Deming Cycle (PDSA)

Continuous quality improvement. Explanation of Deming Cycle. PDSA.

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 -

Deming Cycle (PDSA) Forum (12)

Continuous Improvement is a Lifestyle
"I do believe that everybody is much more than he thinks to be, that’s why development & improvement are to me not only a paradigm for people, processes and technologies: it is a lifestyle.
In my professional life, I've been playing many different roles in the IT world; the lesson I learned the most is: whatever situation you face, your thoughts about yourself, your believes about your context, drive your actions and build your world.
As Yoga trainer and Bio-energetic exercises conductor, I found that agility comes with mindfulness and mindfulness is the mean to connect to everything.
That’s why I think agile and resilient organizations are those who develop everybody’s awareness as a part of a living-working-entity where collaboration rises from inspired human beings."

What are Quality Circles?
"In short, a quality circle (QC) is a participatory group of employees, aimed at solving problems related to their own jobs. They are normally found in manufacturing environments.
Definition of quality circle:
In their book Japanese Quality Circles and Productivity, Joel E. Ross and William C. Ross define a quality circle as: "...a small group of employees doing similar or related work who meet regularly to identify, analyze, and solve product-quality and production problems and to improve general operations. The circle is a relatively autonomous unit (ideally about ten workers), usually led by a supervisor or a senior worker and organized as a work unit".
The 2 main strengths of quality circles are:
1. Participating employees can make better suggestions for improving work processes than managers
2. Employees are motivated by their participation
Thus, implemented correctly, quality circles can help reduce costs, increase productivity, and improve employee morale, leading to greater operational efficiency, reduced absenteeism, improved employee health and safety, and an overall better working climate.
Quality circles were first established in Japan in 1962 by Ishikawa at the Nippon Wireless and Telegraph Company. They are based on Deming's PDCA cycle, hence also the name 'quality circles'.
Formation of quality circles:
A quality circle typically starts as a volunteer group of employees under the leadership of the supervisor. Sometimes a team leader is elected. The group is trained to identify, analyze and solve work-related problems and present their solutions to management in order to improve the performance of the organization, and motivate and enrich the work of employees. After some time, true quality circles become self-managing, having gained the confidence of management.
Topics in quality circles:
Typical topics are improving occupational safety and health, improving product design, and improvement in the workplace and manufacturing processes.
Tools used in quality circles:
The main tools used in quality cycles are the Ishikawa Diagram, the Pareto Chart and Brainstorming. Brainstorm can be understood as a quality circle tool whereby members with diversified skills and knowledges from different functional or business areas interact diagnosing problems and provide alternative solutions. Such groups act as innovative teams with a common motivation and synergy that enables an organization to mantain continuously improving the level of quality of goods and services."

PDCA and ISO 9001 Standard
"The ISO 9001 standard is based on the PDCA principle. You could say all certified companies are using PDCA.
However there are great differences in to what extent the companies are getting real value out of the practice. My experience is that the principle must be used on all levels of the organisation in order to get full advantage out of it. When connected to business critical objectives broken down in the organization it becomes a real powerful tool."

Risks and Challenges in applying the Deming Cycle
"What are the main risks and challenges in the execution of the Deming cycle method? Thanks..."

Deming / Nelson Funnel Experiment
"I am researching the Deming / Nelson funnel experiment. Have any of you used it? How? What results did you achieve? I am especially interested in using the Deming / Nelson funnel to introduce continuous improvement / PDSA."

How can We Put Deming's PDCA Theory in to Practice?
"It is an excellent method that was introduced by Prof. Deming, but my fear is: how many of us are using it in the real work life? Are Bill Gates or Warren Buffer using these theories in their practical business environment?"

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."

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."

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!"

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."

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."

Kanban / Kaizen / JIT Manufacturing does not Work in the USA
"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 - that when you take away structure from the employees to the point that a Production Unit Leader, also known as Production Manager, Leadman or Supervisor, has no real idea what is going on, the complete system crashes and self destructs."

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