Deming Cycle (PDSA)

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Continuous quality improvement. Explanation of Deming Cycle. PDSA.

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Short biography of W. Edwards Deming

W. Edwards Deming was an American statistician. He is associated with the rise of Japan as a manufacturing nation, and with the invention of Total Quality Management (TQM). Along with an other American quality guru - J.M. Juran, Deming went to Japan as part of the allied occupation forces after World War II. Deming taught a lot of Quality Improvement methods to the Japanese, including the usage of statistics and the PDSA cycle. In 1960 he was awarded a medal by the Japanese Emperor for his services to that country's industry. Deming Cycle PDSA PDCA

The Deming Cycle (PDSA cycle) (PDCA cycle)

The Deming Cycle, or PDSA cycle, is a model for continuous improvement of quality. It consists of a logical sequence of four repetitive steps for continuous improvement and learning: PLAN, DO, STUDY (CHECK) and ACT. The PDCA cycle is also known as the Deming Cycle, or as the Deming Wheel or as the Continuous Improvement Spiral. It originated in the 1920s with the eminent statistics expert Mr. Walter A. Shewhart, who introduced the concept of Plan, Do and See. Deming modified the cycle of Shewart towards: PLAN, DO, STUDY and ACT.
The Deming Cycle is related to Kaizen thinking and Just-in-time manufacturing.

Benefits of the Deming Cycle

Daily routine management-for the individual and/or the team,
The problem solving process,
Project management,
Continuous development,
Vendor development,
Human resources development,
New product development, and
Process trials.

The 4 parts of the Deming Cycle explained

PLAN. Plan ahead for change. Analyze and predict the results.
DO it. Execute the plan, taking small steps in controlled circumstances.
STUDY (check). Study the results.
ACT. Take action to standardize or improve the process.

The Deming Management Method explained by Mary Watson

In her book "The Deming Management Method" Mary Watson tells about the life of the business guru Edwards Deming. The industrial miracle in Japan was a prime example of what can happen when a nation commits itself to quality and long-range vision instead of the latest illness: "Turning a Fast Buck-itis." In less then 50 years, Japan went from making cheap and low added value products, towards manufacturing of the highest quality precision work in the world. When Dr. Deming first began speaking in America, America was still riding along on the post-war victory wave. No one would listen to him. The Japanese welcomed him, and even today, traces of his quality-control methods are still seen in the industrial workplace.

Book: Mary Watson - The Deming Management Method -

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Recent User Comments

    			 
  			   Mokgadi - SA
  	       
  		     Deming Cycle Supports Growth of Organisations
  	  		 "Improvements of operations or processes is vital for fast growing  organizations, so I find Deming's cycle a good model to use."
  			   
    	  		 1

    			 
  			   Tee Guidotti - Saudi Arabia
  	       
  		     Deming Cycle is a Spiral
  	  		 "I like to conceptulaize the Deming cycle as a spiral, moving outward with each full turn, rather than a circle coming back to the same point. The idea is that improvement opens new space and leads to further improvement. The idea of a wheel rolling uphill with a backstop does not do it for me."
  			   
    	  		 2

    			 
  			   LO - Malaysia
  	       
  		     PDCA + Fayol's Theory + PMBOK
  	  		 "My own company is working on a new product development and transformation of management and conduct. For both projects, we applied the PDCA method into our application, but it seems not adequate enough, as it is a very genuine theory. Later, we tried to combine the PDCA and POLMC (Fayol's theory) to have a clearer path to produce the new product. The results of this were very good. Then, for the new transformation of management to be done smoothly, as I assumed that the processes were going to be the same as other project management related projects, and as I was very enthusiastic about the previous 2 methods, we tried to combine them with PMBOK, and the results were booming!"
  			   
    	  		 0

    			 
  			   Charlotte - UK
  	       
  		     Investors in People - IiP
  	  		 "Investors in People is a HRM model which sets out a level of good practice for the training and development of people in order to achieve business goals. It is clearly based on the Deming Cycle. The IiP model contains three phases: 1. Developing strategies (PLAN) 2. Taking action (ACT) 3. Evaluating the impact (CHECK). These three key principles are broken down into 10 indicators, against which organisations wishing to be recognised as an Investor in People are assessed."
  			   
    	  		 -5

    			 
  			   Greg Gardner - US
  	       
  		     Deming /Shuarts cycle
  	  		 "My opinion, the Plan, Do, Check, Act cycle DOES work very well, even in the US. But, only if it is clearly understood, embraced and applied in an accountable manner.
If people "have no real idea of what is going on" then... they need to find out, or be told.
Everyone needs to be engaged - not just a few, or it will not work. People, Process and Systems need to be checked and followed up on...not just done."
  			   
    	  		 1

Best User Comments

    			   
    			     Jim Roberge - USA
  	         
  				   Does it work
  				   "I have just completed my first exposure to Kanban/kaizen JIT manufacturing as an assembly technician. The system does not work in the USA! The problem is as I see it when you take away structure from the employes to the point that a Production Unit Leader (PUL)  AKA Production Manager and the Leadman AKA Supervisor, has no real idea what is going on, the complete system crashes and self destructs. The terminology has changed by the fact remains that if not for the Line Fill AKA Leadman,  the person who fill"
    			   
        	  		 26

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12manage for:

● Charlotte (UK)	IiP Indicators - Developing Strategies	"The Investors in People indicators for Developing Strategies are: Indicator 1: A strategy for improving the performance of the organisation is clearly defined and understand. Indicator 2: Learning and development is planned to achieve the organisation's objectives. Indicator 3: Strategies for managing people are designed to promote equality of opportunity in the development of the organisation's people. Indicator 4: The capabilities managers need to lead, manage and develop people effectively are defined and understood. "
● Charlotte (UK)	IiP Indicators - Taking Action	"The Investors in People indicators for Taking Action are: Indicator 5: Managers are effective in leading, managing and developing people. Indicator 6: People's contribution to the organisation is recognised and valued. Indicator 7: People are encouraged to take ownership and responsibility. Indicator 8: People learn and develop effectively."
● Charlotte (UK)	IiP Indicators - Evaluating Impact	"The Investors in People indicators for Evaluating the Impact are: Indicator 9: Investment in people improves the performance of the organisation. Indicator 10: Improvements are continually made to the way people are managed and developed. Hope this helps, WBR"

● John (USA)	Kanban Deming	"The problem with you as I see it is that you judge too fast. :-)"
● Brett Rice (USA)	Does it Work	"Jim, without the support of the entire system it does become more difficult to implement and sustain these types of systems. We are implementing now and are having a fair share of problems also , but you have to fix the issues and continue on. IT DOES WORK."
● (Nederland)	Does it work	"Your structure is set by standard work because when you pass the check fase you have to do act that means transform your improvement into standard work."
● (India)	PDSA	"It works well when the whole team has faith in the process. Continuous improvement happens as it eliminates the waste of time and process. I observed many times it strucks at check and act. The benefit will be enjoyed only when the cycle continues its rotation."