PDCA-cycle (Deming cycle) — one of the basic concepts in modern management theory. It also forms the basis of standards of series ISO 9000, which are used worldwide for quality management in enterprises of all sizes and types.
PDCA-the Deming cycle — is a technology continuous improvement of processes in business, as in any other sphere of activity. The name of this method is an acronym of 4 English words meaning a logical sequence of stages of improvement:
All logical and simple: first you have to consider actions. Then there is their implementation in accordance with the plan. The third step-the analysis of the obtained results. And finally, the last stage — the Act — involves the introduction of specific changes to improve the process and/or the setting of new goals. After this re-starts the planning phase, which should take into account all that has been done before.
Schematically, the PDCA management cycle is depicted in the form of a wheel that demonstrates the continuity of this process.
Now consider each stage in detail.
The First phase — planning. It is necessary to clearly formulate the problem and determine main directions for work and come up with the best solution.
A common mistake — to develop a plan based on subjective guesswork and assumptions by management. Without knowing the underlying causes of the problem, can at best neutralize its effects, but only temporarily. What tools do you use for this?
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Method "5 Why"
Have Been developed in 40 years, but gained popularity after 30 years, when it began to actively use the company Toyota. How to conduct such analysis?
First, you must formulate and record the problem. Then ask yourself the question: "Why is this happening?" and write down all the reasons. Then you need to do the same for each answer. Continuing along the same lines, the question "Why?" will not be set 5 times. As a rule, the fifth response is the real reason.
Ishikawa Diagram
This method allows to graphically represent the causal connection of all phenomena in the business. Named after its Creator, chemist Kaoru Ishikawa, and widely used in the management.
When building the diagram there are 5 possible sources of problems: people, materials, environment (environment), equipment, and methods. Each of them in turn can contain a more detailed reason. For example, the work of employees depends on skill level, health, personal problems, etc.
The build Sequence of Ishikawa diagrams:
After that all the options prescribed in a column, from the realistic to a minor.
Brainstorm
A group discussion with experts and key personnel, in which the goal of each player — to call as many potential causes and solutions to the problem, including the most fantastic.
After a theoretical analysis it is necessary to find the real actual evidence that the cause of the problem is identified correctly. To act on the basis of speculation ("most likely…") is impossible.
As for scheduling, there are also important specifics. It is important to set deadlines, describe a clear sequence of actions and measurable results (including intermediate) to which they must lead.
The Second stage of the PDCA-cycle — the implementation of the plan, implementation of changes. Most often advisable to first implement the decisions on a small scale, to conduct a "field test" to check how it works on a small area or object. If there are delays, delays, it is important to understand why (unrealistic planning or lack of discipline on the part of employees). Additionally, implementing a system of interim monitoring that allows you to not just wait for the results and keep a track of what has already been done.
In simple words, now you need to answer one question: "What have we learned?". PDCA-cycle implies a constant evaluation of progress. You need to evaluate the progress relative to set goals, determine what works well and what needs to be improved. Mainly method validation reports and other documentation of the company.
For the successful implementation of the cycle the Shewhart-Deming (PDCA) in business you must establish a regular reporting about the work done and discussion of results with staff. The ideal tool for this is the implementation of keyKPI, on the basis of which is developing a system of motivation and encouragement most productive employees.
The Last step — it is, in fact, actions. Here can be a few options:
If something works well and can be repeated, the decision should be standardized. To do this, corresponding changes in the documentation of the enterprise: the regulations work instructions, checklists verification of work performance, training employees, etc. should evaluate the possibility of implementing improvements in other business processes where there may be similar problems.
If action plan not produced the expected results, you need to analyze the reasons for the failure and then return to the first stage (Plan) and to try a different strategy.
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Alin Trodden - author of the article, editor
"Hi, I'm Alin Trodden. I write texts, read books, and look for impressions. And I'm not bad at telling you about it. I am always happy to participate in interesting projects."
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