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PDCA: Plan 2

Solution Development

What are the proposed solutions that will help in achieving the goal?

The various causes are explored and the key ones that are in the way are validated with staff and data, 'the' targeted solution(s) can be developed. Now you can unleash those creative juices just waiting to attack the problem. What changes can be made to the people, processes, policies, technology, training, work environment, that will minimize or eliminate the ill effects of the major causes determined.

Videos on Solution Development

Jyme Arthur, manager in the Office of Performance Improvement, discusses the process of Solution Development in these two videos.

Developing SolutionsPart 1 (6:15)

Developing SolutionsPart 2 (9:40)

Guidelines on Solution Development

Here are some guidelines in brainstorming the potential causes:

Solution Development using PDCA (7:09)
An interview with Estella Woodard.

View the solutions as a new system being integrated back into an existing environment.
A good solution has all the changes needed it successful: inclusive of the people, process, technology, facility and equipment.

  • The solution must have a persuading benefit and chance of succeeding to garnish support
  • The solution will need to become accepted by culture as the new way. An implementation plan must be developed to incorporate all preparations, communications and changes to transition to the new way
  • A good solution is well-thought through. It changes impact on immediate systems, upstream and downstream processes are projected and evaluated for feasibility
  • Test the solutions as they are developed with the leadership and workforce. Ask them what's missing, what would work better. It not only get their ideas, it grows their acceptance and ownership
  • As solutions are developed, don't just narrowly concentrate on what's right with it
    Genuinely ask what's wrong with it. This either validates the solution or provides material to make it stronger.

Tools to Download on Solution Development

Here are tools to download on Soultion Development:

Cautions on Solution Development

The following are some common potholes that trip up great solutions.

  • Don't stop at your first solution
  • Don't solve the wrong problem
  • Don't select a solution that won't be accepted
  • Don't select a solution that doesn't impact your baseline measure
  • Don't limit understanding about the solution
  • Don't be afraid to ask the workforce, 'Will this idea work?" or "What's dumb about this idea?'
  • Don't just think what's right about the solution
  • Don't forget your sponsor
  • Don't think your solution is unchangeable
  • Don't forget the passion to make it happen

Action Plan on Solution Development

Take the major changes of the solution and look at their impact on the environment individually to begin itemizing considerations for the implementation plan. 

  • Re-evaluate how the solution ultimately affects the Aim Statement
  • Conduct a Cost Benefit Analysis to sell the solution to the team, management and staff. The benefits received must convincingly be greater than the burdens to get there
  • Consider using a Force Field Analysis to evaluate what to incorporate in the implementation plan. Open up the Implementation Plan spreadsheet then add/revise accordingly
  • Present the proposal to leadership and ultimately to the staff
  • Consult Case for Change and Outstanding Presentation Tips and PDCA Presentation template

Implementation Planning

What are the detailed plans that will successfully implement the proposed solutions?

Many a great solution died because of poor implementation. The solution is about change in people, processes, policy and technology. The implementation plan incorporates all the pieces that will allow the solution to be introduced, adjusted and sustained over time. It views the existing "systems" as forces that are reluctant to change without proof that the new way will work. It addresses each, defuses it and includes it in the implementation and communication considerations.

Video on Implementation Planning

Transition Planning (8:21)
Duke Rohe, improvement advisor, and Tina Smith, associate director of Office of Performance Improvement, discuss transition planning. Sometimes a transition plan is included to help workers personally move from the old way to the new.

Guidelines on Implementation Planning

Here are some guidelines on Implementation Planning:

Implementation Cautions (6:10)
Cytopathology's Marilyn Dawlett's interview about her cautions on Implementation Planning.

  • Implementation plans provide the what-when-where-why-how's of the aspects being introduced. People resist when they fear and they fear most what they don't understand. Three tools that will help build a plan:
  • Leadership support is achieved by providing the rationale or business case for the major changes. Keep them appraised in the cause analysis and solution phase and they won't have such a leap to make in the implementation phase
  • Prepare leadership and workforce them for the chaos, loss in production and resistance that might come. Implementation plans help leadership shape their message and frequency to the workforce. If the project team is the heart of the change; leadership is its mouthpiece
  • Implementation plans are adaptable. They have contingencies built into them. Make sure comprehensive communication and transition plans are part of the implementation

Tools to download on Implementation Planning

Here are tools to download on implementation planning:

Cautions on Implementation Planning

Pitfalls of Implementation Planning (5:53)
Helen Sprigg-Saenz, senior improvement advisor in the Office of Performance Improvement, gives insights on precautions you need to take in your implementation planning.

Action Plan on Implementation Planning

  • Test this plan with those who are going to have to "endure" it. They'll be glad to express their concerns which become consideration for plan adjustment
  • Prepare the users for disruption, especially transitioning from the old way to the new
  • Provide extra help, extra communication, extra appreciation as the implementation is introduced. The mere fact attention is given demonstrates you care
  • Open up channels for real-time change. The faster they spot a hole in the plan and you respond to it, the more they feel part of the solution
  • Keep management in the loop: what to expect, how to help and how not to hurt the implementation
  • Validate lead times for mission critical services, resources and authorizations

To continue instruction, go to PDCA: Do. 

Plan-Do-Check-Act


© 2012 The University of Texas MD Anderson Cancer Center