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Posts Tagged ‘PDSA’

Working with initiatives in Performance Management – Check and Act vs. Study and Act

Saturday, June 12th, 2010

smartKPIs.com Performance Architect update 23/2010

In one of my previous updates I reviewed the history of the Deming cycle and its relevance for Performance Management. One of the most important benefits of managing performance in organizations is that it facilitates a structured process of improving the achieved results, which is the essence of performance.

Improvement doesn’t automatically derive from measurement. A robust process of analysis and decision making is required to facilitate suitable actions or initiatives. And to illustrate this process, Study as in the PDSA cycle is more meaningful than the Check as in the PDCA cycle.

The Performance Management case study presented the scenario of a non-profit organization interested in addressing childhood development issues. Some of the measures used were:

  • % Incidents of anemia
  • # Average scores on language and communication skills for toddlers
  • # Average scores for vocabulary tests

Using the traditional Plan – Do – Check – Act (PDCA) approach, the Check and Act phases would resume to gathering performance results data, reviewing it and taking actions to improve results. Generally the initiatives established as a result of this process would aim at doing more of the same thing. Improve efficiency or increase the volume of efforts.

However, a subtle change, that might appear superficial and technical to some, might mean more that it seems. Replacing Check with Study, shifts the emphasis from control and fixing the existing approach to learning and finding new ways to address the issue. For many years performance management has been associated with checking, inspecting, and controlling conformance. Performance Management for learning is a more balanced, mature approach to improvement.

In the case analyzed above, a review of the literature in the field and the latest research in the area of children health and development would reveal that the solution to the stagnation in achieving results might come from a surprising new direction. Under the title “Housing, Health, and Happiness” a new study published by the American Economic Journal: Economic Policy reveals that “replacing dirt floors with cement floors interrupts the transmission of parasitic infestations and should therefore reduce the incidence of both diarrhea and anemia. The reduction in anemia is expected to have positive effects on cognitive development” (Cattaneo et al, 2009).

The study, commissioned by the Mexican government, reveals the following results achieved during the experiment conducted in Mexico (UCBerkeleyNews, 2009):

  • 20.1% reduction in incidents of anemia
  • 30.2 percent higher score on the McArthur test (language and communication skills for toddlers ages 12 to 30 months)
  • 9% improvement in the scores obtained in the PPVT test (vocabulary tests for children ages 36 to 71 months)

When limiting themselves to checking the data and doing more of the same thing, organizations do not create the suitable conditions for leaning and integrating new ideas. Expanding the scope of inquiry from current approaches to researching new ones and investigating what happens in the field they operate in around the world, the improvement process benefits from using a more robust view on performance management, that emphasize the role of the study component.

In the case described above, reviewing recent research in the issue of health and early childhood development reveals a potential new approach that might just be the solution sought after. Setting up a new initiative that aims at replacing dirt floors with cement promises to a positive impact on the health and cognitive development of young children in the targeted community.

Study puts initiatives management in a new light.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

Performance Architect,
www.smartKPIs.com


References

Cattaneo, Matias D., Sebastian Galiani, Paul J. Gertler, Sebastian Martinez, and Rocio Titiunik. 2009. “Housing, Health, and Happiness” American Economic Journal: Economic Policy, 1(1): 75–105. Note: a working paper version of the article is available at: http://www.stanford.edu/group/siepr/cgi-bin/siepr/?q=system/files/shared/pubs/papers/pdf/SCID367.pdf

UCBerkeleyNews, 2009, “Inexpensive flooring change improves child health in urban slums” available at: http://berkeley.edu/news/media/releases/2009/03/10_floors.shtml, accessed 05 June 2010.

Plan-Do-Check-Act (PDCA) / Plan-Do-Study-Act (PDSA), Philosophy and Performance Management

Friday, May 28th, 2010

smartKPIs.com Performance Architect update 21/2010

One of the administrative science domains that feeds Performance Management as a discipline is the quality movement. The Plan-Do-Check-Act (PDCA) cycle is at the core of the link between the two fields. It has been promoted and used in its current form for over 50 years. However, its roots can be traced back to ancient Greece.

Socrates (469-399 BC) formulated the dialectic inquiry process based on the idea of questioning and modifying understanding through the conflict of opposing ideas. This technique was further refined by Aristotle (384-322 BC), who enunciated a method of scientific investigation that employed both dialectics and empirical observations. His deductive reasoning approach combined with inductive elements became the foundation of the western scientific method, influencing philosophy and scientific inquiry for hundreds of years.

The famous arab scholar Ibn Sina, known to the western world as Avicenna (980-1037), proposed two stages of the scientific knowledge discovery process: conceptualizing what is meant and verifying what is being conceptualized, the basis of what evolved into what is being called the “Avicennian logic”.

Francis Bacon (1561-1626), considered one of the fathers of the scientific revolution, employed such an approach in defining a more modern version of the scientific method, with the balance leaning more towards the induction reasoning. The conceptualization becomes hypothesis and verification is separated into two further steps: data gathering and results analysis.

In the 20th century, Dr. Walter Shewhart (1891-1967) brought this process of inquiry traditionally used in research and education in business organizations. His collaborator and mentee, Dr. Edwards Deming (1900-1993) refined and popularized this concept as the Plan – Do – Check – Act (PDCA). Deming called it the “Shewhart cycle” and later replaced Check with Study, however in common use it remained the PDCA process, referred to as the “Deming cycle”.

In the 1990s, with the ascent of new management concepts such as the Six Sigma and the Balanced Scorecard, the PDCA process morphs into the new mutations. In Quality Management, the Six Sigma methodology employed the DMAIC project methodology: Define – Measure – Analyze – Improve – Control and the DMADV project methodology: Define – Measure – Analyze – Design and Verify.

In Performance Management, when the Balanced Scorecard as a concept needed a more robust application framework in mid 1990s, the PDCA came to the rescue again. It provided the elements required for migrating the Balanced Scorecard concept from a Management Accounting stage to the Strategic Management stage.

Today, at the down of a new phase of evolution of Performance Management as a discipline, these stages of scientific inquiry of process execution form the essence of the “management” component in “Performance Management”. They illustrate that Performance Measurement is required but not sufficient. Sound Performance Management practices based on the PDCA cycle give context and make the entire journey of improving performance interesting and relevant.

Stay smart! Enjoy smartKPIs.com!

Aurel Brudan

Performance Architect,
www.smartKPIs.com


Relevant links

Aristotle: http://galileoandeinstein.physics.virginia.edu/lectures/aristot2.html

Bacon: http://plato.stanford.edu/entries/francis-bacon/

Ibn Sina: http://www.iep.utm.edu/avicenna/

Socrates: http://philosophy.lander.edu/ethics/socrates.html

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