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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 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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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.

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.

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.

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.

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.

Learn more about how to elevate your business.

About Lucidchart

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 (Plan-Do-Check-Act)

What is the PDCA (Plan-Do-Check-Act) Cycle

Plan-Do-Check-Act Cycle (PDCA) is a four-step, iterative by-design method used for control and continual improvement of processes and products. It is also known as the Plan-Do-Study-Act (PDSA) cycle, Deming cycle, Control Circle/Cycle or the Shewhart cycle.

PDCA is an evidence-based participatory approach to problem-solving and is found to be an effective tool for quality improvement.

Origin of PDCA

The beginnings of PDCA emerged from the principles of the ‘Scientific Method’, which originated with Galileo but has its roots in the teachings of Aristotle. It is a method for developing ideas based on observation, then testing them through experiments and finally refining, changing, or eliminating the ideas. [2]

Dr. Walter Shewhart first adapted the scientific method for industry and presented it as a linear flow of ‘specification’, ‘production’ and ‘inspection’. In 1939, he changed the linear sequence to a cycle to show how refinement and change lead to an iterative approach to product development.

The Shewhart cycle was further developed by W. Edwards Deming in what became known as the ‘Deming Wheel’.

In 1950, Deming presented his ideas to the Japanese Union of Scientists and Engineers (JUSE) which then was popularized as the Plan, Do, Check, Act cycle or PDCA. [2]

Why use PDCA

Organizations often plan and then intend to execute, but the reality is neither linear nor predictable for this approach to be effective in reaching the target conditions.

Regardless of how well a plan is made, they must navigate a zone of uncertainty commonly referred to as the “Grey Zone.” Unforeseen problems, abnormalities, false assumptions, and obstacles will appear along the path to any target.

A good analogy is a person climbing stairs in the dark with a flashlight. Because the target condition lies beyond the reach of the flashlight, the path to attaining it cannot be predicted with exactness. Thus, the person must find that path by experimenting.

This is the central approach of PDCA. To expect uncertainty and pay attention to adjust along the way based on learnings. PDCA provides a practical means of attaining a challenging target condition by formulating hypotheses and testing them with information obtained from direct observation.

The Plan-Do-Check-Act (PDCA) cycle

The procedure or steps of experimentation in the PDCA cycle are summarized as below:

The four stages of PDCA

PDCA’s four stages constitute a scientific process of acquiring knowledge and are explained in more detail as follows:

P is for Plan

In the Planning stage, problems are identified and analyzed according to the following order:

• Select and prioritize the problems to be analyzed
• Clearly define the problem and establish a precise problem statement
• Perform situation analysis (to be used as baseline data)
• Set a measurable goal
• Perform root cause analysis (identify potential causes of problems)
• Identify intervention(s) that will address the root causes of problems
• Select an intervention and develop an action plan

D is for Do

At this stage, the team implements an action plan developed in the previous stage to make the desired changes. This involves the following steps:

• Execute the action plan on a trial or pilot basis
• Practice the proposed method(s)
• Make the changes
• Don’t strive for perfection but look for what can be done in a practical way

C is for Check

At this stage , data is collected once again to measure if the actions taken have improved the situation. It involves the following steps:

• Check whether the standard is being followed
• Measure the indicator and compare it with the baseline. Record the results
• Check what is working and what is not
• Identify systematic changes
• Practice and improve the activities as per the defined method

A is for Act

In the Act phase, interventions that are found to be effective are standardized by developing Standard Operating Procedures (SOPs), which involve the following steps:

• Continue activities that went as planned and were found effective
• Review (why) activities that did not perform well and propose changes
• Adopt the intervention(s)/ solution(s) as standard (standardize)
• Plan ongoing monitoring of the intervention(s)/ solution(s)
• Continue to look for incremental improvements and refine intervention(s)/ solution(s)
• Look for the next improvement opportunity

At the end of the fourth stage, the PDCA cycle restarts with the aim to solve another problem (or further improve the same problem) to achieve a continuous and uninterrupted improvement.

Seven steps in the PDCA cycle

PDCA cycle consists of seven steps spread over four stages, as shown:

Step 1: Selection and problem prioritization

A problem is a brief description/statement of the weakness in the process or an issue to be solved. The tool most often used in this step is a Flowchart [6] . Alternatively, if a single problem is to be selected from a set of problems, a Selection Matrix [7] or a Fish Bone Diagram [8] may be used.

Selecting a problem is an iterative process where subsequent steps could lead to further refinement of the definition. A good problem should:

• Be customer‑focused.
• Complement the company’s and division’s goals.
• Address a weakness
• Be measurable
• Have a high probability of success within a reasonable time frame (3‑4 months)
• Be well-framed in one complete sentence
• Avoid the use of abstract words, acronyms, and location‑specific lingo
• Be action‑oriented
• Avoid the use of absolutes
• Address one of the 5 evils (defects, delays, mistakes, waste, accidents).
• Avoid stating the cause in the problem definition. (This is jumping to Step 3.)
• Avoid stating the solution in the problem definition. (This is jumping to Step 4.)

Problems can be prioritized based on:

• Their impact on the business
• Whether there are enough resources available to address them
• The ease of observing changes
• The extent to which team members have control

Step 2: Situation analysis

In this step, the focus is on gathering facts about the problem. The tool most often used at this point are Checksheets [9] and Pareto Charts [10] . Following are some of the key aspects of situation analysis:

• Before collecting data, all possible causes must be brainstormed.
• Ask 4W and 1H when collecting data: – Who is involved? – What problem/type of problem occurs? – When does it occur? – Which part of the process/type of product does it involve? – How much/many products/defects/etc. are involved?
• Limit data collection to what is needed. (Often, a sample will be sufficient.)
• Stratify (group) the data in many forms [11] .
• Zero down on a few probable causes using a Pareto chart.

Step 3: Root cause analysis

A root cause is the fundamental reason behind negative process outcomes. A fishbone diagram [8] is the primary tool for root cause analysis. The root cause must be controllable and is found using the following approach:

• Answer the question, “Why did this ‘problem’ occur?”
• Brainstorm around: – Contributing factors. – The root cause of the contributing factors.
• Follow a fact-based approach. Assuming to know the cause can be counterproductive.
• Interview people who know the process.
• Construct/refer to a Flowchart of the process.
• Construct a Cause/Effect Diagram.
• Recycle back to Step 2 if required.

Step 4: Identification of intervention

This step brings ideas together to address a problem’s root cause. It is important to be open to options and think creatively. Affected individuals must be involved, and preference must be given to improving existing processes before revamping them entirely. Experiments are run to test solutions.

The proposed intervention must:

• Prevent the reoccurrence of the root cause.
• Be practical to implement, efficient and affordable.
• Be free from conflict with other processes or activities.
• Address the 4W’s and 1H (discussed in Step-2).
• Have a timeline describing the implementation schedule.
• Have management support.
• Establish metrics that will confirm that the solution worked.

Step 5: Implementation of the intervention

Putting the implementation plan into action involves carrying out the ordered steps outlined below, implementing the change itself, and collecting the information that will indicate success.

• Review the objectives of the solution(s).
• Develop an action plan.
• Share the action plan with section staff.
• Identify the potential resistance.
• Determine the prerequisite(s) of the implementation.
• Develop a step-by-step guide to implement the action plan (Usually, the time for implementation is about 2 to 3 months, while the total time for one PDCA cycle is about 6 months).
• Assign responsibility for each activity.
• Determine what information is needed to monitor progress (using a checklist).

Teams must establish checkpoints periodically to verify if the implementation is going as planned and update everyone involved on the progress.

Step 6: Checking the effectiveness of implementation

Using tracking indicators, effectiveness can be checked through the following steps:

• Review data collection methods in Step 2
• Collect data using the same methodology
• Compare frequency before and after PDCA and calculate incremental reduction/ increase rate
• Make a Run Chart to observe the trend over time [12]
• Check achievement against the target set earlier in the aim statement.

The situation before and after PDCA can also be portrayed using a graph as shown below:

A Run Chart can be used to observe improvements over time. For example, the run chart (below) shows a decreasing trend in the number of patients who did not follow prescribed medication. This indicates the PDCA measures adopted by the hospital to address the issue have shown improvements over time.

Step 7: Standardization of effective interventions

At this stage, the activities found to be effective in reducing or eliminating the problems are standardized using the following steps:

• List effective interventions identified in the previous step.
• Develop documentation (SOPs) to adopt successful intervention(s).
• Develop a checklist to assess the progress of implementing standardized activities.
• Share the plan and checklist with all concerned.

Standardization brings several benefits such as:

• Reduces variability.
• Ease in training new staff.
• Reduced chance of strain and injuries (ensures safety for internal/ external clients).
• Ease of following well-established practices reduces task time.
• Increases staff confidence & motivation.

Discipline is the key to successful standardization of an effective intervention.

PDCA at Toyota

No organization has ever come close to matching Toyota’s stellar performance in automobile manufacturing. It has cultivated a culture of excellence, efficiency, and customer satisfaction like no other.

PDCA at Toyota uses “Rapid Cycles,” where individual PDCA cycles are turned as quickly as possible, sometimes even taking only minutes each. The idea is to not wait for a perfect solution but to take the step at the earliest with available resources so that teams can spot the next challenge.

Toyota believes that a provisional step “now” is preferable to a perfect step “later”, and invests in prototypes and experiments up front, which may seem like an extra expense but has proven to reduce cost in the long run.

Toyota uses single-factor experiments, that is, to address one problem at a time and only change one thing at a time in a process. This helps see cause and effect and better understand the process.

Toyota’s success is not due to sudden innovation or having air-tight plans but the ability to execute more effectively in the face of unforeseeable obstacles and difficulties. They spot problems at the process level much earlier when the problems are still small and address them quickly while uncovering information along the way.

Example of PDCA (the Toyota way)

Consider the process of getting up and going to work with a target condition of being in the car and ready to drive 60 minutes after waking up.

Here is one possible PDCA cycle for the process:

Assume that with the above PDCA plan, a person sits in the car to find that the morning routine took 64 minutes, or four minutes over the target condition.

What has he learned about the process from this experiment?

As depicted in the figure above, not much! The total time taken was over 60 minutes (too long), but it cannot be said where in the morning routine the problem lies. Also, it is too late to make an adjustment that would still achieve the target condition.

There are two things wrong with this PDCA experiment:

• The “check” comes too late to learn anything useful or to adjust on the way.
• The target condition specifies only an outcome. (it is not actually a target condition at all.)

Many seemingly large and sudden changes develop slowly. The problem is that organizations either fail to notice the little shifts taking place along the way or they do not take them seriously.

No problem is too small for a response. To be consciously adaptive, an organization must recognize abnormalities and changes as they arise and are still small and easy to grasp.

To be able to experiment in shorter cycles, a more detailed target condition is necessary. Such a target condition must generally include the following information:

• The steps of the process, their sequence, and their times
• Process characteristics
• Process metrics
• Outcome metrics

While a longer overall PDCA cycle must check the outcome, many short PDCA cycles must check process metrics along the way. Every step on the “staircase toward a target condition” is a PDCA cycle. Each step is a hypothesis, where what is learned from testing that hypothesis may influence the next step.

Accordingly, a modified and more effective experiment for the process of getting up and going to work, beginning with a better target condition, will look as follows:

As seen from the figure, the step “Make breakfast” has taken four minutes longer than the planned time. From this, it is not only known where the problem is, but an adjustment can also be made to the remaining steps to still achieve the 60-minute outcome.

Questions critical to PDCA

PDCA phase of the improvement, after a target condition has been established, needs to answer the following five questions that are built on one another.

The sequence of these five questions acts as a device to give a routine and a mental pattern for approaching any process or situation. These questions distill part of the improvement down to a point where it becomes accessible and usable by anyone.

1. “The plan-do-check-act procedure”. Whale Design, https://www.shutterstock.com/image-vector/plandocheckact-procedure-deming-cycle-fourstep-model-2169522173 Accessed 22 Jul 2023

2. “Shewhart cycle”. Praxis Framework, https://www.praxisframework.org/en/library/shewhart-cycle Accessed 19 Jul 2023

3. “Walter A Shewhart”. Wikipedia, https://en.wikipedia.org/wiki/Walter_A._Shewhart Accessed 19 Jul 2023

4. “W. Edwards Deming Photo Gallery”. The Deming Institute, https://deming.org/w-edwards-deming-photo-gallery/ Accessed 19 Jul 2023

5. “Toyota Kata: Managing People for Improvement, Adaptiveness and Superior Results”. Mike Rother, https://www.amazon.com/Toyota-Kata-Managing-Improvement-Adaptiveness-ebook/dp/B002NPC0Q2https://www.amazon.com/Toyota-Kata-Managing-Improvement-Adaptiveness-ebook/dp/B002NPC0Q2 Accessed 19 Jul 2023

6. “WHAT IS A FLOWCHART?”. American Society for Quality, https://asq.org/quality-resources/flowchart Accessed 20 Jul 2023

7. “WHAT IS A DECISION MATRIX?”. American Society for Quality, https://asq.org/quality-resources/decision-matrix Accessed 20 Jul 2023

8. “FISHBONE DIAGRAM”. American Society for Quality, https://asq.org/quality-resources/fishbone Accessed 20 Jul 2023

9. “CHECK SHEET”. American Society for Quality, https://asq.org/quality-resources/check-sheet Accessed 20 Sep 2023

10. “WHAT IS A PARETO CHART?”. American Society for Quality, https://asq.org/quality-resources/pareto Accessed 20 Sep 2023

11. “WHAT IS STRATIFICATION?”. American Society for Quality, https://asq.org/quality-resources/stratification Accessed 20 Jul 2023

12. “Run Chart: Creation, Analysis, & Rules”. Six Sigma Study Guide, https://sixsigmastudyguide.com/run-chart/ Accessed 21 Jul 2023

13. “PDCA Manual for Quality Improvement”. Quality Improvement Secretariat (QIS), Health Economics Unit, Health Services Division, Ministry of Health and Family Welfare, http://qis.gov.bd/wp-content/uploads/2019/04/2019_02_07_1549518374_241pdca.pdf Accessed 21 Jul 2023

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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

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.

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.

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 Plan-Do-Check-Act (PDCA) cy ...

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

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. 

Related resources

3 visual project management layouts (and how to use them)

Grant management: A nonprofit’s guide

Everything you need to know about waterfall project management

Smooth product launches are simpler than you think

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

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

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

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

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

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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Applying the PDCA Cycle: A Blueprint for Continuous Improvement

• 5 MINUTES READ

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.

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.

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.

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

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

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.

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.

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 .

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

by Nawras Skhmot

5th August 2017

"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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• What is the (PDCA) Plan, Do, Check, Act Cycle?
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• Improvement Methodology

PDCA (Plan, Do, Check, Act) is a time-tested methodology that forms the backbone of continuous improvement in various industries. The PDCA cycle, which embraces simplicity and systematic progression, facilitates problem-solving and process improvement by following four distinct stages. These stages create a circular flow that promotes continuous refinement and adaptation.

The PDCA cycle provides a structured approach that can be tailored to various scenarios, whether you’re looking to address specific organizational challenges, standardize processes, or foster innovation. This article delves into the essence of PDCA, examining its four phases, applications, and why it is such an effective tool for continuous growth and improvement. Join us as we unpack the PDCA cycle’s dynamics, providing insights and practical advice on how to effectively apply this time-tested methodology in your organization or project.

Table of Contents

What is pdca.

PDCA (Plan, Do, Check, Act) is a four-step methodology for continuous improvement and problem solving in a variety of organizational processes. It starts with planning (Plan) a change or solution, then doing (Do) it on a small scale. The results are then evaluated (Check) to determine the effectiveness of the plan, leading to the final action (Act) of either broadly implementing the change or revising the plan. The cyclical nature of PDCA encourages continuous refinement and adaptation, making it a versatile tool for improving quality, efficiency, and innovation in a wide range of industries and settings.

Why use PDCA?

The PDCA (Plan, Do, Check, Act) cycle is an indispensable tool in the world of process improvement and project management, and here’s why it’s so widely embraced:

1. Simplicity and Structure:

PDCA offers a simple and structured approach that anyone can follow. Its four-stage cycle – Plan, Do, Check, Act – provides clear guidelines that can be applied to various problems and processes. This simplicity makes it accessible to team members at all levels, fostering inclusivity and alignment.

2. Adaptability:

The cycle is not confined to a specific industry or project type. It’s a flexible framework that can be adapted to different contexts, whether it’s manufacturing, logistics, or healthcare. This adaptability makes it a universal tool for continuous improvement.

3. Continuous Improvement:

Unlike linear models, PDCA operates in a continuous loop. After the Act stage, the cycle repeats, allowing for ongoing refinement and optimization. This iterative nature ensures that improvements are sustained and built upon, leading to long-term growth and excellence.

4. Risk Mitigation:

By encouraging small-scale testing and careful analysis (Do and Check stages), PDCA helps in identifying and mitigating risks early in the process. This controlled approach minimizes the chances of large-scale failures and promotes a culture of thoughtful experimentation.

5. Enhanced Communication and Collaboration:

The clear structure of the PDCA cycle facilitates communication and collaboration within teams. Everyone knows the stage of the process and their role in it, leading to greater synergy and efficiency.

6. Problem-Solving and Innovation:

PDCA’s systematic approach encourages problem-solving and innovation. By continuously evaluating and adapting the plan, organizations can discover new solutions and approaches that may not have been apparent at the outset.

What are the four phases of the PDCA cycle?

The PDCA cycle has four key stages as can be seen in the graphic below.

Stage 1 – Plan – identify and define the problem, creating a plan for the change.

Stage 2 – Do – Test the potential solutions from the plan.

Stage 3 – Check – Study the results, analyze the results and understand what you have learnt.

Stage 4 – Act – Take action based on the outcome of the previous step. If the change worked implement what was learnt from the test into the full process. If the change does not produce the required results repeat the cycle with a different plan.

Within the planning stage, it is important to have a clear understanding of what the problem is you are trying to solve. Ensure those involved all have a clear and consistent understanding.

Once a consistent understanding has been established, you need to create a plan.

Within your plan is important to consider:

• What are the goals?
• How are we going to do it?
• What resources do we need?
• Who is responsible for taking action?
• When are the actions going to be done?

Start implementing the plan as set out in the previous stage. Ensure everyone knows their role and responsibility, consider creating an effective communication plan for all stakeholders as changes to the process are likely and you need to ensure those involved understand what is happening and why.

You might find that the plan needs to adjust during this step as you implement your plan, therefore it is advised to start small and then expand once you are confident in the plan.

Review the results of the trial from the previous stage, did this produce the expected results?

Ensure you review the results with the team involved as they will be able to provide insight and understanding of the results based on their involvement.

Ensure you have collected sufficient data so that the test is statistically significant and not just a one-time result with may not be repeated.

Once everything has been tested and reviewed if the results meet the expected outcome it is time to implement the solution full-time into the process. Ensure all stakeholders are fully aware of what the change is and what they need to do to sustain the change. Tools such as Standard Operating Procedures (SOPs) or other training aid are useful in this step. During this stage it is useful to continue to check the process for a period of time after to ensure all issues have been resolved and that the problem does not reappear elsewhere.

Once this improvement is closed out you can repeat the cycle with further improvements to continually make improvements to the process.

If the results from the test do not meet the expected outcome return to the plan stage and repeat the process with a different potential solution.

When to use the PDCA cycle?

When an organization is looking to improve its processes or when a specific problem needs to be addressed, the PDCA cycle is frequently used. In this answer, we will go over when and how to use the PDCA cycle for project improvement.

• When there is an issue or problem: The PDCA cycle is frequently used to solve problems or issues that an organisation may be experiencing. When a problem arises, the PDCA cycle can be used to identify the root cause of the problem, develop a solution, implement the solution, and then evaluate the results to determine if the problem has been solved. This can assist organisations in addressing issues quickly and effectively while minimising their impact on the business.
• When continuous improvement is required: When an organisation wants to continuously improve its processes or products, the PDCA cycle is used. Organizations can use the PDCA cycle to identify areas for improvement, develop and implement a plan to address those areas, and then evaluate the results to see if the changes have resulted in an improvement. This can assist organisations in remaining competitive and meeting their customers’ changing needs.
• When standardisation is required : The PDCA cycle can also be used to standardise processes within an organisation. Organizations can use the PDCA cycle to identify best practices, develop standard processes, implement those processes, and then evaluate the results to ensure that the processes are functioning as intended. This can assist organisations in increasing efficiency, reducing waste, and ensuring consistent quality.
• When innovation is required: The PDCA cycle can also be used to drive innovation within an organisation. Organizations can use the PDCA cycle to generate new ideas, test those ideas, evaluate the results, and then implement the best ideas. This can assist organisations in staying ahead of the competition and discovering new ways to meet their customers’ needs.

The PDCA methodology is usually best suited to situations where the improvement needs a small amount of resouces and is a less intense problem. Whereas if these are greater you may consider A3 , 8D , DMAIC or DFSS for your project.

In conclusion, the PDCA cycle is a useful methodology for improving processes, products, and services within an organisation. It can be used in a variety of situations, including when there is a problem or issue, when continuous improvement is required, when standardisation is required, and when innovation is required. Organizations can use the PDCA cycle to quickly identify areas for improvement, develop and implement plans to address those areas, and then evaluate the results to ensure that the desired outcomes are met.

To summarise, the PDCA cycle is a valuable methodology for organisational continuous improvement. It is a straightforward approach that can be applied to small or simple change projects and is also known as the Deming cycle or Shewhart cycle. The PDCA cycle’s four stages: Plan, Do, Check, and Act, provide a logical sequence of steps for problem-solving. It enables controlled trials of potential solutions with adequate analysis prior to full implementation.

PDCA is useful for keeping the project team on track, facilitating communication, and keeping stakeholders focused. It is ideal for simple improvement projects that do not require extensive analysis. It is a powerful tool for organisations seeking to improve their efficiency and achieve continuous improvement.

• Moen, R. and Norman, C., 2006. Evolution of the PDCA cycle .

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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PDCA Cycle Explained: 4 Steps for Continuous Learning and Improvement

The Meaning of PDCA Cycle

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
• Act : improve the plan/process for better solutions

These four steps incorporate inductive-deductive interplay and have been a simple and scientific approach for problem-solving (process-improving). It follows the curve of how we acquire knowledge through constant reflection, standardization, and modification.

The PDCA framework begins with a planning phase where a problem or a process to be improved is identified. This involves not only the goal setting and finding possible solutions, but also hypothesizing methods that can be used to reach the ultimate goal. Another thing that needs special attention is defining the success metrics. This simply means a clear evaluation matrix is ideally to be set beforehand.

Then, the solution(s) will be tested in the Do process. To detach the Do, there could be two steps: making the Do multiple To-Dos by splitting the task and defining them with a specific time, personnel, and steps, and collecting real-time data and feedback. 

Check includes analyzing the results and comparing them to the hypothesis in the Plan stage: how well the solution worked, how much the goal has been achieved, and whether the methods were proven feasible. If there are any unexpected issues, you may also need to find the causes and possible solutions. Note that there might be forth and back between Do and check.

The Act step closes the cycle, which involves adjustment on the initial goal or solutions and integration of all key learnings by the entire process, to standardize successful parts and avoid error recurrence. In a nutshell, the Act phase summarizes the current cycle and prepares for the next.

However, the PDCA cycle doesn’t stop here. Instead, it can repeat from the beginning with a modified version of the Plan. There is no end to it and sustainability should be its main pitch.

How PDCA Has Evolved

Usually used interchangeably with “PDSA Cycle”, “Deming Cycle”, “Deming wheel”, “Shewhart Cycle” etc, the PDCA model has indeed confronted some misunderstanding and confusion. It remains unexplained in most cases how PDCA became what it is today and what’s the difference between those mysterious terminologies and how they interact. According to Ronald D. Moen & Clifford L. Norman , its evolution could be summarized like the following:

Shewhart cycle (1939): Specification - Production - Inspection . 

He brought up this method from the viewpoint of Quality Control.

Deming Wheel (1950): Design the product - Make the product - Sell it - Test it .

Deming built off the Shewhart cycle and emphasized the four steps should be rotated constantly to aim for the product quality. This has gained increasing popularity when Deming participated in the Japanese Union of Scientists and Engineers (JUSE).

PDCA Cycle (the 1950s):  Plan - Do - Check - Act.

A Japanese executive reworked the Deming Wheel and translated it into the PDCA Cycle for problem-solving. PDCA emphasizes more on the establishment of standards during the process and the ongoing modification of those standards. 

Extended PDCA Cycle (1985): Plan - Do - Check - Act .

Kaoru Ishikawa refined the PDCA model to include more steps in the Plan and Do steps: Identify the goals and methods to use; involve in training and education during implementation.

PDSA Cycle (1985): Plan - Do - Study - Act .

Deming claimed that the ownership of PDCA Cycle was never recognized by anyone and the word “check” was used incorrectly because it means “to hold back”. Therefore, he replaced it with “study” to emphasize the importance of the continuous learning-improvement model.

How to Implement - PDCA Examples

Now, you’ve got a clear idea of what the PDCA Cycle is and how it changes over time. As a simple and structured method widely adopted in Quality Control and Total Quality Management, can it also be applied in wider areas, such as personal growth and business development? Yes, I’ll give you a couple of examples.

Benefits of PDCA Cycle

Among all those other methods, why does the PDCA model shade some lights in the history, especially known for the “Japanese Quality” and is still widely used today? Some key benefits of it need to be valued.

PDCA methodology emphasizes minimizing errors and maximizing outcomes. When applied to business development, e.g. a product’s iterations, it could ensure a developing path where the product is shaped better and better to the market and customers. It’s the same when it comes to personal growth. It also leaves space for constant check and reflection, which can avoid wasting time on the mistakes or making the same mistakes.

PDCA framework follows a learning curve and enhances the learning-improvement process continually. This is the key factor defining PDCA as a scientific and methodical way to gain knowledge. With knowledge building up, people’s ability goes up. 

PDCA model encourages a growth mindset. Seeing continuous improvements is a good way to enhance individuals’ self-esteem levels and bring a great sense of accomplishment. People tend to find meaning in the things they do. Imagine if one stops making progress, they would stay in the static and lose meaning in repetitive work and life. 

• PDCA Cycle is a simple and scientific way for problem-solving and process improvement.
• PDCA Cycle involves four key steps: Plan, Do, Check and Act.
• PDCA works slightly differently from Deming Cycle, Shewhart Cycle, and PDSA.
• PDCA Cycle is a never-ending process that can be used on a continual basis.
• PDCA Cycle can be used for quality control, business development, and personal growth.

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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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What is the PDCA Cycle?

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The PDCA Cycle , also known as the Deming Cycle or Plan-Do-Check-Act Cycle, is a systematic and iterative approach to problem-solving and continuous improvement. Developed by renowned statistician and management consultant W. Edwards Deming, the PDCA Cycle has become a fundamental tool for organizations striving to enhance their processes and achieve long-term success.

Part 1. What Is the Meaning of PDCA Cycle?

The PDCA cycle, also known as the Deming Cycle or Plan-Do-Check-Act cycle, is a management and continuous improvement methodology. It is a four-step iterative process that can be applied to improve and optimize processes, products, or services in various industries. The PDCA cycle was popularized by the quality management guru W. Edwards Deming.

The four stages of the PDCA cycle are:

Plan (P):   In this stage, you plan and establish the objectives and processes necessary to deliver results in accordance with the desired outcome. This involves defining the problem, setting goals, and identifying the resources needed.

Do (D):   This stage involves implementing the plan and executing the processes. It may include small-scale testing of the plan, collecting data, and making necessary adjustments to improve the process.

Check (C):   In this stage, the results of the implemented plan are systematically evaluated. Data is collected and compared against the expected outcomes. This step is crucial for understanding whether the implemented changes have led to the desired improvements.

Act (A):   Based on the results of the "Check" stage, actions are taken to standardize the process if it was successful or to modify the plan if improvements are needed. This stage completes the cycle by incorporating lessons learned into future planning and execution.

The PDCA cycle is a continuous and iterative process, and once the "Act" stage is completed, the cycle begins again with new plans and adjustments. The goal is to foster a culture of continuous improvement and learning within an organization, leading to increased efficiency, effectiveness, and overall quality. It is widely used in quality management, process improvement, and other areas where iterative problem-solving and optimization are essential.

Part 2. How Important is the PDCA Cycle in Organizations?

The PDCA cycle is highly important in various fields and industries for several reasons:

Continuous Improvement:   The PDCA cycle is a fundamental tool for fostering a culture of continuous improvement within organizations. It encourages the identification of problems, the development of solutions, and the implementation of changes to enhance processes and outcomes.

Problem Solving:   The structured approach of the PDCA cycle helps organizations systematically identify and address problems. By following the cycle, teams can analyze root causes, develop effective solutions, and monitor the results to ensure sustained improvements.

Efficiency and Effectiveness:   The PDCA cycle is designed to enhance both efficiency and effectiveness. Through the iterative process of planning, doing, checking, and acting, organizations can refine their processes, eliminate waste, and optimize resource utilization.

Risk Management:   By regularly assessing and monitoring the results of implemented plans, organizations can proactively manage risks. The PDCA cycle provides a systematic way to identify and address potential issues before they become major problems.

Quality Management:   The PDCA cycle is closely associated with quality management principles. It helps organizations establish and maintain high-quality standards by continuously reviewing and improving processes.

Decision-Making Support:   The PDCA cycle provides a structured framework for decision-making. It encourages data-driven decision-making by emphasizing the importance of checking and analyzing results before making further adjustments.

The PDCA cycle is a valuable tool for organizations seeking to improve their processes, enhance quality, and adapt to changing circumstances. It supports a proactive approach to problem-solving, learning, and continuous improvement, making it a cornerstone of effective management and quality assurance practices.

Part 3. What Are the Pros and Cons of PDCA Cycle?

Pros of the pdca cycle:.

Structured Problem-Solving:   PDCA provides a systematic and structured approach to problem-solving and improvement, ensuring that issues are identified, analyzed, and addressed in a methodical manner.

Continuous Improvement:   The iterative nature of the PDCA cycle promotes a culture of continuous improvement, encouraging organizations to regularly review and enhance their processes.

Data-Driven Decision-Making:   PDCA emphasizes the importance of data in decision-making. By collecting and analyzing data at each stage, organizations can make informed decisions based on evidence.

Flexibility:   The PDCA cycle is adaptable and can be applied to a wide range of processes and industries. It accommodates changes and adjustments based on the specific needs and challenges of the organization.

Employee Involvement:   PDCA encourages the involvement of employees at all levels in the improvement process. This fosters a sense of ownership and engagement among team members.

Cons of the PDCA Cycle:

Time-Consuming:   The PDCA cycle, when rigorously applied, can be time-consuming. Collecting and analyzing data at each stage may require significant resources.

Resource Intensive:   Implementing the PDCA cycle effectively may require resources in terms of time, personnel, and technology, which may be challenging for smaller organizations with limited resources.

Resistance to Change:   Employees and stakeholders may resist the changes introduced through the PDCA cycle, especially if there is a lack of communication or understanding about the benefits of the changes.

Lack of Standardization:   The emphasis on continuous improvement may result in a lack of standardization, making it challenging to establish consistent processes and procedures.

Not a One-Size-Fits-All Solution:   While PDCA is a versatile tool, it may not be suitable for every situation. Some complex problems may require more specialized problem-solving approaches.

Short-Term Focus:   The emphasis on iterative cycles may sometimes lead to a short-term focus, with organizations addressing immediate issues rather than considering long-term strategic goals.

Part 4. How to Apply the PDCA Model?

Applying the Plan-Do-Check-Act (PDCA) model involves a systematic and iterative approach to problem-solving and continuous improvement. Here's a step-by-step guide on how to apply the PDCA model:

1. Plan (P):

Identify the Problem or Opportunity:   Clearly define the problem or identify the opportunity for improvement. Be specific and focused on the desired outcome.

Set Objectives and Goals:   Establish measurable objectives and goals for the improvement initiative. Define what success looks like and set realistic targets.

Develop a Plan:   Devise a plan that outlines the actions required to achieve the objectives. Specify the tasks, responsibilities, resources needed, and a timeline for implementation.

Consider Risks:   Identify potential risks and challenges that may arise during the implementation of the plan. Develop strategies to mitigate these risks.

Implement the Plan:   Execute the plan according to the defined tasks and timeline. Ensure that all team members are aware of their roles and responsibilities.

Document the Process:   Keep detailed records of the implementation process. Document any deviations from the plan, unexpected challenges, or lessons learned during the execution.

3. Check (C):

Monitor and Collect Data:   Regularly collect data related to the implemented plan. This could include performance metrics, customer feedback, or other relevant information.

Compare Results to Objectives:   Compare the collected data against the initially established objectives and goals. Assess whether the implemented changes have led to the desired improvements.

Analyze Variances:   If there are variances between expected and actual results, analyze the root causes of the discrepancies. Determine whether adjustments are needed.

4. Act (A):

Take Corrective Actions:   Based on the analysis of results, take corrective actions to address any identified issues or variances. Adjust the plan as needed to improve effectiveness.

Standardize Successful Practices:   If the implemented changes lead to positive results, consider standardizing these practices to ensure ongoing improvement and consistency.

Reflect and Learn:   Reflect on the entire PDCA cycle. Document lessons learned, best practices, and areas for further improvement. Use this knowledge in future planning.

Repeat the PDCA Cycle:   Begin a new PDCA cycle based on the lessons learned and insights gained from the previous cycle. Continuously apply the model to drive ongoing improvement.

By following these steps and incorporating the PDCA model into your organization's culture, you can systematically drive improvement and adapt to changing circumstances over time.

Part 5. How to Use PDCA Model with Boardmix?

Boardmix is a revolutionary online whiteboard tool designed to streamline your application of the PDCA (Plan-Do-Check-Act) model. With our intuitive interface and extensive library of drawing templates, you can easily visualize each step of the PDCA cycle, fostering better understanding and collaboration among your team. Whether you're planning a new project, implementing changes, checking results or acting on improvements, Boardmix makes it simple to map out your thoughts and ideas in a clear, organized manner. Unlike other tools like Miro or Figjam, Boardmix doesn't require any integrations - everything you need is right at your fingertips. Start using Boardmix today and experience the ease of applying the PDCA model like never before.

Key features of Boardmix:

• Intuitive Interface:   Boardmix's user-friendly interface allows users to easily navigate and utilize the platform, even without prior experience.
• Extensive Library of Drawing Templates:   With a wide variety of templates available, Boardmix enables users to quickly start their projects without the need for creating designs from scratch.
• Real-time Collaboration:   Boardmix supports real-time collaboration, allowing teams to work together simultaneously on the same board, fostering better communication and efficiency.
• No Integration Required:   Unlike other online whiteboard tools, Boardmix is a standalone platform that doesn't require any additional integrations, making it more convenient for users.

FAQs about PDCA Model

1. what is the pdsa cycle.

The PDSA (Plan-Do-Study-Act) cycle is a four-step iterative model for continuous improvement. In the planning phase, goals and strategies are set, followed by small-scale implementation in the doing phase. The study phase involves data collection and analysis to evaluate outcomes. Based on the findings, the act phase includes adjustments to the plan and subsequent implementation of changes. The cycle repeats for ongoing improvement. Similar to PDCA (Plan-Do-Check-Act), PDSA fosters a systematic approach to problem-solving and optimization, emphasizing learning and adaptability in organizational processes.

2. What is the purpose of PDCA in agile?

In Agile methodologies, the PDCA (Plan-Do-Check-Act) cycle, or its close variant PDSA (Plan-Do-Study-Act), serves as a crucial framework for continuous improvement. The purpose of PDCA in Agile is to enable teams to iteratively and incrementally enhance their processes, products, and outcomes.

3. What is the difference between PDCA and agile?

PDCA (Plan-Do-Check-Act) is a general continuous improvement framework applicable across industries, focusing on iterative cycles of planning, execution, evaluation, and adjustment. Agile, on the other hand, is a set of methodologies like Scrum or Kanban, designed specifically for software development and project management. Agile emphasizes iterative, collaborative, and customer-centric approaches. While PDCA offers a broader framework for improvement, Agile provides detailed methodologies with defined roles and practices, initially tailored for the dynamic nature of software development but adaptable to various projects and industries. Both share a commitment to adaptability and continuous enhancement, albeit at different levels of specificity.

The PDCA Cycle serves as a powerful tool for organizations seeking to enhance their processes and achieve continuous improvement. By systematically planning, implementing, checking, and acting on changes, businesses can foster a culture of adaptability and innovation, positioning themselves for long-term success in a dynamic and competitive environment.

Boardmix ’s intuitive interface and extensive library of drawing templates make planning, doing, checking, and acting on your projects a breeze. Say goodbye to complicated integrations and embrace a more streamlined, efficient way of working with Boardmix.

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PDCA Cycle: The Plan-do-check-act Cycle In A Nutshell

The PDCA (Plan-Do-Check-Act) cycle was first proposed by American physicist and engineer Walter A. Shewhart in the 1920s. The PDCA cycle is a continuous process and product improvement method and an essential component of the lean manufacturing philosophy.

Table of Contents

Understanding the PDCA cycle

It was later popularised by fellow engineer and statistician W. Edwards Deming, widely attributed as the father of modern quality control.

Deming called it the Shewhart Cycle after his mentor and applied its principles to improving production processes during the Second World War. 

Today, the PDCA cycle is useful in any industry or setting in multiple contexts. These include:

• Continuous improvement or the establishment of a new improvement project.
• Developing or refining the design of a product, service, or process.
• Clarifying a repetitive work process.
• Data collection and analysis to verify or identify problems or root causes.
• Change implementation.

The four components of the PDCA cycle

The PDCA cycle is an iterative, systematic, four-stage approach.

Following is a look at each stage:

Plan (P) – in the first stage, a plan is created from a recognized opportunity for improvement or change

Here, decision-makers need to clarify core problems by developing hypotheses for each.

They must also determine what resources they have and what they are lacking.

In other words, is the initiative feasible? Could it be scaled? Lastly, goals must be established – under what circumstances would the initiative be considered successful?

Do (D) – then, it is time to develop, implement, and test the solution

Unforeseen problems may occur during implementation, so it is useful to start small and in a controlled environment.

Before work is carried out, standardization of roles, responsibilities, and methods must also be established.

Check (C) – arguably the most important stage. Do the test results accept or reject the hypotheses?

Furthermore, do the tests support initiative or project objectives? Even successful tests may have problems or inefficiencies that offer room for improvement.

Consult a variety of relevant stakeholders to encourage diverse opinions.

Act (A) – in the final stage, a refined initiative is implemented and becomes the new baseline for any future PDCA cycle

Required resources and employee training should be quantified for organization-wide scaling.

Metrics that measure and track the performance of the initiative overtime should also be clarified. Failed initiatives move back to the first stage and are adjusted to prepare for a new cycle.

Advantages of the PDCA cycle

Versatility.

As noted earlier, the PDCA cycle can be used wherever change or continuous improvement is required.

Applications are possible in change management, product development, project management, and quality improvement.

The Mayo Clinic used quality improvement to reduce wait times for candidates qualifying for cochlear implant surgery.

Using the cycle, the hospital and research center, it was able to reduce the median cycle time for testing from 7.3 to 3 hours.

Intuitiveness

The PDCA cycle is also relatively simple to understand and implement.

This reduces inefficiencies arising from misunderstandings or misuse and facilitates buy-in from key stakeholders.

Disadvantages of the PDCA Cycle

Requires commitment.

The PDCA cycle is not something a business can perform once and then file away in a cabinet.

This continuous and cyclical process requires commitment which must be demonstrated from senior management to permeate down through the organization.

The PDCA cycle is an effective but rather time-consuming process.

Some businesses will see its effectiveness as a major advantage, but it is nevertheless unsuitable for urgent problems, emergencies, or other initiatives requiring speedier resolution.

The cycle is also somewhat reactive since it assumes everything starts with planning.

The basic philosophy of PDCA is planning and performing an activity first and responding to drawbacks later.

This approach of correcting (and not pre-empting) mistakes discourage innovation , dynamism, and creativity.

Ultimately, this makes it unsuitable for many modern business environments that demand proactive thinking.

When to Use the PDCA Cycle

Ideal use cases:.

• Continuous Improvement Projects: Particularly useful in quality management and continuous improvement initiatives where incremental changes are implemented over time.
• Well-Defined Problems: Effective for addressing well-defined, straightforward problems where the goals and methods are clear.

Strategic Application:

• Process Optimization: Can be strategically applied to optimize and standardize processes in manufacturing, operations, and service delivery.
• Quality Control: Useful in scenarios requiring rigorous quality control and systematic documentation of changes and results.

How to Use the PDCA Cycle

Implementing the methodology:.

• Plan: Identify a problem or opportunity for improvement, and develop a plan to address it, including setting objectives and deciding on actions.
• Do: Implement the plan on a small scale to test its effectiveness.
• Check: Assess the results of the test implementation, comparing them against the expected outcomes to identify any discrepancies.
• Act: Based on the assessment, make adjustments to the plan and either standardize the solution if successful or return to the planning stage for further refinement.

Best Practices:

• Iterative Approach: Embrace the iterative nature of PDCA, understanding that multiple cycles may be needed to achieve the desired results.
• Data-Driven Decisions: Base decisions on data and factual information gathered during the Check phase.
• Flexibility and Adaptation: Be prepared to adapt the plan based on findings during the cycle, maintaining flexibility in the approach.

What to Expect from Implementing the PDCA Cycle

Enhanced problem-solving and quality:.

• Improved Processes and Quality: PDCA facilitates systematic problem-solving that can lead to improved processes and product quality.
• Structured Improvement Approach: Provides a structured approach to continuous improvement, making processes more efficient over time.

Organizational Impact:

• Cultural Shift Towards Continuous Improvement: Can help foster a culture of continuous improvement and learning within an organization.
• Better Documentation and Standardization: Encourages thorough documentation and standardization of best practices.

Potential Challenges:

• Need for Patience and Persistence: The iterative nature of PDCA requires patience and persistence, as immediate results may not always be evident.
• Balancing Structure with Flexibility: It’s important to balance the structured approach of PDCA with the need for flexibility and adaptability to new information or changing circumstances.

In summary, the PDCA Cycle is a valuable tool for systematic problem-solving and continuous improvement, particularly effective in structured environments where incremental progress is essential.

While it offers a disciplined approach to tackling problems and enhancing quality, it may not be as suitable for highly dynamic or complex issues that require rapid responses or creative solutions.

Successful implementation of PDCA involves a commitment to iterative learning and improvement, data-driven decision-making, and the flexibility to adapt plans based on evolving insights and results.

PDCA cycle examples

Here are a few ways the PDCA cycle could be used in a real-world setting.

Health care establishment

Consider the example of a hospital that forms a team to improve patient care and outcomes.

Once the task ahead of them is properly understood, the team expects to use the PDCA cycle to improve patient feedback scores by 55%.

To achieve this in practice, the team identifies various contributing factors such as the hospital air filtration system, nurse training, visiting hours, and access to facilities.

Members decide that nurse training is the factor most likely to influence patient care in the hospital.

With this in mind, the PDCA team implements a revised nurse development program and tests its efficacy on new recruits.

In the months after implementation, the team routinely evaluates the impact of the new program by collecting patient feedback and comparing it to the stated improvement level of 55%.

At some point, the new influx of nurses and re-training of existing staff help the hospital achieve its objective.

Moving forward, the hospital plans to introduce the initiative to other departments with periodic reviews to ensure it remains successful.

Hiring agency

Now imagine a hiring agency whose primary function is to review job applications and schedule interviews for eligible candidates.

After six months in operation, the hiring agency realizes that candidates who are penciled in for an interview often find jobs with other providers beforehand.

Since the viability of the hiring agency relies on providing talent or labor for its clients, a team uses the PDCA cycle to make the process more efficient.

Understanding that reviewing applications takes longer than it should, the HR team proposes that a new administrator position be created.

This individual would be tasked with filtering applications or establishing an applicant tracking system (ATS).

Both options are tested with a team member playing the part of an HR administrator and ATS user, with the new system ultimately determined to be the more salient choice.

The hiring agency then monitors and refines this system to reduce wait times and ensure that candidates are more likely to choose one of its own clients as an employer. 

Bricks-and-mortar retail

In the final example, a retailer wants to open a new fashion store but is unsure of which product lines are best suited to its customers.

Using the PDCA cycle, the retailer decides to introduce three new products every month.

At the end of this month, they assesses sales data to determine which products sold best. This process is repeated for six months with the best performing lines incorporated into store-only promotions. 

Sales, customer preferences, and any other added benefits are quantified every month to ensure introduced products continue to be successful.

In the “Act” stage of the PDCA cycle, the retailer decides which product lines it will sell permanently and enters into talks with suppliers to establish an ongoing relationship.

Case Studies

• Reducing Defects : A manufacturing company uses PDCA to continually reduce defects in its production process.
• Cycle Time Reduction : A factory implements PDCA to decrease cycle times for production steps.
• Patient Safety : A hospital employs PDCA to enhance patient safety by addressing medication errors.
• Emergency Response : An ambulance service uses PDCA to improve response times and emergency protocols.
• Curriculum Enhancement : A school applies PDCA to regularly review and update its curriculum to meet educational goals.
• Teacher Training : An educational institution uses PDCA for ongoing teacher training and development programs.
• Software Testing : A software development team employs PDCA to refine its testing processes for software quality improvement.
• Bug Resolution : A tech company uses PDCA to prioritize and resolve software bugs efficiently.
• Inventory Optimization : A logistics company applies PDCA to optimize inventory levels for cost reduction.
• Supplier Performance : A manufacturer uses PDCA to assess and improve supplier performance.
• Complaint Resolution : A customer support center utilizes PDCA to enhance complaint resolution processes.
• Call Center Efficiency : A call center applies PDCA to improve call handling times and customer satisfaction.
• Waste Reduction : A company uses PDCA to reduce waste generation and improve sustainability.
• Energy Efficiency : An organization applies PDCA to optimize energy consumption in its facilities.
• Project Planning : A project management team uses PDCA for effective project planning, including scope, timeline, and resource allocation.
• Risk Mitigation : PDCA is employed to identify and mitigate risks throughout a project’s lifecycle.
• Sales Strategy : A sales team utilizes PDCA to refine its sales strategies and tactics for increased revenue.
• Marketing Campaigns : A marketing department applies PDCA to assess and enhance the effectiveness of marketing campaigns.
• Quality Control : A quality control department uses PDCA to maintain and improve product quality.
• ISO Certification : An organization employs PDCA to achieve and maintain ISO certification standards.
• Menu Enhancement : A restaurant uses PDCA to regularly update its menu based on customer preferences and feedback.
• Kitchen Efficiency : A fast-food chain applies PDCA to streamline kitchen operations for faster service.
• Expense Reduction : A financial team employs PDCA to identify and reduce unnecessary expenses.
• Investment Strategy : An investment firm uses PDCA for ongoing portfolio optimization.
• Accident Prevention : A construction company applies PDCA to prevent workplace accidents and improve safety protocols.
• Health and Wellness Programs : An HR department uses PDCA to assess and refine employee wellness programs.
• Stock Rotation : A retail store uses PDCA to manage inventory turnover and reduce stock wastage.
• Store Layout : PDCA is employed to optimize store layouts for better customer flow and product visibility.
• Policy Evaluation : Government agencies use PDCA to assess the effectiveness of public policies and make necessary adjustments.
• City Planning : PDCA is applied to urban planning to enhance city infrastructure and services.

Key takeaways

• The PDCA cycle is an iterative, four-step problem-solving and continuous improvement methodology developed by Walter A. Shewhart in the 1920s. It was later refined by the father of modern quality control, W. Edwards Deming.
• The PDCA cycle is an acronym of four distinct stages: plan, do, check, and act. Collectively, the four stages form a cyclical process where initiatives are planned, tested, evaluated, and refined if necessary.
• The PDCA cycle is a versatile process useful in any scenario requiring change or improvement. However, it is an exhaustive process and requires a display of commitment from upper management. In some cases, it may also be reactive and discourage out-of-the-box thinking.

Key Highlights

• Origins and Evolution: Proposed by Walter A. Shewhart in the 1920s and popularized by W. Edwards Deming, the PDCA cycle is a continuous improvement method applicable across industries and contexts.
• Versatility: PDCA is useful in various scenarios such as continuous improvement projects, product design , process refinement, data analysis , change implementation, and more.
• Plan (P): Identify opportunities, set goals, allocate resources, and create a plan.
• Do (D): Execute the plan on a small scale, implement changes, and gather data.
• Check (C): Evaluate outcomes, compare results to goals, and analyze data.
• Act (A): Implement refined changes, standardize processes, and prepare for the next cycle.
• Adaptable and applicable to diverse situations.
• Emphasizes empirical evidence and continuous improvement.
• Encourages collaboration and engagement among stakeholders.
• Requires commitment to continuous cycles.
• Time-consuming and may not be suitable for urgent issues.
• Can be somewhat reactive and limit proactive innovation .
• Healthcare: Improving patient care scores through nurse training.
• Hiring Agency: Enhancing application review and candidate scheduling.
• Retail: Optimizing product selection and sales in a fashion store.
• Iterative Approach: The PDCA cycle is an iterative and cyclical process, making it suitable for ongoing improvement efforts and problem-solving.
• Rooted in Quality Management: Developed within the quality management context, PDCA emphasizes evidence-based decision-making and continuous learning.
• Simple and Understandable: The straightforward PDCA framework is easy to comprehend, implement, and communicate among stakeholders.
• Commitment and Leadership: Successful application of PDCA requires commitment from senior management and alignment with the organization’s goals and culture.
• Continuous Improvement: PDCA is aligned with the principles of continuous improvement, allowing organizations to refine processes and achieve better outcomes over time.
• Applicability: PDCA can be used across industries, including manufacturing, healthcare, services, and technology, making it a versatile approach for improvement initiatives.

Connected Agile & Lean Frameworks

Agile Methodology

Agile Program Management

Agile Project Management

Agile Modeling

Agile Business Analysis

Agile Leadership

Andon System

Bimodal Portfolio Management

Business Innovation Matrix

Business Model Innovation

Constructive Disruption

Continuous Innovation

Design Sprint

Design Thinking

Dual Track Agile

eXtreme Programming

Feature-Driven Development

GIST Planning

ICE Scoring

Innovation Funnel

Innovation Matrix

Innovation Theory

Lean vs. Agile

Lean Startup

Minimum Viable Product

Rational Unified Process

Rapid Application Development

Retrospective Analysis

Scaled Agile

Spotify Model

Test-Driven Development

Scrum Anti-Patterns

Scrum At Scale

Stretch Objectives

Toyota Production System

Total Quality Management

Read Also:  Continuous Innovation ,  Agile Methodology ,  Lean Startup ,  Business Model Innovation ,  Project Management .

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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

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

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

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

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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The Plan-Do-Check-Act (PDCA) Cycle, Explained (+Mind Map Examples of PDCA)

Mar 14, 2023

Are you tired of repeating the same mistakes over and over again? Do you want to improve your processes and achieve better results? Then PDCA is the solution for you! With its simple yet effective methodology, PDCA helps you identify problems, develop and implement solutions, and continuously improve your processes over time. By following this cycle, you can be an expert at solving problems.

What is PDCA?

PDCA was developed by Dr. W. Edwards Deming, an American statistician and quality management expert, in the 1950s. Deming's work focused on helping companies improve their production processes and achieve better results. He believed that quality was a key driver of success and that it could only be achieved through a continuous improvement process.

The process of solving problems using the PDCA cycle is based on the scientific method. It involves planning an experiment to test a hypothesis, executing the experiment, studying the results, and using that information to form new hypotheses. This cycle is iterative, meaning that it is a continuous process that should never stop. Once an experiment is completed, the focus should shift towards planning the next one to continue moving towards improvement.

The beauty of the PDCA cycle lies in its simplicity and its effectiveness. By following this process, organizations can achieve continuous improvement in their processes and operations, leading to better quality, increased efficiency, and greater customer satisfaction. This cycle emphasizes the importance of being proactive, rather than reactive, in problem-solving and encourages a mindset of continuous improvement.

The PDCA model

The Plan phase is the first step in the PDCA cycle, and it involves identifying a problem or opportunity for improvement and developing a plan to address it.

• Identify the problem involves defining the problem, determining its scope and impact, and understanding its root cause.
• Establish goals involves setting specific, measurable goals that align with the organization's overall objectives.
• Develop a plan involves outlining a detailed plan for achieving the established goals. The plan should include specific actions, timelines, and responsibilities for each step.
• Define metrics involves establishing metrics to measure progress towards the goals and determine whether the plan is working as intended.
• Get buy-in involves gaining support from stakeholders and getting their agreement to move forward with the plan.

The Do phase is the second step in the PDCA cycle, and it involves implementing the plan developed in the Plan phase.

• Implement the plan involves carrying out the plan developed in the Plan phase, including all of the specific actions, timelines, and responsibilities outlined in the plan.
• Collect data involves gathering data on the results of the plan. This may involve collecting quantitative data, such as production metrics or customer feedback, as well as qualitative data, such as employee feedback or observations.
• Document the process involves documenting the process used to implement the plan, including any deviations from the plan and any unexpected outcomes or issues that arose.
• Address issues involves addressing any issues or problems that arose during the implementation process. This may involve making adjustments to the plan, refining processes, or providing additional training to employees.

The Check phase is the third step in the PDCA cycle, and it involves analyzing the data collected in the Do phase to determine whether the plan is working as intended.

• Analyze data involves examining the data collected in the Do phase to determine whether the plan is achieving the desired outcomes. This may involve using statistical analysis, qualitative analysis, or other methods to identify trends and patterns in the data.
• Compare results to goals involves comparing the results of the plan to the goals established in the Plan phase. This can help identify any areas where the plan is falling short and where improvements can be made.
• Identify deviations involves identifying any deviations from the plan that may have contributed to the results. This can help pinpoint areas where changes may be necessary to improve outcomes.
• Determine root cause involves identifying the root cause of any deviations or issues identified. This can help identify the underlying factors that are contributing to the problem and inform potential solutions.

The Act phase is the fourth and final step in the PDCA cycle, and it involves implementing changes based on the insights gained from the Check phase.

• Develop an action plan involves developing a plan for implementing changes based on the insights gained from the Check phase. This plan should be detailed and include specific actions, timelines, and responsibilities.
• Implement changes involves carrying out the action plan developed in step 1. This may involve making changes to processes, procedures, or systems, as well as providing training or support to employees.
• Monitor results involves tracking the results of the changes made in step 2. This may involve collecting data on production metrics, customer feedback, or other relevant measures.
• Standardize the process involves standardizing the new process or procedure to ensure that it is followed consistently and that improvements are sustained over time.

Using Xmind to continuously improve

Xmind supports the conversion and mixing of different structures. When you need to clearly display all processes in the same diagram, you can use a mind map structure that links four tree tables . And based on this, you can continuously plan, do, check, and act.

When should you use the PDCA process?

Using the PDCA cycle can be a game-changer for organizations that want to continuously improve and stay ahead of the curve. It's a flexible framework that allows for iterative problem-solving and empowers teams to adapt to changing circumstances. PDCA has become a widely accepted method for achieving continuous improvement in many areas of business and self-growth, including manufacturing, healthcare, and software development.

Achieving personal goals

Enterprise management

Another example, manufacturing management is a critical component of business growth. Without it, companies may struggle to optimize their production processes, maintain high-quality standards, and meet the ever-changing demands of the market.

Rome wasn't built in a day, and it's the same with becoming a pro in the workplace. But fear not, my friend! There's a handy tool called the PDCA model that can help you out. It's a loop process that you can use to keep improving and getting better and better. So let's jump on board and enjoy the benefits of efficient work together. Go, team!

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. 

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. 

• 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. 

• 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. 

• 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. 

• 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

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. 

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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How to Implement the PDCA Cycle (Plan-Do-Check-Act) [Free Template]

Continuous improvement is something all companies (should) strive for but many treat as an abstract concept. To actually achieve a level of continuous improvement, you must have a plan in place – something you can put on paper, execute, evaluate and repeat.

What is the PDCA Cycle?

Step one: plan.

Start by defining the problem and pinpointing the root cause using the 5 Whys , a technique developed in the 1930s by Sakichi Toyoda, founder of Toyota Industries that is still used by Toyota today. You may need to take a more in-depth approach (such as Cause-Effect Diagrams ) if the issue is overly complex.

Here is an example of how to use the 5 Whys:

Problem: Your customer received their order two weeks later than you promised.

• Why?   Production was delayed in China.
• Why?   The factory received the bolts they needed two weeks later than anticipated.
• Why?   The bolt supplier did not have the materials ready on time.
• Why?   They had trouble sourcing the steel needed to make the bolts.
• Why?   Their sourcing manager is new and inexperienced.

Counter-measure:   You need to find a secondary bolt supplier that is reliable.

Remember to base everything on hard facts rather than on speculation or assumption. Set SMART goals  for your plan. For the above example, your goal could be to qualify a secondary bolt supplier in the Guangdong province of China within 30 days.

Get started now! Download your FREE PDCA CYCLE EXCEL TEMPLATE  here .

Step Two: Do

Now that you have defined your problem and found the root cause, it is time to brainstorm potential solutions. Once you have your options laid out, determine which you believe will be most practical. Test it out on a small scale (do not fully implement). Think of the “do” phase as the “test” phase .

Example: Continuing the scenario above, you need to find a bolt supplier in Guangdong, China in the next 30 days. Your office is located in the US. You have identified three options: 1) Find a supplier online, 2) Send your sourcing manager to China to find a supplier or 3) Hire a sourcing agent in China to find a supplier on your behalf. You must weigh the costs and risks of each option.

• What is your budget?
• Which option will allow you to successfully qualify a new supplier in 30 days?
• What are your criteria for qualifying the new supplier?
• Who will draw up a contract?

Step Three: Check

This step may also be referred to as the “study” phase (as in the Deming Cycle). Assess the outcome of the pilot solution. If you realize there is room for improvement, make necessary changes and repeat the “do” and “check” phases until you feel you have reached a comprehensive solution.

Example : You decided to hire a sourcing agent in China to locate and qualify a secondary bolt supplier on your behalf. You need to determine if this was the best option.

• Did the sourcing agent accomplish the task to your specifications?
• Are you satisfied with the amount of money and time spent?
• Did anything go wrong? What obstacles had to be overcome?
• What factors could you change to improve the process?
• Should you have sent your own sourcing manager instead? Would it have been worth the cost?

Perform an analysis to answer these questions. 

Step Four: Act

The final step is to fully implement your solution. If you are solving an isolated issue, congratulations! You are finished. If you are striving for continuous improvement, you should repeat the cycle from Step One: Plan to find additional opportunities for improvement. Lather, rinse, repeat.

Example: Based on your analysis, you have determined that if you need to quickly qualify a secondary supplier in the future, it could be worthwhile to send your sourcing manager to China instead of hiring a local agent. Head back to Step One of the Cycle to re-map your new plan and use the knowledge you gained from your pilot test to make improvements. When the situation arises again, implement your new plan following the Cycle in its entirety. If that becomes your new standard process for qualifying suppliers in a pinch, work continuously to identify areas of weakness and room for improvement to perfect the process.

4 Benefits of Using PDCA

• Provides a standardized method to achieving continuous improvement that can be used by employees in any department to resolve new and recurring issues
• Prevents wasted time implementing ineffective or inferior solutions
• Fosters teamwork through brainstorming and problem-solving
• Inexpensive – Overcome obstacles internally

3 Tips for Successfully Implementing PDCA

• Upper management must be on-board and treat the Cycle as a mandatory policy for change
• Remember this is a circular plan , not a one-way plan
• Implement in all departments of organization

Additional Resources

Check out these resources for more on continuous improvement:

• Deming Institute

Filed Under: Business , Entrepreneur

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Plan-Do-Check-Act Cycle

Plan-do-check-act (PDCA) is a four step cycle that allows you to implement change, solve problems, and continuously improve processes. Its cyclical nature allows it to be utilized in a continuous manner for ongoing improvement.

When implementing change.

For problem solving.

For continuous improvement.

To develop a design.

1. PLAN the change or improvement.

2. DO: Conduct a pilot test of the change.

3. CHECK: Gather data about the pilot change to ensure the change was successful.

4. ACT: Implement the change on a broader scale. Continue to monitor the change and iterate as necessary by repeating the cycle.

Makes sure that all appropriate steps are followed.

Offers a systematic improvement method.

Is an effective process improvement guide.

Informs future improvement by providing feedback.

Maintains order during problem solving.

Requires significant commitment over time.

Yeager K. Program evaluation: this is rocket science. In: Roberts A, Yeager K, editors. Evidence-based practice manual: research and outcome measures in health and human services. New York, NY: Oxford University Press; 2004. p. 647-53.

American Society for Quality. Project planning and implementing tools: Plan-Do-Check-Act Cycle. 2009 [cited 2009 July 23]; Available from: http://www.asq.org/learn-about-quality/project-planning-tools/overview/pdca-cycle.html

Silimperi D, Zanten V, Franco L. Framework for institutionalizing quality assurance. In: Roberts A, Yeager K, editors. Evidence-based practice manual: research and outcome measures in health and human services. New York, NY: Oxford University Press; 2004. p. 867-81.

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