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    Origin of Pdca Cycle - What Is Pdca? - Steps of Pdca Cycle - Pdsa - Techniques To Use Pdca - Advantages - Practical Examples

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    Ssahil Sikri
    The document discusses the origin and components of the PDCA (Plan-Do-Check-Act) cycle used for continuous improvement. It originated in the 1920s with Walter Shewhart and W. Edwards Deming. Deming later modified it to PDSA (Plan-Do-Study-Act). The PDCA cycle involves planning a change, executing the plan, observing the results, and acting on what is learned. Key steps and techniques for applying the cycle like brainstorming, cause-and-effect diagrams, and Pareto analysis are also outlined. Examples show how companies like Toyota and Dabur have used PDCA for benefits like increased productivity, continuous improvement, and reputation gains.

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    Origin of Pdca Cycle - What Is Pdca? - Steps of Pdca Cycle - Pdsa - Techniques To Use Pdca - Advantages - Practical Examples

    Uploaded by

    Ssahil Sikri
    101 views29 pages
    The document discusses the origin and components of the PDCA (Plan-Do-Check-Act) cycle used for continuous improvement. It originated in the 1920s with Walter Shewhart and W. Edwards Deming. Deming later modified it to PDSA (Plan-Do-Study-Act). The PDCA cycle involves planning a change, executing the plan, observing the results, and acting on what is learned. Key steps and techniques for applying the cycle like brainstorming, cause-and-effect diagrams, and Pareto analysis are also outlined. Examples show how companies like Toyota and Dabur have used PDCA for benefits like increased productivity, continuous improvement, and reputation gains.

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    plan do check act.

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    PDCA2

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    The document discusses the origin and components of the PDCA (Plan-Do-Check-Act) cycle used for continuous improvement. It originated in the 1920s with Walter Shewhart and W. Edwards Deming. Deming later modified it to PDSA (Plan-Do-Study-Act). The PDCA cycle involves planning a change, executing the plan, observing the results, and acting on what is learned. Key steps and techniques for applying the cycle like brainstorming, cause-and-effect diagrams, and Pareto analysis are also outlined. Examples show how companies like Toyota and Dabur have used PDCA for benefits like increased productivity, continuous improvement, and reputation gains.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    101 views29 pages

    Origin of Pdca Cycle - What Is Pdca? - Steps of Pdca Cycle - Pdsa - Techniques To Use Pdca - Advantages - Practical Examples

    Uploaded by

    Ssahil Sikri
    The document discusses the origin and components of the PDCA (Plan-Do-Check-Act) cycle used for continuous improvement. It originated in the 1920s with Walter Shewhart and W. Edwards Deming. Deming later modified it to PDSA (Plan-Do-Study-Act). The PDCA cycle involves planning a change, executing the plan, observing the results, and acting on what is learned. Key steps and techniques for applying the cycle like brainstorming, cause-and-effect diagrams, and Pareto analysis are also outlined. Examples show how companies like Toyota and Dabur have used PDCA for benefits like increased productivity, continuous improvement, and reputation gains.

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    The key takeaways are the origin and evolution of the PDCA/PDSA cycle as a method for continuous improvement.

    The PDCA cycle is a scientific approach to problem-solving that involves planning a change, doing or carrying out the change, checking or studying the results of the change, and acting or adopting the change if successful.

    The steps of the PDCA cycle are Plan, Do, Check, Act.

    CONTENTS

    • ORIGIN OF PDCA CYCLE


    •WHAT IS PDCA?
    •STEPS OF PDCA CYCLE
    •PDSA
    •TECHNIQUES TO USE PDCA
    •ADVANTAGES
    •PRACTICAL EXAMPLES
    ORIGIN OF THE PDCA
    CYCLE
    Walter Shewhart 1924
     Was an American physicist, engineer, and statistician.
     Sometimes known as the Father of Statistical Quality
    control.
     Created PDCA cycle while working at Western Electric / Bell
    Laboratories

    Edwards Deming 1924


     Deming was Walter Shewhart’s boss at Western Electric / Bell
    Laboratories
     Made PDCA popular through his work as a Leader in Quality
     Deming preferred Plan Do Study Act (PDSA) while teaching
    quality in Japan in the 1950’s
    Deming was tasked with helping Japan
    rebuild its economy in the 1950’s.

    His purpose was to use PDCA with a


    Continuous Improvement process to help
    rebuild Japanese industries so that they
    could compete in the world market in the
    future.
    What is the Plan Do Check Act (PDCA)
    Method?
    PDCA:
     is a Scientific Method to solving problems

     requires facts, measurement, objective


    analysis and critical thinking surrounding
    the problem

     requires data and numerical evidence of


    the problem

     is designed to be applied over and over


    again, not just one time,
    referred to as “Closed Loop Thinking”
    Steps Of PDCA
    PLAN
    Purpose:- To INVESTIGATE
    the current situation &
    understand fully the nature of
    the problem being solved

    “When faced with a problem, we naturally begin to ask questions”

    • What is the problem?


    • Why is the problem occurring?
    • How does the problem start?
    • What are the causes of the problem?
    • Can we measure the problem?
    DO
    Purpose:- To ENLIGHTEN the
    Team as to the Real Problem by
    analyzing the Data and
    IMPLEMENTING a solution
    plan.

    “Let’s go test our corrective action to the problem”

    • Run a Trial and measure the results


    • Implement the Plan
    • Monitor the change during implementation
    CHECK
    Purpose:- To monitor
    effect of implementation
    of project plan & find
    Countermeasures to
    further improve the
    solution.
    “Were the results what we expected?”

    • Compare results of test to baseline data


    • If a change occurred, ask Why did it change?

    • Did the problem: get better, get worse, or stay the same?
    ACT
    Purpose:- To Review Continuously the
    Performance Measure & make
    adjustments as required.Start PDCA
    Cycle again.

    “Implement the New and Improved Standard”

    Stabilize new Standard


    Train others to new method
    Update process improvement methods where and when required
    Share new standard
    Re-Apply the PDCA Method over again.
    PDSA
     Deming slightly modified Shewhart’s PDCA
    cycle into PDSA cycle (PLAN DO STUDY
    ACT).
     The PDSA cycle is popularly known as
    Deming’s Wheel.
    PDSA cycle
    STUDY

    Analyze the problem which is responsible


    for your actual results which are
    irrespective of expected results.

    Suggest solutions to the problems.


    ACT

    Rectify the problem by using the


    optimal solution that meets up the
    expected result.
    PDCA as Problem solving technique
    1. Identify the
    problem 2. Analyse
    the problem
    7. Plan for the
    future
    PLAN 3. Develop the
    optimal solution

    ACT DO

    6. Standardize 4. Implement
    the solution CHECK

    5. compare the
    results
    TECHNIQUES TO USE PDCA
    TECHINQUE P D C A

    BRAINSTORMING . . . .

    CAUSE AND EFFECT . .

    IMPACT DIAGRAMS . .

    SOLUTION EFFECT DIAGRAM .

    5WHY’S & 5W1H .

    PARETO ANALYSIS . . .

    PROCESS FLOW CHARTS . .


    BRAINSTROMING
    Find a quite room .Decide a Team Scribe.Write down the
    problem or situation.
    Individually write down ideas on flip chart.discuss each point
    and prioritise them using impact diagrams.
    •Applied in all four steps.
    CAUSE AND
    EFFECT
    MAN MACHINES
    Operator not Machine not capabe
    trained
    OVER SIZE BORE
    Coolant mix wrong Wrong master issued

    MATERIAL METHODS
    PARETO ANALYSIS
    Method of showing a table of data in graphical format to aid understanding

    5WHY’S & 5W1H


    5 – why’s
    1).WHY will TV not come on?
    2).WHY is there no power?
    3).WHY has fuse blown?
    4).WHY was the fuse amp rating too low?
    5).WHY was it incorrectly selected?

    5w1h
    WHAT? WHY? WHERE? WHEN? WHO? HOW?
    SOLUTION EFFECT DIAGRAMS

    MONEY MATERIALS
    Increased water use
    Improved JIT supply to customer
    IMPLEMENT –
    SHIFT WORKING Improved setting Improved morale

    METHODS MANPOWER

    Used in “DO” step of the PDCA cycle.

    IMPACT DIAGRAMS
    Each team member should rank the ideas against 2 criteria:
    1).The EASE of achieving(1=very difficult,10=very easy).
    2).The IMPACT of the result(1=very low to 10= very high)on the problem.
    ADVANTAGES

    1.Minimum possibility of an “ERROR“.


    2.On - time CORRECTIVE action.
    3.Optimum utilization of TIME.
    4.Improved PRODUCTIVITY.
    5.Continuous IMPROVEMENT.
    COMPANIES
    TOYOTA
    Dabur

    Crompton
    Greaves TISCO
    DABUR
    DABUR
    RESULTS
    Continuous improvement

    New products

    Increase market share

    High reputation
    Example 1:-Industrial application

    Star Bathrooms
    • He studied some figures and realizes that projects get
    bogged down during bathtub installation.
    • TEAM .
    He assembles two of his installers, his secretary, and his
    bookkeeper and assigns them to meet on a biweekly
    basis.
    •Bathtub installation averages three days and thirty-two
    manpower hours.
    •Then he rewrites his statement so that it reflects how
    many days he believes it should take: “Within six weeks,
    installing a bathtub will take one day and ten manpower
    hours.”
    •In this example, the manager has not said “It takes too
    long to install a bathtub.” Instead, he has stated when he
    wants to see an improvement, exactly what that
    improvement will be, and how it will be measured.
    •Possible reasons for the lengthy installation time:
    Does the customer choose the bathtub early enough in the
    remodeling process?
    Are there delays in ordering the bathtub from the manufacturer?
    Are the hardware, sealants, and other materials necessary for
    installation always on hand?
    •Over the next few weeks, team members are assigned to track these
    various factors. But now that everybody is paying attention to
    improving the process, it is discovered that some bathtubs are shipped
    by one method that is much quicker than another.
    • The Plan is acted upon—or revised—and the process continues
    including this new parameter.
    •With the revised plan the customer chooses the bathtub at the onset
    of remodeling, which is then ordered in a timely fashion and shipped
    by the preferred shipper.
    • Adequate installation materials are kept on hand. This is how the goal
    is met.
    PLAN:- bathtub installation in 1 day & 10 manpower hrs
    DO:- reduction in installation time
    CHECK/STUDY:- one shipping option faster than the other
    ACT:-
    1. Faster shipping adopted
    2. Customer choice taken in time
    3. Order placed in time
    4. Hardware requirements kept at hand
    The five EMS principles are:
     
    •Environmental Policy
    Top management develop a
    formal written statement outlining
    the organization's commitment to
    the environment, pollution
    prevention, and continual
    improvement of the EMS.

    •Planning
    To meet the objectives stated in
    the policy above. How operations
    and practices impact the
    environment, setting goals and
    targets to reduce these impacts.

    •Implementation and Operation


    This principle involves tasks as
    defining roles and authorities for
    establishing the EMS
    requirements and ensuring that
    they are implemented and
    maintained.
    •Checking and Corrective Action
    This principle establishes ways the
    facility is going to monitor, identify,
    and correct environmental
    problems.

    •Management Review
    Senior leadership to periodically
    review the management system and
    make recommendations for
    continual improvement.
    Thank You

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