PDCA/ Deming Cycle


25 September 2008 door Walter

W. Edwards Deming in the 1950′s proposed that business processes should be analyzed and measured to identify sources of variations that cause products to deviate from customer requirements. He recommended that business processes be placed in a continuous feedback loop so that managers can identify and change the parts of the process that need improvements. As a teacher, Deming created a (rather oversimplified) diagram to illustrate this continuous process, commonly known as the PDCA cycle for Plan, Do, Check, Act*:

  • PLAN: Design or revise business process components to improve results
  • DO: Implement the plan and measure its performance
  • CHECK: Assess the measurements and report the results to decision makers
  • ACT: Decide on changes needed to improve the process

Deming’s PDCA cycle can be illustrated as follows:

Plan-Do-Check-Act

Deming’s focus was on industrial production processes, and the level of improvements he sought were on the level of production.
In the modern post-industrial company, these kinds of improvements are still needed but the real performance drivers often occur on the level of business strategy. Strategic deployment is another process, but it has relatively longer-term variations because large companies cannot change as rapidly as small business units. Still, strategic initiatives can and should be placed in a feedback loop, complete with measurements and planning linked in a PDCA cycle. To illustrate the relationship of business unit processes to strategic processes, we may construct two nested PDCA cycles:

Double Loop

This ‘wheel within a wheel’ describes the relationship between strategic management and business unit management in a large company. There are actually several separate business units, of course, each with its own set of metrics, goals, targets and initiatives. But this figure illustrates the idea that the business activities constitute the DO part of the overall strategic effort.

* Note: The PDCA cycle was in fact originally developed by Walter A, Shewhart, a Bell Laboratories scientist who was Deming’s friend and mentor, and the developer of Statistical Process Control (SPC) in the late 1920s.  So sometimes this is referred to as the "Shewhart Cycle".  There are also several recent variations on this concept.   See The Man Who Discovered Quality by A. Gabor, Penguin Books, 1990.

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The Value of Models & Theories


25 September 2008 door Walter

Management models and theories shape the way we think, manage and run our organizations.

This page lists some of those management models and theories. I made this overview to keep us aware that there are many concepts to help us deepening our understanding of daily reality. There is no wrong a right they all offer us a different perspective.

Introduction
Management models are not in themselves a solution, but a tool to help develop understanding or a common language. Remember these are only tools, an over simplification of a view of reality in a given context. Tools come and go like fashion.

While I list a great many here, please ensure you research any tool or model prior to applying it in your organization.

As a coach and consultant I have used many of these to help explain concepts and create understanding. They are tools, valuable tools. Only use a model if it appropriate to the situation, any model is only a representation of a concept, reality is always much more complex and involves more dimensions than a simple model can infer.

Management Models and Theories

4 Box Models

7 Ps – Booms Bitner

7-S Framework – McKinsey

Accelerated Learning

Acquisition Integration Approaches

ADL Matrix  - Little

Ansoff product/market grid

ARIMA – Box and Jenkins

Attributes of Management Excellence – peters

Balanced Scorecard BBS Balanced Business Scorecard – Kaplan Norton

Bases of Social Power – French Raven

Bass Diffusion model – Bass

BCG Matrix

Benchmarking

Brainstorming

Break-even Point

Business Process Reengineering BPR – Hammer Champy

Capability Maturity Model CMM

Change Approaches – Kotter

Change Behavior – Ajzen

Change Dimensions – Pettigrew Whipp

Change Management Iceberg

Change Model – Beckhard

Change Phases – Kotter

Changing Organization Cultures – Trice  Beyer

Clarkson Principles

Competing Values Framework – Quinn

Contingency Theory – Fiedler

Contingency Theory – Vroom

Core Groups – Kleiner

Corporate Reputation – Harris Fombrun

Critical Success Factors

Cultural Dimensions – Hofstede

Cultural Intelligence – Early

Culture Change – Trice Beyer

Culture

Culture Levels – Schein

Deming cycle PDCA – Deming

Dimensions of Change – Pettigrew Whipp

Distinctive Capabilities – Kay

Dynamic Regression

EFQM European Foundation Quality Management

Eight Attributes of Management

Emotional Intelligence – Goleman

Enterprise Architecture – Zachman

ERG Theory – Alderfer

Excellence – Peters

Expectancy Theory – Vroom

Exponential Smoothing

Evaluation – Kirk Patrick

Five Disciplines – Senge

Force Field Analysis – Lewin

Fourteen Points of Management – Deming

Framing – Tversky

Game Theory – Nash

Gestalt theory

Group-think – Janis

Growth Phases – Greiner

Hierarchic Organization – Burns

Hierarchy of Needs – Maslow

Human Capital Index HCI

IC-Rating Intellectual Capital

Implementation Management – Krüger

 Kubler ross change curve

Industry Change – McGahan

Industry Life Cycle

Innovation Adoption Curve – Rogers

Innovation Equation – Byrd

Integrated Quality Management

Just-in-time JIT

Kaizen change philosophy

Kepner-Tregoe Matrix

Leadership Continuum

Leadership Styles – Goleman

Learning Organization

Learning Organization – Senge

Levels of Culture – Schein

Levers of Control – Simons

Management by Objectives MBO

Managing for Value MfV – Insead

Marketing Mix 4P’s 5P’s – McCarthy

 Nine box models 9 box models 7 s business model

Organic Organization – Burns

Organizational Change

Organizational Configurations – Mintzberg

 Organizational
Development

Organizational Learning

PAEI management roles

Path-Goal Theory – House

PDSA Deming cycle

Performance Appraisal

Performance categories – Baldrige

Performance Prism

PEST Analysis

PESTLE Analysis

Planned Behavior Theory – Ajzen

Plausibility Theory

Points of Management – Deming

Positioning – Trout

Power Bases – French Raven

PRIMO-F – Morrison

Product Life Cycle

Reputation Quotient – Harris Fornbrun

Result Oriented Management

Results-Based Leadership – Ulrich

Risk Assessment

Risk Management

Root Cause Analysis

S-Curve

Seven Habits – Covey

Seven Surprises – Porter

Simulation business
modelling

  

Six Change Approaches – Kotter

Six Sigma – GE

Six Thinking Hats – de Bono

Skandia Navigator – Leif Edvinsson

SMART Objectives

Social Intelligence

Stakeholder Management

Strategic Alignment – Venkatraman

Strategic Stakeholder Management

Strategic Thrusts – Wiseman

Strategy Map – Kaplan Norton

STRATPORT – Larreche

SWOT analysis

System Dynamics / Thinking – Forrester

Ten Principles of Reinvention – Osborne

Theory of Constraints – Goldratt

Theory of Planned Behavior – Ajzen

Theory of Reasoned Action – Ajzen Fishbein

Theory X Theory Y – McGregor

Theory Z – Ouchi

Total Quality Leadership – TQL

Total Quality Management – TQM

T-Score

Two Factor Theory – Hertzberg

Values – organizational

Value Chain – Porter

Value Disciplines – Treacy

 Z-Score – Altman

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