Step 8: Standardize Success & Learn

from Failures
Overview

As we move into step 8 of the process, which is focused on standardizing success while learning from
failures, we’re actually moving into the final stage of PDCA called act. This is an extremely important
step, and one that is often glossed over with all the excitement and enthusiasm that usually occurs in
step 7 of the process.

In many cases, we often see companies go from the check phase to a revised plan or new plan with
new targets, and they call this the act phase, when in fact it’s not act at all.

But, to be sure, it’s absolutely crucial to spend the time standardizing, sharing, and building on our
successes while also learning and growing from the failures that are inevitable.

And no matter what we’re dealing with, success or failure, it’s important to continuously ask why as
we work to understand the root cause for what’s working as well as what’s not working.

PDCA & Mountain Climbing

Now, with this said, I’d to take a few
minutes to talk a bit more about the PDCA
cycle. You see, for most of this course
we’ve learned about the plan and do phases
of the process.

Another way to look at the plan and do

phases is through the analogy mountain
climbing. You see, most mountain climbers
spend a tremendous amount of time
planning the climb. They double check
their gear and supplies and then take extreme care during the actual climb. This is very similar to
what we do in the plan and do phases of PDCA.

But here’s the thing, any mountain climber will tell you that that getting to the summit, or the top of
the mountain, is optional. In other words, the climber doesn’t necessarily have to keep climbing. If
things start to go wrong they can stop, turn around, and try another day. And so it is with PDCA.
We too can stop what we’re doing and regroup during the plan and do phases when things aren’t
going well.

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However, once the mountain climber has reached the summit he or she no longer has a choice as to
what to do next… in fact, while it’s true getting to the summit is optional… getting down is
mandatory.

And so it is with the check and act phases of PDCA. Once countermeasures have been implemented
we must verify if they’ve worked or not while also standardizing the successes and learning from the
failures otherwise our countermeasures will die, just like mountaineers stranded on a summit. We
need to check and learn from the climb so that we can climb again.

Yokoten
Once a countermeasure has proven to work it’s critical to share it throughout the organization.

But instead of sharing the success vertically, meaning top to bottom, we’ll instead work share ideas
horizontally.

This horizontal deploying or copying of ideas that have worked throughout the organization is
often referred to as yokoten and is a key aspect of the way companies practicing lean operate. Now,
to be clear, yokoten is not a "best practices" or benchmarking approach per se. Instead, yokoten is
horizontal, or more peer-to-peer, with the expectation that people go see for themselves and learn
how another area did kaizen.

Companies that practice yokoten usually have an expectation that copying a good idea will be
followed by some added kaizen to that idea.

Hansei
Lastly, during both the check and act phases of
PDCA we also need to practice something called
hansei which is often translated as reflection or
even repentance.

In other words, practicing hansei affords us the

opportunity to truly reflect on what went right and
more importantly what went wrong allowing us to
learn and adapt to these issues.

To better understand what hansei means let’s look at the word itself. The first part of the word
"Han" means to change or turn upside down.

"Sei" is the simplified form of a character meaning to look back upon, review, and examine
oneself.

So, to be sure, hansei is not the feel good part of PDCA… but it is an extremely important part if
we’re to continuously improve as individuals and organizations.

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