Among the different problem-solving strategies that exist in industry, the PDCA cycle (Plan, Do, Check, Act), also known as the Deming wheel, is a cyclical method of continuous improvement. The main advantage of PDCA method in an organization, is its comprehensive nature. Let’s take a closer look at the thinking behind it, and how to set it up easily.
Definition of the PDCA method or Deming wheel
PDCA stands for Plan, Do, Check, Act. It is a 4-step problem-solving method, but also an iterative process for continuous improvement. It is also called the Deming wheel, not named after its creator, but after the statistician who made it popular among Japanese industrialists – who were already well-versed in the matter – in the 1950s.
While It is very well-suited to the industrial sector, that is not its only field of application. For example, it can be applied to entrepreneurship, project management, research, change management, information systems management via the ISO 27001 standard, and so on.
But of all the methods and acronyms managers are faced with, which one is right? When we talk about PDCA or the Deming wheel, we might also be tempted to look to another method, 8D, or even DMAIC. Define, Measure, Analyze, Improve, Control seems to follow the same script as the other two, and their philosophy is certainly similar. But there are details that set them apart and constitute a different approach.
PDCA’s illustration as a wheel gives a clear understanding of how it works. It is merely a set of repetitive actions that enable resolution, while providing the opportunity to learn and thus avoid repeating the same mistakes. Better still, PDCA is a way of implementing solutions without going backwards, always moving forward, and starting over.
The 4 steps of the PDCA method
Perhaps the most important of the method’s benefits is that there are only 4 steps.
While it doesn’t provide all the answers, it is certainly enough to help structure the teams’ thinking. Another advantage is that the PDCA method applies both to project management and the pursuit of continuous improvement. Each step can therefore be adjusted to suit requirements, which makes the Deming wheel highly agile.
Plan 🗓 (PDCA method)
P, for Plan, is the first step, and consists of planning what you want to do, or what you need to do as circumstances dictate. In project management, planning means knowing what to do (tasks), for whom, by when, with what resources and constraints. When it comes to improvement, the same questions apply, but they are triggered by an initial observation: what is the problem and what is causing it?
Do 💪
Once the planning is complete, it’s time to act. PDCA doesn’t necessarily mean you’ll immediately find the best solution. The method is mostly about iteration and experimentation. You therefore need to make sure that each stakeholder understands his or her role, that any actions implemented are working properly, that you can see the impacts of the solution, and then test and test again.
Check ✅
The purpose of this step is to evaluate the results and understand what isn’t working. It is then possible to identify possible adjustments and improvements. The Check step is also a good time for assessing the solution’s overall effectiveness.
Act ⚙️
The last step consists of actually implementing the strategy that has been decided upon after testing and analysis, and sharing the information with the people in charge of operations. It also involves formalizing the problem’s resolution in the process documentation to make it a standard, and then defining how to monitor performance improvement.
Example of a PDCA method (Plan, Do, Check, Act) used in a factory
Imagine a packaging plant that uses this method to produce new packaging that is recyclable and that requires fewer resources. The aim is to introduce extremely fine, yet robust and high-quality boxes for a perfume company.
P (Plan)
Initial tests show that the vertical sides are perfectly made. But this is not the case for a flap ton the lid. Once every 5 units, the cardboard bends, slowing down the production line.
In order to meet the customer’s specs and at the same time pursue its eco-responsible packaging approach, the company knows it has to invest in more recent machinery. No amount of repairs will solve the problem, given the thickness of the cardboard.
D (Do)
A new machine is installed in the factory, but the old machines remain in place. This allows a direct comparison, to see if the investment is worthwhile.
C (Check)
The flap issue is solved by the new machine, which can cope with the fine cardboard. But there is still the question of production speed. Analysis and feedback from the operators reveal that the problem is not with the machine, but rather with the training in how to use it.
A (Act)
The managers then decided to provide training for all operators on the new machine, and to swap out all the old models. They then return to the first phase to adapt to the new reality. This has the effect of speeding up production while eliminating rejects.
The PDCA method is the simplest to understand but sometimes also the most technical, depending on the problem to be solved or the improvement required. To make it easier to introduce, and to ensure its success, Fabriq proposes to digitalize the process within a tool that contains all your steps and promotes collaboration to solve industrial challenges.
