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

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

2. EDCA PDCA SDCA
How important is Standard Work?
Standard Work puts the food on the table!

3. Please review Lean Marketing Canvas
before preceding.

4. 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

5. 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

6. • Clarity on What to do
• Commitment on When to do it
• Translation from Goals to Actions, the Why
• Enablement of the actions, How
• Accountability thru establishing the Who
• Line of sight on Where your circle of
influence effects
Standard Work provides discipline thru

7. Standard Work in 1 word
Execution

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 SDCA
SDCA documents the current best
practice and provides the foundation
for all continuous improvement. It
provides the structure for daily
accountability and the prescribed
performance to a standard. Part of
Standard Work is the visual forms that
provide the line of sight between
team members, teams, leaders and
coordinators.
One of the key considerations in
developing a team is to determine the
objective of the cycle. In SDCA, we
structure for tactical execution.
Do
CheckAct
Standard
Select the Team Goals of the Project
Empower the Team
Locate the people who will be on the team
Agree on the method
State the standard

13. Do
CheckAct
Standard
Select the Team Goals of the Project
Empower the Team
Locate the people who will be on the team
Agree on the method
State the standard

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: State the standard
• Standard work is the best practice for a given process.
• Provide a routine for consistent delivery of work.
• Must be stated clearly.
• Provide a clear line of sight to the
• Value Stream Manager
• Team Coordinator
• Team Members

16. A: Agree on the method.
• Method you are going to use for the documentation of
standard work.
• Provide necessary components of a reporting system
that ensures the work is being done as expected.
• Use the practices you are currently doing

17. L: Locate the people who will be on the team.
• 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
• Outline Meetings, Daily Stand-ups, Weekly Tactical,
Monthly Strategic and others as needed
• Agree on Standard Work

19. S: Select the Team Goals of the Project
• Team fully understands the exact goals and outcomes
expected for this particular cycle
• Team agrees to the exact 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.

21. P: Standard
• Review the method.
• Document the actions needed and who will complete
each action step.
• Clarify the resources needed for each action step.
• Decide on what constitutes variation and
required action.

22. D: Do the plan
• Perform to the standard.
• Provide line of sight through Kanban Board, Task
Board, Action Planner.
• Demonstrate work flow and problems encountered.

23. C: Check (Study) see if improvement was made
• Did the plan work?
• Collect and analyze data to demonstrate if standard
was done.
• Determine what changes are needed for improvement.

24. A: Act (Adjust)
• Is the standard being completed?
• 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.

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. SDCA uses the 7 Basic Quality Tools
• Cause-and-effect diagram (also called Ishikawa or fishbone chart): Identifies many
possible causes for an effect or problem and sorts ideas into useful categories.
• Check sheet: A structured, prepared form for collecting and analyzing data; a
generic tool that can be adapted for a wide variety of purposes.
• Control charts: Graphs used to study how a process changes over time.
• Histogram: The most commonly used graph for showing frequency distributions, or
how often each different value in a set of data occurs.
• Pareto chart: Shows on a bar graph which factors are more significant.
• Scatter diagram: Graphs pairs of numerical data, one variable on each axis, to look
for a relationship.
• Stratification: A technique that separates data gathered from a variety of sources so
that patterns can be seen (some lists replace “stratification” with “flowchart” or
“run chart”).

32. Frame
Problems as Opportunities

33. Always DRAW for
• Yourself
• Team
• Organization
• Customers

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
Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and
Updated
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
Visit the Business901 Website
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