On personal occasions, if you make it a habit to summarize your past actions once a week, you will be able to achieve considerable results.
——(Excerpt from preface)
"Efficient PDCA Work"
<h1 class="pgc-h-arrow-right" data-track="11" >01 About this book</h1>
The efficient work that the elite are practicing!
The more competitive you are, the more you have to lay a good foundation with PDCA! Reducing the "waste and waste" of each step is the real efficiency. PDCA simple and basic 4 steps: PLAN plan → DO implementation →CHECK verification → ADJUST adjustment, so that performance, life is perfect!
The 40 charts in the book teach you to do a good job of time management and get a blueprint for moving towards your goals. Quickly grasp the overall "factorization table", "time inventory table" to prevent workload explosion, "half-weekly meeting" to efficiently solve the problem, "efficient operation management table" that makes work not missing and time not wasted, "due to analysis tree chart" when the goal is not achieved, "continuous improvement record table" that makes self-growth a habit... Detailed explanation of each step, in-depth details of the practical operation guide, take you step by step, master the efficient work technique of not making mistakes, and make the work efficiency evolve ten times faster.
<h1 class="pgc-h-arrow-right" data-track="35" >02 Author Profile</h1>
Kazunari Tomita is the CEO of Japan's mega fintech platform, best-selling author, and PDCA controller. After graduating from Hitotsubashi University in 2006, known as the "Harvard of Asia", he entered the Japanese No.1 brokerage "Nomura Securities", and during his work at the company, he loved the PDCA work method for ten minutes, and set countless records and achievements, jumping into the asset management department for the top rich as a young man. At the age of 27 at the time, he also wrote an open letter on his rapid growth since he entered the industry, which was personally sent by the vice president to the staff of the whole company for reference and study, and became the teaching material for the education and training of the whole company. In 2013, Kazuna tomita established ZUU, a financial services company, and in just three years, the number of members has reached three million monthly active users. The company's capital has also grown from 120 million yen more than three years ago to 570 million yen, and its revenue growth rate in 2016 was as high as 5196%. All this is due to the fact that he has always infiltrated "efficient PDCA" as a corporate culture, and has become the company's work development model, constantly training employees to strengthen the use of PDCA work methods.
<h1 class="pgc-h-arrow-right" data-track="36" > book catalog</h1>
Catalogue of Efficient PDCA Work Techniques
<h1 class="pgc-h-arrow-right" data-track="37" > classic statement</h1>
The ideal target value should usually be one to three months.
The process of quantifying goals is necessary to improve the accuracy of verification, but it does not mean the exclusion of all qualitative goals.
●There are three criteria that should be followed: the overall effect (IMPACT), the time required, and the ability to easily participate.
The focus of this phase is to translate operational measures into specific tasks as quickly as possible.
●While deciding on "temporarily shelved" matters, prioritizing the issues that must be implemented is prioritized.
•Adjustment of overall objectives, substantial adjustment of implementation plan, adjustment of solutions and specific measures, and no adjustment required.
If no clear requirements are made, people will always take the two conditions of "comfort" and "urgency" as the only criteria for deciding to take action.
● The criteria for selecting a representative KPI indicator are that the KPI indicator must be able to be repeatedly verified and its results must be faithfully reflected in the indicator.
● In the planning stage, it is first necessary to determine the goals to be achieved. The goal is uncertain, and nothing can be said. Moreover, this goal must be as specific as possible.
●There are four main types of adjustment plans. · Adjustment of overall objectives , substantial adjustment of implementation plans , Adjustment of solutions and specific measures • No adjustment is required.