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STEPS :Plan

"Plan" is really a two-step process. The first step consists of identifying and defining a problemexisting within a process. The second step involves analysis of this problem. During these twoprocesses, many tools and steps will need to take place including

Determining the root causeof the problem.

Determining the interventions necessary to correct the problem.

Determining what the expected outcomes are.

Determining who the responsible parties will be for the improvement of the problem.

!cheduling the steps of the correction.

Planning for resources.

ustifying the need for the improvement.

Determining the metrics for the improvement.

#apping the process using a flowchart or other helpful tool.

$ollecting any data related to the problem.

Do

%nce the plan has been created,the pro&ect scope statementsigned off on, and the schedule made,it's time to execute the plan. During this phase, a solution will be

(mplemented on a trial basis.

$ontinuously checked )see the next step* for efficiency.

Permanently implemented )if the trial is successful*.

#easured for performance.

+sed to train employees on uality improvement.

Check

%nce the implementation of the solution has been started, using the PD$ improvementmethodology, you will need to track the performance of this solution over time. Take time tocompare the product or service uality before and after the implementation. nswer the following

uestions

Did the implementation of a change reach desired results

/hat about the implementation or change worked well

/hat did not work

/hat was learned from the implementation

ll knowledge garnered from the trial run should be acted upon - should you not achieve yourdesired results, for example, then you need to go back to step one and take a look again at yourroot cause analysis. Perhaps you identified the wrong cause of your problems. lso, make sure tocommunicate with others on what you found.

(f, on the other hand, you find that you achieved your desired results, you can move on to the "act"

phase of the Deming $ycle.Act

!hould your plan work )and after a few attempts at tweaking your process, it should*, then it istime to standardi0e your process improvement and implement it across your business practices.During this final phase of the PD$ cycle, you will want to

(dentify any training needs for full implementation of the improvement.

1ully adopt the solution for process improvement.

$ontinue to monitor your solution.

!ee if you can't improve the solution through further implementations

1ind other opportunities for improvement.

PD$ improvement methodology, likeTotal 2uality #anagement, is a continuous method. Thatmeans that you don't stop working through the PD$ cycle once you've achieved one goal.(nstead, you "lather, rinse, repeat" and continually find ways to improve your products, services,and processes over time.

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PDCA CYCLE- Example

Personal Improvement

The PD$ cycle is a valuable process that can be applied to practically anything. (n this session, wediscuss case related medical student performance, but the PD$ cycle can be used in everything frommaking a meal to walking your dog. n immediate concern of yours may be improving your study skills.

Example 1:The !tudent with Poor 3rades

4akshmi is a first-year medical student who has &ust taken her first set of examinations and is veryunhappy with the results.

5 /hat is she trying to accomplish 4akshmi knows that she needs to improve her studying skills in orderto gain a better understanding of the material.

5 6ow will she know that a change is an improvement 4akshmi considers the most important measure ofher study skills to be her exam grades. 6owever, she does not want to risk another exam period &ust tofind out that her skills are still not good. !he decides that a better way to measure improvement is bytaking old exams.

5 /hat changes can she make that will result in improvement 4akshmi thinks that she has spent too littletime studying. !he feels that the best way to improve her study skills is by putting in more hours.

Cycle 1

Plan 4akshmi decides to add an additional thirty hours per week to her already busy schedule. !heresolves that she must sociali0e less, get up earlier, and stay up later. t the end of the week she will takean old exam to see how she is progressing.

Do 7y the end of the week, 4akshmi finds that she was able to add only fifteen hours of studying. /henshe takes the exam she is dismayed to find that she does no better.

$heck The fifteen extra hours of studying has made 4akshmi feel fatigued. (n addition, she finds that herability to concentrate during those hours is rather limited. !he has not exercised all week and has not seenany of her friends. This forced isolation is discouraging her.

ct 4akshmi knows that there must be another way. !he needs to design a better, more efficient way tostudy that will allow her time to exercise and sociali0e.

Cycle 2

Plan 4akshmi contacts all her medical school friends who she knows are doing well yet still have time foroutside lives. #any of these friends have similar advice that 4akshmi thinks she can use. 7ased on herfindings, she decides to always attend lectures, to rewrite her class notes in a format she can understand

and based on what the professor has emphasi0ed, and to use the assigned text only as a reference.

Do 4akshmi returns to her original schedule of studying. 6owever, instead of spending a ma&ority of hertime poring over the text, she rewrites and studies her notes. !he goes to the text only when she does notunderstand her notes. /hen 4akshmi takes one of the old exams, she finds that she has done better, butshe still sees room for improvement.

$heck 4akshmi now reali0es that she had been spending too much time reading unimportant informationin the reuired text. !he knows that her new approach works much better, yet she still feels that she needsmore studying time. !he is unsure what to do, because she doesn't want to take away from her social andphysically active life.

ct 4akshmi decides to continue with her new studying approach while attempting to find time in herbusy day to study more.

Cycle 3

Plan (n her search for more time to study, 4akshmi reali0es that there are many places that she can

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combine exercising and sociali0ing with studying. 1irst, she decides to study her rewritten notes while sheis exercising on the !tairmaster. 8ext, she intends to spend part of her sociali0ing time studying with herfriends.

Do 4akshmi's friends are excited about studying together, and their sessions turn into a fun and helpfuluse of everyone's time. 4akshmi has found that she en&oys studying while she exercises. (n fact, shediscovers that she remains on the !tairmaster longer when she's reading over her notes. /hen 4akshmitakes her exams this week, she is happy to find that her grades are significantly higher.

$heck 4akshmi now knows that studying does not mean being locked up in her room reading hundreds

of pages of text. !he reali0es that she can gain a lot by studying in different environments while focusingon the most important points.

ct 4akshmi chooses to continue with the changes she has made in her studying habits. /hat 4akshmiinitially thought would be an improvement turned out to only discourage her further. #any people whoare in 4akshmi's place do not take the time to study their changes and continue them even though theylead down a disheartening path. 7y using the PD$ cycle, 4akshmi was able to see that her initial changedid not work and that she had to find one that would better suit her. /ith perseverance and thewillingness to learn, 4akshmi was able to turn a negative outcome into a positive improvementexperience.

EXTRA :

Demin is best known for developing a system of statistical uality control, and for his advocacy thatuality must be built into the product at all stages of manufacturing. 6is overall approach focused onimprovement of systems and processes for efficient uality management. 6e believed, it is the system andnot the workers )- a widely held belief by many during that period*, which is responsible for the processvariations and uality problems. s per Deming, uality comes from the ability to produce withpredictable degree of uniformity and dependability at a lower cost, and the product must be suitable forthe market. Deming advocated that as uality improves, productivity increases with decrease in overallcost. !uch a situation creates more &obs, greater market share for the products and ensures long-termsurvival of the company. 6e prescribed fourteen universal points for quality management, which aredescribed below

1! Create consistenc" o# p$rpose %ith plan: This implies that companies should have clear missionand statement of purpose. True purpose of a business should be to serve its customers and all otherstakeholders, including employees.

&! A'opt the ne% philosoph" o# ($alit": This refers to viewing uality as an outcome of improvedsystems and processes that enable to produce with high degree of consistency and dependability at lowcost. Deming referred improvement as never-ending cycle 9 where improvements follow one another withno letting up of efforts. 6e termed this approach as the new the new philosophy of uality.

)! *top the practice o# mass inspection: #ass inspection does not stop producing defectives, anddoes not add value to the products: it only adds unnecessary cost and tends to dilute the responsibility ofworkmen for their own output. #anagers should understand the causes of variations and take steps toreduce the same. (nspection, if any, should only be for the purposes of information and data building.

+! I'enti#" pro,lems an' %ork contin$o$sl" #or improvin the s"stem: Problems will exist in amanufacturing system, and solving and improving that situation should be the key to successful ualitymanagement. ;educing the variability and thereby helping to establish a stable and predictableproduction system can bring about the real change in uality management practice.

! Chane the #oc$s #rom ($antit" to ($alit": +ltimate value of production lies in its uality andnot in uantity. %ften, focus on uantity leads to production at any cost, and high cost of rework andscarp. This violates all systems of good management.

.! *top askin #or pro'$ctivit" improvement %itho$t i'enti#"in an' provi'in metho's toachieve them %itho$t an" risk o# ($alit": Productivity is a common bu00word, and every managermay ask for it from the workers, but to get it right managers must plan the means and provide themethods. %therwise, it runs the risk of high cost and rework for maintaining uality.

/! A'opt the metho' o# trainin on the 0o,:

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inferior inputs can lead to higher costs at later stages of processing due to scrap, rework and failure tomeet the delivery schedules of the customers. This should be avoided for an efficient uality managementsystem.

2! Eliminate %ork stan'ar's that prescri,e n$merical ($otas: 8umerical uota as a part ofstandards of operations encourages short-term gains, and allows violation of systems and procedures forwork. This is against good work culture and does not encourage people to look for improvementopportunities. 6ence, this should be strictly avoided during setting up of work standards.

13. Drive o$t #ear #rom the min' o# people4 enco$rae comm$nication: 1ear in the mind is astrong barrier for understanding about one=s &ob. 1ear also stops people to communicate freely about their

&obs and ways of improvements. This hampers output and uality production. ll types of fear should beremoved from the minds of workers, such as fear of punishment or reprisal for not meeting one=s target,for these inhibitions do not go well with a good production system.

11! Remove ,arriers to pri'e o# %orkmanship: Pride of workmanship is a strong motivator foruality &obs, and its recognition has many beneficial effects in the workplace. (f workers are denied theirdue recognition for their skills and abilities, they tend to loose their self-confidence and motivation, theroot cause of most uality problems in industries.

1&! 5reak'o%n the ,arriers ,et%een 'epartments: People do work best when they are allowed towork as a team. Too many departmentali0ation and compartmentali0ation of work does not allowdevelopment of team spirit amongst workers and spawns the tendency to split the responsibility between>them= and >(=. This is not conducive for good work environment that is necessary for good ualitymanagement.

1)! Instit$te vioro$s e'$cation an' retrainin: Training is meant to improve &ob skills, andeducation is necessary for self-development. #anagement must provide the opportunities for self-development by promoting educations and skill improvements by retraining of employees.

1+! Create an appropriate manaement str$ct$re #or implementation an' #ollo% $p o##oreoin points #or ($alit" manaement in the orani6ation: This is the part of action forensuring implementation of the aforementioned points for good uality management. Top managementmust create a suitable management structure with appropriate authority and responsibility to implementand monitor the steps taken as per above recommendations for good uality management practice. This isthe task for top management. #anagement structure so devised should, in turn, institute suitable actions,processes and procedures for ensuring that governing principles of good uality management arepracticed throughout the organi0ation.

part from strong advocacy of moving away from inspection, and for introduction of uality control basedon statistical analysis and improvements, Deming=s other important recommendations are focus onquality and not quantity, training for the job, system of working with focus on improvements, andhaving a definite purpose of the business.+nfortunately, many of the obstacles and observations that ledDeming to prescribe aforementioned >fourteen universal points= for good uality management are stillprevalent in some industries in (ndia and many other developing countries. s a conseuence, it is notuncommon to find that uality of products and associated services is still continuing to suffer from highdegrees of inconsistency in those industries.

8%T<

i* PDCA(plandocheckactor plandocheckadjust) is an iterative four-step management methodused in business for the control and continuous improvement of processes and products. It is also knownas the Demingcircle/cycle/wheel,Shewhartcycle, control circle/cycle, or plandostudyact(PDSA).

ii) four-step problem-solving iterative techniue used to improve business processes. The four steps areplan-do-check-act. The PD$ $ycle can be used to effect both ma&or performance breakthroughs as wellas small incremental improvements in pro&ects and processes. lso known as the Deming wheel or!hewhart cycle.

https://en.wikipedia.org/wiki/W._Edwards_Deminghttps://en.wikipedia.org/wiki/Walter_A._Shewharthttps://en.wikipedia.org/wiki/Walter_A._Shewharthttps://en.wikipedia.org/wiki/W._Edwards_Deminghttps://en.wikipedia.org/wiki/Walter_A._Shewhart

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PDCA diagram

7eanin

PLAN

Establish the objectives and processes necessar to deliver results in accordance with the e!pectedoutput (the target or goals). " establishing output e!pectations, the completeness and accurac ofthespecis also a part of the targeted improvement. #hen possible start on a small scale to testpossible effects.

DO

Implement the plan, e!ecute the process, make the product. $ollect data for charting and analsis in thefollowing %$&E$'% and %$% steps.

CHC!

*tud the actual results (measured and collected in %+% above) and compare against the e!pectedresults (targets or goals from the %%) to ascertain an differences. ook for deviation inimplementation from the plan and also look for the appropriateness and completeness of the plan toenable the e!ecution, i.e., %+o%. $harting data can make this much easier to see trends over several+$ ccles and in order to convert the collected data into information. Information is what ou need forthe ne!t step %$%.

AC"

If the $&E$' shows that the that was implemented in + is an improvement to the priorstandard (baseline), then that becomes the new standard (baseline) for how the organi0ation should$ going forward (new standards are en$ed). If the $&E$' shows that the that wasimplemented in + is not an improvement, then the e!isting standard (baseline) will remain in place. Ineither case, if the $&E$' showed something different than e!pected (whether better or worse), thenthere is some more learning to be done... and that will suggest potential future +$ ccles. ote thatsome who teach +$ assert that the $ involves making adjustments or corrective actions... butgenerall it would be counter to +$ thinking to propose and decide upon alternative changes without

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using a proper phase, or to make them the new standard (baseline) without going through +and $&E$' steps.

When to use the Deming Cycle

The Deming Cycle provides a useful, controlled problem solving process. It is particularlyeective for:

- Helping implement continuous Improvement approaches, hen the cycle is repeatedagain and again as ne areas for improvement are sought and solved.-Identifying ne solutions and improvement to processes that are repeated fre!uently. Inthis situation, you ill bene"t from e#tra improvements built in to the process many timesover once it is implemented.-$#ploring a range of possible ne solutions to problems, and trying them out andimproving them in a controlled ay before selecting one for full implementation.- %voiding the large scale astage of resources that comes ith full scale implementation ofa mediocre or poor solution.

s a model for continuous improvement.

/hen starting a new improvement pro&ect.

/hen developing a new or improved design of a process, product or service.

/hen defining a repetitive work process.

/hen planning data collection and analysis in order to verify and prioriti0e problems or root causes.

/hen implementing any change.

?ou should use PD$ any time

you need to make continuous improvements to a process.

you are designing a new process. when you are implementing changes into an existing process or pro&ect.

when you need to define a work process.

when defining a new service or product.;ead on to learn more about each of the steps involved in the PD$ improvement methodology as wellas the tools involved with the process.

PDCA Benefits

PD$, an acronym that stands for "plan, do, check, act," is a techniue in Total 2uality #anagement that

allows organi0ations to make improvements in processes and methods while constantly evaluating the

results. $onstant evaluation of processes and methods ensures the company is always taking steps to

improve the efficiency of the organi0ation. #anagement and employees both must adopt the continuousimprovement mentality to make significant increases in efficiency and productivity.

8nlimite' Applications

$ompanies can use the PD$ tool in a variety of situations. Total 2uality #anagement techniuesoffer many benefits for manufacturing processes, but other departments such as accounting or humanresources can use the tools to run the processes in the department efficiently. 1or example, the payrolldepartment in an organi0ation can implement a new method for processing employee time sheets tospeed up the process. The PD$ techniue allows the company to try the process with a small number oftime sheets to analy0e the new method before implementing it across the board.

7inimi6es Cost

+sing the PD$ techniue allows a business to test a process change on a small scale before spendingon a method that may not work or that reuires ad&ustment. The company can continue to run as usualwhile analy0ing the affect of a change to the process. 1or example, a new method may reuire additionaltools or machinery to put it in place on the production floor. 7efore purchasing additional tools, theorgani0ation can test the process to ensure that it will bring about results such as an increase inproductivity or an improvement in uality.

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5$ilt-in Check

The "check" step of the uality management tool ensures the company analy0es the effect of a changebefore going full steam ahead. /hen the data shows a process or new method does not have the effectplanned, the "act" step provides an opportunity to tweak the new method to correct a problem.

Expan'a,le

%nce a new techniue or process method is successfully checked and analy0ed, the company can

expand the method with the assurance it will provide the expected benefits. 1or example, when a newproduction method reduces waste material and improves the uality of the product, the method can beincorporated across the board to expand the efficiencies in the organi0ation.

There are many benefits that can be secured using a PD$ process. The process in itself is uitesimple, but through repeating it there is a chance to ensure that processes are improved uitedramatically.

(t can also bring benefits where there are unknowns, often common at the start of a pro&ect. !o the

PD$ process will ensure that the unknowns are either proven or even discounted.

The PD$ process will ensure that whatever the identified goal or ob&ective is, the repeated planning,doing, checking and acting will drive forward improvement, because there is no room for complacencyusing this method. $onstantly evaluating, measuring performance and then re-evaluating leads tosubstantial growth in improvements: sometimes by small steps, sometimes by huge leaps@

9 Daily routine management-for the individual andAor the team

9 Problem-solving process

9 Pro&ect management

9 $ontinuous development

9 Bendor development

9 6uman resources development

9 8ew product development

9 Process trials

The a'vantaes o# PDCA9*imple (t=s easy to use.E##ective The >thinking way= provides a framework for ongoing improvement.Comprehensive (t links all the necessary stages together in a simple process.;lexi,le (t=s easily adapted to a multitude of circumstances.Enain 7y its nature it fosters and produces teamwork.Inexpensive (t=s a team focused exercise so there are no additional costs.

Deming Cycle Pitfalls and Limitations

&ome of the pitfalls and limitations of the Deming Cycle that I have recogni'ed

hen used as a guide by operators include:

(. The model does not deal ith the human side of change, resistance andmotivation.

). *eadership styles hen implementing the approach are overloo+ed.

. Communication methods beteen management and operators are notconsidered.

. The DC% cycle implies that improvement becomes a part of every person/s 0obthough individuals may not be competent or su1ciently trained to do so.

2. The actual or+ process itself may not be ell enough designed to be capable ofoutputting the promised level of conformance to plan, disadvantaging both theprocess and the operator. &o therefore !uality has to be built into every element ofthe process before delegating to individual people to improve.

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3. %ll those responsible for implementing the DC% cycle re!uire good +noledgeand control of the process and the improvement initiative for it to be accepted andfor it to be eective.

4. The DC% Deming cycle is limited in scope. It applies more too individualprocesses for improvement more so than to broader organi'ational changes. It doesnot ta+e into account at the process face, the operational and strategic ob0ectives ofthe business. It can become a process or activity or+ing in isolation aay from abroader system of initiatives.