The PDCA cycle is a four-stage model for continuous improvement comprising plan, do, check, act. It was originally developed by Walter Shewhart and promoted by W. Edwards Deming. The cycle emphasizes careful planning, effective action, and continuous improvement through repetition of the cycle. Users follow each stage - planning improvements, implementing small tests of change, evaluating results, and implementing successful changes more broadly.
PDCA stands for Plan-Do-Check-Act. It can also stand for Plan-Do-Check-Adjust or Plan-Do-Study-Act.
Plan: Plan or outline a problem. Create a process improvement plan.
Do: Do or apply countermeasure to address root cause. Execute a process improvement plan.
Check: Check or assess if the problem is fixed. Inspect feedback and adjust the plan accordingly.
Act: Adjust or fine tune the fix. Integrate a process improvement plan into the system.
https://goleansixsigma.com/lean-six-sigma-pdca-infographic/
https://goleansixsigma.com/pdca-pdsa/
Simple demonstration for the PDCA tool that was popularized by Edwards Deming as a continuous quality improvement tool.
Deming has credited Walter Shewhart (American physicist, engineer and statistician) for inventing the tool
This is a short presentation that I have created for explaining the iterative process for continuous improvement. It shows the Plan-Do-Check-Act (P-D-C-A) methodology that is standard practice in industry for process improvement and product improvement. This is a methodology used for developing anything from automobiles, to mobile phones, to software, and Information Technology.
A presentation on the continuous improvement tool of total quality management, i.e. PDCA- Plan,Do,Check,Act. Covers the basics of PDCA to give an idea on it's need, use, methodology etc. The presentation will help the beginners gain knowledge about the PDCA cycle and will cover their basic needs on it.
PDCA stands for Plan-Do-Check-Act. It can also stand for Plan-Do-Check-Adjust or Plan-Do-Study-Act.
Plan: Plan or outline a problem. Create a process improvement plan.
Do: Do or apply countermeasure to address root cause. Execute a process improvement plan.
Check: Check or assess if the problem is fixed. Inspect feedback and adjust the plan accordingly.
Act: Adjust or fine tune the fix. Integrate a process improvement plan into the system.
https://goleansixsigma.com/lean-six-sigma-pdca-infographic/
https://goleansixsigma.com/pdca-pdsa/
Simple demonstration for the PDCA tool that was popularized by Edwards Deming as a continuous quality improvement tool.
Deming has credited Walter Shewhart (American physicist, engineer and statistician) for inventing the tool
This is a short presentation that I have created for explaining the iterative process for continuous improvement. It shows the Plan-Do-Check-Act (P-D-C-A) methodology that is standard practice in industry for process improvement and product improvement. This is a methodology used for developing anything from automobiles, to mobile phones, to software, and Information Technology.
A presentation on the continuous improvement tool of total quality management, i.e. PDCA- Plan,Do,Check,Act. Covers the basics of PDCA to give an idea on it's need, use, methodology etc. The presentation will help the beginners gain knowledge about the PDCA cycle and will cover their basic needs on it.
Root Cause Analysis - Tools, Tips and Tricks to Get to the Bottom of Root CauseCraig Thornton
This webinar discusses and investigates how to conduct root cause analysis. Root cause analysis is something that companies really struggle with. There will be plenty of practical advice in the webinar to help with you understand the concepts and the tools.
If you would like to watch the recording of this webinar then copy and paste the below link into your web browser:
http://www.mangolive.com/blog-mango/root-cause-analysis-tools-webinar
Some key points if you are looking to lower costs and increase productivity. This presentation was meant to be a short one hour overview of Process Improvement.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Root Cause Analysis (RCA) is a problem-solving technique that seeks to identify the primary cause of a problem. By focusing on the root cause, organizations can prevent the problem from recurring and develop long-term solutions that improve efficiency, reduce costs, and increase customer satisfaction.
RCA uses tools such as the 5 Whys and Cause & Effect Diagram to identify the underlying causes of a problem. The 5 Whys technique involves asking "why" multiple times to dig deeper into the root cause. The Cause & Effect Diagram categorizes potential causes, such as people, process, and equipment, to identify root causes quickly.
This RCA presentation is designed to provide participants with a comprehensive understanding of Root Cause Analysis (RCA) as a problem-solving technique. The presentation highlights the importance of identifying the root cause of a problem and how RCA can be used to achieve this. Participants will learn how to apply common RCA tools such as the 5 Whys and Cause & Effect Diagram to identify the root cause of a problem. They will also gain knowledge on how to prioritize root causes using a Pareto Chart to focus on the most significant causes first. The presentation will also cover the pitfalls in root cause analysis, highlighting the importance of avoiding making assumptions, involving stakeholders, and making RCA an ongoing process. By the end of the presentation, participants will have a deep understanding of RCA and be equipped with the skills needed to identify and solve problems effectively.
LEARNING OBJECTIVES:
1. Understand the critical role of identifying root causes in effective problem-solving.
2. Apply 5 Whys and Cause & Effect Diagram for practical root cause analysis.
3. Learn to prioritize root causes using Pareto Charts for impactful solutions.
4. Recognize common pitfalls and strategies for overcoming them.
CONTENTS
1. Introduction to Root Cause Analysis
2. Overview of Problem Solving
3. 5 Whys
4. Cause & Effect Diagram
5. Root Cause Prioritization
6. Effective RCA Practices
Continuous improvement: the Deming Wheel (PDCA)encognize G.K.
To a certain extent, improving the performance of a company can be achieved through the improvement of its underlying structure, processes and organization. As part of the famous Kaizen practices, a common management method used to initiate and sustain a virtuous circle of continuous improvement is the Deming wheel, also known as the Shewhart cycle and more frequently referred as the PDCA cycle. This method simply consists in running iteratively four steps on the system to improve: Plan (define objectives, success criteria, contingencies), Do (execution), Check (analyse result against initial objectives and success criteria), Act (adjust).
Root cause analysis (RCA) is a method of problem solving used for identifying the root causes of faults or problems. A factor is considered a root cause if removal thereof from the problem-fault-sequence prevents the final undesirable event from recurring; whereas a causal factor is one that affects an event's outcome, but is not a root cause. Though removing a causal factor can benefit an outcome, it does not prevent its recurrence with certainty.
Dear All, This is very comprehensive training on application of 7QC tools in industry. There is now a common demand in every industry to improve and control the process by achieving product quality with integrity. These 7-QC tools are very useful to fulfil industry demand by controlling the process. I am expecting your kind suggestions and comments to improve my presentation further. Thanks a lot everyone for your time to read this presentation. I hope it will definitely give some value addition in your routine life. Thanking you!
PDCA Cycle
PDCA is an iterative four-step management method used in business for the control and continual improvement of processes and products. It is also known as the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plan–do–study–act (PDSA). Another version of this PDCA cycle is OPDCA.
Root Cause Analysis - Tools, Tips and Tricks to Get to the Bottom of Root CauseCraig Thornton
This webinar discusses and investigates how to conduct root cause analysis. Root cause analysis is something that companies really struggle with. There will be plenty of practical advice in the webinar to help with you understand the concepts and the tools.
If you would like to watch the recording of this webinar then copy and paste the below link into your web browser:
http://www.mangolive.com/blog-mango/root-cause-analysis-tools-webinar
Some key points if you are looking to lower costs and increase productivity. This presentation was meant to be a short one hour overview of Process Improvement.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Root Cause Analysis (RCA) is a problem-solving technique that seeks to identify the primary cause of a problem. By focusing on the root cause, organizations can prevent the problem from recurring and develop long-term solutions that improve efficiency, reduce costs, and increase customer satisfaction.
RCA uses tools such as the 5 Whys and Cause & Effect Diagram to identify the underlying causes of a problem. The 5 Whys technique involves asking "why" multiple times to dig deeper into the root cause. The Cause & Effect Diagram categorizes potential causes, such as people, process, and equipment, to identify root causes quickly.
This RCA presentation is designed to provide participants with a comprehensive understanding of Root Cause Analysis (RCA) as a problem-solving technique. The presentation highlights the importance of identifying the root cause of a problem and how RCA can be used to achieve this. Participants will learn how to apply common RCA tools such as the 5 Whys and Cause & Effect Diagram to identify the root cause of a problem. They will also gain knowledge on how to prioritize root causes using a Pareto Chart to focus on the most significant causes first. The presentation will also cover the pitfalls in root cause analysis, highlighting the importance of avoiding making assumptions, involving stakeholders, and making RCA an ongoing process. By the end of the presentation, participants will have a deep understanding of RCA and be equipped with the skills needed to identify and solve problems effectively.
LEARNING OBJECTIVES:
1. Understand the critical role of identifying root causes in effective problem-solving.
2. Apply 5 Whys and Cause & Effect Diagram for practical root cause analysis.
3. Learn to prioritize root causes using Pareto Charts for impactful solutions.
4. Recognize common pitfalls and strategies for overcoming them.
CONTENTS
1. Introduction to Root Cause Analysis
2. Overview of Problem Solving
3. 5 Whys
4. Cause & Effect Diagram
5. Root Cause Prioritization
6. Effective RCA Practices
Continuous improvement: the Deming Wheel (PDCA)encognize G.K.
To a certain extent, improving the performance of a company can be achieved through the improvement of its underlying structure, processes and organization. As part of the famous Kaizen practices, a common management method used to initiate and sustain a virtuous circle of continuous improvement is the Deming wheel, also known as the Shewhart cycle and more frequently referred as the PDCA cycle. This method simply consists in running iteratively four steps on the system to improve: Plan (define objectives, success criteria, contingencies), Do (execution), Check (analyse result against initial objectives and success criteria), Act (adjust).
Root cause analysis (RCA) is a method of problem solving used for identifying the root causes of faults or problems. A factor is considered a root cause if removal thereof from the problem-fault-sequence prevents the final undesirable event from recurring; whereas a causal factor is one that affects an event's outcome, but is not a root cause. Though removing a causal factor can benefit an outcome, it does not prevent its recurrence with certainty.
Dear All, This is very comprehensive training on application of 7QC tools in industry. There is now a common demand in every industry to improve and control the process by achieving product quality with integrity. These 7-QC tools are very useful to fulfil industry demand by controlling the process. I am expecting your kind suggestions and comments to improve my presentation further. Thanks a lot everyone for your time to read this presentation. I hope it will definitely give some value addition in your routine life. Thanking you!
PDCA Cycle
PDCA is an iterative four-step management method used in business for the control and continual improvement of processes and products. It is also known as the Deming circle/cycle/wheel, Shewhart cycle, control circle/cycle, or plan–do–study–act (PDSA). Another version of this PDCA cycle is OPDCA.
Project managers, in just about any industry, are faced with the challenge of improving the efficiency and productivity of their businesses. To do this, they need to understand the best methodology and tools to study and analyze processes correctly. After all, to improve results, the best approach is to improve the process that gives you those results.
We all understand why improvement and a focus on excellence are important, so what we need is a method to use to help with our improvement efforts.FOCUS-PDCA is an improvement methodology that many organizations use to guide their improvement efforts. It’s simply a formalized process for improvement.
2. From problem-faced to problem-From problem-faced to problem-
solvedsolved
The PDCA Cycle is a checklist of the four stages which you must goThe PDCA Cycle is a checklist of the four stages which you must go
through to get from `problem-faced' to `problem solved'. The four stagesthrough to get from `problem-faced' to `problem solved'. The four stages
are Plan-Do-Check-Act, and they are carried out in the cycle illustratedare Plan-Do-Check-Act, and they are carried out in the cycle illustrated
below.below.
3. The concept of the PDCA Cycle was originally developed by Walter Shewhart, theThe concept of the PDCA Cycle was originally developed by Walter Shewhart, the
pioneering statistician who developed statistical process control in the Bellpioneering statistician who developed statistical process control in the Bell
Laboratories in the US during the 1930's. It is often referred to as `the ShewhartLaboratories in the US during the 1930's. It is often referred to as `the Shewhart
Cycle'. It was taken up and promoted very effectively from the 1950s on by theCycle'. It was taken up and promoted very effectively from the 1950s on by the
famous Quality Management authority, W. Edwards Deming, and is consequentlyfamous Quality Management authority, W. Edwards Deming, and is consequently
known by many as `the Deming Wheel'.known by many as `the Deming Wheel'.
Use the PDCA Cycle to coordinate your continuous improvement efforts. It bothUse the PDCA Cycle to coordinate your continuous improvement efforts. It both
emphasises and demonstrates that improvement programs must start with carefulemphasises and demonstrates that improvement programs must start with careful
planning, must result in effective action, and must move on again to carefulplanning, must result in effective action, and must move on again to careful
planning in a continuous cycle.planning in a continuous cycle.
Also use the PDCA Cycle diagram in team meetings to take stock of what stageAlso use the PDCA Cycle diagram in team meetings to take stock of what stage
improvement initiatives are at, and to choose the appropriate tools to see eachimprovement initiatives are at, and to choose the appropriate tools to see each
stage through to successful completion.stage through to successful completion.
How to use the PDCA Cycle diagram to choose the appropriate tool is explained inHow to use the PDCA Cycle diagram to choose the appropriate tool is explained in
detail in the `How to use it' section below.detail in the `How to use it' section below.
4. Plan-Do-Check-ActPlan-Do-Check-Act
PlanPlan to improve your operations first by finding out what things are going wrongto improve your operations first by finding out what things are going wrong
(that is identify the problems faced), and come up with ideas for solving these(that is identify the problems faced), and come up with ideas for solving these
problems.problems.
DoDo changes designed to solve the problems on a small or experimental scale first.changes designed to solve the problems on a small or experimental scale first.
This minimises disruption to routine activity while testing whether the changes willThis minimises disruption to routine activity while testing whether the changes will
work or not.work or not.
CheckCheck whether the small scale or experimental changes are achieving the desiredwhether the small scale or experimental changes are achieving the desired
result or not. Also, continuously Check nominated key activities (regardless of anyresult or not. Also, continuously Check nominated key activities (regardless of any
experimentation going on) to ensure that you know what the quality of the outputexperimentation going on) to ensure that you know what the quality of the output
is at all times to identify any new problems when they crop up.is at all times to identify any new problems when they crop up.
ActAct to implement changes on a larger scale if the experiment is successful. Thisto implement changes on a larger scale if the experiment is successful. This
means making the changes a routine part of your activity. Also Act to involve othermeans making the changes a routine part of your activity. Also Act to involve other
persons (other departments, suppliers, or customers) affected by the changes andpersons (other departments, suppliers, or customers) affected by the changes and
whose cooperation you need to implement them on a larger scale, or those whowhose cooperation you need to implement them on a larger scale, or those who
may simply benefit from what you have learned (you may, of course, already havemay simply benefit from what you have learned (you may, of course, already have
involved these people in the Do or trial stage).involved these people in the Do or trial stage).
You have now completed the cycle to arrive at `problem solved'. Go back to theYou have now completed the cycle to arrive at `problem solved'. Go back to the
Plan stage to identify the next `problem faced'.Plan stage to identify the next `problem faced'.
5. If the experiment was not successful, skip the Act stage and go back toIf the experiment was not successful, skip the Act stage and go back to
the Plan stage to come up with some new ideas for solving the problemthe Plan stage to come up with some new ideas for solving the problem
and go through the cycle again. Plan-Do-Check-Act describes the overalland go through the cycle again. Plan-Do-Check-Act describes the overall
stages of improvement activity, but how is each stage carried out? This isstages of improvement activity, but how is each stage carried out? This is
where other specific quality management, or continuous improvement,where other specific quality management, or continuous improvement,
tools and techniques come into play. The diagram below lists the toolstools and techniques come into play. The diagram below lists the tools
and techniques which can be used to complete each stage of the PDCAand techniques which can be used to complete each stage of the PDCA
Cycle.Cycle.
7. This classification of tools into sections of the PDCA Cycle is not meant to be strictlyThis classification of tools into sections of the PDCA Cycle is not meant to be strictly
applied, but it is a useful prompt to help you choose what to do at each criticalapplied, but it is a useful prompt to help you choose what to do at each critical
stage of your improvement effortsstage of your improvement efforts..
8. Other referencesOther references
Many authors have written about the PDCA Cycle or variations of it. For aMany authors have written about the PDCA Cycle or variations of it. For a
sample of the different approaches see the books listed below.sample of the different approaches see the books listed below.
`Out of the Crisis', W Edwards Deming, MIT 1989`Out of the Crisis', W Edwards Deming, MIT 1989
`Kaizen', Masaaki Imai, McGraw-Hill, 1986`Kaizen', Masaaki Imai, McGraw-Hill, 1986
`The Team Handbook', Peter R. Scholtes, Joiner Assoc, 1988`The Team Handbook', Peter R. Scholtes, Joiner Assoc, 1988
THANK YOUTHANK YOU