“PDCA” stands for “Plan-Do-Check-Act.”
It follows the steps of the scientific method. Starting with a problem formulated as a performance gap: “Plan” develops a causal hypothesis and an experimental resolution approach; “Do” conducts the experiment; “Check” collects the measurements; “Act” interprets the results and perpetuates the now-appropriate actions[1].
Definition
It is better to rely on the definition saying that the PDCA cycle starts with:
- In the “Plan” step, the owner studies a problem or opportunity in depth to understand it from as many points of view as possible. He analyzes it (quantitatively, if possible) to find the root causes, develop one or more ideas to resolve the problem or seize the opportunity, and draw up an implementation plan. The latter implies a prediction as an outcome of the resolution.
- In the “Do” step, the stakeholders implement the plan as quickly and carefully as possible.
- During the “Check,” the effects of the previous implementation are measured and compared with the initial target or prediction.
- The “Act” step refers to establishing the new process, solution, or system as standard if the results are acceptable or taking corrective action if they are not.
Origin
PDCA is a reformulation by Japanese managers of the cycle devised by mathematician W. Edwards Deming. This cycle is known as PDSA (Plan – Do – Study – Act). There is a significant difference between the PDCA and Deming’s PDSA.
Practicing a systematic problem-solving approach generates knowledge for continuously improving a product or service. It’s also what makes it a tool for personal development.
[1] In this article, we rely on the de definition from « Understand A3 thinking » par Durward K. Sobek II et Art Smalley.