Tag: PDCA

What Is PDCA? The Plan-Do-Check-Act (PDCA) method is a framework used to achieve continuous improvement in a particular organization or process. It’s also known by several other names, including the Deming wheel, the Shewhart cycle, and the control circle. Even though the method was originally rooted in quality control, it has since been […]

While some Lean Six Sigma (LSS) practitioners consider 5S a tool, it is more than that. 5S, abbreviated from the Japanese words seiri, seito, seiso, seiketsu, shitsuke, is not just a methodology, it is a culture that has to be built into any organization that aims for spontaneous and continuous improvement of working […]

What is PDSA? PDSA stands for Plan, Do, Study, and Act. It is a method that is used to test a change that is being implemented or has been implemented. Working through these four steps guides thinking into breaking down a task into sections and then evaluating the result, making improvements, and then […]

What are the differences between PDCA and DMAIC? There is no shortage of jargon and acronyms to keep track of within the Six Sigma methodology. However, the two methods we’re looking at today blur the lines substantially. So, let’s jump in and see exactly how these approaches differentiate themselves. What is PDCA? Plan […]

You have probably heard of the acronym PDCA (Deming Cycle) but have you heard of FOCUS PDCA? Read this article and you will understand what it is.

Never-ending improvement is the heart of any continuous improvement effort.  The Deming Cycle, or PDCA, is one of the first formalized approaches to utilize an iterative approach to improving processes, and it still serves as a fundamental tool today for continuous improvement.  This article will describe the stages of the Deming Cycle, the […]

Organizations involved with business process improvement use different methodologies, approaches, tools and techniques for implementing quality management programs. These management programs have different names in different organizations – TQM (total quality management), Six Sigma, operational excellence, etc. Regardless of the approach and name used, each organization needs to manage a proper selection and combination of […]

In the fourth quarter of 2010, Fairbanks Morse Engine had to swallow a tough message from its customers: You are too slow and we are not going to take it anymore! After an extensive voice of the customer (VOC) effort, it was clear that our lead times for aftermarket parts were missing customers’ expectations. Although […]

I recently was reminded of the value of challenging long-held assumptions. I was working in a 700-seat call center, which was operated by an international mobile carrier that had been purchased and merged with a large regional carrier. Systems and processes at the call center were finally stabilizing, except for the billing process. The company […]

Whenever I attend a Six Sigma symposium or healthcare conference, the same question comes up: “What’s the difference between Six Sigma and what we’re already doing?” Of course my response is, “Tell me more about what you’re doing so I can better answer that question.” After fielding this question for over a year, I’ve come […]

A high performance culture is the result of high performance actions. An organization should strive to implement actions which deliver the desired performance and assess the results of these actions on the culture. If these actions are successful, performance targets are achieved and a high-performance culture ensues. The pursuit of performance gains starts with defining […]