(Tiểu luận) group assignmentquality management coursetopic deming cycle (pdca)

NATIONAL ECONOMICS UNIVERSITY Faculty Of Business Management ** GROUP ASSIGNMENT Quality Management Course Topic: Deming Cycle (PDCA) Nguyễn Huyền Anh Lê Thị Hồng Ánh Nguyễn Thị Thanh Hoài Nguyễn Ngọc Mai Lê Phương Mai Class : : : : : : 11210524 11210852 11212315 11213675 11213658 Quản trị Kinh doanh CLC 63 Hà Nội, tháng năm 2023 TABLE OF CONTENTS I Introduction What is PDCA? History of PDCA II The stages of PDCA Plan .5 Do Check Act III When to apply PDCA Cycle .9 IV Example 10 Improve learning processes and outcomes 10 Improving the quality of service in a restaurant 10 V Advantages of PDCA cycle 11 VI Disadvantages of PDCA cycle 12 VII Conclusion 12 REFERENCES 12 I Introduction What is PDCA? PDCA (also known as Deming cycle) is a quality management system that is used as a continuous improvement tool that is widely used in the service and manufacturing sectors which was popularized by Dr Edwards Deming, an American quality management expert in the field of 1950 PDCA activities consist of four steps namely Plan, Do, Check, and Action with repeated stages forming like a circle [CITATION Sar20 \l 1066 ]  Plan: consists of setting goals and processes to achieve specific results  Do: Implement a solution  Check: Evaluate the results  Act: Change, improve With the image of a rolling circle on an inclined plane (clockwise), the PDCA cycle illustrates the essence of quality management as continuous improvement that never ceases Instead of applying the PDCA cycle just once, the continuous improvement PDCA cycle allows for ongoing progress and development in processes or products The most important aspect of PDCA lies in the "act" stage after the completion of a project when the cycle starts again for further improvement, while ensuring that the process or product is continuously adjusted and enhanced to meet ever-increasing quality requirements and standards [ CITATION MSo10 \l 1066 ] History of PDCA PDCA was developed in the 1920s and gained prominence in the 1950s when William Edwards Deming, a leading quality management expert of the 20th century, implemented the logical sequence of planning, implementing, analyzing, and improving a major project: the reconstruction of Japan's industrial infrastructure after World War II Deming referred to it as the "Shewhart cycle" because he drew inspiration for this cycle from his mentor and idol - Walter Shewhart [CITATION Ron09 \l 1066 ]  Inspired by the scientific method (hypothesize, experiment, evaluate), Walter Shewhart wrote, in 1939, a cycle of steps to ensure quality in a manufacturing process The required iteration of steps are; specification, production, and inspection  Deming had a hand in editing Shewhart’s work In a series of lectures in 1950 at the Japanese Union of Scientists and Engineers, he modified the Shewhart cycle into what became known as the Deming Wheel Edward Deming expanded the Shewhart cycle into a four-step pattern for Japanese audiences The Deming cycle related heavily to the concept of product quality, innovation, and learning-bydoing over the entire life cycle of a product Specifically, the Deming cycle runs: Design the product with appropriate testing Make the product and test it in production and in the lab Sell the product to the market 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[ CITATION Wil50 \l 1066 ] 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 PDCA cycle has helped many organizations and business sectors develop the necessary strategies to adapt, create test cases, and then improve to respond to constantly changing markets II The stages of PDCA Plan The purpose of this phase is to investigate the current situation, fully understand the nature of any problem to be solved, and to develop potential solutions to the problem that will be tested [ CITATION Cer \l 1066 ] - Determine goals: During this phase, you need to define the specific goal you want to achieve through the PDCA process This goal should be clearly stated, measurable and achievable This could include improving product quality, enhancing process efficiency, reducing wait times, enhancing customer satisfaction, or any other goal tailored to a particular situation - Collect data on the current process Baseline data that describe the current state are critical to further understanding the process and establishing a foundation for measuring improvements Data can include parameters, statistics, test results, customer feedback or any other information related to the issue at hand You can use methods such as surveys, direct observations, review of reports or available documents to collect data - Identify all possible causes of the problem and determine the root cause While numerous causes will emerge when examining the quality improvement opportunity, it is critical to delve in and carefully identify the underlying, or root, cause of the problem, in order to ensure that an improvement or intervention with the greatest chance of success is selected - Identify potential improvements to address the root cause, and agree on which one to test Once the improvement has been determined, carefully consider any unintended consequences that may emerge as a result of the implementing improvement This step provides an opportunity to alter the improvement and/or develop countermeasures as needed to address any potential unintended consequences Revisiting the aim statement and revising the measurable improvement objectives are important steps at this point - Develop an action plan indicating what needs to be done, who is responsible, and when it should be completed The details of this plan should include all aspects of the method to test the improvements – what data will be collected, how frequently data are collected, who collects the data, how they are documented, the timeline, and how results will be analyzed Example: Mai plans to go on a trip to Thailand by the end of this year to play with friends, but Mai's money is not enough To make this trip, Mai needs at least 10 million VND and Mai plans to save money by applying the PDCA model for the trip + Plan: Mai sets a goal of saving million VND per month To that, Mai will get a part-time job at a cafe and reduce all food costs in each month Do The purpose of this phase is to implement the action plan This is the actual step to test the plan and check if it works as intended Businesses should ensure that all activities are followed in the correct sequence and exactly as planned [ CITATION MSo10 \l 1066 ] Document continues below Discover more from: Operations Management Đại học Kinh tế Quố… 132 documents Go to course 12.3 Phạm Tố Uyên OM - OM_Individuals_123 Operations 100% (1) - Implement the improvement: This step involves implementing the improvements Management outlined in the "Plan" phase In this step, necessary activities and changes are made to apply new methods, processes or solutions to actual operations Implementation of this improvement may include changing workflows, training employees, providing new tools OM Group-3 Report and materials, or implementing technology changes - Collect and document the data: This step entails collecting and recording Business Ideadata regarding the process or system that has made improvements 37 This data may include parameters, measurements, records, reports and feedback fromOperations users Collecting and 100% (1) Management recording this data helps evaluate the effectiveness of improvements and provides the information needed for the Check (Check) and Action (Act) steps in the PDCA cycle - Document problems, unexpected observations, lessons learned and knowledge gained: This step is intended to document problems, unexpected observations, lessons Report Artemis Smart learned, and knowledge learned during improvement implementation This recording Watch and provides enhances an organization's or individual's knowledge and experience, 17 important information for future process evaluation and improvement Operations - Create multiple solutions and decide which solutions to test: This step involves 100% (1) Management creating various solutions to the problem or improvement proposed From the list of new solutions, processes or methods, implementers decide which solutions should be tested and evaluated next Creating multiple solutions and selecting solutions to test helps ensure the effectiveness and feasibility of proposed improvements beforeOM widespread Tài liệu - OM deployment document Example: With “Do”, Mai started taking part-time jobs and refrained from tactfully Operations 100% (1) refusing to go out to eat with friends Management Check The purpose of the "check" stage in the PDCA (Plan-Do-Check-Act) cycle is to evaluate and assess the results of the actions taken during the "do" stage ThisPaper phase involves Final analyzing the effect of the intervention Compare the new data to the baseline data to Operation… determine whether an improvement was achieved, and whether 29 the measures in the aim statement were met Pareto charts, histograms, run charts, scatter plots, control charts and Operations radar charts are all tools that can assist with this analysis [ CITATION Cor20 \l 1066 ] 100% (1) Management - Collect data: Collect data related to the process or product that was performed during the "Do" phase This can include data on quality, performance, accuracy, time, cost, customer feedback, and any other information relevant to the goals set Operations - Comparison check: Compare the data collected with the standards or goals set and during the "Plan" phase This helps evaluate whether goals have beenProject achieved Management and identify discrepancies between actual and target data 27 Operations Management 100% (1) - Data Analysis: Analyze collected data to understand the root cause of the gap between actual and target results This may include applying statistical methods and data analysis to identify trends, fluctuations, root causes, and potential problems - Evaluate results: Evaluate results and performance based on data and analysis Identify successes and failures, identify the strengths and weaknesses of the process or product, and evaluate the extent to which goals have been achieved Example: With “Check”, After a month of implementation and checking the results, Mai received unsatisfactory results Mai only saved and a half million, although the cost of clothes has been reduced, but the reason is because her hobby of online shopping has made the savings amount less than the goal of up to 500,000 VND Act This phase marks the culmination of the planning, testing, and analysis regarding whether the desired improvement was achieved as articulated in the aim statement, and the purpose is to act upon what has been learned Options include: [CITATION Cer \l 1066 ] - Adopt: Standardize the improvement if the measurable objective in the aim statement has been met This involves establishing a mechanism for those performing the new process to measure and monitor benchmarks on a regular basis to ensure that improvements are maintained Run charts or control charts are two examples of tools to monitor performance - Adapt: The team may decide to repeat the test, gather different data, revise the intervention, or otherwise adjust the test methodology This might occur, for example, if sufficient data weren’t gathered, circumstances have changed (e.g., staffing, resources, policy, environment, etc.), or if the test results fell somewhat short of the measurable improvement goal In this case, adapt the action plan as needed and repeat the “Do” phase - Abandon: If the changes made to the process did not result in an improvement, consider lessons learned from the initial test, and return to the “Plan” phase At this point the team might revisit potential solutions that were not initially selected, or delve back into a root cause analysis to see if additional underlying causes can be uncovered, or even reconsider the aim statement to see if it’s realistic Whatever the starting point, the team will then need to engage in the Plan cycle to develop a new action plan, and move through the remaining phases Example: With “Act”, overcome existing limitations and start planning again the first step To be able to achieve million VND in savings per month, in addition to working overtime and reducing spending on food, Mai must reduce spending on shopping - this is the main reason for Mai's savings to be reduced → Continue to steps 2, 3, and repeat until Mai completes the set goal III When to apply PDCA Cycle The PDCA cycle is a versatile tool that works well in almost all types of organizations It helps organizations systematically analyze problems, test solutions, and make data-driven decisions However, when to apply PDCA is not clearly identified Not all continuous improvement initiatives require use of PDCA, however purposeful improvement in large or complex systems will be appropriate to use PDCA Common understanding about when to apply the method could be an advantage in order to avoid frustrated employees that not know what type of continuous improvement initiatives they shall apply the PDCA method on [ CITATION Eir12 \l 1066 ] However, there are certain situation which PDCA cycle would be especially helpful: [ CITATION Mar17 \l 1066 ] - In the process of continuous improvement: PDCA provides a structured framework to identify and address areas for improvement The "Plan" phase helps in setting goals, defining objectives, and creating a plan for improvement The "Do" phase involves implementing the planned changes The "Check" phase allows for the measurement and evaluation of the results against the established goals Finally, the "Act" phase involves reflecting on the outcomes and taking appropriate actions to standardize and sustain the improvements By repeating this cycle, organizations can continuously improve their processes - During the implementation of changes: When implementing changes, it is essential to have a systematic approach to ensure the effectiveness of the changes and minimize risks PDCA provides a structured method to plan the changes, execute them, evaluate the results, and make adjustments if necessary It allows organizations to learn from the implementation process and make informed decisions based on feedback and data - During a downtime between one phase of a project and the next: Downtime between project phases provides an opportunity to reflect on the completed phase and prepare for the next one PDCA can be used during this downtime to review the achievements, analyze the challenges faced, and identify areas for improvement It enables project teams to plan the upcoming phase, considering the lessons learned, and make necessary adjustments to enhance project performance - During the implementation of a new solution: When implementing a new solution or introducing a change, it is crucial to monitor its effectiveness and make necessary modifications to ensure its success PDCA allows organizations to systematically test and evaluate the new solution's performance, identify any issues or gaps, and take corrective actions It helps in optimizing the implementation process and achieving the desired outcomes IV Example Improve learning processes and outcomes - Plan:  Set goals: complete assignments on time, understand the content of assignments, improve skills,  Planning: how many subjects, how many lessons, within how long, - Do: Executing the plan: Carrying out the exercise based on the planned plan Apply study methods, work hard, adhere to the time and requirements of the assignment - Check: Check your results: Review whether you achieved your goals, whether the assignment was completed properly, and whether it met the teacher's expectations - Act  Evaluation and analysis: Review test results Identify areas for improvement and problems to be solved  Suggested improvements: enhance study skills, use more effective study methods, find more suitable resources, or consult teachers and friends (There is a video demonstration) Improving the quality of service in a restaurant - Plan:  Determine goals: Improve service quality, attract more customers, increase revenue, enhance the quality of food  Identify quality service indicators for measuring progress, such as customer complaint rate, service time, customer ratings  Plan: Retrain staff on customer service, renovate the restaurant space, and adjust the menu - Do:  Implement improvement measures: Train staff on customer service, enhance time management, improve food preparation and cooking processes  Apply quality control measures: Monitor restaurant operations, gather feedback from customers, conduct internal inspections - Check:  Collect data and information related to service quality, such as customer feedback, complaint numbers, customer ratings, waiting times  Compare actual results with set goals and predetermined service quality indicators 10  Identify areas for improvement and areas of success - Act:  Based on the check results, identify strengths, weaknesses, and improvement opportunities  Propose adjustments and improvements, such as enhancing staff training, changing work processes, and improving communication and interaction with customers  Implement improvement measures and monitor their effectiveness (There is a video demonstration) V Advantages of PDCA cycle The PDCA method is useful to make continuous improvements without stopping which in principle is more future-oriented, flexible, logical, and reasonable to and contains a description of all elements of the plan drawn up.[CITATION Cer \l 1066 ] - Helps to mitigate risks, improve processes: [ CITATION Sar20 \l 1066 ] The plan-docheck-act cycle enables teams to correct errors The tool allows for effective problem analysis, testing of possible solutions, and process repetition to get productive results You can mitigate risks and prevent serious problems that may affect an organization by testing changes on a smaller scale and analyzing potential risks It is a risk-free cycle to apply a small scale in the project; therefore, there is no need to change the full process if it doesn’t work Each task in your project or activity will go through the same phase over and over again, ensuring that errors and omissions can be detected and corrected in time to adapt to the needs and realities of your business company - Flexibility: It allows for flexibility in making adjustments and modifications based on the results obtained during the Check phase If maintenance personnel identify areas for improvement or encounter unexpected challenges, they can make necessary adjustments during the Act phase to optimize their maintenance processes accordingly [ CITATION Cer \l 1066 ] - Standardization: The PDCA cycle promotes standard procedures and practices during the Plan phase, which helps maintenance personnel define clear guidelines for their maintenance activities This standardization improves consistency and reliability in maintenance processes, leading to more predictable outcomes and reduced variability [ CITATION Cor02 \l 1066 ] - Quality management: One of the main uses of the PDCA cycle is managed quality PDCA federated feedback-loop execution enables data collection planning and data analysis to identify prioritization issues or the root of problems It defines the means to reduce the drift between the current state and the desired state [ CITATION Cer \l 1066 ] - Change management: The PDCA cycle not only encourages businesses to ensure quality and performance, but also helps managers understand the efficiency of work 11 processes, thereby changing the way achieved [ CITATION Rad15 \l 1066 ] of management to optimize goal VI Disadvantages of PDCA cycle - Although the PDCA cycle is a flexible process, it may not be suitable for projects with tight time constraints and deadlines Firstly, the implementation time and the PDCA process require a sequential and tightly controlled approach to ensure accuracy and effectiveness Therefore, for urgent projects, it may not be feasible due to time pressure Furthermore, projects often require quick decision-making, while the PDCA cycle requires time for data analysis and research to develop improvement plans [ CITATION Sri09 \l 1066 ]- - Risk of repetition: In the PDCA process, businesses may repeat improvement and control procedures if the root causes are not thoroughly researched and analyzed Without clear understanding of the root causes, the new steps in the PDCA process can become an ineffective loop, resulting in not finding efficient solutions and encountering similar errors again.[ CITATION Sri09 \l 1066 ] - Lack of synchronization: PDCA is often implemented at the individual or small group level This can lead to a lack of synchronization in implementing the PDCA process throughout the organization Without coordination and support from other departments and management levels, the PDCA process may not achieve maximum effectiveness Issues can arise when departments operate independently without close interaction and collaboration [ CITATION Dươ13 \l 1066 ] VII Conclusion Continual quality improvement is an approach to analyze performance in many organizations and business areas and systematically strives to improve it in order to achieve excellence This maintains service quality and reliability The PDCA cycle is essential in eliminating losses in the fields The most important features of the PDCA approach are to make continuous improvement and maintenance free of errors/errors and waste The application of PDCA principles does not require a large capital investment As a result, managers using the PDCA cycle approach will reduce losses and misuse, deliver immediate results, improve productivity and quality, and reduce costs REFERENCES Cornelia Dumarya Manik, S., K (2020) The Effect of PDCA Cycle on Service Quality, Innovation Capability, and Work Performance of Indonesian Private Universities PJAEE 12 Chakraborty, D A (2016) Importance of PDCA Cycle for SMEs SSRG International Journal of Mechanical Engineering ( SSRG – IJME ) – Volume Issue – May 2016 Retrieved from Certiport: https://www.certiport.com Deming, W E (1950) Elementary Principles of the Statistical Control of Quality JUSE Dương Văn Bảy, H (2013) V NẬD NG Ụ NGUYÊN TẮẮC QU Ả N lÝ CHẤẮT lƯỢNG TOÀN DI ỆN TRONG CáC CH NG ƯƠ TRÌNH lIÊN KÊẮT ĐÀO T O QUỐẮC Ạ TÊẮ B Ậ C CAO H Ọ CT Ạ I TR ƯỜ NG Đ Ạ IH Ọ C KINH TÊẮ QUỐẮC DẤN Giáo dục đào tạo Eirin Lodgaard, I.G, K.E (2012) Success Factors for PDCA as Continuous Improvement Method in Product Development 19th Advances in Production Management Systems (APMS) Jagusiak-Kocik, M (2017) PDCA cycle as a part of continuous improvement - a case study PRODUCTION ENGINEERING ARCHIVES Johnson, C N (2002) The benefits fo PDCA Luburić, R (2015) Quality Management Principles and Benefits of their Implementation in Central Banks Journal of Central Banking Theory and Practice, 2015, 3, pp 91-121 M Sokovic, D., K (2010) Quality Improvement Methodologies – PDCA Cycle, RADAR Matrix, DMAIC and DFSS JAMME Ronald Moen, Clifford Norman (2009) Evolution of the PDCA Cycle Proceedings of the 7th ANQ Congress, Tokyo Sarah Isniah, H & F (2020) Plan check action (PDCA) method: literature review and research issues Jurnal Sistem dan Manajemen Industri Vol No 1July 2020, 72-81 Srivannaboon, S (2009) Achieving Competitive Advantage through the use of Project Management under the Plan-do-Check-act Concept Journal of General Management 13