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Article • 7 min read

PDCA (Plan Do Check Act)

Continually improving, in a methodical way.

By the Mind Tools Content Team

Also known as PDSA, the "Deming Wheel," and "Shewhart Cycle"

Imagine that your customer satisfaction score on a business ratings website has dipped. When you look at recent comments, you see that your customers are complaining about late delivery, and that products are being damaged in transit.

So, you decide to run a small pilot project for a month, using a new supplier to deliver your products to a sample set of customers. And you're pleased to see that the feedback is positive. As a result, you decide to use the new supplier for all your orders in the future.

What you've just done is a single loop called the PDCA Cycle. This is an established tool for achieving continuous improvement in your business.

The PDCA approach was pioneered by Dr William Deming, and we've worked closely with The Deming Institute to produce this article. In it, we outline the key principles of PDCA, and explain when and how to put them into practice.

Click here to view a transcript of this video.

What Is PDCA?

In the 1950s, management consultant Dr William Edwards Deming developed a method of identifying why some products or processes don't work as hoped. His approach has since become a popular strategy tool, used by many different types of organizations. It allows them to formulate theories about what needs to change, and then test them in a "continuous feedback loop."

Deming himself used the concept of Plan-Do- Study -Act (PDSA). He found that the focus on Check is more about the implementation of a change.

He preferred to focus instead on studying the results of any innovations, and to keep looking back at the initial plan. He stressed that the search for new knowledge is always guided by a theory – so you should be as sure as you can that your theory is right! [1]

The Four Phases of the PDCA Cycle

With the PDCA cycle you can solve problems and implement solutions in a rigorous, methodical way. Let's look at each of the four stages in turn:

First, identify and understand your problem or opportunity. Perhaps the standard of a finished product isn't high enough, or an aspect of your marketing process should be getting better results.

Explore the information available in full. Generate and screen ideas, and develop a robust implementation plan.

Be sure to state your success criteria and make them as measurable as possible. You'll return to them later in the Check stage.

Once you've identified a potential solution, test it safely with a small-scale pilot project. This will show whether your proposed changes achieve the desired outcome – with minimal disruption to the rest of your operation if they don't. For example, you could organize a trial within a department, in a limited geographical area, or with a particular demographic.

As you run the pilot project, gather data to show whether the change has worked or not. You'll use this in the next stage.

Next, analyze your pilot project's results against the criteria that you defined in Step 1, to assess whether your idea was a success.

If it wasn't, return to Step 1. If it was, advance to Step 4.

You may decide to try out more changes, and repeat the Do and Check phases. But if your original plan definitely isn't working, you'll need to return to Step 1.

This is where you implement your solution. But remember that PDCA/PDSA is a loop, not a process with a beginning and end. Your improved process or product becomes the new baseline, but you continue to look for ways to make it even better.

The four stages of the cycle are illustrated in Figure 1, below:

pdca problem solving model

PDCA Model courtesy of The W. Edwards Deming Institute®.

When to Use PDCA

The PDCA/PDSA framework works well in all types of organizations. It can be used to improve any process or product, by breaking them down into smaller steps or development stages, and exploring ways to improve each one.

It's particularly helpful for implementing Total Quality Management or Six Sigma initiatives, and for improving business processes generally.

However, going through the PDCA/PDSA cycle can be much slower than a straightforward, "gung ho" implementation. So, it might not be the appropriate approach for dealing with an urgent problem.

It also requires significant buy-in from team members, and offers fewer opportunities for radical innovation – which may be what your organization needs instead.

How to Use PDCA to Improve Personal Performance

While PDCA/PDSA is an effective business tool, you can also use it to improve your own performance:

First, Plan: Identify what's holding you back personally, and how you want to progress. Look at the root causes of any issues, and set goals to overcome these obstacles.

Next, Do: When you've decided on your course of action, safely test different ways of getting the results that you want.

Then, Check: Review your progress regularly, adjust your behavior accordingly, and consider the consequences of your actions.

Finally, Act: Implement what's working, continually refine what isn't, and carry on the cycle of continuous improvement.

The PDCA/PDSA cycle is a continuous loop of planning, doing, checking (or studying), and acting. It provides a simple and effective approach for solving problems and managing change. The model is useful for testing improvement measures on a small scale before updating procedures and working practices.

The approach begins with a Planning phase in which problems are clearly identified and understood, and a theory for improvement is defined. Potential solutions are tested on a small scale in the Do phase, and the outcome is then studied and Checked.

Go through the Do and Check stages as many times as necessary before the full, polished solution is implemented, in the Act phase of the cycle.

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Plan do check act examples

How to apply the Plan-Do-Check-Act (PDCA) model to improve your business

Reading time: about 7 min

  • Professional development
  • Project management

Most businesses want to improve. But when it comes to actually making needed changes, many fall short. Bureaucracy, silos, and even culture can block progress and stall innovation.

The Plan-Do-Check-Act model helps break companies out of stagnancy and transition to a system of continuous improvement. Learn how the PDCA cycle works and what benefits you can gain from using it at your company.

plan-do-check-act example

What is PDCA?

The Plan-Do-Check-Act (PDCA) model, also known as the Deming wheel or the Deming cycle, is an iterative method for continual improvement of processes, products, or services and is a key element of lean management.

The PDCA model was developed in the 1950s by William Deming as a learning or improvement process based on the scientific method of problem-solving. Deming himself called it by another term—the Shewhart cycle—because he created the model based on an idea from his mentor, Walter Shewhart.

As all of these names suggest, the PDCA cycle is a loop rather than an end-to-end process. The goal is to improve on each improvement in an ongoing process of learning and growth.

When should you use the PDCA process?

The Plan-Do-Check-Act model is a helpful tool that can be used for a number of applications:

  • Exploring and testing multiple solutions in a small, controlled trial
  • Avoiding waste by catching and adapting ineffective solutions before rolling them out on a large scale
  • Implementing Total Quality Management or Six Sigma initiatives
  • Developing or improving a process

What is great about the PDCA cycle is that it can be applied across industries and organizational types.

Pros and cons of PDCA

The PDCA cycle has a number of advantages and disadvantages. Consider both before you decide to apply Plan-Do-Check-Act to different projects.

Versatile: You can use PDCA in a variety of business environments and for a number of applications. Potential use cases include project management, change management, product development, and resource management.

Simple and powerful: The PDCA model is simple and easy to understand, yet it is a powerful driver for meaningful change and improvement while minimizing waste and increasing efficiency.

Hard to do: Though the model is simple, the work isn’t easy. Because PDCA breaks process improvements into smaller steps, it can be slow and probably isn’t a great solution for urgent projects.

Requires commitment: PDCA is not a one-time event. It is an ongoing, continuous process and therefore requires commitment and buy-in from the top down. Without committed leadership, the PDCA cycle can’t work effectively for the long term.

The PDCA model

Sold? Learn the four stages in the PDCA cycle (which you can probably guess from the name) to start using it.

The planning stage is for mapping out what you are going to do to try to solve a problem or otherwise change a process. During this step, you will identify and analyze the problem or opportunity for change, develop hypotheses for what the underlying issues or causes are, and decide on one hypothesis to test first.

As you plan, consider the following questions:

  • What is the core problem we need to solve?
  • Is this the right problem to work on?
  • What information do we need to fully understand the problem and its root cause?
  • Is it feasible to solve it?
  • What resources do we need?
  • What resources do we have?
  • What are some viable solutions?
  • What are the measures of success?
  • How will the results from a small trial translate to a full-scale implementation?

During this stage, an affinity diagram can help you and your colleagues organize a large number of ideas into groups. Once you have determined your course of action, write down your expected results. You will check your results against your hypothesis and expectations in the “Check” stage.

super header affinity diagram example

The next step is to test your hypothesis (i.e., your proposed solution). The PDCA cycle focuses on smaller, incremental changes that help improve processes with minimal disruption.

Test your hypothesis with a small-scale project, preferably in a controlled environment, so you can evaluate the results without interrupting the rest of your operation. You might want to test the solution on one team or within a certain demographic.

Once you have completed your trial, it’s time to review and analyze the results. This stage is important because it allows you to evaluate your solution and revise your plans as necessary. Did the plan actually work? If so, were there any hiccups in the process? What steps could be improved or need to be eliminated from future iterations?

Your evaluation at this stage will guide your decisions in the next step, so it is important to consider your results carefully.

Finally, it is time to act. If all went according to plan, you can now implement your tried-and-tested plan. This new process now becomes your baseline for future PDCA iterations.

Consider the following questions before you act:

  • What resources do you need to implement the solution at full scale?
  • What training is needed for successful implementation and adoption?
  • How can you measure and track the performance of the solution?
  • What opportunities are there for improvement?
  • What have we learned that can be applied to other projects?

If the plan did not pan out as expected, you can cycle back to the planning stage to make adjustments and prepare for a new trial.

Plan-Do-Check-Act example

So what does the PDCA model look like in action? 

In 2019, the Department of Obstetrics and Gynecology at the Ningbo Women and Children’s Hospital in China applied the Plan-Do-Check-Act model to shorten the emergency decision to delivery interval (DDI) time. This is the time it takes between the decision to conduct a caesarean section and the delivery of a newborn. Shortening this time period in emergency situations is critical to saving lives and improving patient outcomes. 

Here’s how they did it:

Plan: In 2019, the hospital had an average DDI time of 14.40 minutes. Their process analysis identified three main causes impacting DDI time: 

  • A defective process
  • Lack of first-aid experience
  • Poor cooperation among departments

Do: The team developed improvement measures for each cause including: 

  • Simplifying the surgical process to speed up the pre-op routine
  • Establishing a special DDI team to respond to emergency situations
  • Standardizing DDI team working processes
  • Creating an emergency treatment team, featuring senior doctors with clinical first-aid experience
  • Implementing a variety of regular training, such as obstetrical safety meetings, emergency C-section process classes, and practical and theoretical trainings
  • Conducting multi-department emergency treatment drills

Check: The hospital monitored and analyzed progress monthly, creating regular evaluation summaries and refining the cause analysis and improvement measures over time. 

Act: After refining their processes, the hospital’s improvements optimized C-section delivery processes, increased collaboration across departments, and shortened the average emergency DDI to 12.18 minutes in 2020.

Supporting Kaizen with the PDCA cycle

The Plan-Do-Check-Act model is a particularly useful tool for companies who follow the Kaizen method . Kaizen is an organizational mindset and culture focused on small, frequent changes that lead to significant improvements over time.

The PDCA cycle supports the Kaizen philosophy by providing the framework for developing and implementing continuous improvements.

Using Lucidchart to continuously improve

Lucidchart is a visual workspace that helps teams and companies map out their processes and visualize their data in new ways. Use Lucidchart to visualize your PDCA cycle and help you through each step of the process. As you plan your project, you can create a fishbone (cause-and-effect) diagram to visualize problems and potential causes.

fishbone diagram example

During the “Do” stage, map out the new processes you plan to try. Use data linking to connect real-time data to your diagrams and keep track of your results. Once you have a solution you’re ready to implement, use Lucidchart to create diagrams visualizing the new processes. Lucidchart makes it easy to share documents with your team so they can quickly learn and understand the changes.

flowchart with swimlanes

If you’re continuously improving, it can be easy to lose track of your changes over time. Keep everyone on the same page by documenting your continual progress in Lucidchart.

Plan do check act examples

Learn more about how to elevate your business.

Lucidchart, a cloud-based intelligent diagramming application, is a core component of Lucid Software's Visual Collaboration Suite. This intuitive, cloud-based solution empowers teams to collaborate in real-time to build flowcharts, mockups, UML diagrams, customer journey maps, and more. Lucidchart propels teams forward to build the future faster. Lucid is proud to serve top businesses around the world, including customers such as Google, GE, and NBC Universal, and 99% of the Fortune 500. Lucid partners with industry leaders, including Google, Atlassian, and Microsoft. Since its founding, Lucid has received numerous awards for its products, business, and workplace culture. For more information, visit lucidchart.com.

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pdca problem solving model

The Kaizen methodology is an easy way to engage employees and develop a culture of continuous improvement. It strives to eliminate silos, egos, and waste and instead aims for efficient and standardized processes. See why you should use Kaizen and how you can get started.

pdca problem solving model

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Plan, Do, Check, Act (PDCA)

PDCA is an improvement cycle based on the scientific method of proposing a change in a process, implementing the change, measuring the results, and taking appropriate action. It also is known as the Deming Cycle or Deming Wheel after W. Edwards Deming, who introduced the concept in Japan in the 1950s. It is also known as PDSA, where the “S” stands for “study”.

The PDCA cycle has four stages:

  • Plan — determine goals for a process and needed changes to achieve them.
  • Do — implement the changes.
  • Check — evaluate the results in terms of performance
  • Act — standardize and stabilize the change or begin the cycle again, depending on the results

An image of the PDCA cycle.

PDCA is the foundation of continuous improvement or kaizen. Leaders set targets (plan) against a stable baseline of performance. Teams implement improvements (Do) to achieve the targets. Then they measure (Check) the change to evaluate performance against the target. If the team has achieved a measurable gain, it standardizes (Act) the new method by updating the standardized work. This ensures the improvement is stable.

A graphic showing PDCA cycles moving up a hill to demonstrate how PDCA leads to steady performance improvement.

History of PDCA

Walter A. Shewhart was the first to develop a repeating cycle for improvement dubbed the Shewhart Cycle:

Edward Deming expanded the Shewart cycle into a four-step pattern for Japanese audiences. The Deming cycle related heavily to the concept of product quality, innovation, and learning-by-doing over the entire life cycle of a product.

Specifically, the Deming cycle runs:

1.  Design  the product with appropriate testing. 2.  Make  the product and test it in production and in the lab. 3.  Sell  the product to the market. 4.  Test  the customer experience and redesign for improvement.

An image of the Deming and Shewhart cycles.

In 1951, the Japanese Union of Scientists and Engineers (JUSE) altered Deming’s framework into the more recognizable PDCA cycle. Although well over half a century has passed since the introduction of the Deming cycle to executives in Japan, most open-ended approaches still seek to repeat learning cycles as rapidly as possible, for obtaining customer feedback and making improvements in all pertinent areas.

The language may change slightly, but the basic thinking has not changed much. Consider the three-phase concept— Build ,  Measure ,  Learn —popularized by Eric Ries in his book,  The Lean Startup . His iterative process is fundamentally similar to both the original Shewhart and Deming cycles. Words may change or be slightly altered, but the timeless, classic concepts stay the same.

Additional Resources

  • Test Your PDCA Thinking By Reading Your A3 Backwards
  • Create a Real A3, Do More Than Fill In Boxes
  • Hazards at the Huddle Board: How to Coach a Team Away from “Fast Thinking” to Disciplined PDCA
  • Practical Guidance for Using Humble Inquiry in PDCA Problem Solving and Coaching
  • The Key to Lean — Plan, Do, Check, Act!
  • Four Types of Problems — Art Smalley

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What is the PDCA Model?

The PDCA Model is a Problem-Solving tool that suggests 4 simple Steps to achieve Goals efficiently .

  • Its Name is an acronym for the Steps suggested: P lan, D o, C heck, A ct.

These steps can (or should) be repeated cyclically in order to improve the results obtained.

As in many other Continuous-Improvement tools, the more you repeat the cycle, the closer you will be to finding the solution or reaching the end goal .

Four Steps of the PDCA Model

1. Plan : In this first Step, you should:

  • Define the Problem or the Goal you want to achieve.
  • Design a Strategy or a Method to do it.

2. Do :  In this Step, you should:

  • Implement the necessary actions to comply with the Plan.

3: Check : In this Step, you should:

  • Check the results obtained.
  • Choose and Use the right metrics .
  • Find out what worked and what didn’t .

4: Act : In this Step, you should:

  • Adopt the modifications that have proven to work.
  • Come up with a new Plan to fix what isn’t working yet.

This cycle is meant to be repeated frequently :

  • If you have not been able to reach your initial Goal, you must repeat it until you have achieved it.
  • If you have reached your initial Goal, you should look for the Next one .

Let’s see the first example so that you understand it better:

PDCA Model example

pdca problem solving model

Imagine that you own a Restaurant specialized in ribs .

  • You think people are a little “tired” of your recipe.

You want to discover a new recipe that will drive your customers crazy.

Since you are not a very methodical person, you decide to use the PDCA Model:

Your Goal is to find a new successful Recipe for your Ribs .

  • You’ll start offering 5 alternatives to your Clients.
  • Every week, you will keep the top 3 and introduce 2 new ones .

You’ll use an iterative process to find which ingredients and cooking processes your customers like best .

The first week, you prepare the 5 best recipes you know , listing all the ingredients that each one has and what cooking processes you followed.

  • Once you have feedback, you’ll make different modifications.

At the end of every week, you check the most successful recipes.

  • The ingredients they have (spices, amount of salt, rib supplier, etc).
  • The cooking process used (which charcoal yo used, how much time you employed, etc).

Your goal in this step is to see if your recipes are going in the right direction .

Once you have checked the best recipes, you analyze and decide what new recipes you will use next week .

  • After 3 months of research, you end up with a successful recipe that has been undefeated for 4 consecutive weeks .

As you may be thinking right now, this model can be used in very different situations in very different ways.

But why is it important that you use it?

Why is the PDCA Model important?

In general, people tend to be chaotic when looking for solutions to their problems.

  • Once we’ve found a “solution” we don’t look for a better option .

The PDCA Method offers you 4 simple Steps to follow and encourages you to keep improving your results permanently .

As we always say: Just because something is intuitive doesn’t mean it’s obvious .

But, when should you use this Tool?

When should you use the PDCA Model?

This is one of the few methods that can be used in any situation .

Even if you don’t use it explicitly, you can act according to its dynamics :

  • To Plan something, Do it, Check your results and Modify what needs to be modified.

If is a very simple and flexible Model that can be very useful:

  • For Starting new Projects.
  • To improve a Product or Service.
  • To improve Personal Skills.

You can even use it to lose a few kilos.

PDCA Model examples

Now, we will share with you some examples of different situations where the PDCA Model can be of great help .

Let’s begin:

Clothing Store - PDCA Model example

pdca problem solving model

Now, let’s imagine you have started your own Clothing Store .

  • However, you’re still not sure which product line would best suit your customers’ preferences.

You decide to use the PDCA Model:

Every 2 weeks, you’ll introduce 2 new product lines .

At the end of those 2 weeks, you’ll analyze:

  • Which products brought more customers.
  • Which products gave you the most benefits.

Depending on the results obtained, you’ll decide which new product-lines you’ll introduce the next 2 weeks .

  • You’ll repeat this process for the next 6 months.

Every 2 weeks, you introduce the new products.

You decide promote the new products as special opportunities .

  • This way you won’t give a chaotic impression to your customers.

At the end of every 2 weeks you analyze your results:

  • Number of clients you have received.
  • Customer preferences.
  • Benefits obtained.

Have the changes taken effect?

Finally, you decide what new product lines you will introduce the next 2 weeks .

  • Since you would need some time to talk to your suppliers, you could introduce a 1 month delay in your operations.

The products that work best will give you an idea of ​​what to do.

  • After 6 months, you find the product line that bests suits your customers’ preferences and maximizes your profits .

Blogging - PDCA Model example

pdca problem solving model

Now, we’re going to imagine that you have just started your own Blog .

  • This is a very common situation.

Therefore, you decide to use the PDCA Method:

Since Google needs time to Rank content correctly, you will develop a 1-year plan .

The first 6 months, you’ll write about 5 different Topics that you like the most .

  • If you want to have a successful Blog, you need to love what you write about.

After those 6 months, you’ll decide what 3 Topics you’ll write about the next 6 months .

  • By choosing the 3 most popular Topics.

Finally, after 1 year, you’ll chose your final main Blog Topic .

Every week, you’ll write 2 good Blog Posts .

  • In the first 6 months, you’ll have written 10 Posts of each Topic.

After 6 months you analyze:

  • Which Topics were most popular.
  • What Post Structure was most successful (length, appearance).

Google offers an infinity of tools and metrics for this.

Were your assumptions and predictions correct?

After 6 months, you decide what Topics to focus on and what Structure you will follow the next 6 months.

  • After an exhausting year, you finally have found your niche and your results do not stop growing .

Personal Trainer - PDCA Model example

pdca problem solving model

Now, you are a Personal Trainer .

  • You have different clients that you train regularly.

You are thinking of a new type of training but you are not sure how to design it.

You then decide to use the PDCA Method:

You decide to offer 4 of your Clients a new training method.

You will test different versions of it and measure the Weight loss and Customer satisfaction of each version .

After 2 months , you’ll decide what modifications you can make to each training method and you’ll repeat the whole process with 4 new Clients .

You’ll repeat this cycle 3 times: you’ll need 6 months .

Every week, you prepare the training of your 4 “special” Clients closely, measuring :

  • Their satisfaction (with a simple and quick test).
  • Their weight loss .
  • Their health in general.

Every 2 months, you collect all the results obtained and decide what works best and what doesn’t .

  • By doing this you can introduce further modifications for the training of the new 4 clients.

Finally, you introduce the modifications necessary for the new training programs and you offer it to 4 different Clients .

  • After 6 months you end up with a new effective training that people love .

Summarizing

The PDCA Model is an iterative problem-solving tool that proposes 4 simple Steps to achieve Goals efficiently.

  • These steps should be repeated cyclically until the Goal has been achieved.

The 4 Steps proposed are:

  • Plan : Prepare your Goals and Strategy.
  • Do : Take the necessary actions.
  • Check : Test your results.
  • Act : Introduce the necessary modifications.
  • The PDCA Method offers 4 simple Steps to follow.

It is a very simple and flexible model that can be used in many situations.

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What is the Plan-Do-Check-Act (PDCA) cycle?

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The PDCA cycle is a useful technique for addressing, analyzing, and solving business problems. Because the PDCA cycle is built on the process of continuous improvement, it offers a level of flexibility and iterative improvement. 

PDCA cycle history

The PDCA cycle was first introduced by Walter Shewhart , the father of statistical quality control. In his book, Economic control of quality manufactured product , Shewhart applied the scientific method to economic quality control. 

Shewhart’s thesis was further developed by W. Edwards Deming , who championed Shewhart’s work. Deming expanded on Shewhart’s idea and used the scientific method not only for quality control but also process improvement.

Deming went on to teach the method—which he called the Shewhart cycle—to Japanese engineers. There, the Shewhart cycle mixed with kaizen (the Japanese principle of continuous improvement , which was developed by Kaoru Ishikawa ), the Toyota production system, and lean manufacturing to become what we now call the Plan-Do-Check-Act (PDCA) cycle. 

Nowadays, the Plan-Do-Check-Act cycle is commonly used as part of lean project management .

This methodology has many names, including:

Plan-Do-Check-Act cycle, or PDCA cycle

Deming cycle or Deming wheel

Shewhart cycle

Control cycle

Plan-Do-Study-Act cycle or PDSA cycle 

When should you use the PDCA cycle?

The PDCA cycle is a framework for how to approach and resolve project management and process improvement problems. As a result, it can be implemented for a wide variety of projects. Teams that use the PDCA cycle effectively embrace the element of continuous improvement—rather than using the cycle for an end-to-end process, the PDCA cycle is a way to ensure continuous improvement and implement the iterative process . 

The Plan-Do-Check-Act cycle is particularly useful when you want to:

Streamline and improve a repetitive work process

Develop a new business process

Get started with continuous improvement

Rapidly iterate on change and see immediate results

Minimize errors and maximize outcomes

Test multiple solutions quickly

4 steps to use the PDCA cycle

The four steps of the PDCA process are in the name: planning, doing, checking, and actioning. Notably, this process is a cycle, so as soon as you reach the end, you can start over from the beginning again. 

The first step to any process improvement or project planning is to figure out what you need to do. Like any project plan , this includes a variety of information, including:

The project objectives

Success metrics

The project deliverables or end result

Project stakeholders

The project timeline

Any relevant project risks or constraints

You can use the PDCA cycle for a wide variety of projects. Whether you’re building a new project from scratch or using the PDCA as a quality improvement project, investing in a robust planning phase is a great way to set the project on the right track. 

Keep in mind that PDCA is a cycle. It’s okay if you don’t have all of the answers the first time around, since you’ll probably run this cycle multiple times. Each time you re-run the PDCA cycle, evaluate your project plan to ensure it’s up-to-date and accurate towards your project goals. 

Once you’ve ironed out your project plan, the next step is to try it out. Like most types of lean project management, PDCA embraces small, incremental changes. During the Do phase of the PDCA cycle, implement the project plan on a small scale to ensure it works. 

Review the test you ran during the Do phase of the PDCA cycle to ensure everything went according to plan. More likely than not, you will identify things to improve on during the Do phase. After all, it isn’t called continuous improvement for nothing! The Check phase is critical to finding these small things before they get too big and problematic. 

If necessary, revisit your project plan to ensure your project is still hitting your project objectives. Alternatively, if you realized you need to make a change to the project plan, you can also do so now. 

After the check, move to the Act phase, which includes rolling out the full project or process improvement. Don’t forget that the PDCA cycle is a cycle. If you need to, return to the Plan phase to continuously improve your project or processes. 

Pros and cons of the Plan-Do-Check-Act cycle

The PDCA cycle is a powerful tool to continuously improve, but there are also some disadvantages to using this system as well. Take a look at the pros and cons of the PDCA cycle: 

Helpful for teams looking to get started with continuous improvement

Flexible methodology for virtually any project

Quickly implement change and see results

Use the PDCA as your standard operating procedure to increase org-wide standardization without the use of a project management office (PMO)

Proven continuous improvement methodology

You need support from senior management in order for the PDCA cycle to be particularly effective

Value comes from running the cycle over and over again. Not an effective methodology if you only plan on doing it once. 

Requires time to implement and learn

Isn’t a great solution for urgent projects, since you typically expect to run the cycle multiple times

Planned-Done-Checked-Actioned

The PDCA cycle is an effective way to implement continuous improvement and problem solving. To get the most out of the PDCA cycle, set your projects up for success with project planning tools . Plan, manage, and track your team’s projects to hit your deliverables on time. 

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Applying the PDCA Cycle: A Blueprint for Continuous Improvement

PDCA Cycle

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Also known as Shewhart Cycle and Deming Wheel.

Variants include PDSA Cycle and OPDCA.

The Plan-Do-Check-Act Cycle (PDCA Cycle) is a four-step model for systematic problem solving and continuous improvement. It offers a simple and structured way for resolving business-related issues and creating positive change . This framework is widely recognized as the basis for enhancing the quality of processes, products, and services by following a logical sequence of four steps: Plan, Do, Check, and Act.

The PDCA cycle model can be applied in most kinds of projects and improvement activities, whether they are breakthrough changes or smaller incremental enhancements. For example, it can be effectively utilized when aiming to enhance employee skill levels within an organization, change the supplier of a product or service, or increase the quality of care and patient engagement within a hospital.

A common practical example of the PDCA cycle can be illustrated when dealing with customer complaints. This scenario involves steps like reviewing, categorizing, and prioritizing the existing complaints, generating potential solutions for addressing the most frequent complaints, conducting pilot surveys with sample customers to test new options, collecting and analyzing customer data and feedback, and ultimately implementing lessons learned on a larger scale. The above steps represent the PDCA cycle in action.

PDCA Cycle

The Four Phases of the PDCA Cycle

The PDCA cycle begins with the Planning phase which involves the identification of the problem and objectives. During this phase, a collaborative effort is made to agrees on the problem to be solved or the process to be improved. Subsequently, an in-depth analysis of the existing as-is situation is conducted, alternative solutions are identified, and the most promising solution is selected and scheduled for implementation.

In the Do phase, the selected solution is put into action on a limited scale. This phase also involves ongoing progress measurement, data collection, and feedback gathering to facilitate subsequent analyses.

The Check phase involves analyzing the collected data and feedback and comparing the outcome against pre-established objectives. This phase allows to evaluate how well the solution has worked and where further enhancement may be needed. Additionally, it involves the identification of unexpected issues and the gathering of key learnings. It is important to note that the Do and Check phases may need to be repeated until the desired results are achieved.

PDCA Guide

The Act phase is the point at which the chosen solution is fully integrated. This phase requires taking actions based on the insights acquired from the Check phase. A plan for full-scale implementation is carried out, taking into account the associated costs and benefits. The Act phase also concerned with standardizing , documenting, sustaining the improved process, as well as integrating it into the organization’s system.

The utilization of the PDCA cycle doesn’t necessarily stop once the Act phase is completed. The improved process often becomes the new baseline, which may prompt a return to the Plan phase. Multiple iterations of the PDCA cycle may be essential for a permanent resolution of the problem and the attainment of the desired future state. Each cycle brings one closer to their goals and extends their knowledge further.

pdca problem solving model

A common example often used to illustrate the PDCA cycle is when a team is initiating a new product development.

pdca problem solving model

Another example is when a lab team is planning to solve a customer complaint about the delayed test results at a laboratory.

pdca problem solving model

In the 1990s, a modified version of the PDCA cycle was introduced. It was called PDSA cycle where ‘S’ stands for Study. It is believed that data analysis is important for any improvement effort, and “Checking” does not really imply studying and analyzing the data.

PDSA Cycle

OPDCA is another version of PDCA where ‘O’ stands for Observe . The Observe is added at the front of the cycle to emphasize the need to observe before creating any plan. The goal of observation is to find out what is really happening and what can be improved.

OPDCA Cycle

You may find it useful to use the following tools in each phase of the PDCA/PDSA cycle:

  • Plan – process mapping , brainstorming, waste analysis , prioritization matrix , improvement roadmap , gap analysis , and force field analysis .
  • Do – Gantt chart , dashboard, data collection methods , sampling, observation , check sheet , and control chart.
  • Check/Study – graphical analysis , statistical analysis, 5 whys , fishbone diagram , Pareto analysis , root cause analysis, and decision-making techniques .
  • Act – process mapping , Gantt chart , dashboard, control chart, control plan, visual management , and standard work .

pdca problem solving model

Several tools are available to aid in planning and monitoring project activities using the PDCA model. One of the most straightforward methods is to use this  PDCA template .

Wrapping Up

PDCA represents the logical way of thinking we tend to follow when resolving problems and implementing continuous improvement. The objective is to make significant progress towards achieving the intended goal. Furthermore, it is important to note that the PDCA model stands at the core of almost all quality management systems. TQM, ISO standards and the A3 thinking process are all based around the PDCA philosophy.

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The Plan-Do-Check-Act (PDCA) Cycle: A Guide to Continuous Improvement

pdca problem solving model

The Plan-Do-Check-Act (PDCA) cycle is a quality management methodology that aims to continuously improve processes. 

This continual improvement approach was first developed and used in the 1950s by Dr. William Edwards Deming and since then it gained popularity and is now used by many organizations. Originally, the concept used by Deming was Plan-Do-Study-Act (PDSA) , a systematic method used to test and study the implemented changes. The PDSA cycle led to the distinguished process of the PDCA cycle .

The Four Stages of the PDCA Cycle

The PDCA cycle is based on a scientific method and emphasizes the importance of data-driven decision-making. 

The four stages of the PDCA cycle are:  

The four stages of the PDCA cycle

The Plan stage is the first step in the PDCA process. One of its main objectives is to identify any problems or issues, and the other is to find opportunities for improvement. During this stage, it is important to clearly define the problems and opportunities, set goals and objectives, and develop a plan of action. 

Throughout the process, developers of the plan should gather data related to problems and opportunities, identify the root causes, and determine all the steps that need to be taken to address them. A well-thought and well-designed plan increases the chances of success and effectiveness.

After careful planning, now it is time to follow all the steps outlined in the Plan step and put the plan into action. This happens in the Do step which is the second stage of the PDCA process. This stage may involve many changes in processes, training of personnel, etc. It is important to apply these changes on small scales as it is easier to control their effectiveness.

During this stage, implementers should also collect data that helps to control, monitor, and measure the process results based on the prior set parameters. 

The Check step is the stage where the results are analyzed. It involves monitoring and evaluating the actions taken in the Do step. It is used to determine the effectiveness of the plan and to avoid recurring mistakes. 

During this step, organizations collect data on the results of the action previously taken on the Do step and use that to measure the success of the plan. The results are compared to the objectives and goals set during the Plan step, and they are evaluated to identify areas of improvement.

The Act step in the PDCA cycle is the final stage where organizations implement the effective solution evaluated in the Check step. The goal of the Act step is to ensure continuous improvement and learning in the problem-solving process.

During the Act step, organizations review the results from the Check step, identify gaps between actual and desired outcomes, and modify the solution if necessary. Afterward, they implement the modified plan and monitor its effectiveness. It is a critical ongoing process that ensures the achievement of the desired goals. 

Key Benefits of the PDCA Cycle

The PDCA cycle provides several benefits for organizations:  

Benefits of a PDCA cycle

  • Continuous improvement – PDCA helps organizations to continuously enhance processes and procedures.
  • Problem-solving – PDCA assists organizations in identifying and resolving problems through a structured approach.
  • Team involvement – PDCA promotes teamwork and collaboration, allowing employees from different departments and levels to work together towards a common goal.
  • Effective communication – PDCA encourages effective communication between team members, allowing the sharing of information, ideas, and feedback.
  • Increased customer satisfaction – PDCA can impact customer satisfaction by ensuring that processes are regularly reviewed and improved to meet customer needs.
  • Increased efficiency – PDCA can lead to increased efficiency as processes are structured, streamlined, and improved over time. 

The benefits of the PDCA cycle have been recorded even in many big organizations . For example, the implementation of the PDCA cycle with other quality management methodologies has helped Nike double its size from US $100 billion in 2015 to over US $200 billion in 2021. Furthermore, other organizations, such as The Mayo Clinic and Nestle, have benefited from these approaches and have increased their efficiency. 

Tips and Best Practices for Implementing the PDCA Cycle

Implementing the PDCA cycle can be a valuable tool for continuous improvement in organizations. Here are some tips and best practices to consider when implementing the PDCA cycle:

  • Define the process – Clearly define the process being improved, its steps, and what the desired outcomes are.
  • Establish metrics – Define metrics to measure the success of the process improvement.
  • Plan and prepare – Develop a plan for implementing the process improvement, including any necessary resources and timeline.
  • Implement and observe – Implement the process improvement, observe, document any changes, and collect data to measure the impact.
  • Evaluate results – Evaluate the results of the process improvement and make necessary adjustments.
  • Continuously improve – Continuously repeat the PDCA cycle, using the lessons learned from each cycle to drive ongoing improvement. 
  • Involve the right people and build a culture of continuous improvement – Choose competent employees and teams and involve them directly in the process being improved.
  • Communication and training – Ensure that all stakeholders are involved and aware of the PDCA cycle and their role in it. Provide training and support to help employees understand the process and how they can contribute to it.
  • Celebrate success – Celebrate successes and share the results of the PDCA cycle with employees and stakeholders to encourage ongoing improvement efforts.

PDCA Cycle and ISO 9001 Quality Management

The PDCA cycle and ISO 9001 are closely related, as the PDCA cycle is a key component of the ISO 9001 Quality Management System (QMS) standard. ISO 9001 is a globally recognized standard for quality management, which requires organizations to implement and maintain a QMS to continuously improve their processes and products.

The PDCA cycle aligns with the overall structure and objectives of ISO 9001, as it helps organizations to systematically identify and address issues in their processes, track and measure their performance, and continuously improve their QMS. The PDCA cycle can be used as a tool to support and enhance an organization's efforts to achieve and maintain ISO 9001 certification.

The PDCA cycle is also connected and applies to other ISO standards such as ISO/IEC 27001 Information Security Management System (ISMS) , ISO 14001 Environmental Management , ISO 45001 Occupational Health and Safety Management System , and ISO 13485 Medical Devices Quality Management System . 

About the Author

Vlerë Hyseni is the Digital Content Officer at PECB. She is in charge of doing research, creating, and developing digital content for a variety of industries. If you have any questions, please do not hesitate to contact her at: [email protected] .

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What Is Plan-Do-Check-Act Cycle? The 4-Step Model Explained

PDCA (Plan-Do-Check-Act) is a problem-solving iterative method for improving processes and products continuously. Let’s discover each stage of the PDCA cycle and the benefits it will bring to your processes.

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What Does the PDCA Cycle Mean?

Explained briefly, the Plan-Do-Check-Act cycle is a model for carrying out change. It is an essential part of the Lean manufacturing philosophy and a key prerequisite for continuous improvement of people and processes.

First proposed by Walter Shewhart and later developed by William Deming, the PDCA cycle became a widespread framework for constant improvements in manufacturing, management, and other areas.

PDCA is a simple four-stage method that enables teams to avoid recurring mistakes and improve processes.

As we've explained the PDCA's meaning, let’s get deeper into the topic and learn more about the cycle.

Brief History of PDCA 

The American statistician and physicist Walter Shewhart is considered the father of PDCA. He was passionate about statistical analysis and quality improvement, and he built the foundation of PDCA recorded in numerous publications.

At first, he developed a 3-step repeating cycle for process improvement also known as "the Shewhart cycle". The three phases of this cycle were: 

Years later, inspired by Shewhart’s ideas, William Deming expanded the model into a learning and improvement cycle consisting of the following steps: 

pdca problem solving model

This model was redesigned by the Japanese Union of Scientists and Engineers (JUSE) in 1951 and became what we know today as a PDCA cycle.   

What Are the 4 Steps of the PDCA Cycle? 

PDCA

PDCA cycle is an iterative process for continually improving products, people, and services. It became an integral part of what is known today as Lean management . The Plan-Do-Check-Act model includes solutions testing, analyzing results, and improving the process.

For example, imagine that you have plenty of customer complaints about the slow response rate of your support team. Then you will probably need to improve the way your team works to keep customers satisfied. That is the point where PDCA comes into play.

Let’s take a closer look at the four stages of the PDCA process.

pdca-plan

At this stage, you will literally plan what needs to be done. Depending on the project's size, planning can take a major part of your team’s efforts. It will usually consist of smaller steps so that you can build a proper plan with fewer possibilities of failure.

Before you move to the next stage, you need to be sure that you answered some basic concerns:

  • What is the core problem we need to solve?
  • What resources do we need?
  • What resources do we have?
  • What is the best solution for fixing the problem with the available resources?
  • In what conditions will the plan be considered successful? What are the goals?

Keep in mind you and your team may need to go through the plan a couple of times before being able to proceed. In this case, it is appropriate to use a technique for creating and maintaining open feedback loops, such as Hoshin Kanri Catchball . It will allow you to collect enough information before you decide to proceed.

pdca-do

After you have agreed on the plan, it is time to take action. At this stage, you will apply everything that has been considered during the previous stage.

Be aware that unpredicted problems may occur at this phase. This is why, in a perfect situation, you may first try to incorporate your plan on a small scale and in a controlled environment.

Standardization is something that will definitely help your team apply the plan smoothly. Make sure that everybody knows their roles and responsibilities.

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This is probably the most important stage of the PDCA cycle. If you want to clarify your plan, avoid recurring mistakes, and apply continuous improvement successfully, you need to pay enough attention to the CHECK phase.

This is the time to audit your plan’s execution and see if your initial plan actually worked. Moreover, your team will be able to identify problematic parts of the current process and eliminate them in the future. If something goes wrong during the process, you need to analyze it and find the root cause of the problems.

pdca-act

Finally, you arrive at the last stage of the Plan-Do-Check-Act cycle. Previously, you developed, applied, and checked your plan. Now, you need to act.

If everything seems perfect and your team managed to achieve the original goals, then you can proceed and apply your initial plan.

It can be appropriate to adopt the whole plan if objectives are met. Respectively, your PDCA model will become the new standard baseline. However, every time you repeat a standardized plan, remind your team to go through all steps again and try to improve carefully.

Why Is PDCA Important for Your Business?  

The PDCA methodology is widely used for problem-solving and to create quality process improvements. By deploying this model, organizations aim to enhance their internal and external processes by eliminating any issues along the way of the work process. 

The cyclical nature of this model allows teams to identify and remove defects early in the process and restart the cycle until the desired outcome is reached. This increases efficiency and eliminates ineffective elements until the optimal solution can be identified. 

Because of the continuous approach of PDCA, organizations can use this model to gather relevant information before considering whether to progress with a plan or make improvements. This data-driven approach provides a ground basis for organizations’ continuous improvement of processes, products, services, and people. 

When to Use the PDCA Cycle? 

A specific characteristic of PDCA is that it is relatively versatile. This trait of the cycle allows it to be used across various businesses, organizations, departments, and even individual teams. There is no limitation in terms of its implementation, and it could be applied in the following scenarios: 

  • Developing a new product or service  
  • Optimizing current processes or products 
  • Kicking off a new process improvement project 
  • Exploring new opportunities for continuous improvement 
  • Implementing change  
  • Detecting process issues and working toward removing them 

What Are Some Real-Life Examples of PDCA? 

Example #1: nestlé .

Reducing waste in all aspects of work is an all-time mission for Nestlé. To respond to this message, the company successfully rolled out the concept of Lean management. Furthermore, they introduced the Kaizen method to make sure that everyone in the company meets the idea of continuous improvement. Following the principle of Kaizen that every slight improvement should be made to increase efficiency and reduce costs, the company implemented the PDCA cycle to provide guidelines. (Source: TheGemba.com )

In addition, Nestlé Waters is an example of how techniques such as Value Stream Mapping (VSM) can help illustrate the flow of materials and information from raw material to the final product. As a result of implementing this process, the bottling plant has experienced a significant increase in its process efficiency. 

Example #2: Lockheed Martin

Lockheed Martin operates in the aerospace industry and is a bright example of how the Kaizen methodology brings results to a company's operations. Implementing the PDCA cycle has standardized the projects and increased the quality of the products and services by targeting a problem and solving it through multiple iterations. Improvements were noticed in the period 1992-1997 when the company made 38% reduction in manufacturing costs, 50% reduction in inventory, and a reduction in delivery time from 42 to 21.5 months. (Source: 6Sigma.com )

Example #3: Nike

Nike embraced Lean manufacturing with the belief that this continuous improvement philosophy is the foundation of their advanced sustainable manufacturing and empowering their workforce. To improve the quality of work conditions and deliver the highest-quality product while eliminating non-value-added activities, Nike implemented the PDCA cycle as part of their process improvement training. (Source: OpEx Learning )

Continuously Improving through PDCA

The PDCA cycle is a simple but powerful framework for fixing issues on any level of your organization. It can be part of a bigger planning process, such as Hoshin Kanri .

The repetitive approach helps your team find and test solutions and improve them through a waste-reducing cycle.

The PDCA process includes a mandatory commitment to continuous improvement, and it can have a positive impact on productivity and efficiency.

Finally, keep in mind that the PDCA model requires a certain amount of time, and it may not be appropriate for solving urgent issues.

PDCA Frequently Asked Questions (FAQ) 

What is the difference between pdca and six sigma .

Six Sigma is a quality and process improvement approach that provides organizations with a set of tools and techniques to improve work performance and increase the quality of products and services. One of the tools included in that toolset is the PDCA cycle.  While Six Sigma provides the framework for determining what is slowing the process, methods like PDCA explain the steps to identify and eliminate issues.  

What Is the Difference between PDCA and PDSA? 

PDCA stands for "Plan-Do-Check-Act", whereas PDSA is for "Plan-Do-Study-Act". Even though these two 4-step models are designed to bring improvements into processes, the difference between them is one stage in each cycle.  

At the "Check" stage in PDCA, the team needs to audit its plan’s execution and see if its initial plan worked. In contrast, the "Study" stage in PDSA aims to analyze in depth the results of any change applied at each step, ensuring long-term process improvements. Either way, you can use both models by studying and checking the results obtained from tests. 

The PDCA Cycle and Kaizen 

Both PDCA and Kaizen strive for continuous improvement through small, incremental changes and creating an organizational culture of Lean thinkers and problem-solvers. The developed Kaizen methodology includes doing small experiments and monitoring results, then adjusting when new improvements are suggested. To apply this concept in practice, the PDCA cycle provides a framework to promote improvements continuously.   

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The PDCA Cycle (30+ Plan Do Check Act Examples)

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In today's busy world, everyone is looking for simple ways to do things better and faster. Enter the PDCA cycle. It's like a four-step dance for making things work smoothly.

The PDCA cycle is an improvement cycle that involves four steps: Plan, Do, Check, and Act, to help improve any business process or task.

If you want to make your work more organized or solve problems more efficiently, the PDCA cycle can be your go-to tool.

Introduction to the PDCA Cycle

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The PDCA cycle is a tool that helps with project planning. It breaks down a process into manageable steps, helps you test them, and adjust to get better results.

The cyclical nature of PDCA is a simple guide to help groups and companies work better and keep improving.

It's not just a one-time thing. This PDCA model is like a circle that keeps going, helping you learn and grow. By going through the steps again and again, you can stay up to date and keep making things better.

Even though it started in factories with quality control, the PDCA cycle is now used everywhere—in hospitals, schools, tech companies, and even for personal goals. It's easy to use, and you don't need special training or tools. You just need to be ready to try new things and keep improving.

Brief History of PDCA

The origins of the PDCA cycle trace back to the early 20th century. A man named Walter Shewhart , often called the 'father of statistical quality control,' introduced the idea.

Shewhart was working in the world of manufacturing, seeking ways to make production more efficient and error-free. Remember, this was a time when factories were booming, and any way to save time or reduce mistakes was super important.

Building on Shewhart's thoughts, Dr. W. Edwards Deming further used the plan do check act cycle for something new in the mid-1900s.

Deming's work specifically dealt with rebuilding Japan's industry after World War II . He realized that for industries to succeed, they needed a simple and strong framework. And he favored the PDCA cycle as a means of problem solving and continuous improvement.

It's because of these two people who helped create the process that it's sometimes called the Deming Cycle, Deming Wheel, or Shewhart Cycle.

So, why should you care about this history? Because understanding where the PDCA cycle came from helps in appreciating its value. It's not just a trendy buzzword; it's a tested and proven method that's been helping businesses for almost a century.

4 Steps of the Plan Do Check Act Cycle

Simply put, the four stages or steps are: Plan, Do, Check, Act. In a way, this is project management plan that not only improves management practices but also eliminates ineffective elements.

This is the planning stage—the time you think and plan. You find a problem or a chance to do something and decide what you want to achieve. Basically, you set up project goals and potential solutions to business problems.

Now, it's action time. Do the plan you laid out in the previous stage. But don't just rush in! It's important to do this on a smaller scale first, like a pilot test. Consider it a 'trial run'. This way, you get to see how things work without fully committing.

After you've taken action, you pause and assess. You're looking back at the results of your 'Do' phase. Did it go as planned? Were there unforeseen hiccups? This is your moment of reflection. Remember, there are problably multiple solutions to any problem, so if this plan didn't work, you can try a new one.

Sometimes this method is called plan do study act, instead of plan do check act. So you can think of this as the time to study the data.

After looking at the results from the 'Check' step, you make changes. If things worked, you can do more of it. If not, you fix and improve. After making changes, you start the cycle again with 'Plan'.

In essence, the PDCA cycle is an ongoing journey of improvement. It's all about learning, repeating, and progressing.

The Importance of Continuous Improvement

woman on a treadmill

The heart of the PDCA cycle lies in the principle of continuous improvement . In today's ever-evolving world, standing still is not an option. You either move forward, or you risk falling behind.

Continuous improvement isn't about chasing perfection. It's about the journey of getting better every day. It’s acknowledging that no matter how good a process or product is, there's always room to do better.

Here’s why it is crucial to continuously improve:

1. Adapting to Change : Just like seasons change, so do markets, customer preferences, and technologies. By continuously improving, you ensure that you're not left behind.

2. Efficiency and Productivity : Improving business processes means eliminating wastes and unnecessary steps. This results in faster outputs with fewer resources.

3. Employee Satisfaction : Believe it or not, people like being part of a system that gets better. It boosts morale and engagement. When employees see their feedback being used to make positive changes, they feel valued and involved.

4. Customer Satisfaction : Continuously improved products or services translate to happier customers. By showing that you’re committed to betterment, you not only keep loyal customers but also attract new ones.

5. Long-Term Success : Think of continuous improvement as investing in the future. Small enhancements today can lead to significant benefits in the long run.

Use-Cases of the PDCA Cycle

Let's shift our gaze from the theory of PDCA to its real-world applications. The plan do check act cycle is not limited to big businesses or specific industries; it can be used by anyone who wants to continuously improve processes.

In hospitals, patient care is the most important. By using the PDCA cycle, hospitals can make patient admissions easier, improve treatment plans, and perform better after-care procedures.

For example, if a hospital notices long wait times in the emergency room, they can Plan a strategy to make it better, Do a trial run with the new system, Check the results, and then Act to put the plan into place everywhere or change it based on the feedback from the trial run.

Schools and colleges are always looking for ways to improve student learning and involvement. The PDCA cycle can help with curriculum design, classroom management, or even in creating better ways for students to give feedback.

A school might notice students struggling with online learning. They can then make a plan to offer additional resources, test it out with a group, assess the results, and change accordingly.

Tech Startups

In the tech world, you need to keep up with changes. Startups can use the PDCA cycle to make better products, improve user experience, or market better.

Think of a new app with problems after it's launched. The company can make a plan to solve it, try the fix, see what users say, and then improve it for the desired outcome.

Personal Goal Setting

Beyond organizations, individuals can use the PDCA cycle for personal development. Whether it's fitness goals, learning a new skill, or financial planning, this cycle can be a guide.

Suppose you set a goal to read more books. You plan by setting aside time each day, try it out for a week, check if you're consistent, and then adjust based on challenges or insights.

Manufacturing

PDCA started in factories, and they can gain a lot from it. It can help improve products and make production faster.

If a factory finds more faulty products, they can use the PDCA cycle to find the problem, try fixes, see what works, and then use the best solution regularly.

Starting Your Own PDCA Cycle: Step-by-Step Guide

tech startup running analytics

Let's walk through how you can start your own PDCA journey.

1. Identify a Challenge or Opportunity : Every journey begins with a destination in mind. Look for an area in your organization, project, or personal life that needs improvement or has potential for growth. It could be as simple as improving morning routines or as complex as recreating a product line.

2. Gather Data : Arm yourself with information. Understanding the current situation helps in setting realistic goals. If sales have dropped in your business, get numbers. How much? Since when? Any patterns?

3. Set Clear Objectives : Define what success looks like. If you're addressing the sales drop, decide on a target percentage increase. Be specific. Instead of saying "increase sales," aim for "increase sales by 10% in the next quarter."

4. Brainstorm Solutions : Think of strategies to meet your objective. If it's about sales, maybe you need better marketing, more training for the sales team, or even a new product feature.

5. Pilot Test : Remember the importance of the 'Do' phase being a trial run? Implement your solution, but start small. This reduces risks. Using our sales example, maybe first train a small sales team with a new technique and see how it works.

6. Evaluate Results : Once your pilot is done, check the outcomes. Did sales improve for the team that received new training? By how much? Were there any challenges?

7. Implement or Adjust : Based on your evaluation, take action and implement change yourself. If the new sales training worked well, roll it out for everyone. If not, revisit your strategies, adjust, and test again. This is the act phase.

8. Document Everything : Keep a record of your entire PDCA process. This not only helps in future cycles but also creates a way for your team to look at what worked, what didn't, and make incremental changes in their process improvement.

9. Loop Back : The PDCA cycle isn’t a one-time thing. After 'Act', circle back to 'Plan'. Maybe after addressing sales, the next cycle focuses on having your customers came back again and again.

10. Celebrate and Reflect : Lastly, every time you complete a cycle, take a moment to acknowledge the progress. Celebrate wins, no matter how small. And always reflect on lessons learned for future cycles.

Common Mistakes and How to Avoid Them

The Shewhart cycle is an iterative process. In other words, it's a continuous process improvement.

But, just as a juggler learns best from dropped balls, understanding common mistakes in the PDCA cycle can prepare you to avoid or address them before they happen.

1. Skipping the Planning Phase : In eagerness to act, it's tempting to jump straight into action. But remember, a house built on shaky foundation won't stand for long.

Strategy : Always invest time in thorough planning. This phase sets the tone for the entire cycle.

2. Ignoring Data : Operating on gut feelings or assumptions can lead you down the wrong path. The PDCA cycle relies on data-driven decisions.

Strategy : Consistently gather relevant information. Then analyze it. Let numbers guide your actions.

3. Setting Vague Objectives : Broad goals like "improve customer service" lack direction. Instead, be specific in your initial plan.

Strategy : Always aim for SMART (Specific, Measurable, Achievable, Relevant, Time-bound) objectives. Instead of "improve customer service," aim for "reduce customer complaints by 15% in the next two months."

4. Neglecting the 'Check' Phase : It's easy to move from action to adjustments without pausing. But without assessment, you might miss valuable insights.

Think of it like the scientific method, where you have a controlled environment and by looking at the success criteria you can make sure you avoid recurring mistakes.

Strategy : Always allocate time to evaluate results. It's this reflection that powers informed adjustments.

5. Resisting Change : Sometimes, looking at the data will show a need for significant changes. Resistance can slow or stop progress.

Strategy : Cultivate a growth mindset . Embrace changes as opportunities to learn and grow.

6. Stopping After One Cycle : Viewing the PDCA cycle as a one-off can limit its benefits. Remember, it's about continuous improvement.

Strategy : Always loop back. Each cycle offers a chance to refine further.

7. Working in Silos : Keeping the PDCA process in only one department or individual can limit its scope and effectiveness.

Strategy : Promote collaboration. Encourage cross-departmental input and feedback.

8. Fearing Failures : Not every cycle will lead to positive results. Fear of failures can slow innovation and risk-taking.

Strategy : Reframe failures as learning opportunities. Every setback is a setup for a better comeback.

9. Neglecting Documentation : Forgetting to record your processes and outcomes can lead to repeated mistakes.

Strategy : Maintain a detailed log of every PDCA cycle. This becomes a reference point for the next stage.

10. Overcomplicating the Process : The PDCA cycle is inherently simple. Overloading it with complexities can reduce its effectiveness.

Strategy : Stick to the basics. Keep the cycle streamlined and straightforward.

Pros and Cons of the PDCA Cycle

While the PDCA cycle has many benefits, it's important to be aware of its limitations too. Let's weigh both sides of this coin to give you an more rounded view.

Pros of the PDCA Cycle

1. Simplicity : At its core, the PDCA cycle is a straightforward four-step process. This makes it easy to understand, adopt, and communicate across teams.

2. Versatility : Whether it's a multinational corporation or your personal fitness goal, the PDCA cycle can be applied anywhere. Its universality is one of its strongest points.

3. Data-Driven : By relying on data and evaluations, the PDCA cycle reduces guesswork and ensures decisions are supported by hard evidence.

4. Continuous Improvement : The continuous loop promotes regular refinement, ensuring that internal and external processes and strategies are always evolving and improving.

5. Risk Mitigation : By emphasizing small-scale testing in the 'Do' phase, the PDCA cycle helps to identify potential issues or ineffective elements early on, reducing the chances of large-scale failures.

6. Empowers Teams : Since it's a collaborative work process, the PDCA cycle encourages team input and feedback, leading to more inclusive and holistic solutions.

Cons of the PDCA Cycle

1. Time-Consuming : Especially during the initial phases, the PDCA cycle can be time-intensive as teams gather data, plan, and test.

2. Potential for Overanalysis : The 'Check' phase, if not kept in check, can lead to "paralysis by analysis," where teams get too caught up in evaluating data and delay actionable steps.

3. Dependency on Data : While being data-driven is a strength, it can also be a limitation if there's a lack of quality data. Poor data can lead to bad decisions.

4. Requires Commitment : For the PDCA cycle to be effective, it requires consistent commitment from the team. Occasional or half-hearted attempts might not yield good results.

5. Scope for Subjectivity : While the process is data-driven, interpretations of the data can be subjective , leading to potential biases in decisions.

Real-Life Examples of the PDCA in Action

hospital patient

Stories have a way of making concepts stick. With strategic planning, people can reduce costs, have quality improvement, and progress regularly.

Let's step into the real world and explore some stories that show the PDCA cycle making a noticeable difference.

1. A Coffee Shop's Quest for the Perfect Brew : A local coffee shop noticed a dip in their morning sales. Using the PDCA approach, they planned a way for customers to tell them what they want. They then introduced new coffee blends on a trial basis.

After assessing customer feedback and sales data, they found that introducing cold brews and specialty lattes was a hit. The shop adjusted its menu, retrained its baristas, and saw a 20% rise in sales the following month.

2. School Attendance Improvement : A school was finding that students were absent a lot. The management planned a survey to understand the reasons. From the feedback, they introduced a mentorship program and more engaging extra-curricular activities.

After testing these out for a semester, there was a noticeable increase in student attendance. The school then acted by making these changes permanent and continued to monitor attendance rates for further improvements.

3. Tech Firm's Bug Battle : A tech startup's app had a lot of bugs after a major update. The team planned a way for users to report issues. They then put out smaller patches to address the most common problems.

Checking user reviews and bug reports, they realized the need for a more in-depth testing phase before updates. Acting on this, they changed their testing protocols, leading to more stable updates in the future.

4. Personal Fitness Journey : Mike wanted to get in shape. He planned a workout routine and a diet. For the first two weeks, he tested a mix of cardio and weights.

Checking his progress, he realized he enjoyed weight training more and saw better results with it. He then acted by focusing more on strength training and adjusting his diet to support muscle growth. By the full end to end process of three months, Mike had lost 15 pounds and increased his muscle mass.

5. Hospital's Patient Care Boost : A city hospital wanted to make it so patients could leave sooner after treatment. They planned by gathering data on current discharge processes.

They tried to improve processes by bringing a digital system to one department. Using this system, they found that paperwork was processed faster meaning patients could leave sooner. The hospital acted by implementing the digital system hospital-wide.

Frequently Asked Questions (FAQ)

1. What is the PDCA cycle? The PDCA cycle is a four-step method used to improve processes and systems. The steps are Plan, Do, Check, and Act.

2. Where did the PDCA cycle originate? The PDCA cycle has its roots in the early 20th century, introduced by Walter Shewhart and further refined by Dr. W. Edwards Deming.

3. Can the PDCA cycle be used outside of manufacturing? Yes, while it started in manufacturing, today the PDCA cycle is used in various sectors like healthcare, education, tech startups, and even for personal goals.

4. Why is the 'Check' phase crucial in the PDCA cycle? The 'Check' phase involves assessing results. It's essential for understanding what's working and what needs adjustment, ensuring the cycle's effectiveness.

5. What are the main benefits of the PDCA cycle? The PDCA cycle promotes continuous improvement, risk mitigation, data-driven decisions, and inclusivity in feedback and solutions.

6. Are there any common mistakes to avoid when implementing PDCA? Yes, some common mistakes include skipping the planning phase, setting vague objectives, and neglecting the 'Check' phase. It's crucial to be aware of these to make the most of the PDCA cycle.

7. How can I start implementing the PDCA cycle in my organization or personal life? Begin by identifying a challenge or opportunity. Gather data, set clear objectives, and then proceed through the Plan, Do, Check, and Act steps. Remember, it's a continuous cycle, so always loop back to the planning phase after acting.

8. Are there any real-life examples of the PDCA cycle in action? Absolutely! From coffee shops refining their brews to tech startups improving apps based on user feedback, the PDCA cycle has been effectively implemented in various scenarios.

9. How does the PDCA cycle encourage continuous improvement? By its very design, the PDCA cycle promotes revisiting and refining processes. By constantly looping back to the planning phase, it ensures that operations are always evolving based on feedback and results.

We've traveled quite a bit through the world of PDCA, haven't we? From its history to how it works and where it's used, we've covered a lot of ground. Now, let's wrap up what we've learned.

The PDCA cycle is like a step-by-step guide for making things better. Think of it as a map that helps you find better ways to do things. Each step, from planning to acting, helps you get better and learn from any mistakes.

In today's world, things change a lot and fast. That's why having a way to keep improving is super important. The PDCA cycle helps you do just that.

Whether you're in charge of a big company, a small team, or just trying to reach your own goals, the PDCA cycle can help.

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What Is the PDCA Cycle?

How the pdca cycle works, the pdca cycle and kaizen, benefits of the pdca cycle, examples of the pdca cycle, the bottom line.

  • Business Essentials

What Does PDCA Stand For in Business? Plan-Do-Check-Act Cycle

The Plan-Do-Check-Act (PDCA) Cycle is a four-step problem-solving iterative technique used to improve business processes. Originally developed by American physicist Walter A. Shewhart during the 1920s, the cycle draws its inspiration from the continuous evaluation of management practices and management’s willingness to adopt and disregard unsupported ideas.

The method was popularized by quality control pioneer Dr. W. Edwards Deming in the 1950s who coined the term “Shewhart” Cycle after his mentor. It was Deming who realized the PDCA Cycle could be used to improve production processes in the United States during World War II.

Key Takeaways

  • The PDCA Cycle is a four-step technique that is used to solve business problems.
  • Many managers unknowingly use the PDCA Cycle as it encompasses much of the same framework as strategic management.
  • The last step of the PDCA Cycle (act) calls for corrective actions to stimulate and sustain continuous business improvement.
  • The PDCA process is similar to the Japanese business philosophy of Kaizen.
  • Many large corporations, such as Toyota and Nike, have seen dramatic growth after implementing PDCA or Six Sigma methodologies.

The PDCA Cycle can help differentiate a company from its competitors, particularly in today’s corporate world, where businesses are always searching for ways to streamline their processes, reduce costs, increase profits, and improve customer satisfaction.

Many managers apply the PDCA Cycle unknowingly to help direct their organizations as it encompasses the basic tenets of strategic planning. The four components of the PDCA Cycle are outlined below.

A well-defined project plan provides a framework for operations. Importantly, it should reflect the organization’s mission and values. It should also map the project's goals and clearly indicate the best way to attain them.

This is the step where the plan is set in motion. The plan was made for a reason, so it is important for players to execute it as outlined. This stage can be broken down into three sub-segments, including training of all personnel involved in the project, the actual process of doing the work, and recording insights, or data, for future evaluation.

Typically, there should be two checks throughout the project. First, checks alongside implementation ensure the project's objectives are being met. Second, a more comprehensive review of the project carried out upon completion addresses the successes and failures so that future adjustments can be made.

The final step is to take corrective action once past mistakes have been identified and resolved. The PDCA Cycle is repeated and can be redefined perhaps to better results under new guidelines.

Given its cyclical nature, the PDCA Cycle is something businesses can institute once and then use to continuously iterate and improve their operations.

The PDCA process is similar to the Japanese business philosophy of Kaizen , which, when translated, means "change for the better" or "continuous improvement." Kaizen is where all employees are involved in improving productivity by finding efficiencies in the work environment. Like the PDCA cycle, Kaizen aims for continuous improvement through small, incremental changes.

Examples of changes that might be made through Kaizen or PDCA are using new systems, eliminating waste, or implementing just-in-time delivery. Not all changes need to be small or incremental.

The concept behind PDCA and Kaizen is that the culture of an organization changes as the employees learn to be problem solvers and critical thinkers. The PDCA cycle tests employees' ideas, adjusts them, and then implements them if they have potential. The cycle is an iterative process that continually tests concepts and promotes improvements.

Companies looking to enhance their internal and external processes often deploy the PDCA methodology to minimize errors and maximize outcomes. Once established, companies can repeat the PDCA Cycle and make it a standard operating procedure. The final stage of the methodology, "Act," takes corrective actions and makes the methodology ideal for continuous improvement efforts.

Lean methods like PDCA and Kaizen helped Nike to double its profits from around $100 billion in 2015 to over $200 billion in 2021.

The Mayo Clinic

The Mayo Clinic, a nonprofit, world-class hospital and research center, conducted a quality improvement study that looked at wait times for patients who were possible candidates for large cochlear implant surgery. The idea was to employ Kaizen principles to remove barriers and improve access for patients.

The study looked at the refining of specific treatments, the management of patient records, and waiting room times. Ultimately, there were positive outcomes for patients.  Among the results, median cycle time for candidacy testing decreased from 7.3 to 3 hours, and total inventory of clinic stock was reduced by 31%.

Is PDCA the Same As Total Quality Management (TQM)?

Total quality management (TQM), which is the precursor to Six Sigma , includes the philosophy of PDCA, but it goes one step further.

According to Smartsheet, which quotes Marlon Walters, the Founder and CEO of Horizon Group Consulting, "With TQM, you have to wait for your customers to confirm that it’s good. With Six Sigma, at the end of the day, you don’t guess if your product is better. You know it. If you properly identify your market and your product has the best fit for the niche, you know you have the best product from a process perspective."

Kaizen, or PDCA, is more of a philosophy for how to organize the larger workplace and how to engage coworkers. It is less about waiting for customer feedback or results. Both PDCA and TQM consider the whole company responsible for continuous improvement.

What Is the Difference Between PDCA and Six Sigma?

The difference between PDCA and Six Sigma is that Six Sigma is an all-encompassing management principle that includes PDCA as part of its structure. PDCA explains how to enact Six Sigma, it is the plan, do, act, check process. Six Sigma calls this the DMAIC method (define, measure, analyze, improve, and control).

According to Walters, PDCA is people-oriented while Six Sigma is process-based. For example, the term "define" in Six Sigma removes the human element, and the term "measure" puts the focus on data.

What Is the Difference Between PDCA and PDSA?

PDCA stans for plan, do, check, act, whereas PDSA stands for plan, do, study, act. They are both iterative, four-stage problem-solving models used to improve a process. The main difference between the two is that PDCA, which was developed before the PDSA model, has the "check" stage. In this stage, the team determines whether what they intended to achieve has actually occurred by checking expected results with the actual results. So, PDCA has a built-in check for every cycle in the process.

The PDCA Cycle, PDSA, Kaizen, and Six Sigma are all proven ways to continuously improve processes. Many companies including Nike, Toyota, the Mayo Clinic, and many others have seen dramatic growth after employing one or more of these iterative strategies. The concept changes the culture of a business so that all stakeholders have input and can act as problem solvers and critical thinkers. The result is more ideas for change.

PubMed.gov. " Application of Kaizen Principles to a Large Cochlear Implant Practice: A Continuous Quality Improvement Initiative at Mayo Clinic. " Accessed June 3, 2021.

FXSSI. " TOP 10 Most Profitable Companies in the World in 2021. " Accessed June 3, 2021.

Macrotrends. " NIKE Market Cap 2006-2021 | NKE ." Accessed June 3, 2021.

Smartsheet. " A Quality Principle: Everything You Need to Know about Total Quality Management ." Accessed June 3, 2021.

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  • PDCA and OODA: Which is the Better Problem-Solving Method?

PDCA vs OODA - Which is better for problem solving - Feature Image - Learnleansigma

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Choosing the right problem-solving framework is a pivotal decision that can significantly influence the efficiency and effectiveness of any organization. With a multitude of methodologies out there, PDCA (Plan-Do-Check-Act) and OODA (Observe-Orient-Decide-Act) stand out as tried-and-true approaches to tackling complex challenges.

While PDCA has its roots in quality control and continuous improvement, OODA originated in military strategy and has been adapted for rapid decision-making across various fields. This article aims to dissect both frameworks to help you discern which is better suited for your problem-solving needs. We’ll delve into the origins, key steps, and practical applications of each method, analyze their strengths and weaknesses, and even look at real-world case studies. By the end, you’ll be equipped to make an informed choice between PDCA and OODA.

Table of Contents

Understanding pdca, origin of pdca.

The PDCA cycle, often referred to as the Deming Wheel or Shewhart Cycle, is a four-step model for continuous improvement and problem-solving. Conceived by Walter Shewhart, an American statistician, and later popularized by W. Edwards Deming, the cycle has its roots in quality control during the manufacturing processes of the mid-20th century. The framework has since transcended its initial context, becoming a universal model applied in various industries and sectors for quality management and improvement.

Four Steps Explained

  • Plan : The first step involves identifying a problem or a potential improvement area and then planning a change. This phase typically encompasses setting objectives, determining the resources required, and devising the metrics that will gauge success or failure.
  • Do : This step entails implementing the planned change on a small scale as a pilot test. It’s crucial to document all changes and data collected so that the information can be analyzed later.
  • Check : Here, the data collected during the ‘Do’ phase is analyzed. The purpose is to evaluate whether the change led to improvement and met the objectives set during the ‘Plan’ phase.
  • Act : In the final step, if the change is deemed successful, it is implemented on a broader scale. If not, the cycle begins anew, aiming to refine the plan with the insights gained.

The PDCA - Plan, Do, Check, Act Cycle

Industries Where PDCA is Commonly Used

Given its origins in manufacturing, PDCA is most commonly used in this sector for quality control and process improvement. However, the versatility of the PDCA cycle has made it applicable in several other industries as well, including:

  • Software Development
  • Public Sector
  • FMCG (Fast-Moving Consumer Goods)
  • Logistics and Warehousing

Strengths and Weaknesses

  • Simplicity : The PDCA cycle is straightforward, easy to understand, and implement.
  • Flexibility : It can be applied to a wide array of problems and industries.
  • Data-Driven : The methodology encourages data collection for informed decision-making.
  • Continuous Improvement : Being cyclical, it fosters a culture of ongoing improvement.
  • Limited Scope : PDCA may not be ideal for solving complex, multifaceted problems.
  • Resource Intensive : It often requires thorough planning and data collection, demanding more resources than some other rapid models.
  • Repetitiveness : If not done carefully, the cycle can become an endless loop without resolution.

By understanding PDCA in depth, you can better evaluate its utility for your specific needs, especially when comparing it to other methodologies like OODA. This framework has its merits and limitations, making it crucial to understand when and where it can best be applied.

Understanding OODA

Origin of ooda.

The OODA Loop, which stands for Observe, Orient, Decide, and Act, was developed by U.S. Air Force Colonel John Boyd. Originally, the framework was used for combat operations processes to make faster and more effective decisions in fluid, high-stakes environments. Boyd’s concept has transcended its military roots and is now utilized in various settings, including business and crisis management, to aid in rapid decision-making and adaptive strategies.

  • Observe : This is the initial phase where you collect raw data from your environment. It involves actively scanning for information that could impact your decisions. This could be market trends, customer feedback, or any other form of actionable data.
  • Orient : In this phase, you process the information gathered. You use your existing knowledge, cultural background, and prior experiences to interpret the raw data. This is the stage where contextual analysis occurs.
  • Decide : Based on the orientation phase, you formulate a set of possible actions or decisions. You weigh the pros and cons and select the best course of action for your specific situation.
  • Act : Finally, you implement the decision made. Unlike PDCA, where the ‘Do’ phase often involves a small-scale test, OODA’s ‘Act’ is usually swift and large-scale, aiming for immediate results.

Industries Where OODA is Commonly Applied

While OODA originated in the military, its principles of rapid, adaptive decision-making have been adopted in several other sectors, such as:

  • Emergency Services and Crisis Management
  • Financial Trading
  • Cybersecurity
  • Competitive Sports
  • Strategic Business Management
  • Speed : OODA is designed for rapid decision-making, making it suitable for volatile environments.
  • Adaptability : The framework is inherently adaptable, allowing for quick adjustments in strategy.
  • Situation Awareness : The ‘Observe’ and ‘Orient’ phases ensure a strong awareness of environmental variables.
  • Immediate Action : Allows for direct, often large-scale, action based on situational awareness.
  • Risk of Hasty Decisions : The speed of the cycle can sometimes lead to hastily made, less-than-optimal decisions.
  • Context-Specific : OODA may not be as effective for problems that require a detailed, long-term planning approach.
  • Resource Intensive : Despite its speed, effective observation and orientation can be resource-intensive.
  • May Lack Depth : Due to its emphasis on speed, there may be insufficient time for in-depth analysis or testing.

Understanding the intricacies of the OODA Loop will empower you to decide when it is the most appropriate methodology to employ. Like PDCA, OODA has its own set of pros and cons that make it suitable for certain scenarios and not for others.

Key Differences Between PDCA and OODA

Understanding the distinctions between PDCA and OODA is essential for choosing the right framework for your needs. Both methodologies have their unique strengths and weaknesses, but they differ in several key aspects, from speed to suitability for various industries. Let’s dive into these differences.

Speed of Implementation

  • PDCA : Generally, PDCA is more deliberate and takes a longer time for implementation. This is mainly because of its emphasis on planning and checking, which includes data collection, analysis, and pilot testing.
  • OODA : Designed for rapid decision-making, the OODA Loop focuses on quick, large-scale implementation, often bypassing smaller tests or in-depth analysis for immediate action.

Flexibility and Adaptability

  • PDCA : While PDCA is flexible and can be applied to a wide range of industries, its structured approach means that changes during implementation are more difficult and time-consuming.
  • OODA : The OODA Loop is inherently adaptive, allowing for quick pivots and strategy shifts. It’s designed to deal with rapidly changing, fluid environments.

Complexity of Problems Addressed

  • PDCA : This methodology is generally better suited for problems that can be defined clearly and that require a structured approach to solution-building. However, it may struggle with extremely complex, adaptive challenges.
  • OODA : OODA excels in high-stakes, complex situations where decisions need to be made quickly and adaptively. It’s particularly effective when the problem parameters are constantly changing.

Required Resources

  • PDCA : PDCA often requires more resources for planning, data collection, and analysis. The iterative nature of the cycle also implies that multiple rounds may be needed, each consuming additional resources.
  • OODA : Although speedy, OODA still requires significant resources for the observation and orientation phases to be effective. It may require specialized knowledge or technologies to gather and process real-time data.

Suitability for Various Industries

  • PDCA : Originating from manufacturing and quality control, PDCA is commonly used in sectors that value process optimization and continuous improvement, such as healthcare, education, and logistics.
  • OODA : Initially designed for military applications, OODA has been adapted for use in industries that require rapid response and adaptability, such as emergency services, financial trading, and cybersecurity.

In sum, PDCA and OODA offer contrasting approaches to problem-solving and decision-making. PDCA is a methodical, data-driven framework suitable for well-defined problems requiring detailed analysis. In contrast, OODA is tailored for complex, rapidly changing environments where quick, adaptive decisions are crucial.

Case Studies

To truly appreciate the applicability and effectiveness of PDCA and OODA, it’s essential to examine real-world cases where these methodologies have been successfully employed. These examples not only provide a tangible context but also highlight the unique benefits and limitations of each framework.

A Real-World Example of PDCA in Action

Toyota production system.

Toyota, a giant in the automotive industry, employs PDCA through its Toyota Production System. The method is applied to optimize various processes, from supply chain management to quality control.

  • Plan : Toyota identifies a problem area, such as a bottleneck in the assembly line, and develops a plan to eliminate it.
  • Do : The plan is then implemented on a small scale, perhaps in one section of the assembly line, and data is collected for analysis.
  • Check : Toyota rigorously checks whether the changes yield the desired improvements in efficiency.
  • Act : If successful, the change is then rolled out across other assembly lines; otherwise, the cycle restarts.

A Real-World Example of OODA in Action

Emergency response during natural disasters.

The OODA loop has been used effectively in emergency management, specifically during natural disasters like hurricanes and wildfires.

  • Observe : Real-time data on weather conditions, affected populations, and resource availability is collected.
  • Orient : The data is then processed to understand the gravity and extent of the disaster.
  • Decide : Decision-makers identify key actions, such as evacuations or resource deployment, based on the available information.
  • Act : Emergency services act swiftly, often within hours, to mitigate the disaster’s impact.

Comparative Analysis

  • Speed of Decision-making : The emergency response case showcases how OODA is built for rapid, real-time decisions, whereas Toyota’s application of PDCA demonstrates a slower, more meticulous approach.
  • Complexity : While both cases involved complex problems, the PDCA method was employed for a well-defined issue (assembly line efficiency), whereas OODA was used for a more chaotic, rapidly evolving situation (natural disaster).
  • Resource Requirements : Both methodologies require substantial resources, but PDCA usually involves a longer period of planning and data collection. OODA, although quick, requires real-time data gathering and processing capabilities.
  • Adaptability : OODA’s real-world application shows a higher level of adaptability to rapidly changing situations. In contrast, PDCA, as applied by Toyota, indicates a more rigid, iterative process aimed at continuous improvement.

Depending on your specific problem and industry context, one of these frameworks may offer a more effective approach.

When to Use Which

After delving into the principles, key differences, and real-world applications of PDCA and OODA, the natural question that arises is, “When should I use which framework?” This section aims to provide clear guidelines to help you make that decision based on various scenarios and criteria.

Scenarios Where PDCA is More Appropriate

  • Process Optimization : When the goal is to improve an existing process, particularly one that is well-defined and stable, PDCA offers a more structured approach.
  • Quality Control : If you are aiming for incremental improvements in quality, such as reducing defect rates in manufacturing or improving customer satisfaction metrics, PDCA is highly suitable.
  • Data-Driven Environments : In scenarios that require in-depth data analysis, like optimizing marketing strategies or enhancing healthcare protocols, PDCA’s methodical nature is beneficial.
  • Long-Term Planning : For projects that don’t demand immediate action and allow time for planning, testing, and evaluation, PDCA is more fitting.

Scenarios Where OODA is More Fitting

  • High-Stakes, Rapidly Changing Environments : In settings like emergency response or financial trading, where decisions have to be made rapidly, OODA is preferable.
  • Ambiguous Situations : When you’re dealing with problems that lack clear definition and are constantly evolving, the flexibility of OODA is highly beneficial.
  • Competitive Scenarios : In fast-paced markets or sports where real-time adaptability gives you an edge over competitors, OODA is more suitable.
  • Resource Availability for Real-time Analysis : If your organization has the capability for real-time data collection and analysis, OODA can be very effective.

Criteria to Consider When Choosing a Framework

  • Speed Requirement : Do you need immediate results, or is your timeline more flexible?
  • Complexity : Is the problem well-defined, or is it volatile and ever-changing?
  • Resource Availability : Do you have the resources for in-depth planning and data analysis (PDCA), or for real-time data collection and rapid action (OODA)?
  • Industry Norms : What frameworks are commonly used in your industry? Each methodology has sectors where it excels.
  • End Goal : Are you looking for continuous, incremental improvements (PDCA) or quick, adaptive problem-solving (OODA)?

In conclusion, both PDCA and OODA offer valuable frameworks for problem-solving and decision-making but in different contexts and scenarios. The choice between them should be made after carefully considering the specific requirements of your situation and the resources you have at your disposal.

Combining PDCA and OODA — A Synergistic Approach

While PDCA and OODA each have their unique advantages and ideal use-cases, there are scenarios where integrating the two can yield superior outcomes. This isn’t a matter of choosing one over the other but harnessing the strengths of both in a synergistic approach.

How the Two Can Complement Each Other

  • Initial Planning with PDCA, Rapid Adaptation with OODA : Use PDCA for the initial planning stages to ensure that the problem is well-understood and that resources are allocated efficiently. Then, switch to OODA for real-time decision-making and adaptation.
  • Data-Driven Flexibility : PDCA’s strength in data collection and analysis can feed into OODA’s orientation phase, providing a solid empirical foundation for quicker, more accurate decisions.
  • Iterative Improvement : Use OODA for rapid cycles of action but periodically engage in PDCA cycles to review performance, analyze results, and set new objectives. This way, you maintain adaptability while fostering continuous improvement.
  • Problem Complexity : For problems that have both well-defined and ambiguous elements, PDCA can tackle the former while OODA can be deployed for the latter.

Examples of Integrated Approaches

  • Healthcare Emergency Rooms : Initial procedures and protocols can be designed using PDCA to ensure they are as effective as possible. When unpredictable emergency cases come in, medical teams could employ OODA loops to make rapid decisions based on real-time patient data.
  • Supply Chain Management in FMCG : PDCA can be used to optimize the supply chain logistics and inventory levels. During sudden market changes like a spike in demand or supply interruptions, OODA can provide the adaptability needed to make quick adjustments.
  • Cybersecurity : PDCA could be employed for regular security audits, vulnerability assessments, and planning system upgrades. In the event of a real-time security breach, OODA is ideal for quick identification of the threat and immediate action.
  • Consulting for Business Transformation : Consultants can use PDCA to create an initial strategy for business transformation. As they start implementing changes and confront real-world challenges and feedback, OODA can guide adaptive modifications to the strategy.

By integrating PDCA and OODA, organizations can tap into both detailed, analytical planning and rapid, adaptive action. This hybrid approach offers a dynamic, responsive way to tackle complex challenges that neither method could fully address on its own.

In our comprehensive exploration of PDCA and OODA, two highly influential problem-solving frameworks, we’ve navigated through their origins, key steps, application across industries, and inherent strengths and weaknesses. We’ve also delved into real-world case studies to grasp their practical implications and examined various scenarios to discern when each approach is most effective. Importantly, we’ve explored how these seemingly disparate frameworks can synergistically complement each other, enriching our toolkit for tackling an array of challenges.

Final Recommendations : If you’re in an environment that values incremental improvement, relies on deep data analysis, and has the luxury of time for planning, PDCA is your go-to framework. For those in fast-paced, ever-changing scenarios requiring rapid decision-making, OODA is a better fit. However, don’t hesitate to integrate both methodologies to capture the best of structured planning and agile action. The most effective problem-solving often lies in the nuanced blend of multiple approaches.

  • Isniah, S., Purba, H.H. and Debora, F., 2020. Plan do check action (PDCA) method : literature review and research issues.  Jurnal Sistem dan Manajemen Industri ,  4 (1), pp.72-81.
  • Johnson, C.N., 2002. The benefits fo PDCA .  Quality Progress ,  35 (5), p.120.
  • Richards, C., 2020. Boyd’s OODA loop .
  • Enck, R.E., 2012. The OODA loop.   Home Health Care Management & Practice ,  24 (3), pp.123-124.

Daniel Croft

Daniel Croft

Daniel Croft is a seasoned continuous improvement manager with a Black Belt in Lean Six Sigma. With over 10 years of real-world application experience across diverse sectors, Daniel has a passion for optimizing processes and fostering a culture of efficiency. He's not just a practitioner but also an avid learner, constantly seeking to expand his knowledge. Outside of his professional life, Daniel has a keen Investing, statistics and knowledge-sharing, which led him to create the website learnleansigma.com, a platform dedicated to Lean Six Sigma and process improvement insights.

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What is the PDCA Cycle and how can it improve your processes?

pdca problem solving model

Step 1: PLAN

The logical order begins with PLANNING, which focuses on the strategic part. The purpose here is to raise and analyze information to set objectives and goals.

It is important to devise a plan / strategy that solves the problems encountered, developing them based on the company’s political values and guidelines, then taking into account the establishment of the intended objectives with the cycle, the choice of the path to be traveled so that the objectives are achieved and the definition of the methods that will be used to achieve this. In addition to these phases, in planning the team that will be part of the process, including a leader for each phase, is chosen.

It is divided into 4 parts, which are:

1. Identification of the issue

At this stage, it is important to define the problem and recognize its importance for the development of the activity. Ask yourself “What’s happening?”, consider the history of the problem, show the losses caused by the problem, and propose a date for the problem to be resolved. To get a better view of the problem, you can use reports, data, photos or tools like Brainstorming or 5W2H.

2. Observation of the problem

In this phase, the problem must be observed in its details, with its specific characteristics. This may be the most time-consuming phase of the process, as the characteristics of the problem must be analyzed from various points of view, and the problem must be observed wherever it occurs.

After this analysis, a solution timetable for this problem, an estimate of the budget available to solve the problem, as well as a definition of the goal to be reached by the team must all be decided for the problem’s solution.

3. Analysis of the problem

The question to ask is “Why is this problem happening?” It is at this stage that the causes will be discovered. Raising the possible causes, placing them in order of relevancy and choosing the most probable, besides testing these hypotheses with new data collected and discarding the most unlikely are part of the selection of causes of the problem. Here you can use, for example, Brainstorming or the Cause and Effect Diagram.

4. Action plan

Once you have identified the causes of the problem, it is time to create actions to eradicate them. For this, it is necessary to identify possible solutions and divide the participation of the team in the development of this action plan. Once you’ve worked out the plan, it’s time to consider the costs of the actions and define what resources will be needed.

In the DO phase of the PDCA Cycle, everything that was analyzed by Planning is put into practice. It is important that the plan has been created carefully and in detail so that there are no shortcomings in the rest of the process. The DO phase is the execution of the plan, and it is also where the team is trained for the method to work.

It is one of the most important parts of the cycle and should be closely monitored so that there is no failure in the selected method. It is important to note all the results (good or bad) and the date when they occurred, in addition to communicating and training the selected employees for the actions and their deadlines, and training techniques to be used.

Step 3: CHECK

In the CHECK phase, it is where the analysis of what was performed happens. That is, it is the phase in which the verification of the results obtained with the chosen action plan occurs. This phase can be developed during the whole cycle of the plan, since it is used to verify the work (if it is being executed correctly) and also to check its results (by statistically verifying the data, like failures and errors.)

It is important to verify that what has been planned is already being implemented, in addition to comparing the results between before and after and the development of the achievement of the proposed goal. If the results obtained in the verification are not satisfactory, it is recommended that you return to the Planning phase, in the Observation of the Problem.

Step 4: ACT

Finally, in the ACT phase, corrective actions are taken to solve the problems that were verified during the process. Here we correct the failures found in the previous process so that their causes are investigated, preventing them from occurring again. Once you have solved these faults, the process should start over. The PDCA Cycle should always be resumed, for the constant improvement of processes and practices.

This phase is divided into 2 parts:

1. Standardization

Here the things that went right in the plan of action are standardized, so that the problem does not risk reappearing. This standardization can be done in a new standards document, or in the modification of existing documents. In addition, it is important to communicate changes via the company’s various communication channels, such as e-mails, meetings, etc. For this standardization to be effective, the team must be able to develop it, which demands training and education for those involved in the change, which needs to be followed by constant monitoring and verification.

2. Conclusion

This is where the final evaluation of the team’s performance is made, analyzing all the results (with the help of graphs, like the Pareto Chart or the Check Sheet). Analyze what went right and what did not, find out what is needed to further improve the performance of the process, check if part of the problem remained, record the learning that the cycle generated for the group and think about future plans.

To better visualize the results obtained with the Plan Do Check Act Cycle, it is recommended to use the Pareto Chart, the 5W2H or the Check Sheet.

Now that you can answer the question: “what is the PDCA Cycle?”, it’s time to share it in your company.

This methodology is considered one of the simplest and most effective methodologies among the current quality management tools.

Using this method in a preventive and continuous way, it aids in the identification of possible improvements in the processes, avoids impulsive decisions made by the team and resource wastes, in addition to prioritizing the measurement of data and results essential for good management.

In order for these benefits to emerge with their use, it is essential that the employees involved in the process take care when building the team responsible for developing the PDCA, providing adequate training so that the methods used are in everyone’s hands for the steps to be successful.

Lastly, the Plan Do Check Act cycle needs to be a continuous process!

Its phases must be in constant development and should not be abandoned. When one cycle is over, another should start. Only in this way will process and activity improvements be cumulative and visible to the entire organization.

Now that you can answer the question “ what is the PDCA Cycle?”, it’s time to apply it in your business to obtain the best results!

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Using the pdca cycle to support continuous improvement (kaizen).

by Nawras Skhmot

5th August 2017

PDCA Cycle

"Plan" is really a three-step process. The first step is the identification of the problem. The second step is an analysis of this problem. The third step is the development of an experiment to test it. Some of the things to consider during this process includes: Problem Identification

  • Is this the right problem to work on?
  • Is this problem important and impactful for the organization?
  • Who does the problem affect and what is the potential impact of solving it?

Problem Analysis

  • What is the requisite information needed to fully understand the problem and its root cause?
  • What data do we already have related to the problem? What data do we need to collect?
  • Who should be enlisted or interviewed to better understand the problem?
  • After understanding the problem, is it feasible to solve it? Will the solution be economical and practical?

Developing an Experiment

  • What are some viable solutions?
  • Who will be involved in the process and who will be responsible for it?
  • What is the expected outcome of the experiment and how can we measure performance?
  • What are the resources necessary to run a small scale experiment?
  • How will the results from the small scale experiment translate to a full-fledged implementation?

The “Do” stage is where we test the proposed solutions or changes. Ideally, this should be carried out on small-scale studies. Small-scale experiments allow us to learn quickly, adjust as needed, and are typically less expensive to undertake. Make sure that you measure the performance and collect the data necessary to make an evaluation later on.

In this stage, review the experiment, analyze the results, and identify what you’ve learned. Consider the following questions:

  • Did the implementation of the change achieve the desired results?
  • What did not work?
  • What was learned from the implementation?
  • Is there enough data to show that the change was effective?
  • Do you need to run another experiment?
  • How does the small scale experiment measure up to the larger picture?
  • Is the proposed solution still viable and practical?

In this stage, take action based on what you learned in the study. If the change did not work, go through the cycle again with a different plan. If you were successful, incorporate what you have learned from the test into wider changes. Use what you have learned to plan new improvements and start the cycle again. If your plan worked, you will need to standardize the process and implement it across the business. During this phase of the PDCA cycle, you should ask the following questions:

  • What resources are needed to implement the solution company-wide?
  • What kind of training is needed for full implementation of the improvement?
  • How can the change be maintained and sustained?
  • How can we measure and monitor the impact of the solution?
  • What are some other areas of improvement?
  • How can we use what we have learned in this experiment to devise other experiments?

Using the PDCA Cycle to Support Kaizen

The PDCA process supports both the principles and practice of continuous improvement and Kaizen . Kaizen focuses on applying small, daily changes that result in major improvements over time. The PDCA Cycle provides a framework and structure for identifying improvement opportunities and evaluating them objectively. Using PDCA, an organization undergoing continuous improvement can create a culture of problem solvers and critical thinkers. Improvement ideas can be rigorously tested on a small scale. Using data, the team can make adjustments to the solution and reassess the hypothesis. After an idea has been shown to be effective, it can be standardized and implemented companywide. The iterative process of the PDCA cycle enables ideas to be continuously tested and promotes a continuous improvement and continuous learning culture. Eager to get started? Use The Lean Way to practice PDCA and Continuous Improvement with your team. Get started with a free 14 day trial.

ABOUT THE AUTHOR

Nawras Skhmot, is a Norwegian civil engineer and entrepreneur with an educational background from The Norwegian University of Science and Technology (NTNU) and UC Berkeley. He is currently working on applying Lean Construction in the Norwegian construction industry, in addition to be involved in several startups that aims to develop softwares and applications based on lean thinking.

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How to Use the PDCA Cycle to Speed Up Team Problem-Solving Sessions

Updated on: 28 February 2023

The PDCA cycle is a great tool to help keep your team in line; to help organize their thoughts and actions. Too often many teams tend to go off their course when they are in the early stages of teamwork and know little or nothing about quality improvement. This is where the PDCA Cycle can help. 

The PDCA cycle seems fairly easy to understand, but there are many layers to it. In this post, we will cover each step of the plan do check act cycle and provide you with tools that you can use to accelerate the cycle.  

Let’s find out how you can use this powerful technique to improve your team problem-solving sessions. 

What is PDCA? 

The best way to describe the cycle is through a graphic. The cycle flows clockwise through four steps; Plan, Do, Check and Act. And it describes the process a team would follow as they study a process and devise a plan, run a test, check the outcome, and implement it on a full scale. 

PDCA Cycle Deming Cycle

The Plan-Do-Check-Act Cycle is an iterative four-step management method. It can be used by teams to tackle problems and find solutions to them, and to improve business processes. Many organizations use the PDCA model to organize their quality improvement efforts. 

One thing you need to remember when using the PDCA cycle is that it is a continuous process as opposed to an end-to-end process, therefore it never ends; the steps need to be repeated again and again for continuous improvement . 

Once you have come to the last stage of Act, you need to go right back to the beginning and start all over again. Constantly look for problems, improve the system of production and service, and quality and productivity in order to continuously reduce costs. 

An essential part of the lean manufacturing philosophy, it is popularly used as a framework for continuous improvement in management and manufacturing. 

The PDCA cycle was originally developed in 1930 by quality expert Walter Shewart – hence also known as the Shewart Cycle. It was later applied to management by Dr. W. Edwards Deming and came to be known as the Deming Cycle. 

Benefits of Using the PDCA Cycle 

  • A problem-solving method that provides a quick way to find an effective solution
  • Ensure steady ongoing improvement 
  • Can be implemented in companies of all sizes and is easy to adapt and implement 
  • Create an opportunity to constantly monitor the effectiveness of an implemented project
  • Detect any risks or problems on time before they lead to any financial losses
  • Increase awareness of the employees about the process and the role they play in it. 

However, it also involves some disadvantages. The PDCA process requires the involvement of all the individual responsible, which would prove to be quite difficult if they are also involved in other projects. Moreover, it involves multiple steps that range from analysis to testing, therefore it isn’t a great tool for solving urgent problems.  

When to use the Plan Do Check Act model 

  • To carry out a new improvement or change project
  • When designing a new product, service, or process
  • When planning, implementing and checking compliance 
  • To track and solve problems 
  • To implement continuous improvement 
  • Evaluating a business process related to a specific problem that is being solved 

In most organizations, the model is commonly used to implement changes in and improve processes. 

How to Use the PDCA Cycle 

The PDCA cycle has four stages. We have listed them below along with the steps involved.

Plan – Identify and Analyze the Problem 

This step concludes with an actionable plan that can be tested. To do so, you need to first identify the problem along with the process that needs to be improved. 

  • Select, define and describe the process; start, end, the sequence of steps in between, what it does, the people involved, equipment material and resources that are used, and environmental conditions.
  • Identify the key players; internal and external customers, suppliers, process owners, and operators 
  • Understand customer expectations; identify the specific needs of both external and internal customers. What do they want, when, where, in which quantities, etc. 
  • Research; look at the historical data available on the process to understand its performance and identify further data you will need to understand the process properly
  • Specify the problem associated with the process; for example, it could be caused by failing to meet customer expectations, longer cycle time, lack of resources, etc. 
  • Identify the root cause; brainstorm around the problem to find its primary causes 
  • Find a solution: Develop solutions that can be applied to improve the process. Prioritize solutions based on their effectiveness. 
  • Develop the action plan: Identify the steps you need to carry out to implement the plan, the resources you need, the people who are responsible as well as set a timeframe

Here are some tools you can use in this step,

  • Flowchart/ process maps; flowcharts can be used to visualize the process and provide a quick overview of the flow of steps from start to end. Add swimlanes , and you can also highlight different departments or owners involved. 

Swimlane Flowchart Template

  • Affinity diagram; this tool helps categorize all the data you gather from research, surveys, feedback, conversations, etc. By doing so you will be able to understand any themes in the data that might be useful when finding a solution. 

Affinity Diagram Template

  • Cause and effect diagram; this tool comes in handy when you and your team have to brainstorm around the problem to identify its primary causes. 

Cause and Effect Diagram for PDCA cycle

  • Impact effort matrix; when prioritizing solutions, you can use the impact effort matrix to prioritize solutions based on the effect they have and the effort it would take. 

Impact Effort Matrix

  • Action Plan: use this to quickly identify and communicate the key tasks, needed personnel, resources and the timeframe for the plan to the rest of the team

Action Plan Template

Do – Develop Solutions and Implement Plan 

The plan devised in the first step is put to test in this stage. 

The trial should be run on a small scale with the customers, in a laboratory or in a production setting. By implementing a small pilot project to observe the results first helps identify mistakes without having to bear huge a cost of an entirely failed project. 

It’s equally important to have specified measures you can use to understand how effective is the solution you selected in eliminating the identified problem. 

Check – Evaluate the Results 

The team checks the results of the test plan in motion. Has the performance of the process improved? Has the group of customers noticed the change? 

As you collect data from the test plan, identify what has worked and what has not gone according to plan.

Analyze the data and measure the results to determine if the selected solution can be implemented on a large scale. If the solution hasn’t been as effective as you thought, you will have to devise a plan for another solution and repeat the Do and Check steps again. 

Act – Use Feedback to Improve and Replan 

In this step, the full implementation of the plan is accomplished. Apply the improvements you discovered during the test to the plan before implementing it. 

  • Educate the rest of the organization about the improved plan and its importance
  • Provide the necessary training to the employees in order to help them modify their job roles 
  • Standardize procedures to ensure that everyone uses the same format when conducting a procedure
  • Put in place a process to monitor and control the implementation of the modified process 

Here you can re-do your current state flowchart from step one to show the new and improved process. 

Flowchart Template for Deming Cycle

Ready to Plan, Do, Check, Act? 

The Deming Cycle or the PDCA cycle is a great tool for guiding the improvement activities of an organization. The steps illustrated above are fairly easy to follow, and you’ll generate effective results if you stick to the them.

Got anything to share with us, let us know in the comments section below.

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Using FOCUS-PDSA Quality Improvement Methodology Model in Healthcare: Process and Outcomes

Yacoub abuzied.

1 Nursing Department, Rehabilitation Hospital, King Fahad Medical City, Riyadh, Saudi Arabia

Sami Ayed Alshammary

2 Palliative Care Department, Comprehensive Cancer Center, King Fahad Medical City, Riyadh, Saudi Arabia

Trad Alhalahlah

3 Anesthesia Department, Jordanian Royal Medical Services, Amman, Jordan

Shreemathie Somduth

Learning objectives.

  • Understand the concept of FOCUS-PDSA
  • Know how FOCUS-PDSA is used for quality improvement and enhancement processes
  • Learn the difference between FOCUS-PDSA and other frameworks or tools

FOCUS-PDSA PRINCIPLE AND CONCEPT

Quality is a prominent subject in healthcare, with the ultimate objective of maintaining a high level of patient satisfaction while increasing financial elements and patient safety. [ 1 ] The goals are always changing and may be influenced by a variety of external variables. When a healthcare institution encounters a barrier in meeting these objectives, it is critical to understand the root reasons and take the appropriate actions as soon as possible to accomplish the patient safety and cost-effectiveness objectives. [ 1 , 2 ] One quality improvement concept in healthcare is to do it right the first time, thus it is crucial to respond fast by focusing on the most critical elements that contributed to the problem at hand. [ 3 ] Instituting changes in healthcare organizations is difficult owing to the range of labor and duties. The organizations have been classified as a complex adaptive system, which is one of the most difficult systems to understand and manage because a single problem might be connected to several contributing parts at the same time. [ 4 ] As the need for high-quality patient care grows, many healthcare settings have started to monitor their performance to ensure that they are delivering treatment that is safe, effective, timely, patient centered, equitable, and efficient. [ 5 ]

FOCUS (F = Find a problem, O = Organize a team, C = Clarify the problem, U = Understand a problem, S = Select an intervention) and PDSA (P = Plan, D = Do, S = Study, A = Act) (FOCUS-PDSA) is a popular strategy that was established in the healthcare field to improve processes and quality. [ 6 ] It is a systematic process improvement strategy developed by the Hospital Corporation of America. [ 7 ] The methodology is simple to understand an apply to the management of any process ( Fig. 1 ).

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Object name is i2589-9449-6-2-70-f01.jpg

FOCUS-PDSA processes.

FOCUS and PDSA methodologies can be used to change how a service is delivered based on data collected in each stage or cycle. [ 8 , 9 ] This approach may also be used to assess the effectiveness of a change. [ 9 ] FOCUS is the sequence for identifying areas for improvement, whereas PDSA consists of cycles of improvement processes. [ 10 ] Each PDSA cycle tests a change through planning, implementation, studying outcomes, and acting on what is discovered. The FOCUS-PDSA model requires the formation of an interdisciplinary team and simple data collection and reporting tools. [ 11 ]

HOW IS FOCUS-PDSA USED FOR QUALITY IMPROVEMENT?

The first step in the FOCUS-PDSA methodology is to identify and characterize a specific process that needs to be improved or problem that needs to be solved. This process entails systematic, iterative testing of individual changes. FOCUS-PDSA is used for establishing high-quality standards and pursuing continual improvement and quality assurance. [ 12 ] This model for process improvement is essential for continuous improvement and typically gives strategies for quality improvement in healthcare. FOCUS-PDSA, also known as the trial-and-error cycle, encourages tiny modifications as well as quick adaptations and improvements. [ 13 ]

Another approach is the Kaizen method for continuous improvement, but this method is limited to specific quality measures over a short period of up to 6 months, [ 14 ] whereas FOCUS-PDSA is not limited to a specific period and is simple to implement. [ 15 ] FOCUS-PDSA makes changes step by step, little by little, thus facilitating continuous improvement of targeted activities or processes.

A PRACTICAL GUIDE TO PROBLEM SOLVING AND DATA ANALYSIS

The FOCUS-PDSA cycle provides a framework for discovering and objectively evaluating improvement possibilities by organizing processes and analyzing them based on each condition ( Fig. 2 ). The FOCUS-PDSA model is used for various projects including the development of guidelines and protocols. [ 16 ] The following are two examples of articles in the literature that used FOCUS-PDSA or PDSA as quality improvement methodology.

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Example of how to clarify the process. Reprinted from [ 17 ] with permission from Innovations Journals. LOS: length of stay.

The first example used FOCUS-PDSA to reduce the average length of stay (LOS) in an inpatient setting. The aim was to identify and manage reasons for delays in discharging patients from a medical specialties department at a tertiary care center in Saudi Arabia. There were specific measurable targets per year. As a result, despite gradual increases in admissions from 2016 to 2018, the mean LOS decreased significantly between 2016 and 2018, from 9.16 to 7.47 days. Readmission and mortality rates decreased after the intervention was implemented in 2017, suggesting an improvement in the process of admission and discharge. [ 17 ]

The second example used PDSA cycles to enhance palliative care occupancy and efficiency in a setting that uses a healthcare pathway for service integration and policy development. This article described the experience in implementing a quality improvement project to overcome the problem of bed overcapacity at a comprehensive cancer center in a tertiary care center. The aim was to reduce the average LOS of palliative care patients as well as to increase cost-effectiveness. The PDSA cycle engaged all stakeholders from all service tiers, tested interventions in simplified pilots, and developed a detailed plan and business case for further implementation and rollout, which was then used to refine a process for implementing changes. As a result, a significant reduction in bed capacity was observed: from 35% in 2017 to 13.8% in 2018. The original LOS was 28 days, whereas the average LOS was 19 days in 2017 (including the time before and after the intervention), 10.8 days in 2018 (after the intervention was implemented), 10.1 days in 2019, and 16 days in 2020. [ 18 ]

FOCUS-PDSA methodology is a helpful tool that can be used in various stages of quality improvement initiatives and serves several roles. Applying FOCUS-PDSA to projects in healthcare will save time, money, and effort. The availability of a wide range of quality tools, as well as improved participation of healthcare professionals and staff, will help to improve patient safety, cost-effectiveness, and develop a setting rich in quality elements and methodologies.

Funding Statement

Source of Support: None

Conflict of Interest: None.

IMAGES

  1. What is the PDCA Cycle? How does it improve your management?

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  3. How to do PDCA step by step: everything you need to know

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  4. How to Effectively Use PDCA to Identify and Fix Challenges

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  5. 5: The PDCA Cycle for continuous improvement.

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  6. PDCA (Plan Do Check Act)

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VIDEO

  1. PDCA (PLAN

  2. PDCA & DMAIC Explained and Compared with Examples

  3. PDCA Cycle

  4. PDCA Model Explained

  5. PDCA Cycle: Plan Do Check Act (What is PDCA and how is it used?)

  6. KAIZEN (Continuous improvement)

COMMENTS

  1. PDCA (Plan Do Check Act)

    Article • 7 min read PDCA (Plan Do Check Act) Continually Improving, in a Methodical Way MTCT By the Mind Tools Content Team Also known as PDSA, the "Deming Wheel," and "Shewhart Cycle" Imagine that your customer satisfaction score on a business ratings website has dipped.

  2. PDCA Cycle

    The Plan-do-check-act cycle (Figure 1) is a four-step model for carrying out change. Just as a circle has no end, the PDCA cycle should be repeated again and again for continuous improvement. The PDCA cycle is considered a project planning tool. Figure 1: Plan-do-check-act cycle When to use the PDCA cycle PDCA example PDCA resources

  3. How to Apply the Plan-Do-Check-Act (PDCA) Model

    The Plan-Do-Check-Act (PDCA) model, also known as the Deming wheel or the Deming cycle, is an iterative method for continual improvement of processes, products, or services and is a key element of lean management.

  4. Plan, Do, Check, Act (PDCA)

    1. Design the product with appropriate testing. 2. Make the product and test it in production and in the lab. 3. Sell the product to the market. 4. Test the customer experience and redesign for improvement. In 1951, the Japanese Union of Scientists and Engineers (JUSE) altered Deming's framework into the more recognizable PDCA cycle.

  5. PDCA Model explained in an Easy way with Helpful Examples.

    The PDCA Model is a Problem-Solving tool that suggests 4 simple Steps to achieve Goals efficiently. Its Name is an acronym for the Steps suggested: P lan, D o, C heck, A ct. These steps can (or should) be repeated cyclically in order to improve the results obtained.

  6. What is the Plan-Do-Check-Act (PDCA) cycle?

    The PDCA (Plan-Do-Check-Act) cycle is an interactive problem-solving strategy to improve processes and implement change. The PDCA cycle is a method for continuous improvement. Rather than representing a one-and-done process, the Plan-Do-Check-Act cycle is an ongoing feedback loop for iterations and process improvements.

  7. PDCA: What is the Plan Do Check Act Cycle?

    The PDCA process consists of four stages (also known as the PDCA steps): Plan, Do, Check, and Act. It aims to solve problems and methodically implement change. So, what is the role of each stage in the whole cycle? The PDCA Cycle Plan

  8. PDCA Cycle Explained: 4 Steps for Continuous Learning and Improvement

    PDCA Cycle (also known as PDSA Cycle or Deming Cycle), is a problem-solving method used for the continuous learning and improvement of a process or product. There are 4 basic steps in PDCA Cycle: Plan: identify a problem and possible solutions Do: execute the plan and test the solution (s) Check: evaluate the results and lessons learned

  9. Applying the PDCA Cycle: A Blueprint for Continuous Improvement

    The Plan-Do-Check-Act Cycle (PDCA Cycle) is a four-step model for systematic problem solving and continuous improvement. It offers a simple and structured way for resolving business-related issues and creating positive change.

  10. The Plan-Do-Check-Act (PDCA) Cycle: A Guide to Continuous ...

    The PDCA cycle is based on a scientific method and emphasizes the importance of data-driven decision-making. The four stages of the PDCA cycle are: 1. Plan. The Plan stage is the first step in the PDCA process. One of its main objectives is to identify any problems or issues, and the other is to find opportunities for improvement.

  11. What Is the Plan-Do-Check-Act (PDCA) Cycle? +Examples

    The Plan-Do-Check-Act (PDCA) Cycle or Plan-Do-Study-Act (PDSA) Cycle is an iterative four-step problem-solving technique used to improve business processes continuously. This technique maintains a continuous feedback loop, allowing change leaders to formulate and test change theories. The PDCA Cycle, also known as the Deming Wheel or Shewhart ...

  12. PDCA

    PDCA or plan-do-check-act (sometimes called plan-do-check-adjust) is an iterative design and management method used in business for the control and continual improvement of processes and products. [1] It is also known as the Shewhart cycle, or the control circle / cycle. Another version of this PDCA cycle is OPDCA. [2]

  13. What Is Plan-Do-Check-Act Cycle? The 4-Step Model Explained

    The PDCA methodology is widely used for problem-solving and to create quality process improvements. By deploying this model, organizations aim to enhance their internal and external processes by eliminating any issues along the way of the work process.

  14. How to Use the PDCA Model for Problem Solving and Improvement

    One of the most widely used and proven methods for problem solving is the PDCA model, which stands for Plan-Do-Check-Act. In this article, you will learn what the PDCA model is, how it...

  15. The PDCA Cycle (30+ Plan Do Check Act Examples)

    Discover the 4-step PDCA cycle for continuous improvement. Plan, Do, Check, Act to boost efficiency in any project or business. ... This PDCA model is like a circle that keeps going, helping you learn and grow. ... And he favored the PDCA cycle as a means of problem solving and continuous improvement. It's because of these two people who helped ...

  16. What Does PDCA Stand For in Business? Plan-Do-Check-Act Cycle

    The PDCA Cycle is a four-step technique that is used to solve business problems. Many managers unknowingly use the PDCA Cycle as it encompasses much of the same framework as strategic...

  17. PDCA and OODA: Which is the Better Problem-Solving Method?

    The PDCA cycle, often referred to as the Deming Wheel or Shewhart Cycle, is a four-step model for continuous improvement and problem-solving. Conceived by Walter Shewhart, an American statistician, and later popularized by W. Edwards Deming, the cycle has its roots in quality control during the manufacturing processes of the mid-20th century.

  18. PDCA Cycle: What Is It and What Are the Stages?

    This iterative, four-stage problem-solving method has been widely adopted in manufacturing, healthcare, service industries, and software development. Like the scientific method or the game of chess, it can be simple to understand, and difficult to master. In this article, we'll explore: What a PDCA model is; The history of PDCA and its other ...

  19. What is the PDCA Cycle? How does it improve your management?

    The PDCA Cycle is a methodology used for continuous process improvement and problem solving in companies. This method is used to troubleshoot problems that are not easily viewed.

  20. Using the PDCA Cycle to Support Continuous Improvement (Kaizen)

    PDCA (Plan-Do-Check-Act) is an iterative, four-stage approach for continually improving processes, products or services, and for resolving problems. It involves systematically testing possible solutions, assessing the results, and implementing the ones that have shown to work.

  21. PDCA Cycle

    The PDCA cycle was originally developed in 1930 by quality expert Walter Shewart - hence also known as the Shewart Cycle. It was later applied to management by Dr. W. Edwards Deming and came to be known as the Deming Cycle. Benefits of Using the PDCA Cycle . A problem-solving method that provides a quick way to find an effective solution

  22. Problem Solving with the PDCA Cycle: Benefits and Challenges

    1 What is the PDCA cycle? Be the first to add your personal experience 2 How to use the PDCA cycle for problem solving? Be the first to add your personal experience 3 What are the benefits...

  23. Using FOCUS-PDSA Quality Improvement Methodology Model in Healthcare

    A PRACTICAL GUIDE TO PROBLEM SOLVING AND DATA ANALYSIS. The FOCUS-PDSA cycle provides a framework for discovering and objectively evaluating improvement possibilities by organizing processes and analyzing them based on each condition (Fig. 2).The FOCUS-PDSA model is used for various projects including the development of guidelines and protocols. [] The following are two examples of articles in ...