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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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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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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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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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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.

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

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

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• What Is Value Stream Mapping?
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• Implementing a Kanban Pull System
• Pull System on the Portfolio Level
• What Is Kaizen?
• What Is Continuous Improvement?
• Built-In Quality Management
• What Is the Poka-Yoke Technique?
• What Is Plan-Do-Check-Act Cycle?

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What Does the PDCA Cycle Mean?

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

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

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

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

Brief History of PDCA 

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

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

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

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

What Are the 4 Steps of the PDCA Cycle? 

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Why Is PDCA Important for Your Business?  

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

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

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

When to Use the PDCA Cycle? 

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

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

What Are Some Real-Life Examples of PDCA? 

Example #1: nestlé .

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

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

Example #2: Lockheed Martin

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

Example #3: Nike

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

Continuously Improving through PDCA

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

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

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

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

PDCA Frequently Asked Questions (FAQ) 

What is the difference between pdca and six sigma .

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

What Is the Difference between PDCA and PDSA? 

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

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

The PDCA Cycle and Kaizen 

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

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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.

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

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

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

Key Takeaways

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

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

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

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

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

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

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

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

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

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

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

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

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

The Mayo Clinic

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

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

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

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

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

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

What Is the Difference Between PDCA and Six Sigma?

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

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

What Is the Difference Between PDCA and PDSA?

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

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

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

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

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

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

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

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!

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

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

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

The Four Stages of the PDCA Cycle

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

The four stages of the PDCA cycle are:  

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

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

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

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

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

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

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

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

Key Benefits of the PDCA Cycle

The PDCA cycle provides several benefits for organizations:  

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

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

Tips and Best Practices for Implementing the PDCA Cycle

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

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

PDCA Cycle and ISO 9001 Quality Management

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

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

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

About the Author

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

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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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Guide to Problem-Solving Methodologies: 8D, PDCA, DMAIC, and Kaizen

Welcome 2024! Embracing and mastering problem-solving methodologies is essential for organizations on their continuous improvement journey throughout the year. By learning these techniques, teams can streamline and enhance their problem-solving processes, fostering a culture of innovation and resilience in the face of challenges.

This proactive approach will empower organizations to navigate uncertainties, drive efficiency, and achieve sustainable growth in the dynamic landscape of 2024 and beyond.

This article explores four widely adopted methodologies: 8D (Eight Disciplines), PDCA (Plan-Do-Check-Act), DMAIC (Define-Measure-Analyze-Improve-Control) , and Kaizen .

Each methodology brings a unique approach to problem-solving, tailored to different contexts and challenges.

Problem-Solving Methodologies

1. 8d (eight disciplines).

The 8D problem-solving methodology is structured into eight steps, providing a systematic approach to identifying, solving, and preventing problems.

The steps include:

• D1: Form a Team
• D2: Define the Problem
• D3: Develop Interim Containment Actions
• D4: Identify the Root Cause
• D5: Choose Permanent Corrective Actions
• D6: Implement Corrective Actions
• D7: Prevent Recurrence
• D8: Congratulate the Team

8D emphasizes teamwork, data-driven analysis, and a focus on both short-term containment and long-term solutions. It encourages a thorough investigation into the root cause to prevent recurrence.

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

PDCA, also known as the Deming Cycle, is a continuous improvement method popularized by W. Edwards Deming.

The PDCA cycle comprises four stages:

• Plan : Identify the problem and plan for change
• Do : Execute the plan on a small scale
• Check : Analyze the results and compare against the expected outcomes
• Act : Implement necessary changes on a larger scale and standardize improvements

PDCA is iterative, promoting a constant feedback loop for ongoing improvement. It is versatile and applicable across various industries and processes.

3. DMAIC (Define-Measure-Analyze-Improve-Control)

DMAIC is a core component of the Six Sigma methodology, designed to improve processes by eliminating defects. The five stages of DMAIC are:

• Define : Clearly articulate the problem, project goals, and customer requirements
• Measure : Collect relevant data to understand the current state of the process
• Analyze : Identify root causes of problems through data analysis
• Improve : Develop and implement solutions to address the root causes
• Control : Sustain the improvements and monitor the process to prevent regression

DMAIC emphasizes data-driven decision-making and statistical analysis to achieve measurable and sustainable improvements.

Kaizen , a Japanese term meaning “continuous improvement,” is a philosophy that promotes incremental, continuous changes.

Key principles of Kaizen include:

• Standardize processes
• Practice 5S (Sort, Set in order, Shine, Standardize, Sustain)
• Empower employees to suggest and implement improvements
• Focus on small, manageable changes

Kaizen fosters a culture of continuous improvement at all organizational levels, encouraging employees to contribute to the evolution of processes and systems.

Related Article: Understanding the 5S Methodology: Streamlining Success in Workspaces

Choosing the Right Tool or the Right Problem-Solving Methodologies

While each methodology offers a unique approach, the most effective one depends on the specific context:

• 8D:  Ideal for complex problems, customer complaints, and team-based problem-solving.
• PDCA:  Suitable for quick improvements, testing new ideas, and cyclical progress.
• DMAIC:  Effective for data-driven, statistically controlled process optimization and defect reduction.
• Kaizen:  Perfect for fostering a culture of continuous improvement, small incremental changes, and employee engagement.

Final Thoughts

Effective problem-solving is essential for organizational success and continuous improvement. The 8D , PDCA, DMAIC , and Kaizen methodologies offer distinct approaches, allowing organizations to choose the one that aligns best with their goals and context.

By incorporating these methodologies, businesses can enhance their problem-solving capabilities, driving efficiency, quality, and overall success.

As the New Year begins, I wish you all lots of happiness and good luck in your projects!

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Deming PDCA Cycle: meaning and principles

Deming PDCA Cycle: this article explains the Deming PDCA Cycle further developed by William Edwards Deming in a practical way. After reading you will understand the meaning, how do you apply it including principles of this powerful problem solving approach. Enjoy reading this article.

What is PDCA cycle?

History and goal.

In process-oriented work, organizations will always aim at results. But how can organizations aim at achieving the desired results? The original founder of the PDCA cycle is Walter Andrew Shewhart (1939). William Edwards Deming further developed the PCDA cycle in the 1950 to help organisations achieve better results.

This so-called Deming Cycle is a means of control to monitor the quality of changes and improvements within the organization.

The PDCA cycle stands for the abbreviation of the four main steps in the cycle: Plan, Do, Check and (Re) Act .

PDCA cycle is PDCA circle

The PDCA model is based on the scientific method of proposing a change in a process and has a cyclic character, which safeguards continuous attention to quality improvement.

After evaluation and possible adjustment, the process is restarted. The model is often used at an organisational level, but can also be used at an operational level.

The PDCA cycle is an iterative four-step problem-solving technique that allows employees to evaluate their own work method and improve it where necessary. Because everyone on the workfloor is part of the total process, this positively impacts the entire organisation.

The PDCA cycle is also known as the Shewhart Cycle.

Where is the PDCA cycle applied?

The PDCA model is a helpful tool for varying matters within an organisation. The cycle is applied to a large number of situations. The PDCA cycle is most effective when applied to the following matters:

• Exploring and testing changes at a process level within the organisation
• Preventing and adjusting ineffective solutions before changes can be implemented within the entire organisation
• The continuous improvement of Total Quality Management (TQM)
• The continuous improvement of Six Sigma solutions

The most important advantage of the PDCA cycle is that it can be applied to various different industries and organisation types.

How do you apply the PDCA cycle? The principles

The different steps within the PDCA cycle can be viewed as separate sub-processes in complex processes.

Figure 1 – PDCA Cycle model (Shewhart & Deming)

This step focuses on the improvement of activities. What is the desired output/ situation (Soll), and how do people seek to achieve that. It is important to create good SMART Goals beforehand, that are agreed upon by all stakeholders. Additionally, the available resources must be analysed beforehand.

Everything that needs to be done is planned in this stage. Depending on the size of the organisation or the project, a large portion of the resources, such as time, may be allocated to the team efforts in making this plan possible.

Developing the plan usually consists of several steps, and ensures that there are as few deviations as possible during the project.

Before moving to the next phase, it’s important that several essential questions have been answered:

• What are problems we may face during the project?
• What resources do we need?
• What resources are available?
• What are the requirements and wishes of the different stakeholders?
• What conditions have been set for the project?
• What are the project SMART goals ?

This concerns the execution and realisation of the planned improvements of the entire process. During the execution, the output is continuously measured and registered and relevant information is gathered.

In this stage, it’s time to take action. The plan has been established, discussed, distributed and checked, and everything that was decided in the previous phase is now applied. Take into account that, despite good planning , unexpected problems may occur. For this reason, it is advisable to first implement major changes in a controlled, more compact environment.

Standardisation ensures that the plan’s application goes smoothly. Make sure everyone within the team and the organisation knows his or her roles and responsibilities.

After controlled implementation, the changes can be implemented on a larger scale. In this phase of the model, the problem is actively solved, particularly by putting the right people in the right place with the right knowledge and resources.

In this check phase, the results of the improvement are measured and compared to the desired situation. In case of large differences (‘planning gaps’), it is important to respond quickly and track down the cause of possible differences.

Checking the results is probably the most important phase of the PDCA cycle. Sufficient attention must be paid to make sure recurring mistakes are avoided and continuous improvement in relation to the business processes takes place.

This phase is characterised by active checking and evaluation of the effectiveness of the original plan. Moreover, during this phase, the project team can identify problem areas of the project and eliminate or improve these in the future.

• Check whether the standard is being adhered to and whether the team is sticking to the original plan
• Look at what works, what is effective, and what is less effective or problematic in the execution of the project
• With every step, ask: why does this work? And: why doesn’t this work?
• Improve the business processes

After detection of result differences, it’s important to react and adjust. Measures are taken to achieve the originally planned result.

The fourth and final phase concerns adjustments. In the last three steps, the plan was developed, applied and checked. Now it’s time to act and correct the course. If everything goes according to plan and the results are satisfactory, there’s no need to deviate from the current course.

However, this is usually needed. If the objectives are achieved, the plan has been approved. It’s important to go through the four steps of the PDCA cycle again every time a new change is made to the plan, or a completely new plan is implemented.

The Plan-Do-Check-Act cycle is simple but powerful. The framework serves to solve problems at all levels of the company. It can also be part of the full planning process at top management level.

It’s particularly the cycle’s repetitive cycle that helps the project team to find and test solutions. Finally, it’s important to emphasise that the proper application of the PDCA cycle takes time. Therefore, it is less suitable for solving important and urgent problems.

In this phase, answer the following questions:

• What options exist for implementing improvements?
• What opportunities can still be utilised?
• Is the performance measurement accurate? And how can we measure the results of solutions even more accurately?
• Is training needed to facilitate successful implementation?
• What resources do we need to implement the developed solutions with the entire organisation?

In complex, directive processes, a Pro-Act phase is also included. The Pro-Act phase is a design phase that explores how a new vision and/or strategy can be developed. New possibilities to achieve good results are investigated. All gathered information can be used in the Re-Act or Plan phase.

PDCA cycle: every level

The PDCA cycle is applied within all management levels, usually unconsciously rather than consciously. The board often focuses more on the primary business processes, whereas middle management is aimed at the ensuing sub-processes. Interaction between the process itself and the eventual result is very important on each level.

First, the order flow gets going, that produces the result. Possible adjustment or intervention is only possible after evaluation. Subsequently, an order flow is started again. This continuously safeguards the quality.

Supporting Lean manufacturing tools

Due to the repetitive character of the PDCA cycle, it can be effectively combined with different Lean tools. These tools are particularly effective during the first phase:

5S principle

This tool, 5S consists of five principles: soft, set, shine, standardise, and sustain. By applying this system to the planning phase, accuracy is guaranteed.

The Gemba Walk is an excellent method for management to make the rounds in the work environment of their company and identify inefficiencies and waste on a daily basis. Important elements include asking questions and showing respect towards the employees.

Andon is a special system designed to inform managers and operators of acute problems to enable immediate corrective measures.

The Japanese Poka yoke means mistake-proofing or inadvertent error prevention. A poka yoke is a mechanism in a process that helps the operator avoid mistakes. The goal is to eliminate all defects ( zero defects ), or to correct or manage these when they occur. It was originally thought up by Shigeo Shingo as part of the Toyota production system.

A business process is fully drawn up and analysed with Business Process Mapping (BPM) . Because the process is visualised, inefficiencies and mistakes can be discovered sooner. Use this tool in the planning process of a project.

Swim Lane Diagram

A swim lane diagram is a kind of process flow diagram, or flowchart, that visually distinguishes the task division and responsibilities for sub-processes of a larger business process. Swim lane diagrams can be set up both horizontally and vertically.

Single-minute Exchange of Dies (SMED)

SMED is one of the many Lean production methods of reducing inefficiencies and waste in a production process. It offers a fast and accurate method for converting the process from a current situation to a next product. This fast switch is the key to reducing batch sizes and thus reducing unequal flows, production loss and variability in output of a production unit.

Pros and cons of the PDCA cycle

The PDCA cycle has several pros and cons. It’s important that the user considers these before implementing this tool in one or even multiple projects.

Pros Plan-Do-Check-Act cycle

• The PDCA cycle is very versatile. Its general character means it can be used in many different business environments. The instrument can be used for a myriad of applications. Often, it’s used in project management, change management, product development and resource planning
• Additionally, the tool is simple but powerful. The PDCA tool is very simple and easy to understand for everyone. Yet, it harbours a powerful motor that drives useful adjustments and improvements. At the same time, waste is minimised and the efficiency of different business processes is increased.

Cons Plan-Do-Check-Act cycle

• The tool itself is simple and consists of several clear steps, but accurately applying it can still be very complex. Precisely the number of steps in the model can slow down process improvement. It takes time to complete and check the different steps. This is the main reason that PDCA is not suitable for urgent problems within the organisation
• The use of PDCA demands discipline and effort. PDCA is not a one-off evaluation of a situation. It’s a continuous process that demands engagement and perserverance. This applies to organisational components throughout the entire hierarchy. Top management must ensure that sufficient resources are appointed to allow business units to utilise this tool, and managers in the lower business units must be determined to implement the changes and introduce these to the other employees.

It’s Your Turn

What do you think? How do you apply the PDCA process in your daily business? Do you recognize the practical explanation or do you have additions? What are your success factors for a good use of the PDCA cycle?

Share your experience and knowledge in the comments box below.

More information

• Bulsuk, K.G. (2009). Taking the First Step with PDCA . Available at https://www.bulsuk.com/2009/02/taking-first-step-with-pdca.html.
• Deming, W. E. (1986). Out of the Crisis . MIT Centre for Advanced Engineering Study.
• Shewhart, W. A. (1939). Statistical Method from the Viewpoint of Quality Control . Dover Publications .
• Sobek II, D. K., & Smalley, A. (2008). Understanding A3 Thinking: A Critical Component of Toyota’s PDCA Management System . Productivity Press.

How to cite this article: Janse, B. (2020). Deming PDCA Cycle: meaning and principles . Retrieved [insert date] from Toolshero: https://www.toolshero.com/problem-solving/pdca-cycle-deming

Published on: 03/14/2020 | Last update: 10/21/2022

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Ben Janse is a young professional working at ToolsHero as Content Manager. He is also an International Business student at Rotterdam Business School where he focusses on analyzing and developing management models. Thanks to his theoretical and practical knowledge, he knows how to distinguish main- and side issues and to make the essence of each article clearly visible.

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

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

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

Table of Contents

Understanding pdca, origin of pdca.

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

Four Steps Explained

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

Industries Where PDCA is Commonly Used

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

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

Strengths and Weaknesses

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

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

Understanding OODA

Origin of ooda.

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

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

Industries Where OODA is Commonly Applied

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

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

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

Key Differences Between PDCA and OODA

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

Speed of Implementation

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

Flexibility and Adaptability

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

Complexity of Problems Addressed

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

Required Resources

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

Suitability for Various Industries

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

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

Case Studies

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

A Real-World Example of PDCA in Action

Toyota production system.

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

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

A Real-World Example of OODA in Action

Emergency response during natural disasters.

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

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

Comparative Analysis

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

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

When to Use Which

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

Scenarios Where PDCA is More Appropriate

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

Scenarios Where OODA is More Fitting

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

Criteria to Consider When Choosing a Framework

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

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

Combining PDCA and OODA — A Synergistic Approach

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

How the Two Can Complement Each Other

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

Examples of Integrated Approaches

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

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

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

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

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

Daniel Croft

Daniel Croft 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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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

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