2. Outline
What is PDCA ?
Background
Phases of PDCA
When to Use Plan–Do–Check–Act
Case Study
Benefits of PDCA
3. What is PDCA?
PDCA stands for Plan-Do-Check-Act [1]
Iterative four-stage model for continuous improvement (CI)
It teaches organizations to
• PLAN an action
• DO it
• CHECK it
• ACT on it
[1].http://whatis.techtarget.com/definition/PDCA-plan-do-check-act
4. What is PDCA?[1]
Implementing New Ideas in a Controlled Way
It is also known as
• plan–do–check–adjust
• Deming circle/cycle/wheel
• Shewhart cycle, control circle/cycle
• or plan–do–study–act (PDSA)
[1].http://whatis.techtarget.com/definition/PDCA-plan-do-check-act
5. Background
Walter Shewhart (1920’s)
Shewhart Learning and
Improvement cycle [2]
W. Edwards Deming (1950’s)
[2]
It is a combination of
management thinking with
statistical analysis
Japanese translation into
English became PDCA.
[3]https://www.isixsigma.com/dictionary/deming-cycle-pdca/
[2]https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2464836/
7. Four Phases of PDCA [5]
Plan a change aimed at improvement
Do – Carry out the change
Check/Study the results
Act - Adopt, adapt, or abandon
[5]www.yourarticlelibrary.com/business/continuous-business-process...4-phases/21128/
8. PLAN
Analyze current condition
Identify exactly what your problem is
Map the process
Establish the objectives
[5]www.yourarticlelibrary.com/business/continuous-business-process...4-phases/21128/
9. DO
Implement the plan
Generate possible solutions
execute the process
make the product.
Collect data for charting and analysis in the following "CHECK" and
"ACT" steps.
[5]www.yourarticlelibrary.com/business/continuous-business-process...4-phases/21128/
10. Check/Study
Study the actual results (measured and collected in "DO"
above)
Compare
Against the expected results
[5]www.yourarticlelibrary.com/business/continuous-business-process...4-phases/21128/
11. Act
Take action based on what you learned in the study step
Two Possibilities
1. If the change did not work, go through the cycle again
with a different plan.
2. If you were successful then standardize.
[5]www.yourarticlelibrary.com/business/continuous-business-process...4-phases/21128/
12. As a model for continuous improvement.
When starting a new improvement project.
When developing a new or improved design of a process,
product or service.
Exploring a range of possible new solutions to problems
When to Use Plan–Do–Check–Act?[7]
[7]http://asq.org/learn-about-quality/project-planning-tools/overview/pdca-cycle.html
13. When defining a repetitive work process.
When planning data collection and analysis in order to
verify and prioritize problems or root causes.
When implementing any change.
Avoiding the large scale wastage of resources that comes
with full scale implementation of poor solution.
When to Use Plan–Do–Check–
Act?
[7]http://asq.org/learn-about-quality/project-planning-tools/overview/pdca-cycle.html
14. A Case Study
Maroco (Supplier of: Leather Goods,
leather items )
About Company
• Production unit under study
• Located in northern Portugal,
• Famous on the Production of leather components for
leather goods
[8]Fábio A. Fernandes, Sérgio D. Sousa, Member, IAENG and Isabel Lopes , “On the Use of Quality Tools: A Case
Study ”, Journal of World Congress on Engineering July 3-5, 2013.
15. Quality Management
Methodology
Three Stages of Quality Management
• Assessment of quality management processes
• General quality data analysis
• The application PDCA cycle (to solve a specific problem that was
considered a priority in the previous step
[8]Fábio A. Fernandes, Sérgio D. Sousa, Member, IAENG and Isabel Lopes , “On the Use of Quality Tools: A Case
Study ”, Journal of World Congress on Engineering July 3-5, 2013.
16. Production system of Functional
Sections
It is organized into three functional sections
• cutting (raw material (leather) is cut giving rise to various
components);
• preparation (components undergo various operations,
including, uniformity and reduction of leather thickness,
pressing, bonding, molding and painting);
• assembly (components are assembled to form the end
product, through sewing operations).
[8]Fábio A. Fernandes, Sérgio D. Sousa, Member, IAENG and Isabel Lopes , “On the Use of Quality Tools: A Case
Study ”, Journal of World Congress on Engineering July 3-5, 2013.
17. In Quality Assessment Process we evaluate that we are
following the quality Processes or not like Quality Planning,
Quality Control and Quality Improvement
By Analyzing Historical Data we found the defects section e.g.
The average number of nonconforming components in the
preparation section is 3.5%. Similarly, the average number of
nonconforming components in the assembly section was
2.1% of defective components.
PDCA Quality Improvement Process used to solve the Quality
Problem
PDCA
Fábio A. Fernandes, Sérgio D. Sousa, Member, IAENG and Isabel Lopes , “On the Use of Quality Tools: A Case Study
”, Journal of World Congress on Engineering July 3-5, 2013.
18. Plan
In Plan phase causes of the problem were analyzed and an
action plan was established
The problem identified in preparation section, it was related to
the nonconforming components e.g. thinning of the leather, that
were detected in process and which led to several complaints
from customers.
• The thickness of the component is outside the specification limits of
0.40 ± 0.05 mm;
[8]Fábio A. Fernandes, Sérgio D. Sousa, Member, IAENG and Isabel Lopes , “On the Use of Quality Tools: A Case
Study ”, Journal of World Congress on Engineering July 3-5, 2013.
19. Brainstorming sessions were performed in regular meetings to
identify the possible causes of the problem and build the action plan.
e.g. Replacement of the measuring instrument, the implementation
of the optimum combination of parameters for the equalization
machine
[8]Fábio A. Fernandes, Sérgio D. Sousa, Member, IAENG and Isabel Lopes , “On the Use of Quality Tools: A Case
Study ”, Journal of World Congress on Engineering July 3-5, 2013.
20. DO & Check
Do Phase
After formulating the action plan it was necessary to implement it,
by acting on the processes.
Our plan is to increased the machine blades sharpness
Check Phase
After the Plan and Do steps, the Check step was carried out to
evaluate the effectiveness of the actions. E.g. In this case study The
average production of nonconforming components decreased from
about 0.40% to 0.20%.
If we don’t achieve effective result then we again perform the
Improvement process till that we get the effective result
[8]Fábio A. Fernandes, Sérgio D. Sousa, Member, IAENG and Isabel Lopes , “On the Use of Quality Tools: A Case
Study ”, Journal of World Congress on Engineering July 3-5, 2013.
21. Act
Act Phase
The last step of the PDCA cycle is based on the standardization of the
actions in which effectiveness was observed in the Check step.
Result
[8]Fábio A. Fernandes, Sérgio D. Sousa, Member, IAENG and Isabel Lopes , “On the Use of Quality Tools: A Case
Study ”, Journal of World Congress on Engineering July 3-5, 2013.
22. Benefits of PDCA
Effective and rapid method for implementing continuous
improvement.
Minimizes Cost
Built-in Check
Expandable
standardized method
Fosters teamwork
23. Comparison:
Benchmarking GQM Root Cause
Analysis
PDAC
For Both Software and
Hardware.
For Software only. For Both Software
and Hardware.
For Both Software
and Hardware
Requires data from peers. Does not require data. Does not require
data.
Require Previous
data
Does not tell the relation
between cause and effect.
Does not tell the relation
between cause and effect.
Tells the relation
between cause and
effect.
Tell the relation ship
Flowchart, cause
effect diagram also
used in PDCA
The PDCA cycle is also known by two other names, the Shewhart cycle and the Deming cycle.
Walter A. Shewhart first discussed the concept of PDCA in his 1939 book, Statistical Method From the Viewpoint of Quality Control.
Shewhart said the cycle draws its structure from the notion that constant evaluation of management practices, as well as the willingness of management to adopt and disregard unsupported ideas, is key to the evolution of a successful enterprise.4
W. Edwards Deming was the one who first coined the term "Shewhart cycle" for PDCA, naming it after his mentor and teacher at Bell Laboratories in New York. Deming promoted PDCA as a primary means of achieving CPI.5 He also referred to the PDCA cycle as the PDSA cycle ("S" for study).
Deming is credited with encouraging the Japanese in the 1950s to adopt PDCA. The Japanese eagerly embraced PDCA and other quality concepts, and to honor Deming for his instruction, they refer to the PDCA cycle as the Deming cycle.
Plan: Identifying and analyzing the problem.
Do: Developing and testing or implementing a potential solution.
Check: Evaluate the Results, Do you achieve your desired goal?
Act: Do you achieve your desired goal
Plan •Analyze current condition •Root cause analyzes •Define performance measurement •Establish improvement plan
Do: •Implement improvement plan
The phrase "Plan Do Check Act" or PDCA is easy to remember, but it's important you are quite clear exactly what "Do" means. ""Do" means "Try" or "Test". It does not mean "Implement fully." Full implementation happens in the "Act" phase.
• Evaluation of results
•Learning •Standardization
Provides a standardized method to achieving continuous improvement that can be used by employees in any department to resolve new and recurring issues
Prevents wasted time implementing ineffective or inferior solutions
Fosters teamwork through brainstorming and problem-solving
Inexpensive – Overcome obstacles internally
Minimizes Cost
Using the PDCA technique allows a business to test a process change on a small scale before spending on a method that may not work or that requires adjustment. The company can continue to run as usual while analyzing the affect of a change to the process. For example, a new method may require additional tools or machinery to put it in place on the production floor. Before purchasing additional tools, the organization can test the process to ensure that it will bring about results such as an increase in productivity or an improvement in quality.
Built-in Check
The "check" step of the quality management tool ensures the company analyzes the effect of a change before going full steam ahead. When the data shows a process or new method does not have the effect planned, the "act" step provides an opportunity to tweak the new method to correct a problem.
Expandable
Once a new technique or process method is successfully checked and analyzed, the company can expand the method with the assurance it will provide the expected benefits. For example, when a new production method reduces waste material and improves the quality of the product, the method can be incorporated across the board to expand the efficiencies in the organization.