Concept

The PDCA process control loop is also called the Deming-Shewhart principle. It is a cyclically repeating algorithm of actions to manage the process and achieve its goals. This approach is based on a continuous process of improving activities and is implemented through the principle of continuous improvement.The cycle contains 4 main stages:

Thus: - indicators are initially planned - the parameters that the process must satisfy and an action plan is developed to obtain the required parameters.
- then the planned properties are implemented
- after that, the process is monitored as a comparison of the obtained indicators with the planned values.
- when deviations are detected, their causes are determined, after which the process is adjusted in such a way as to eliminate the identified causes. After the implementation of corrective measures, the compliance of the resulting quality indicators with their planned values ​​is again checked. The cycle repeats until the result matches the plan
The activities within the cycle can be represented as follows

It should be noted that the PDCA cycle can be applied not only to the line of business and the process as a whole, but also to each sub-process separately.

Example "From life"

Let's take a look at shading a loop using an example of a trip to the store. Where does the collection start? From analysis: products, available money, etc., making a list, choosing a store and stuff like that. What happens next? We go to the store and purchase objects.

Now comes the fun part. control begins - that is, a COMPARISON of what we planned to buy and what we actually collected! And there may be different variations: Did everything come together? excellent! Not all? What are the differences? Have you bought more? Necessary or unnecessary? If necessary, then we initially made the wrong list and forgot something, right? If it's too much, then something needs to be done about it)

Have you bought less? Why? Forgot something? So it's time to improve your memory! Not in this store? So, we will improve the choice of the store! Not in the RF! What to do! Sanctions!

The most important thing is that then comes the stage of improvement! And our task is to implement improvements! And not only if something DOESN'T come together! even if we did everything right, we can improve the technology! Constantly improve something! Or even teach my husband to go to the store !!!))))

Please compose your example of the implementation of the cycle on everyday topics.

And now - an example of the cycle "On Business":

Process approach

Concept

The process approach continues the theme of the cycle and reveals it. This approach represents an activity as a set of processes (with sub-processes) that create a result. General scheme can be represented as follows. Association: BEADS: everything is strung one on top of another. Output number 1 is process input number 2, and so on. - the thread stretches

Real life example

We have already gone to the store, which means that soon we may want to make a sandwich!

Example "on business"

And the meaning :)

So that everything is done consistently and efficiently, and NOT through the "rear":

Thus, the process approach helps us to carefully plan an action / event, etc., not to miss anything, but only to improve everything !!! Please sketch your examples!

Management strives to develop effective ways production management and product quality. There are several approaches to solving this problem. We present the authors of the theory of continuous improvement of processes Walter Shewhart and William Deming, whose control cycle is known throughout the world. They assume that, despite the large differences in production, the algorithm of actions is the same for all systems. Let's talk about what the essence of this theory is and how to apply this model in practice.

Production management concept

The organization of a process, the impact on different objects is said to be found not only in production, each person has to organize his life, make many different decisions, and achieve goals. Therefore, management is such a wide area of ​​activity that goes far beyond the sphere of creating products or services. The idea of ​​W. Deming, whose management cycle we are considering, is that management exists in almost all areas human activity and they have general order action. Any management is associated with the collection and processing of information, with decision-making, coordination of processes, forecasting, control and performance evaluation. Modern management considers many processes, including production ones, as projects. Quality is an essential attribute of any project. In this connection, such a special area as quality management appears.

The basic principle of quality management

In any area of ​​production, quality management systems are being introduced today, in accordance with international standards... They are aimed at ensuring the stable quality of products or services provided. Quality management is based on several basic principles. These include focusing on the customer and their needs, engaging and motivating employees, making realistic decisions based on facts, leadership leadership and continuous quality improvement. The researchers who created the Deming and Shewhart cycle thought about the implementation of the last principle. Quality improvement is a permanent goal of every organization. It covers all levels of the enterprise, from individuals to the manager, the production environment and the final product. One of two methods can be used to improve quality: disruptive and gradual. It is achieved through the implementation of standardization, analysis and measurement, and optimization and rationalization.

Shukharat concept

The American management consultant, the famous scientist Walter Schuhart, deeply researched the issues of quality management of industrial products back in the 1930s. His work on control charts, which are a means of recording observations of the stability and predictability of any processes, became a serious stage in the development of management. Over the years, he has collected statistics on monitoring production processes... And the top of it scientific work became the Deming-Shewhart management cycle. In his books, he substantiates the statistical method for controlling the stable quality of production processes and final products. In management, Shewhart distinguishes three main stages: development terms of reference and specifications for the release of future products, production in accordance with the specification, verification of product quality and its compliance with the specified parameters. Later, the scientist transforms this scheme into a model of 4 steps:

1. Product design.
2. Product manufacturing and laboratory testing.
3. Launching a product on the market.
4. Checking the product in action, consumer assessment.

W. Schuhart put forward the process method as the most productive in management. His ideas had a huge impact on the development of control theory.

Deming's concept

W. Shewhart's student William Edwards Deming undertook to refine and improve his theory. He became the creator of the concept and general organizational method of total quality management. Deming substantiated the point of view that the enterprise quality improvement is associated with the improvement of three areas: production, personnel and products. Also, as a result of many years of research, a system appeared that is primarily associated with the development of Deming. The cycle of quality improvement, according to the scientist, has no end, but has a circular character. He identified two main mechanisms for business improvement: quality assurance (production improvement, etc.) and quality improvement. According to the scientist, it is not enough to maintain a decent level of quality; one must constantly strive to increase its level. The updated Deming cycle includes stages of a slightly different nature. These are: planning, implementation, verification and action. Let us dwell on the characteristics of each stage in more detail.

Planning

First of all, the Shewhart-Deming cycle includes such an important stage as product development and production design. According to the researchers, entrepreneurs must continually plan to improve their products. And to do this, set new goals for yourself, evaluate resources, draw up an optimal action plan, appoint executors and deadlines. At this stage, it is important to find problems and ways to solve them. To find reserves for improvement, it is necessary to carefully analyze the situation, the production process, the market. Analytical actions can help identify potential for improvement. Also at this stage, detailed plans improvements, a production strategy is being developed. A quality plan allows you to anticipate force majeure and lay a solid foundation for your business.

Performance

Implementing the plan is an important part of management. Deming's cycle assumes the allocation of a separate stage of quality management of the stage "execution". At this stage, Deming recommends that you start on a small scale first to prevent large-scale losses in case of failure. When implementing plans, it is important to strictly follow the developed instructions and specifications. The manager must carefully track the actions at each technological step in order to comply with all requirements. In Deming's concept, this stage is rather a stage of testing, approbation, rather than serial production. Launching a series does not require such close attention of the manager, but the first launches are extremely important. The manager must be 100% convinced that all technologies are being followed, because this is the guarantee of quality.

Check

After the launch of mass production, scientists recommend a diagnostic study. Deming's cycle includes a large analytical stage, where it is necessary to evaluate how the process is going, try to find new potential for quality improvement. It is also necessary to assess the characteristics of the perception of a product or service by a consumer. For this, tests, focus groups, and analysis of customer reviews are carried out. Also at this stage, it is imperative to carry out diagnostics of the course of processes, their compliance technological standards... In addition, personnel performance is assessed, the quality of employees and products is monitored according to key performance indicators (KPI). If any deviations from the specified parameters are found, then the reasons for this are searched.

Actions

The last stage of the Deming cycle is the elimination of the detected violations and shortcomings. At this stage, all possible actions are taken in order to obtain the planned product quality. Documentation and written confirmation of the results obtained in the form of specifications and instructions is also carried out. The Deming cycle, the stages of which are associated with different stages of quality control, involves a circular motion. Therefore, after all the shortcomings and points of possible loss of quality are eliminated, you should return to the first level and start looking for new opportunities for improvement. The experience gained from the cycle is necessarily used in the next round, it helps to minimize costs and improve product quality.

Deming's main principles

Deciphering his theory, the scientist formulates a number of postulates, which are called "Deming's Principles". The quality improvement cycle is based on and proceeds from them. The most important principles include the following:

Consistency of goals. Quality improvement, as the dominant goal, must be consistently achieved both in terms of strategy and tactics.

The manager is personally responsible for the quality.

Quality control should not be massive, it should be built into the production system itself.

Rates and targets must be carefully substantiated and realistic.

It is necessary to encourage the aspiration of personnel to education, to motivate employees to improve their qualifications.

Improving quality should become part of the company's mission and philosophy, and managers should become its adherents first and foremost.

Employees should be able to be proud of the results of their work.

Subsequently, on the basis of these postulates, the main principles were formulated international system quality.

Application of the Shewhart-Deming cycle

The Deming-Shewhart model has received the name "PDCA cycle" and is actively used in modern management practice. The Deming cycle, an example of which can be found in the organization of the work of almost all large world corporations, is a recognized tool for improving product quality. This concept was most fully and consistently perceived in this country, Deming was perceived as a national hero, he received several awards, including from the hands of the emperor. Also in Japan, the Deming Prize was established. At the beginning of the 21st century, the concept began to be actively used in Russian management, it is the basis for the development of international and domestic quality standards.

It should be noted that the methodology known as the cycle can be applied to all processes in the QMS model. PDCA, or the Deming cycle. E. Deming developed W. Shewhart's concept of continuous (process) quality improvement and introduced into practice production management using loop PDCA. The Deming Cycle is a continuous quality improvement model. It consists of a logical sequence of four repeating stages for continuous quality improvement: plan, do, test, act. Plan(planning) - the development of policies, objectives and processes necessary to achieve results in accordance with customer requirements; Do(implementation, action) - implementation of processes; Check(control) - constant checking of products, processes for comparison with the policy, goals and requirements for the product; Act(action) - actions to continually improve the performance of processes.

The Deming cycle is usually illustrated by a management scheme for any kind of activity, including the quality management process (Figure 4.6).

Fig. 4.6.

The Deming cycle is primarily aimed at combating the three main, as the Japanese believe, enemies - 3MU:

• losses (all kinds of activities that consume resources without creating value) - muda;
• inconsistencies (any deviation from the process, both good and bad) - tiga;
• irrational actions (overload, work with stress) - muri.

Cycle PDCA can be applied to all processes and the quality management system as a whole. In fig. 4.7 shows how sections 4-10 of GOST R ISO 9001-2015 can be grouped according to the cycle PDCA.

Section 5. Leadership. Top management shall demonstrate its leadership and commitment to the quality management system by:

• taking responsibility for the effectiveness of the quality management system;
• ensuring that quality policies and objectives are developed that are consistent with the organization's environment and strategic direction;
• ensuring the integration of the requirements of the quality management system into the business processes of the organization;
• promoting the application of a process approach and risk-based thinking;
• spreading an understanding within the organization of the importance of effective quality management and compliance with the requirements of the quality management system;
• ensuring that the quality management system achieves the intended results;
• involving, guiding and supporting the participation of people in ensuring the effectiveness of the quality management system;

Fig. 4.7.

• ensuring the availability of resources required for the quality management system;
• support improvement;
• supporting other relevant leaders in their demonstration of leadership in their area of ​​responsibility.

Section 6. Planning. Planning in the standard is considered in the following areas (Fig. 4.8): 1) actions in relation to risks and opportunities; 2) quality objectives and planning to achieve them; 3) planning of changes.

Section 7. Security means. The standard refers to the means of providing resources, competence, awareness, exchange of information.

Resources. The standard refers to resources as human resources, infrastructure, environment for the functioning of processes, resources for monitoring and measurement, knowledge of the organization.

Competence. The organization should, first, determine the necessary competence of those performing work under its control that affects the performance and effectiveness of the quality management system; second, to ensure the competence of these individuals on the basis of appropriate education, training and experience.

Fig. 4.8.

Awareness. The organization shall ensure that appropriate persons performing work under the direction of management are aware of the quality policy; relevant quality objectives; its contribution to the effectiveness of the QMS, including the benefits of improved performance; consequences of non-compliance with the requirements of the QMS.

Information exchange. The organization shall determine the procedure for the internal and external exchange of information related to the quality management system, including: what information will be communicated; when will be transmitted; to whom it will be transferred; how it will be transmitted; who will transmit the information.

Section 8. Activities in stages life cycle products and services. This section describes the organization's activities at the stages of the product life cycle in the following areas: planning and management of activities; analysis of requirements for products and services; design and development of products and services; management of processes, products and services supplied by external suppliers; production of products and provision of services; output; management of nonconforming process outputs.

Section 9. Evaluation of performance results. Performance evaluation includes the following areas: monitoring, measurement, analysis and evaluation; internal audit; analysis by management.

Section 10. Improvement. The organization shall identify and select opportunities for improvement and take the necessary actions to meet customer requirements and improve customer satisfaction. This procedure includes: improving products and services in order to meet requirements, as well as to meet future needs and expectations; correction, prevention or reduction of the influence of undesirable influences; improving the performance and effectiveness of the quality management system.

• Buzyrev V.V., Yudenko M.N. Quality management in construction: textbook, manual. SPb. : GIORD, 2009.S. 129.
• Yudenko M.N. Quality management systems in construction: textbook, manual. SPb. : Publishing house of St. Petersburg State University of Economics, 2017.

PDCA cycle is a cyclical sequence of actions when performing a task, aimed at continuous quality improvement. The PDCA cycle can be deciphered as - Plan-Do-Check-Act (English) planning-action-check-correction. For the first time this abbreviation was described by W. Schuhart in the book “ Statistical Methods in terms of quality management ”in 1939. In this book, he described how the cyclical performance of enterprise management functions with flexible management, ready to introduce new ideas and get rid of bad experiences, lead to success. Later, a student of Shewhart, Edward Deming, gave the PDCA cycle a lot of publicity as he inspired the Japanese to use it, and they called the PDCA cycle - the Deming cycle. At the same time, Deming himself called it in honor of the teacher - the Shewhart cycle.

At the moment, the PDCA cycle has several names, but the essence remains the same. It should be noted that Edward Deming replaced the "check" stage with "study" (from the English Study), so the Deming cycle is sometimes called PDSA. Basically, all of the following terms mean the same thing:

• PDCA cycle
• PDSA cycle
• Deming cycle
• Deming-Shewhart cycle
• Shewhart cycle

Application of PDCA cycle.

In order to understand how to apply the PDCA cycle in practice, let's first break it down point by point.

Planning.

The planning stage should provide answers to the questions "what to do?" and "how to do?" You need to do more than just define goals and desired outcomes. But also to understand what resources, including temporary ones, must be used to achieve the set goals. At this stage, it is also worthwhile to foresee force majeure and that's it. possible options development of the situation. is of great importance, it is a kind of foundation for a successfully completed task.

Performance.

On the one hand, everything is simple - do what you have planned. In fact, how do we face the so-called "human factor". Unfortunately, employees do not always stick to the plan, even if they made it themselves.

Checking.

At the verification stage, it is necessary to compare the obtained result with the planned goals. It is also important to estimate how much resources have been expended. For objectivity and better measurability of results, it is best to use, the more specific and measurable the goal, the easier it is to evaluate the result.

Correction.

At this stage, you need to make adjustments that will help carry out the new planning. It is important for you to understand how, based on your experience with this task, to improve its performance next time.

Deliberate execution of the PDCA cycle leads to an improvement in the quality of the work performed, as well as significantly helps to reduce costs. Although the cycle itself is inevitable and will be performed constantly, not everyone understands how much efficiency can be increased when making changes and new practices. In times of scientific and technological progress, many tasks can be performed much more efficiently using the latest technologies.

American scientist William Edward Deming was an American statistician. It is associated with the rise of Japan as a manufacturing nation and the invention of Total Quality Management.( Total Quality Management (TQM) ... Deming traveled to Japan in the immediate aftermath of World War II to help conduct the Japanese census. While he was there, he taught "statistical process control" to Japanese engineers — a collection of techniques that allowed them to produce high-quality goods without expensive machinery.

Deming came to the conclusion that quality can be controlled and, therefore, it can be controlled (and these words are not synonymous).

By comparing the selected quality indicators in a certain way with their planned values, the manufacturer detects a certain discrepancy. Then he looks for the reason for this discrepancy, makes any impact on the process (corrects the process), again compares the values ​​of the indicators with the planned ones, etc. According to this cycle, quality control.

The objects of product quality control are all elements that form quality loop... Under quality loop in accordance with international ISO standards, they understand the product life cycle closed in the form of a ring (Figure 1), including, to one degree or another, the main stages of the product life cycle.

Figure 1 - Appearance of the quality loop

Here MTS - material and technical supply

With a quality loop the relationship of the manufacturer of products with the consumer and with all objects that ensure the solution of problems of product quality management is carried out

Product quality management is carried out cyclically and goes through certain stages, called the Deming cycle... The implementation of such a cycle is called the Deming cycle.

The concept of the Deming cycle is not limited only to product quality management, but also applies to any managerial and household activity.

The sequence of stages of the Deming cycle is shown in Figure 2 and includes 4 stages:

planning (PLAN)- setting goals and actions necessary to achieve them, allocating resources;

implementation (implementation) (DO)- execution of planned works;

control (check) (CHECK)- collection of information on the progress of work;

impact control (correction, adjustment) (ACTION)- taking measures to eliminate deviations found at the previous stage.

Figure 2 - Appearance of the Deming cycle

This is the so-called pdcaDeming cycle... It is usually present when developing and running processes. The purpose of the actions in this cycle is to bring an object to the required state. The cycle is repeated many times.

If PLAN (planning) is replaced by STANDARD (standard), then another kind of Deming cycle is formed - sdcaDeming cycle.

Lecture 2. Classification of quality indicators

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Issues under study:

Quality indicator concept.

Single, complex, basic and integral indicators.