PDCA, which stands for Plan, Do, Check, Act/Adjust, has provided a structure for process improvement for decades. Originally created by Dr. W. Edwards Deming, PDCA is an easy-to-follow method that works in any industry and on any process. Tune in to our 1-hour introductory webinar to get a primer on how this model can help you in your quest to explore root causes, improve processes and get results!

1. Introduction to PDCA
Presented by Tracy O’Rourke
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2. About Our Presenter
• Managing Partner &
Executive Advisor at
GoLeanSixSigma.com
• Co-host of the
Just-In-Time Café Podcast
• tracy@goleansixsigma.com
Tracy O’Rourke
/Tracy-ORourke
@RourkeTracy
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3. How to Interact
Answer Polls! Ask a Question!
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4. Where Are You From?
Share your location in the Question area in your
Control Panel!
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5. Who Is GoLeanSixSigma.com?
• GoLeanSixSigma.com makes it easy for everyone
everywhere to build their problem-solving muscles
• We provide the most practical, easy to understand
and enjoyable Lean and Six Sigma resources
available
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6. We’ve Helped People From…
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7. Today’s Agenda
• What is PDCA?
• The evolution of PDCA
• The four steps of PDCA
• PDCA and the A3
• PDCA and DMAIC
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8. What is PDCA?
• PDCA is an acronym for Plan-Do-Check-Act
• PDCA is an iterative, four-step
method for solving problems
and continually improving
processes, products
and services
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Oh, I
thought it meant
“Please Don’t
Change
Anything”!

9. PDCA
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10. Poll #1
Question: What else is PDCA known as?
A: Plan-Do-Check-Adjust
B: Plan-Do-Study-Act
C: The Deming Cycle
D: The Shewhart Cycle
E: All of the above
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11. Evolution of PDCA
Scientific Method:
• A method of procedure that has characterized
natural science since the 16th century
• It consists of systematic observation,
measurement, and experiment, and the
formulation, testing, and modification of
hypotheses
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12. Evolution of PDCA
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Walter A. Shewhart (1891-1967)
• Statistical Process Control
• Plan-Do-Check-Act PDCA
• Deming & Juran mentor & teacher
Shew-hart?
What exactly
is the heart of
the shoe?
The Soul!

13. Evolution of PDCA
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Dr. W. Edwards Deming (1900-1993)
• American Statistician
• Helped the Japanese transform after WWII
• Deming Prize

14. Toyota Business Practice Within PDCA
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Steps for Practical Problem Solving
1. Clarify the problemPlan
2. Break down the problemPlan
3. Set a target we will achievePlan
4. Analyze the root causePlan
5. Develop countermeasuresPlan
6. Implement countermeasuresDo
7. Evaluate process and resultsCheck
8. Standardize success, learn from failures, set another targetAct

15. Plan
1. Clarify the problem
• Determine the issue to be addressed
2. Break down the problem
• Grasp the current condition
3. Set a target to achieve
• Agree on the goal and expected
outcomes
4. Analyze the root cause
• Conduct process & data analysis
5. Develop countermeasures
• Brainstorm ideas for countermeasures
• Select countermeasures to be tested
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16. Clarify the Problem
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Problem Statement: a short description of the
issue to be addressed. It should not contain:
✘ Blame towards a department or individual
✘ The root cause
✘ A solution
A problem statement
answers the following:
ü What is the problem
or issue?
ü What is the measure
you’re trying to impact?
The problem is,
we need to hire
more people.
That sounds like
a solution, not a
problem!

17. Plan
1. Clarify the problem
• Determine the issue to be addressed
2. Break down the problem
• Grasp the current condition
3. Set a target to achieve
• Agree on the goal and expected
outcomes
4. Analyze the root cause
• Conduct process & data analysis
5. Develop countermeasures
• Brainstorm ideas for countermeasures
• Select countermeasures to be tested
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18. Break Down the Problem
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Process Walk

19. Plan
1. Clarify the problem
• Determine the issue to be addressed
2. Break down the problem
• Grasp the current condition
3. Set a target to achieve
• Agree on the goal and expected
outcomes
4. Analyze the root cause
• Conduct process & data analysis
5. Develop countermeasures
• Brainstorm ideas for countermeasures
• Select countermeasures to be tested
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20. Set a Target to Achieve
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Goal Statement: the target of the process
measurement.
The data shows that for many orders, the Order lead Time is well
beyond the 20 minute requirement! The team needs to reduce
the Order Lead Time significantly!
Sample size: 100
Average: 28 minutes
Standard deviation: 6 minutes
Minimum: 13 minutes
Median: 29 minutes
Maximum: 49 minutes

21. Plan
1. Clarify the problem
• Determine the issue to be addressed
2. Break down the problem
• Grasp the current condition
3. Set a target to achieve
• Agree on the goal and expected
outcomes
4. Analyze the root cause
• Conduct process & data analysis
5. Develop countermeasures
• Brainstorm ideas for countermeasures
• Select countermeasures to be tested
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22. Analyze Root Cause
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Hypothesis Statement: an educated guess about
the suspected cause (or causes) of defects in a
process.

23. Plan
1. Clarify the problem
• Determine the issue to be addressed
2. Break down the problem
• Grasp the current condition
3. Set a target to achieve
• Agree on the goal and expected
outcomes
4. Analyze the root cause
• Conduct process & data analysis
5. Develop countermeasures
• Brainstorm ideas for countermeasures
• Select countermeasures to be tested
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24. Do Tools
• Countermeasure: temporary solution to counteract a
root cause
• Possible Countermeasures if appropriate:
• Elimination of waste
• Workload balancing
• Standard work
• 5S and/or visual management
• Mistake-proofing pull systems:
Kanban, FIFO Lane
• Work cells
• One-piece flow
• Batch reduction
• Changeover reduction
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25. Do
6. Implement countermeasures
• Coordinate and launch the pilot or
test
• Troubleshoot as needed
• Document deviations from plan
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26. Check/Study
7. Evaluate process and results
• Reflect on the pilot/test
• Assess what worked and what
didn’t
• Gather feedback from pilot/test
participants
• Document learnings
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27. Check/Study
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28. Act/Adjust
8. Standardize success, learn
from failures, set another
target
• If pilot/test is a success, plan for
sustainability
• Document a new or revised
pilot/test
• Make adjustments as required
• Go back to “Plan” start a new cycle
of improvement
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29. Monitoring Plan
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30. PDCA Cycles
• Experimentation, failure and lessons learned
should be embraced by an organization’s
leaders and culture
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I have not failed. I’ve just found
10,000 ways that won’t work.
- Thomas A. Edison -
“ ”

31. PDCA & A3
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32. A3 Completed
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33. Poll #2
Question: True or False – DMAIC & PDCA is
a form of the scientific method.
A: True
B: False
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34. PDCA & DMAIC
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35. 35
A bad system will beat a
good person every time.
- W. Edwards Deming -
“ ”
There’s a way to do it
better – find it.
- Thomas A. Edison -
“ ”

36. Today We Covered
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• What is PDCA?
• The evolution of PDCA
• The four steps of PDCA
• PDCA and the A3
• PDCA and DMAIC

37. Questions?
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38. Getting Started
Learn more by starting some more training!
• White Belt Training & Certification (Training is FREE)
• Yellow Belt Training & Certification (Training is FREE)
• Green Belt Training & Certification
• Black Belt Training & Certification
• Lean Training & Certification
Coupon Code: 20PDCA
20% discount on all courses!
*Expires May 31, 2018
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39. Upcoming Webinar: May 24, 11am PDT
Register today at GoLeanSixSigma.com/webinars
We’ll select upcoming webinars based on your feedback, so please share
your feedback on the survey at the end of close of this webinar.
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40. Just-In-Time Café Podcast
Tune in at GoLeanSixSigma.com/cafe for the latest
Lean Six Sigma news, easy ways to apply Lean Six Sigma
and interviews with process improvement leaders like you!
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41. Success Stories
Check out more success stories from Go-Getters just
like you at GoLeanSixSigma.com/Success
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42. Questions?
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43. Thank You for Joining Us!
More questions? Ask us at
contact@goleansixsigma.com
Click here to download free tools,
templates, infographics and more!
@GoLeanSixSigma/company/GoLeanSixSigma-com /GoLeanSixSigma 43