TQM: PDCA and the 7﷓Step Process

TQM: PDCA and the 7‑Step Process

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The PDCA (Plan‑Do‑Check‑Act)/7‑Step Process is an approach to structured problem solving, particularly focused on continuous improvement of existing processes.

The PDCA/7‑Step Process is structured as follows:

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PDCA 7‑Steps Action

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Plan 1. Select a Theme

2. Collect and Analyze Data

3. Identify the Root Cause

Do 4. Plan and Implement a Solution

Check 5. Confirm the Results

Act 6. Standardize the Solution

7. Reflect on the Process

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Guidelines for each step are included below. These guidelines are elaborated in Teradyne's 7‑Step Structured Problem Solving Process manual.

Step 1: Select a Theme

The "Theme" is a brief description/statement of the weakness in the process, or the problem to be solved. The tool most often used in this Step is a Flowchart. (If you need help selecting a single theme from a set of possible themes, you might want to use a Theme Selection Matrix or a Cause/Effect Diagram.)

1.The theme should be customer‑focused.

2.The theme should complement the company's and division's goals.

3.The theme should be weakness‑oriented.

4.There should be a high probability of success within a reasonable time frame (3‑4 months).

5.The theme must be one complete sentence.

6.The theme should avoid the use of abstract words, acronyms, and location‑specific lingo.

7.The theme should be action‑oriented.

8.Avoid the use of absolutes.

9.Address one of the 5 evils (defects, delays, mistakes, waste, accidents).

10.Avoid stating the cause in the theme. (This is jumping to Step 3.)

11.Avoid stating the solution in the theme. (This is jumping to Step 4.)

12.Use a Flowchart to show the area being addressed and location of the customer.

13.Remember that theme development is an iterative process. The next two Steps may refine your theme.

14.Consider the appropriate level of abstraction.

15.Use a Graph to show the magnitude and importance of the problem.

16.The 7‑Step Structured Problem Solving Process works best where a process already exists and is understood.

17.The 7‑Step Structured Problem Solving Process works best when data is generated and obtainable on a frequent basis.

18.The theme should be measurable.

Step 2: Collect and Analyze Data

In this Step, the focus is on gathering facts about the problem. The tools most often used at this point are Checksheets and Pareto Charts.

1.When collecting data, think of all the possible causes. (Ask why you are collecting the data.)

2.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?)

3.Go to the site and collect your own data first.

4.Collect only as much data as you need. (Often a sample will be sufficient.)

5.Stratify the data in many forms.

6.Use first Pareto Charts to develop second to develop third.

7.Develop a broad Checksheet which can be used to generate many Pareto Charts.

Step 3: Identify the Root Cause

The "Root Cause" is the most fundamental cause that you can discover producing the negative results in the current process. The tool most often used in this Step is a Cause/Effect (Fishbone) Diagram.

1.Answer the question "Why did this 'evil' occur?" Ask repeatedly until you reach the root cause.

2.Don't assume you know the cause.

3.Get the facts.

4.Interview people who know the process.

5.Do (or refer to) a Flowchart of the process.

6.Construct a Cause/Effect Diagram.

7.Recycle back to Step 2.

8.Be patient.

9.The root cause must be controllable.

Step 4: Plan and Implement a Solution

In this Step, you bring together your ideas of what is actually causing the problem and develop and implement an adjustment to the process that you hope will address the problem. The tool most frequently used in this step is the What, Where, When, Who, and How Matrix.

1.Develop a solution that prevents the occurrence of the Root Cause (identified in Step 3).

2.Make sure the solution can be implemented.

3.When developing the plan, address the 4W's and 1H (What? Where? When? Who? How?). (Use a 4W & 1H Matrix.)

4.Use a time line to describe the implementation schedule.

5.Get knowledgeable and affected individuals involved in the planning stage.

6.Determine the measurement which will confirm that the solution actually worked.

7.Consider improving the existing process before revamping the entire process.

8.Run an experiment.

Step 5: Confirm that the Solution Really Works

Before you permanently revise a process to incorporate a "solution", you need to make sure the "solution" actually solves the initial problem, and does not create its own unacceptable results. The tools most often used in this Step are Comparative Pareto Charts and Graphs (Bar Charts, Run Charts).

1.Confirm the results through comparison of data from before and after the implementation of the solution.

2.Continue to monitor the results over time. Use a graph.

3.Confirm the results with the customer if it is practical to do so.

4.Assess and list potential side effects, both negative and positive.

Step 6: Standardize the Solution

Once you have confirmed that you have a workable solution to the problem, you need to revise the existing process to incorporate the solution. The tool most often used in this Step is a Flowchart.

1.Use a 4W, 1H, & 1C Matrix. (I.e., What? Where? When? Who? How? Check.)

2.Document the process change.

3.Make changes to the existing Flowchart to communicate the new standard.

4.Train, inform, and/or involve affected individuals.

5.Consider the effect this change may have on other processes.

6.Ensure that your process change has provisions for updating and revising the process.

7.Have you communicated with other parts of the organization who could benefit from your experience?

8.Summarize (list) the changes that have been made.

Step 7: Reflect on the Process and Select the Next Weakness

Finally, you want to acknowledge what you have accomplished in the first 6 Steps, suggest a new weakness to tackle, and communicate what you have learned.

1.Summarize the team's achievements.

2.Recommend a weakness for the next PDCA cycle.

3.Recognize the team and other contributors.

4.Summarize the other lessons learned related to the 7‑Step Process.

5.Develop the QI (Quality Improvement) Story and QI Report.

6.Communicate the Story.

References

7‑Step Structured Problem Solving Process (Teradyne Manual)