Deming Cycle[戴明循环]



持续的质量改进。 戴明循环(Deming Cycle)、PDCA循环、PDSA循环 的解析。


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威廉·爱德华兹·戴明(William Edwards Deming)是美国统计学家, 他与日本成长为制造业大国以及全面质量管理(Total Quality Management理论的问世关系甚密。 二战后,戴明与另一位美国质量管理大师约瑟夫·莫西·朱兰(Joseph M. Juran)随同盟军占领军来到了日本。 戴明将一系列质量改进方法带到了日本,其中就包括统计法和戴明循环(Deming Cycle)。 1960年,日本天皇为戴明授勋,以表彰他为日本企业所做的服务与贡献。戴明循环、PDCA 循环、PDSA循环


戴明循环,或称PDCA循环、PDSA循环,是一个质量持续改进模型, 它包括持续改进与不断学习的四个循环反复的步骤, 即计划(Plan)、执行(Do)、检查(Check/Study)、处理(Act)。 戴明循环有时也被为称戴明轮(Deming Wheel)或持续改进螺旋(Continuous Improvement Spiral)。 戴明循环的研究起源于20世纪20年代,有“统计质量控制之父”之称的著名的统计学家沃特·阿曼德·休哈特(Walter A. Shewhart)在当时引入了“计划-执行-检查(Plan-Do-See)”的概念, 戴明后将休哈特的PDS循环进一步发展成为: 计划-执行-检查-处理(Plan-Do-Study-Act)。


  • 适用于日常管理,且同时适用于个体管理与团队管理;
  • 戴明循环的过程就是发现问题、解决问题的过程;
  • 适用于项目管理;
  • 有助于持续改进提高;
  • 有助于供应商管理;
  • 有助于人力资源管理;
  • 有助于新产品开发管理;
  • 有助于流程测试管理。


  • 计划(Plan): 计划先于变化, 分析、预测结果。
  • 执行(Do it): 执行计划,在可控环境下小幅迈进。
  • 检查(Check/Study): 检查执行结果。
  • 处理(Act): 采取处理措施,流程标准化,改进提高。


玛丽·沃森(Mary Watson)在《戴明的管理方法》(The Deming Management Method)一书中,详细讲述了质量管理大师戴明的一生。 书中写道,作为工业发展史上的一个典型事例,日本的工业奇迹告诉我们,要实现这样的奇迹,一个国家必须以品质为重、目光长远, 而不能只顾医治眼前病痛,追求一剂见效,一鸣惊人。 在过去的40多年里,日本企业已经从低廉、低附加值产品的生产者发展成为举世闻名的高质量、精加工的制造商。 二战后,当戴明博士开始在美国宣传他的理论时,美国朝野还停留在战后的胜利喜悦中, 鲜有人理会戴明的说教。 但是,他和他的理论在日本却受到了意想不到的欢迎。时至今日,在日本企业的生产车间里,我们仍然能够找到戴明质量控制法的痕迹。

参考书: Mary Watson - The Deming Management Method[中译本《戴明的管理方法》,台湾天下文化出版社,1997] -

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比较: Hoshin Kanri[方针管理] - Policy Deployment[政策展开]  |  8D Problem Solving[8D问题求解]  |  Six Sigma[六西格玛]  |  Value Chain[价值链]  |  Value Stream Mapping[价值流程图]  |  Quality Function Deployment[质量功能展开]  |  OODA Loop[包以德循环]  |  Fourteen Points of Management[质量管理14要点]  |  Training Within Industry[业内训练]  |  Value Engineering[价值工程]

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