not achieving the required goal.
Monitoring and measuring the activity is very important in
order to achieve the results. We need to learn measuring everything, and then
only we will be able to say whether we got the result as anticipated. If we do
not know how to measure, then we will not be able to monitor it.
5. How do we compare with our competitors?
We might achieve the results as anticipated or committed. It
does not mean that we are effective and efficient. Our success in a competitive
environment depends mainly on the performance of our competitors. In a running
race, in order to become a winner, the speed at which I am running is less
important than the distance I am keeping ahead of my nearest competitor.
Although we achieve the results as anticipated, we cannot be happy for that. If
our competitors are doing a better job, we are certainly going to lose.
Therefore it is always necessary to keep a watch on the competition and develop
our systems to achieve better results. We need to benchmark the best to each
criterion, and work towards meeting and overtaking. We need to compare
ourselves with those who are stronger in various fields.
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An advertisement can boost the morale of employees;
however, there is a need to explain the reality to ensure that complacence is
not built up. Our people should know the areas where our competitors are
better.
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People normally try to keep a safer target so that they can
be motivated with the success, and get confidence. Very few embrace a stretch
target aiming at excellence. If the target is much smaller than the capability,
is achieved easily leading to complacence, which in turn leads to inefficiency
and laziness.
In business, people have a practice of projecting their best
results and claim them as the best. This is needed to attract the customers,
but cannot help in keeping the customers. The customers will be judging us by
the consistency in the quality of product and services offered by us. An
advertisement can help in bringing a new customer, but not for satisfying and
retaining. An advertisement can boost the morale of employees; however, there is
a need to explain the reality to ensure that complacence is not built up. Our
people should know the areas where our competitors are better. We need to
develop methods and technology to overtake the competitors. Re engineering the
systems is essential depending on the situation. An improved PDCA cycle can be
drawn by using the Five Golden Questions.
These questions are universal and can be applied by all in
any situation and for any of the activity. This, as explained earlier, is an
extension of PDCA concepts developed by Dr.Deming and incorporation of
competitive comparison and Benchmarking. The Procedure and Evaluation of
procedure is a part of 'PLAN' and Implementation represents 'DO' in Deming's
wheel. Results and competitive comparison is the process of 'CHECK' and Reengineering
is the process of 'ACT'. This can be illustrated as a cycle as shown in figure.
If we are clear about the activity and the results, we can
emerge as Winners. The above questions are simple and self explanatory. Anyone
can make use of these questions. Here we need to answer ourselves, and there is
no need for a third party audit or certifications. We should be sincere with
ourselves. If we are convinced and satisfied as winners, what is the use of certificate
from others? There is no need of any manipulation of records and documents. We
should win by our deeds.
The Five Golden Questions is a very useful Self Assessment
Tool.
About the Author:
The author is a learned Consultant for QMS and Textiles.
