Using the PDCA cycle in the real world :Using the PDCA cycle in the real world


Aims of this presentation :Aims of this presentation This presentation will explain about the PDCA cycle and illustrate applying it in the real world. It is widely known that the underlying principle of the ISO 9001 Quality Management standard is the PDCA cycle. You didn’t know that? Oh well, perhaps its not that widely known – but now you do know. The what cycle? Hmm...perhaps we had better start from the beginning.


Quality management principles :Quality management principles 1. Customer focus 2. Leadership 3. Involvement of people 4. Process approach 5. System approach to management 6. Continual improvement 7. Factual approach to decision making 8. Mutually beneficial supplier relationships ISO 9001 is based on 8 quality management principles


The PDCA Cycle :The PDCA Cycle ISO 9001 promotes a Process Approach to quality management, and the PDCA cycle can be applied to all processes – making it perhaps the key principle behind the standard.


Overview of the PDCA cycle :Overview of the PDCA cycle It is a 4-step methodology for business process improvement. It is an iterative process- so repeat to continue achieving improvement.


Slide 6:Context: Overall quality management system


The Planning Stage :The Planning Stage Planning your system could involve: Setting up an Organisation chart Preparing Job descriptions or Role Statements A List of authorities – concisely indicating who can do what Establishing and regularly reviewing a register of relevant standards / legislation – perhaps subscribing to a notification scheme Considering how those requirements affect your organisation Establishing an overall Quality policy – and perhaps some subsidiary policies such as referring to privacy, confidentiality, customer complaints, Various HR policies Communicating those policies to workers and other interested parties e.g. In manuals, on intranet, on display in reception or main office, in management system software, published on web site Setting measurable objectives for the organisation and business units Setting Targets or KPIs for individuals and planning their development Establishing forms of contract – price lists, rates/fee structures, terms and conditions Establishing plans for how quality will be assured for specific projects or projects


Doing it :Doing it Implementing the system could include: Ensuring that work is performed by adequately trained and competent people Supervision where necessary A system of keeping training records Reminders about training that needs a refresher course Performing work in accordance with plans, contracts, and procedures Ensuring that procedures and other documents are available where needed Ensure that work is performed in a suitable environment – physical and otherwise Access to suitable equipment and tools Necessary infrastructure is in place – may include information technology resources Maintaining control of subcontracted services and purchased items Maintaining records of activities


Is that what was planned? :Is that what was planned? Checking could mean any form of monitoring or measurement activity. In quality systems it might include: Asking customers about their satisfaction with a product or service – perhaps via a survey Monitoring using any of the senses – visual inspection, listening, tasting, smelling, feeling Monitoring or measuring with equipment – in which case the equipment may need appropriate care and calibration Other feedback loops – such as product reviews or media articles, complaints or returned goods, requests for refunds etc. An important pro-active check is performing Internal audits to verify that procedures and plans are being followed in practice – and are effective. Internal audits are a mandatory requirement of ISO 9001. Your auditors should be trained, and your audit program designed to focus on verifying the things that really matter!


Acting on any discrepancies :Acting on any discrepancies In the quality management context, a discrepancy between the plan and reality is typically referred to as a nonconformance. If a check has found discrepancies between the plan and what was done, we now need to analyse the cause(s) and act to improve the situation. In the quality management context, a discrepancy between the plan and reality is typically referred to as a nonconformance. there are 3 main types of improvement action: Action to fix a nonconformityThis is action taken to rectify the immediate problem Corrective actionThis is action to eliminate the cause or causes of the nonconformance. Sometimes we find that a problem only occurs when two or more contributing factors combine Preventive actionThis is action to eliminate the cause or causes of a potential nonconformance – e.g. When we have identified that something may go wrong if we don’t act now to prevent it.


Slide 11:Context: Performing a service for a customer


Thank you for viewing the training presentation:“Using the PDCA cycle in the real world” :Thank you for viewing the training presentation:“Using the PDCA cycle in the real world” Qudos Management Pty. Ltd. Quality | OHS | Environmental management www.qudos-software.com