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Article • 7 min read

PDCA (Plan Do Check Act)

Continually improving, in a methodical way.

By the Mind Tools Content Team

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

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

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

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

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

Click here to view a transcript of this video.

What Is PDCA?

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

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

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

The Four Phases of the PDCA Cycle

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

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

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

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

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

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

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

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

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

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

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

PDCA 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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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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• Project management |
• What is the Plan-Do-Check-Act (PDCA) cy ...

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

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

PDCA cycle history

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

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

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

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

This methodology has many names, including:

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

Deming cycle or Deming wheel

Shewhart cycle

Control cycle

Plan-Do-Study-Act cycle or PDSA cycle 

When should you use the PDCA cycle?

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

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

Streamline and improve a repetitive work process

Develop a new business process

Get started with continuous improvement

Rapidly iterate on change and see immediate results

Minimize errors and maximize outcomes

Test multiple solutions quickly

4 steps to use the PDCA cycle

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

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

The project objectives

Success metrics

The project deliverables or end result

Project stakeholders

The project timeline

Any relevant project risks or constraints

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

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

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

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

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

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

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

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

Helpful for teams looking to get started with continuous improvement

Flexible methodology for virtually any project

Quickly implement change and see results

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

Proven continuous improvement methodology

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

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

Requires time to implement and learn

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

Planned-Done-Checked-Actioned

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

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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

Privacy Overview

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

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

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

Table of Contents

What is pdca.

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

Why use PDCA?

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

1. Simplicity and Structure:

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

2. Adaptability:

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

3. Continuous Improvement:

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

4. Risk Mitigation:

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

5. Enhanced Communication and Collaboration:

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

6. Problem-Solving and Innovation:

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

What are the four phases of the PDCA cycle?

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

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

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

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

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

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

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

Within your plan is important to consider:

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

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

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

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

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

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

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

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

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

When to use the PDCA cycle?

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

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

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

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

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

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

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

Daniel Croft

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

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• 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.

Related articles

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

No matter how good the idea, changes won't last without a solid process improvement plan in place. Learn the essential steps involved with every process improvement plan.

Bring your bright ideas to life.

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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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What Is the PDCA Cycle?

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

• Business Essentials

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

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

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

Key Takeaways

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

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

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

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

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

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

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

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

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

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

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

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

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

The Mayo Clinic

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

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

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

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

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

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

What Is the Difference Between PDCA and Six Sigma?

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

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

What Is the Difference Between PDCA and PDSA?

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

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

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

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

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

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

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PDCA 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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Mastering the PDCA Cycle: A Step-by-Step Guide to Continuous Improvement

Key Takeaways

• The PDCA cycle is a powerful tool for driving continuous improvement in any organization.
• To master the PDCA cycle, it’s important to follow the four steps of Plan, Do, Check, and Act, and invest in resources and tools for data collection and analysis.
• Overcoming common challenges like lack of data, resistance to change, and inadequate resources is crucial to successfully implementing the PDCA cycle and achieving long-term success.

Are you tired of making the same mistakes in your business operations, or not being able to achieve the results you want?

Do you want to improve your team’s problem-solving skills and foster a culture of continuous improvement?

Look no further than the PDCA cycle.

PDCA, or Plan-Do-Check-Act, is a simple yet powerful framework that can help organizations of all sizes and industries improve their processes, products, and services.

By following a step-by-step approach that involves planning, executing, evaluating, and improving, the PDCA cycle enables businesses to identify and address areas for improvement systematically, ensuring that each cycle builds upon the last.

In this comprehensive guide, we’ll take a deep dive into the PDCA cycle and provide you with a step-by-step guide to mastering it.

You’ll learn how to identify and define the problem, analyze the current situation, develop potential solutions, select the best one, and implement an action plan.

We’ll also explore how to evaluate your results, take corrective action, and standardize your processes for continuous improvement.

Whether you’re a business owner, manager, or team leader, this guide will provide you with the tools and strategies you need to implement the PDCA cycle in your organization and foster a culture of continuous improvement.

So let’s dive in and start mastering the PDCA cycle today.

Before we venture further into this article, we like to share who we are and what we do.

9cv9 is a business tech startup based in Singapore and Vietnam with a strong presence all over the world.

With over six years of startup and business experience, and being highly involved in connecting with thousands of companies and startups, the 9cv9 team has listed some important learning points in this overview of how to master the PDCA cycle for your business and company.

If you are looking for a job, we welcome you to apply for a job at  9cv9  now.

• Understanding the PDCA Cycle
• Benefits of using PDCA Cycle
• Step-by-Step Guide to Mastering the PDCA Cycle: Plan
• Step-by-Step Guide to Mastering the PDCA Cycle: Do
• Step-by-Step Guide to Mastering the PDCA Cycle: Check
• Step-by-Step Guide to Mastering the PDCA Cycle: Act
• Common Challenges in the PDCA Cycle and How to Overcome Them

1. Understanding the PDCA Cycle

The PDCA cycle, also known as the Deming cycle or the Shewhart cycle, is a framework for continuous improvement that has been widely used in quality management, project management, and business operations.

The PDCA cycle consists of four key stages: Plan, Do, Check, and Act.

The first stage, Plan , involves identifying the problem or opportunity for improvement and developing a plan to address it.

This includes analyzing the current situation, defining the problem, identifying potential solutions, selecting the best solution, and developing an action plan.

The second stage, Do , involves implementing the action plan and documenting the process.

This stage is all about executing the plan and putting it into action.

The third stage, Check , involves measuring and evaluating the results of the action plan.

This includes comparing the actual results to the expected outcomes and identifying any gaps, and opportunities for improvement.

The final stage, Act , involves taking corrective action based on the results of the evaluation.

This includes implementing changes to the process or plan, standardizing the process, and continuing to monitor and improve it.

The PDCA cycle is designed to be a continuous process, with each cycle building upon the last.

By following this cycle, organizations can identify and address areas for improvement systematically, ensuring that their operations, products, and services are always getting better over time.

Overall, the PDCA cycle is a simple yet effective framework for continuous improvement that can help organizations of all sizes and industries achieve their goals and stay competitive in today’s ever-changing business landscape.

2. Benefits of using PDCA Cycle

The benefits of using the PDCA cycle for continuous improvement include:

• Increased Efficiency: The PDCA cycle helps to identify inefficiencies in processes and systems, leading to improvements that result in increased efficiency and productivity.
• Better Quality: By focusing on identifying and addressing the root causes of problems, the PDCA cycle leads to better-quality products, services, and processes.
• Cost Savings: Through the identification and elimination of waste, the PDCA cycle helps to reduce costs and improve profitability.
• Employee Engagement: Involving employees in the PDCA cycle fosters a culture of continuous improvement and encourages employee engagement and ownership in the process.
• Customer Satisfaction: The PDCA cycle helps to identify and address customer needs and expectations, leading to improved customer satisfaction and loyalty.
• Innovation: The PDCA cycle encourages experimentation and innovation, leading to new ideas and solutions that can drive growth and competitiveness.
• Data-Driven Decision-Making: The PDCA cycle relies on data collection and analysis to inform decision-making, leading to more informed and effective decision-making.

Overall, the PDCA cycle provides a structured approach to continuous improvement that can lead to numerous benefits for organizations of all sizes and industries.

The Plan stage of the PDCA cycle is the first step in the process of continuous improvement.

During this stage, you will identify the problem or opportunity for improvement and develop a plan to address it. This stage involves several key steps, including:

• Define the Problem: The first step is to clearly define the problem or opportunity for improvement. This may involve gathering data, analyzing processes, or conducting surveys or interviews to identify areas of inefficiency, waste, or other issues.
• Analyze the Current Situation: Once you have identified the problem or opportunity for improvement, the next step is to analyze the current situation. This may involve reviewing data, observing processes, or conducting a root cause analysis to understand the underlying issues.
• Identify Potential Solutions: After analyzing the current situation, you can then begin to brainstorm potential solutions to the problem or opportunities for improvement. This may involve considering different approaches, technologies, or processes that could help address the issue.
• Select the Best Solution: Once you have identified potential solutions, the next step is to evaluate them and select the best one. This may involve conducting a cost-benefit analysis, weighing the pros and cons of each solution, or consulting with stakeholders to ensure that the chosen solution is the best one for your organization.
• Develop an Action Plan: Finally, you will need to develop an action plan to implement the chosen solution. This may involve setting specific goals, outlining the steps required to achieve those goals, and assigning responsibilities to team members to ensure that the plan is executed effectively.

Overall, the Plan stage of the PDCA cycle is critical for ensuring that your organization is focused on the right problem or opportunity for improvement and has a clear plan in place to address it.

By taking a systematic approach to problem-solving and decision-making, you can ensure that your organization is moving in the right direction and making progress toward your goals.

The Do stage of the PDCA cycle is where the rubber meets the road.

This is the stage where you put your plan into action and execute the steps outlined in your action plan.

The Do stage involves several key steps, including:

• Communicate the Plan: Before you start executing the plan, it’s essential to communicate it clearly to all team members involved. This may involve holding a meeting or briefing to ensure that everyone is aware of their roles and responsibilities and has a clear understanding of what needs to be done.
• Implement the Plan: Once everyone is on board and aware of the plan, it’s time to start implementing it. This may involve taking specific steps, such as purchasing new equipment, training employees, or changing processes to ensure that the plan is executed effectively.
• Document the Process: As you implement the plan, it’s essential to document each step of the process. This may include keeping track of any challenges or issues that arise, noting any changes to the plan or timeline, and documenting any successes or milestones achieved.
• Monitor Progress: Throughout the Do stage, it’s critical to monitor progress and ensure that the plan is being executed according to the action plan. This may involve conducting regular check-ins with team members, reviewing data or reports, or tracking progress against specific goals or metrics.
• Adjust as Needed: Finally, it’s important to be flexible and adjust the plan as needed. If unexpected issues or challenges arise, it may be necessary to make adjustments to the plan or take corrective action to keep the project on track.

Overall, the Do stage of the PDCA cycle is where the real work happens, and progress toward your goals is made. By focusing on execution, documentation, monitoring, and adjustment, you can ensure that your plan is executed effectively, and that you are making progress toward achieving your desired outcomes.

The Check stage of the PDCA cycle is where you evaluate the results of the plan and measure progress toward your goals.

This stage involves several key steps, including:

• Measure Results: The first step in the Check stage is to measure the results of the plan. This may involve reviewing data, conducting surveys or assessments, or tracking progress against specific goals or metrics.
• Compare Actual Results to Expected Outcomes: Once you have measured the results, the next step is to compare the actual results to the expected outcomes. This may involve analyzing data, identifying any gaps or discrepancies, and assessing the effectiveness of the plan.
• Identify Opportunities for Improvement: Based on your analysis, you can then identify any opportunities for improvement. This may involve looking for areas where the plan fell short, identifying gaps in knowledge or resources, or assessing the effectiveness of specific strategies or tactics.
• Take Action: Finally, you will need to take corrective action based on the results of your evaluation. This may involve adjusting the plan, implementing new strategies, or making changes to processes or procedures to ensure that future efforts are more effective.

Overall, the Check stage of the PDCA cycle is critical for ensuring that you are making progress toward your goals and achieving the desired outcomes. By measuring results, comparing actual results to expected outcomes, identifying opportunities for improvement, and taking corrective action, you can ensure that your organization is constantly improving and making progress toward its goals.

The Act stage of the PDCA cycle is where you take what you have learned from the Check stage and make changes or adjustments to improve the process or system.

• Implement Changes: Based on the results of the Check stage, you will need to implement changes to improve the process or system. This may involve adjusting the plan, changing processes or procedures, or implementing new strategies or technologies.
• Test the Changes: Once you have implemented changes, it’s important to test them to ensure that they are effective. This may involve running simulations, conducting pilot tests, or gathering feedback from stakeholders to ensure that the changes are working as intended.
• Monitor Progress: As you implement changes, it’s important to monitor progress and ensure that the changes are having the desired effect. This may involve reviewing data, tracking progress against specific goals or metrics, or conducting assessments to measure the impact of the changes.
• Adjust as Needed: Finally, it’s important to be flexible and adjust the changes as needed. If unexpected issues or challenges arise, it may be necessary to make additional adjustments to ensure that the process or system is working effectively.

Overall, the Act stage of the PDCA cycle is critical for ensuring that your organization is constantly improving and making progress toward its goals.

By implementing changes, testing their effectiveness, monitoring progress, and making adjustments as needed, you can ensure that your organization is adapting to changing circumstances and achieving the desired outcomes.

7. Common Challenges and How to Overcome Them

The PDCA cycle is a powerful tool for continuous improvement, but like any process, it can present challenges.

Some of the most common challenges organizations face when implementing the PDCA cycle include:

• Lack of Data: One of the most significant challenges in the PDCA cycle is a lack of data. Without accurate data, it’s difficult to measure progress, identify opportunities for improvement, or make informed decisions about changes to the process or system. To overcome this challenge, organizations must invest in data collection and analysis tools to ensure that they have the data they need to drive the PDCA cycle.
• Resistance to Change: Another common challenge is resistance to change. Implementing the PDCA cycle often requires significant changes to processes, procedures, or systems, and some employees may be resistant to these changes. To overcome this challenge, it’s important to communicate the benefits of the changes clearly and involve employees in the process to ensure that they understand the rationale behind the changes.
• Lack of Accountability: Without clear accountability, it can be challenging to ensure that the PDCA cycle is implemented effectively. To overcome this challenge, organizations must establish clear roles and responsibilities, assign ownership for each step of the process, and hold team members accountable for their actions.
• Inadequate Resources: Implementing the PDCA cycle effectively requires resources, including staff time, technology, and funding. Without these resources, it can be challenging to make the necessary changes to the process or system. To overcome this challenge, organizations must invest in the resources necessary to support the PDCA cycle and ensure that they are allocated effectively.
• Siloed Departments: Finally, siloed departments can present a significant challenge when implementing the PDCA cycle. When departments work in isolation, it can be difficult to share data, identify opportunities for improvement, or implement changes effectively. To overcome this challenge, it’s important to encourage collaboration and communication across departments to ensure that the PDCA cycle is implemented effectively.

The PDCA cycle can be a powerful tool for continuous improvement, but it is not without its challenges.

By investing in data collection and analysis tools, communicating the benefits of changes clearly, establishing clear roles and responsibilities, allocating resources effectively, and encouraging collaboration across departments, organizations can overcome these challenges and implement the PDCA cycle effectively.

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Mastering the PDCA cycle is essential for any organization that wants to achieve continuous improvement and long-term success.

By following the four steps of Plan, Do, Check, and Act, organizations can identify opportunities for improvement, make data-driven decisions, implement changes effectively, and monitor progress to ensure that the changes are having the desired effect.

However, the PDCA cycle is not without its challenges.

Lack of data, resistance to change, inadequate resources, lack of accountability, and siloed departments are just a few of the obstacles that organizations may face when implementing the PDCA cycle.

But with the right approach, these challenges can be overcome, and the PDCA cycle can be an effective tool for driving continuous improvement.

In order to successfully implement the PDCA cycle, it’s important to invest in the resources and tools necessary to collect and analyze data effectively.

It’s also crucial to communicate the benefits of changes clearly, involve employees in the process, and establish clear roles and responsibilities.

By doing so, organizations can hold team members accountable and allocate resources effectively to ensure that the PDCA cycle is implemented successfully.

Finally, it’s important to remember that the PDCA cycle is not a one-time event but rather a continuous process of improvement.

By consistently following the steps of Plan, Do, Check, and Act, organizations can achieve long-term success and adapt to changing circumstances.

Mastering the PDCA cycle is a critical component of any organization’s strategy for achieving continuous improvement.

By understanding the steps of the cycle, overcoming common challenges, and committing to ongoing improvement, organizations can achieve their goals, improve their processes, and stay ahead of the competition.

If you find this article useful, why not share it with your family and friends and also leave a nice comment below?

We, at the 9cv9 Research Team, strive to bring the latest and most meaningful data, guides, and statistics to your doorstep.

If you are looking for a job, then hop to  9cv9 Modern Job Portal to find the best jobs and internships.

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

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

Table of Contents

Understanding the PDCA cycle

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

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

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

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

The four components of the PDCA cycle

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

Following is a look at each stage:

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

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

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

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

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

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

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

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

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

Consult a variety of relevant stakeholders to encourage diverse opinions.

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

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

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

Advantages of the PDCA cycle

Versatility.

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

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

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

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

Intuitiveness

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

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

Disadvantages of the PDCA Cycle

Requires commitment.

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

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

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

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

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

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

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

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

When to Use the PDCA Cycle

Ideal use cases:.

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

Strategic Application:

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

How to Use the PDCA Cycle

Implementing the methodology:.

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

Best Practices:

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

What to Expect from Implementing the PDCA Cycle

Enhanced problem-solving and quality:.

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

Organizational Impact:

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

Potential Challenges:

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

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

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

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

PDCA cycle examples

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

Health care establishment

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

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

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

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

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

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

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

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

Hiring agency

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

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

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

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

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

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

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

Bricks-and-mortar retail

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

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

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

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

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

Case Studies

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

Key takeaways

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

Key Highlights

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

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What is the PDCA Model?

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

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

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

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

Four Steps of the PDCA Model

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

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

2. Do :  In this Step, you should:

• Implement the necessary actions to comply with the Plan.

3: Check : In this Step, you should:

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

4: Act : In this Step, you should:

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

This cycle is meant to be repeated frequently :

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

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

PDCA Model example

Imagine that you own a Restaurant specialized in ribs .

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

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

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

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

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

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

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

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

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

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

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

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

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

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

But why is it important that you use it?

Why is the PDCA Model important?

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

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

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

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

But, when should you use this Tool?

When should you use the PDCA Model?

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

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

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

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

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

You can even use it to lose a few kilos.

PDCA Model examples

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

Let’s begin:

Clothing Store - PDCA Model example

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

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

You decide to use the PDCA Model:

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

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

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

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

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

Every 2 weeks, you introduce the new products.

You decide promote the new products as special opportunities .

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

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

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

Have the changes taken effect?

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

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

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

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

Blogging - PDCA Model example

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

• This is a very common situation.

Therefore, you decide to use the PDCA Method:

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

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

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

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

• By choosing the 3 most popular Topics.

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

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

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

After 6 months you analyze:

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

Google offers an infinity of tools and metrics for this.

Were your assumptions and predictions correct?

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

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

Personal Trainer - PDCA Model example

Now, you are a Personal Trainer .

• You have different clients that you train regularly.

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

You then decide to use the PDCA Method:

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

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

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

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

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

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

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

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

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

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

Summarizing

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

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

The 4 Steps proposed are:

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

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

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THE LEAN WAY BLOG

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

Updated on: 28 February 2023

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

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

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

What is PDCA? 

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

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

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

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

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

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

Benefits of Using the PDCA Cycle 

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

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

When to use the Plan Do Check Act model 

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

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

How to Use the PDCA Cycle 

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

Plan – Identify and Analyze the Problem 

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

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

Here are some tools you can use in this step,

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

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

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

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

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

Do – Develop Solutions and Implement Plan 

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

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

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

Check – Evaluate the Results 

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

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

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

Act – Use Feedback to Improve and Replan 

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

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

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

Ready to Plan, Do, Check, Act? 

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

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

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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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