This presentation is an overview on how to implement PDCA (Plan – Do – Check – Act) in the field of Lean Sales and Marketing. It includes an outline for standard work and an embedded video.

1. PDCA
for the
Lean Engagement Team
Book
Coming Soon!
The Collaborative Cycle
of Sales and Marketing

2. Please review Lean Marketing Canvas
before preceding.

3. The only competitive advantage you have
is the rate at which you learn from your
customers.
Positioning your organization in your customer’s
playground is the most important role marketing has.

4. Customer Experience will mimic
your Employee Experience
• Know your team, design for
personal & social needs
• Build fun/pleasure/satisfaction into
activities
• Design cycles based on desired
customer experience
• Embrace motivators like power,
autonomy & belonging

5. Marketing with PDCA
PDCA = Knowledge Creation
• Knowledge is limited at beginning
• Key information not known
• Feedback to justify hypotheses
• Customers changes mind
• Each cycle closer to the goal

6. PDCA is a Call to Action
Start with a problem that you don’t have the current
knowledge to solve.
What don’t I understand that I need to learn?
What change do I need to see?
Close the knowledge gap
before closing the performance gap.

7. Successful Lean teams are iTeams
Teamwork is an individual not group skill
Individuals must take responsibility for…
• the quality and productivity of each team
• relationships they are part of
• individual accountability
• the larger, shared tasks or deliverables

8. Lean Engagement Team
Value Stream Manager
Team Coordinator
Sales Team
Marketing Communication

9. The Value Stream Manager (VSM) represents
the product/service markets and the business.
Team Coordinator (TC) maintains the integrity of the
processes through coaching and predefined control
points.
The Sales and Marketing Team (Team) is a cross-
functional group whose number and expertise are
derived from the decision-making path of the customer.
This Team does the actual sales, providing content,
technical functions, trials, testing, etc.
The Team Coordinator (TC) maintains the integrity of the processes through coaching and predefined control po
Overview:

10. SALES EDCA/PDCA/SDCA
The SALES part of the framework is where the sales team gets its directions and
coaching from the team coordinator and value stream manager. Within the actual
cycles the sales team is empowered to make their own choices and determine their
own direction to accomplish the goals of that cycle. One of the key considerations in
developing a team is to determine the objective of the cycle. Is it primarily creativity,
problem-resolution, or tactical execution?

11. SALES PDCA
PDCA provides feedback to justify our
hypotheses and increase our
knowledge. This allows both the
customer and us not to be perfect the
first time. The rate of change or the
speed of the improvement is a key
competitive factor in today’s world.
PDCA allows for major jumps in
performance not through massive
breakthroughs but through frequent
small improvements.
One of the key considerations in
developing a team is to determine the
objective of the cycle. In PDCA, we
structure for problem-resolution.
Do
CheckAct
Plan
Select the Improvement
Empower the Team
Locate the people who understand the process
Analyze the current process
Select the initial Problem Perception

13. Do
CheckAct
Plan
Select the Improvement
Empower the Team
Locate the people who understand the process
Analyze the current process
Select the initial Problem Perception

14. The SALES part of the framework is where
the sales team gets its directions and
coaching from the team coordinator and
value stream manager.

15. S: Select the initial Problem Perception
• What is the problem to be solved?
• Describe the problem, issue or need that your project
is intended to address.
• Always Predict
• Allows actions to be more focused
• Ensures that relevant data will be collected.
• Enables results to be obtained quicker

16. A: Analyze the current process
• Review the Critical to Quality (CTQ) issues facing this
value stream and how they apply to this cycle.
• What should be involved in this step?
• Have customers’ expectations and specifications
been examined and documented?
• What are the points of concern?

17. L: Locate people who understand the process
• List the members of your team
• Including position and role they will play.
Name Position Role

18. E: Empower the Team
• Team is autonomous and completely responsible for
the tasks within this stage
• Clarity is most critical factor for empowering a team
• Why are we doing this project? Is it clear to all participants?
• What are we going to do? How will it be measured?
• Who is responsible for each task? Who does it involve?
• How must it be accomplished? How do we review?
• Where will it take place? Where can the data be found?
• When must it be complete?
• Outline Meetings, Daily Stand-ups, Weekly
Tactical, Monthly Strategic and others

19. S: Select the Improvement
• Define the Gap that is to be completed in this cycle
• Team agrees to the goals and outcomes expected for
this particular cycle
• Team accepts responsibilities of outcomes.

20. Within the actual cycle the sales team
is empowered to make their own
choices and determine their own
direction to accomplish the goals of
that cycle.
Plan is
50% of effort

21. P: Plan
• What are the detailed steps you will take to make an
improvement?
• Clarify the problem, breaking down customer decision
process and people involve.
• Locate the point of concern or cause through Who,
What, Where, When
• Identify root cause and verify with data.
• Develop countermeasures utilizing user stories
and place on task board, prioritize.

22. D: Do the plan
• Build Project Plan or iteration through user stories
• Provide line of sight through Kanban Board, Task
Board, Action Planner.
• Demonstrate work flow and problems encountered.
• Use daily stand-ups or Andon to signify problems
or hang-ups.

23. C: Check (Study) see if improvement was made
• Did the plan work? Study the results
• Collect and analyze data to demonstrate if gap was
closed
• Determine what changes worked and which ones
did not

24. A: Act (Adjust)
• Has the gap been closed?
• Has customers’ needs been completed?
• If not, reconsider and continue improvement
• If it has can customer can be handed off to next
stage/cycle, document steps taken.
• Can action be turned into standard work?

25. Example of Team Member Standard Work

26. Provides Line of Sight for Team at Daily Standup

27. Team Coordinator/Leader Standard Work

28. Line of Site for resources needed at weekly tactical
Can auto-populate or be completed by hand.
Easily used as part of the task board in a War
Room type environment. Virtual Teams can use
something as simple as Google Documents or
many other popular software packages.
Providing a visual, simple and
easily access document is the key.

29. Value Stream Manager Standard Work

30. Line of Site for Goal review at Monthly Strategic

31. PDCA uses 7 Basic Tools
• Affinity diagram: organizes a large number of ideas into their natural relationships.
• Relations diagram: shows cause-and-effect relationships and helps you analyze the
natural links between different aspects of a complex situation.
• Tree diagram: breaks down broad categories into finer and finer levels of detail,
helping you move your thinking step by step from generalities to specifics.
• Matrix diagram: shows the relationship between groups of information and can give
information about the relationship, strengths, the roles played or measurements.
• Matrix data analysis: a complex mathematical technique for analyzing matrices,
often replaced in this list by the similar prioritization matrix.
• Arrow diagram: shows the required order of tasks in a project or process, the best
schedule for the entire project, and potential scheduling, problems and solutions.
• Process decision program chart (PDPC): systematically identifies what might go
wrong in a plan under development.

32. What is your iCustomer Level?
The iCustomer level is not a tangible number. It is strictly based on the degree of
interaction your organization needs based on the products/services it is delivering.

33. PDCA is the Culture of Lean
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
Solve one thing and prove one thing
“Lean is not a revolution; it is solve one thing and prove one thing.” - Dr. Michael Balle

34. Resources
Books:
The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion
Business Model Generation: A Handbook for Visionaries, Game Changers, and
Challengers
Making Ideas Happen: Overcoming the Obstacles Between Vision and Reality
Get Clients Now!(TM): A 28-Day Marketing Program for Professionals, Consultants,
and Coaches

35. Available on Amazon:
• Kindle
• CD Rom
• Ring bound
Available on Business901:
• PDF – Instant Download
Lean Marketing House Trio

36. Marketing with Lean Program Series
1. Lean Marketing House Overview
2. Driving Market Share
3. Marketing with PDCA
4. Marketing with A3
5. Lean Engagement Team

37. http://business901.com
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