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Tools & Techniques

PLAN. DO. REVIEW. Plan-Do-Review. Tools & Techniques. What you can find in this document. CONTENTS. What is “Plan-Do-Review” (PDR) Key Principles to be Followed Links with Performance Measures and the Balanced Scorecard Activity Driven PDRs PDR Review Process Contacts

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Tools & Techniques

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  1. PLAN DO REVIEW Plan-Do-Review Tools & Techniques

  2. What you can find in this document CONTENTS • What is “Plan-Do-Review” (PDR) • Key Principles to be Followed • Links with Performance Measures and the Balanced Scorecard • Activity Driven PDRs • PDR Review Process • Contacts • Glossary of Terms

  3. PLAN DO REVIEW What is a “PDR” “PDR” or Plan-Do-Review is a cyclical process which drives the identification, planning and successful completion of issues and activities. Definition • Agree the objectives and timeframe • Identify key performance measures • Identify key activities • Identify key personnel/resource PLAN DO • Measure progress • Complete identified tasks REVIEW • Regularly review progress • Identify shortfalls in performance or activity-based issues • Agree corrective action with clear next steps

  4. Key principles for Plan-Do-Review It provides a structured and disciplined approach to reviewing progress It can be applied to specific tasks or projects or ongoing performance measurement for a site, function or department It is data-driven to show performance trends at a glance, establish priorities and agreed ownership of issues and actions It gives visibility to performance improvement opportunities It is supported by visible and clear document capture as appropriate: • Key milestones • Performance targets • Status (traffic light) • Client and key people involved

  5. Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec • Quotif • Complaints • FPQC • Non-conformances Customer Perspective This PDR is linked to the 4 Quadrants of a Balanced Scorecard • OTIF • Stock accuracy • SHE • RFT • Product yield Operational Perspective • Cost/Litre • Stock value • Production variances Business/ Financial Perspective • Number of improvement projects • Training and development Future The essence of PDR is its high visibility - The use of traffic lights is a simple way of showing status In control - On target Some slippage, should be able to recover. No immediate action Problems with process, immediate action required Simply indicate status or add key milestones/comments as well to develop the forward plan and build historical data - a PDR should be built around “balanced” measures.

  6. PDRs are an effective process as they are activity-driven • Use the PDR process for projects/team activities to monitor progress • Its important to capture key milestones as well as the monthly status • Clearly indicate who is accountable (has the “A”) for each activity line • The “A” needs to provide updates for the review process

  7. An EXAMPLE of an activity-driven PDR Microsoft Excel works well for creating an electronic PDR or it can be mapped on on a brown paper

  8. Reviewing your PDR • Have a process-owner to ensure that discipline and effectiveness in using the PDR are maintained • Hold regular reviews (at least monthly) tabled as a formal agenda item • Ensure that updates to the PDR are provided in advance of the review meetings • Make use of an up-to-date and clear PDR map displayed in a common area for easy review • Prioritise the review in line with traffic light status: • RED - immediate action required/clear need for discussion • AMBER = some additional next steps may be needed, limited discussion • GREEN = share success and best practice as time allows • Focus on resolving issues to drive the process forward Use of the PDR process has been proven to dramatically improve team function and site delivery.

  9. For further information or help. . . Simon Lees Allison Brindley Catriona Manser Paul Lidbetter Stefan Wisniewski Liz Goodwin Andy Coe

  10. Glossary of terms Balanced Scorecard Set of measures, split into 4 sections or quadrants - Financial, Internal, External and People - which are all taken into account to ensure balance in achieving Business objectives “R” The responsible person, i.e. the individual who will actually do the task or activity Brown Paper A work-in-progress process map created on a large piece of kraft/brown paper which is displayed on a wall/board - it can demonstrate a current situation (“As-Is”) or can be used to develop future improvement proposals QUOTIF Quality On Time In Full OTIF On Time In Full FPQC Filled Pack Quality Checks SHE Safety, Health and Environment RFT Right First Time

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