PDCA

For other uses, see PDCA (disambiguation).

output (the target or goals). By establishing output expectations, the completeness and accuracy of
the spec is also a part of the targeted improvement.
When possible start on a small scale to test possible
eects.

PDCA (plandocheckact or plandocheck

adjust) is an iterative four-step management method
used in business for the control and continuous improvement of processes and products. It is also known DO Implement the plan, execute the process, make the
as the Deming circle/cycle/wheel, Shewhart cycle,
product. Collect data for charting and analysis in the
control circle/cycle, or plandostudyact (PDSA).
following CHECK and ACT steps.
Another version of this PDCA cycle is OPDCA. The
added O stands for observation or as some versions CHECK Study the actual results (measured and colsay Grasp the current condition. This emphasis on
lected in DO above) and compare against the exobservation and current condition has currency with Lean
pected results (targets or goals from the PLAN) to
manufacturing/Toyota Production System literature.[1]
ascertain any dierences. Look for deviation in implementation from the plan and also look for the appropriateness and completeness of the plan to enable
the execution, i.e., Do. Charting data can make
1 Meaning
this much easier to see trends over several PDCA
cycles and in order to convert the collected data into
information. Information is what you need for the
next step ACT.
ACT If the CHECK shows that the PLAN that was implemented in DO is an improvement to the prior
standard (baseline), then that becomes the new standard (baseline) for how the organization should
ACT going forward (new standards are enACTed).
If the CHECK shows that the PLAN that was implemented in DO is not an improvement, then the
existing standard (baseline) will remain in place. In
either case, if the CHECK showed something different than expected (whether better or worse), then
there is some more learning to be done... and that
will suggest potential future PDCA cycles. Note that
some who teach PDCA assert that the ACT involves
making adjustments or corrective actions... but generally it would be counter to PDCA thinking to propose and decide upon alternative changes without
using a proper PLAN phase, or to make them the
new standard (baseline) without going through DO
and CHECK steps.

The PDCA cycle[2]

Note: Some modern trainers now also refer to the A as

Adjust. This helps trainees to understand that the 4th
step is more about adjusting/correcting the dierence between the current state and the planned state instead of
thinking that the A is all about action and implementaContinuous quality improvement with PDCA
tion (which actually happens in the second (D) stage).
However, it also loses the essential point of enACTing
PLAN Establish the objectives and processes necessary new standards (new baselines), which is the essence of
to deliver results in accordance with the expected continuous improvement. For those who prefer Adjust
1

3 SEE ALSO

be aware that the thing being adjusted are the standards.

Those adjusted, or enACTed, standards will now inform
and guide the next Planning phase. Sometimes Adjust may lead some to believe that it is the Plan itself
that is being adjusted. The new plan may well look a bit
dierent, but it is now because it was formulated while
resting on a new set of standards. This is subtle, but important. The reason for the dispute may be this. In a
manufacturing environment quantication that lends itself easily to the statistics dear to Demings heart are more
straight forward compared to many jobs in, say, the IT
business or sales, where there may not be an exact, quantiable standard as much as uer models, concepts or
principles.

About

PDCA was made popular by Dr W. Edwards Deming,

who is considered by many to be the father of modern
quality control; however, he always referred to it as the
Shewhart cycle. Later in Demings career, he modied
PDCA to Plan, Do, Study, Act (PDSA) because he felt
that check emphasized inspection over analysis.
The concept of PDCA is based on the scientic method,
as developed from the work of Francis Bacon (Novum
Organum, 1620). The scientic method can be written as hypothesis""experiment""evaluation or plan,
do and check. Shewhart described manufacture under
controlunder statistical controlas a three-step process of specication, production, and inspection.[3] He
also specically related this to the scientic method of
hypothesis, experiment, and evaluation. Shewhart says
that the statistician must help to change the demand [for
goods] by showing [...] how to close up the tolerance
range and to improve the quality of goods.[4] Clearly,
Shewhart intended the analyst to take action based on
the conclusions of the evaluation. According to Deming, during his lectures in Japan in the early 1950s, the
Japanese participants shortened the steps to the now traditional plan, do, check, act.[5] Deming preferred plan,
do, study, act because study has connotations in English
closer to Shewharts intent than check.[6]
A fundamental principle of the scientic method and
PDCA is iterationonce a hypothesis is conrmed (or
negated), executing the cycle again will extend the knowledge further. Repeating the PDCA cycle can bring
us closer to the goal, usually a perfect operation and
output.[6]
Another fundamental function of PDCA is the hygienic
separation of each phase, for if not properly separated
measurements of eects due to various simultaneous actions (causes) risk becoming confounded.[7]
PDCA (and other forms of scientic problem solving)
is also known as a system for developing critical thinking. At Toyota this is also known as Building people

before building cars.[8] Toyota and other Lean companies propose that an engaged, problem-solving workforce
using PDCA is better able to innovate and stay ahead of
the competition through rigorous problem solving and the
subsequent innovations. This also creates a culture of
problem solvers using PDCA and creating a culture of
critical thinkers.
In Six Sigma programs, the PDCA cycle is called dene,
measure, analyze, improve, control (DMAIC). The iterative nature of the cycle must be explicitly added to the
DMAIC procedure.
Deming continually emphasized iterating towards an improved system, hence PDCA should be repeatedly implemented in spirals of increasing knowledge of the system that converge on the ultimate goal, each cycle closer
than the previous. One can envision an open coil spring,
with each loop being one cycle of the scientic method
- PDCA, and each complete cycle indicating an increase
in our knowledge of the system under study. This approach is based on the belief that our knowledge and
skills are limited, but improving. Especially at the start
of a project, key information may not be known; the
PDCAscientic methodprovides feedback to justify
our guesses (hypotheses) and increase our knowledge.
Rather than enter "analysis paralysis" to get it perfect
the rst time, it is better to be approximately right than
exactly wrong. With the improved knowledge, we may
choose to rene or alter the goal (ideal state). Certainly,
the PDCA approach can bring us closer to whatever goal
we choose.[9]
Rate of change, that is, rate of improvement, is a key
competitive factor in todays world. PDCA allows for
major jumps in performance (breakthroughs often
desired in a Western approach), as well as Kaizen (frequent small improvements). In the United States a PDCA
approach is usually associated with a sizable project involving numerous peoples time, and thus managers want
to see large breakthrough improvements to justify the
eort expended. However, the scientic method and
PDCA apply to all sorts of projects and improvement
activities.[10]

3 See also
Business process improvement
COBIT
Decision cycle
DMAIC
Lean manufacturing
Learning cycle
Lesson study

3
OODA loop
Performance management
Quality management
Quality storyboard
Robert S. Kaplan (closed loop management system)
Six sigma
Theory of constraints
Total security management

References

[1] Rother, Mike (2010). 6. Toyota Kata. New York:

MGraw-Hill. ISBN 978-0-07-163523-3.
[2] Taking the First Step with PDCA. 2 February 2009.
Retrieved 17 March 2011.
[3] Shewhart (1939), p. 45
[4] Shewhart (1939), p. 48
[5] Deming, p. 88
[6] Moen, Ronald; Norman, Cliord. Evolution of the
PDCA Cycle (PDF). Retrieved 1 October 2011.
[7] Berengueres, Jose (2007). The toyota production system
re-contextualized. Tokyo. p. 74. ISBN 1847534775.
[8] Liker, Jerey (2004). 1. The Toyota Way. McGrawHill. ISBN 0-07-139231-9.
[9] Rother, Mike (2009), Toyota Kata, McGraw-Hill, p. 160
[10] Rother, Mike (2009), Toyota Kata, McGraw-Hill, p. 76

Further reading
Shewhart, Walter Andrew (1980). Economic Control of Quality of Manufactured Product/50th Anniversary Commemorative Issue. American Society
for Quality. ISBN 0-87389-076-0.
The Improvement Guide: A Practical Approach to
Enhancing Organizational Performance, 2nd Edition by Gerald J. Langley, Ronald Moen, Kevin
M. Nolan, Thomas W. Nolan, Cliord L. Norman,
Lloyd P. Provost Published by Jossey-Bass ISBN
978-0-470-19241-2
Shewhart, Walter Andrew (1939).
Statistical
Method from the Viewpoint of Quality Control. New
York: Dover. ISBN 0-486-65232-7.
Deming, W. Edwards (1986). Out of the Crisis. MIT
Center for Advanced Engineering Study. ISBN 0911379-01-0.

6 External links

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