The pdca cycle consists of the following steps. Shewhart-Deming cycle: stages of production management

What is the PDCA cycle?

PDCA is a methodology that values ​​a culture of continuous improvement within a company. It is a type of interactive management method used to both control and continuously improve products, services and processes in general.

Why use it? Those who want to improve the management of their company on an ongoing basis need to learn the PDCA methodology - Plan, Do, Check, Act - as soon as possible. It consists of four stages and allows you to continuously improve your company.

How to do it? Practical use This methodology can be done in any company using the PDCA Cycle Worksheet. Below we will see the 4 steps and how this application should be.

How to do PDCA

Before diving into the PDCA cycle, you need to select one of the company's foundational processes. Any: the sales process, the production of a product, the provision of a service, financial closure, and finally, the user himself must choose what initially requires the most attention.

Don't bother choosing carefully because the idea of ​​the PDCA methodology should be included in corporate culture forever. In other words, all processes will eventually be reviewed.

Every process has bottlenecks, and these are the bottlenecks that the loop acts on. Which bottleneck do you think is most hindering your chosen process? Use indicators to measure waste at each stage of the process. The measurement can be done in several ways:

a) conversion losses

It is very common to analyze the effectiveness of the negotiation and sales process, for example, by converting between stages. The contact, or manager as some companies like to call it, goes through several stages until a contract is awarded. Where is the biggest loss? The sales process may consist of Call > Meeting > Proposal > Contract. If the majority potential clients will abandon the proposal step, it will likely have more important bottlenecks.

b) Waste of time

Some processes do not have conversion between stages, such as accounting closure. However, these are processes that must meet a deadline in the companies' monthly or annual schedule. In this type of activity, you can identify bottlenecks by the duration of each step. For example, it is very common to realize that the finance team spends a lot of time identifying accounts in other areas when it comes to bank reconciliations. In this case, the PDCA loop can ideally act on the communication between areas as a bottleneck.

c) loss due to waste

In processes involved in the production of products, efficiency is usually measured by the waste generated at each stage. Measuring the steps that generate the most waste in that direction and addressing the bottlenecks that lead to this is another hypothesis for using the PDCA loop.

Stages of the PDCA cycle

Having passed this preliminary stage, we have actually entered the cycle. It consists of four steps. This:

1. Planning - from the English “Plan”

The first step of the PDCA cycle is to create plans to eliminate bottlenecks that are resolved as expected in terms of the organization's goals and the process under consideration.

When expectations are established early in the management process, the consistency, consistency, and accuracy of the implementation of a set of elements is itself objective. It's interesting to start small and control to test for effects.

At this point, you can identify changes in how things are done, involving more or fewer people, and the use of supporting tools. It's important to think about the small tests that can be done from these resolutions before looking at big changes to the company as a whole.

2. Execution - from English “To”

In fact, this is the phase that covers most of the “hands-on” part of the PDCA methodology. In which each and every one of the plans defined in the first stage must be carried out. Data collection should also be done at this stage - although this information is only used in later stages.

3. Confirmation - from English “Check”

Now is the time to take a deep dive into and analyze the data collected in Do. From this, a fairly accurate comparison can be made between what was received and what was expected during the planning phase. Differences must be taken into account - whether positive or negative - in order to critically analyze the entire process.

4. Action - from the English “Act”

In the last stage of the PDCA method, all possible measures will be taken to correct the route and possible distortions that deviated the results obtained from the expected ones, in order to determine the reasons.

If there is nothing to improve, the methodology can be a little more detailed in order to put into practice possible improvements when one of the stages is repeated.

Typically there are two possible outcomes in the Act step. First, we need to recognize that the cycle worked in terms of eliminating bottlenecks. Therefore, the proposed changes must be implemented and embedded in the company culture. The cycle must be done again, looking at other processes or bottlenecks.

A second possible outcome is the realization that proposed plans did not address perceived bottlenecks, likely due to misdiagnosis. In this case, the cycle must be repeated, targeting the same process or bottleneck. If the responsible team does not believe that the process is mature enough.

The PDCA Deming cycle is a constant “circle” of actions aimed at improving business processes and products, optimizing procedures and improving facilities. With the help of such a universal tool as the Deming management cycle, you can achieve quality improvement in any area of ​​business.

The Deming cycle or PDCA cycle is an algorithm of managerial actions that includes 4 stages. The deming cycle consists of the following stages

• Plan - Plan
• Do - Do
• Check - Check
• Act - Change/Adjust

Let's see what an example Deming cycle looks like. First, set goals in numbers (plan), then take actions (do) that will lead to these goals. Then you check the results (check) and make changes (act). And so on in a circle until you reach the numbers you planned.

Let's look at the stages of the Deming cycle in more detail. It includes 4 phases.

Planning

At this stage it is analyzed current position, goals are set, ways to achieve them are developed, a list of measures and actions is drawn up, the procedure for their implementation, quantitative and qualitative indicators are outlined, and responsibility is distributed.

Implementation

When all the indicators are outlined and the roles are defined, the stage of implementing measures to achieve the planned results begins. The mode of action of the performers in this phase is, rather, approbation and testing, rather than the final version of the execution of the plan.

Control, verification

According to the reporting system, there is permanent monitoring of the implementation of daily indicators.

Final implementation

This step symbolizes the transition to the working phase using proven methods.

The Deming cycle helps to set up the most effective control over the work of managers. After all, to grow revenue, it is important to test new approaches, analyze the results and work on mistakes.

The Deming cycle should be used when making any decisions: both to test new ideas and improve existing techniques/products/tools.

Constant checks before, during and after identify weak spots processes, procedures, instructions, management, education of responsibility for quality in the enterprise. PDCA serves precisely to detect the causes of failures and support the entire process until defect elimination.

In practice, the Deming cycle should be actively used during planning meetings or meetings with managers.

What is SMART

It is very important to understand that when working according to the Deming cycle algorithm, you must operate with extremely clear goals. Otherwise, you will have to move blindly, and any intuitive correction can lead to unpredictable results.
The most powerful tool for formatting business goals is SMART technology. Let's talk about the 5 criteria encrypted in the name of the technique and their features.

Specificity

This is, in fact, the most important “aggregate” criterion, which requires a clear statement of the goal. Clarity of purpose is determined by 3 parameters.

• What needs to be done
• When should it be done
• In what quantitative and qualitative indicators will this be expressed?

When you have an understanding of each of these 3 points, there is no room left for free interpretation of the assigned tasks.

Measurability

How will you know that the goal has been achieved? Or that you are at least on the right track? To do this, you need to calculate indicators that will directly correlate with the goal. Simply put, if you complete them, you will consistently move in the right direction. In sales, such indicators include figures for the daily activity of employees: calls, meetings, presentations, sent commercial offers, invoices issued, etc.

Reachability

Achievability of the goal by performers different levels perceived in its own way. Therefore, this criterion must be individually formatted for each type of participant. For ordinary sellers, achievability lies in strict adherence to transaction technology.

Relevance

You should always ask the question: “How true is the goal? Does it lead to the prosperity of the company? Or may serious complications arise when it is achieved?” Even when a business strives for a seemingly absolutely organic goal - increasing turnover, one should always remember the “price” and consequences of the rapid development of the company. Check your goals for truth.

Limited time

This is a simple, but perhaps critical parameter. In business, everything must have its own deadline. The main thing that needs to be clearly monitored is the feasibility of the deadlines. You may well be too optimistic or, conversely, pessimistic in your assessments.
Remember, SMART is the foundation that will allow you to effectively apply the Deming Cycle.

How to set a goal correctly and plan its implementation

In business, it is critical to begin to apply the principle of deming within the commercial division. The cycle starts with the planning phase. This is perhaps the most difficult stage of PDCA. It involves a comprehensive analysis of the situation. And if there is a mistake at this stage, the consequences can be devastating. We offer several tools that will allow you to set an adequate goal and decompose it to the level of small daily actions.

Stage 1 – set an adequate goal

The goal in business is profit. Not income, not revenue, but profit. Profit is just a number. The number on which everything depends. Therefore, when deciding on it and analyzing the available data, pass it through the filters of internal and external factors.

• Sources of income
• Product margins
• Effect of marketing
• Reduction of planned figures by the amount from random large orders
• Seasonality
• Economic situation, exchange rates and external sanctions

Stage 2 – make the goal realistic

To make the goal as realistic as possible, you should apply SMART technology to it. This tool asks you to evaluate your goal based on 5 criteria.

• S (specific) - specific: the figure of the planned profit, taking into account the listed factors.
• M (measurable) - measurable: the presence of clear quantitative indicators, the implementation of which will give the planned result
• A (achievable) – achievable: availability of resources and skills to achieve these indicators
• R (relevant) - relevant: checking the goal for truth. True, when we're talking about about the planned profit and its size is formulated adequately, the truth of such a goal is beyond doubt.
• T - timebound - limited in time: when you plan profit, at least do it for 1 year. But it would be better if you had strategic plans for 3.5 and 10 years.

Stage 3 – making the goal achievable

The feasibility and achievability of the goal is realized through decomposition. Let's give a simple example of profit decomposition.

1. We determine the amount of revenue by the share of profit in it.
2. We calculate the number of transactions taking into account the average check.
3. We find the number of leads based on the conversion rate in the funnel.
4. We calculate the number of daily actions required to process leads for conversion between stages.
5. We determine labor standards and the required number of employees.

Conducting Effective Deming Cycle Meetings

The Deming cycle is easiest to implement if you constantly keep your finger on the “pulse” of sales. This is possible if the company has adopted and operates a system of weekly and daily meetings and planning sessions, which allows you to quickly influence the situation.

Weekly meetings

Timing – 1 – 1.5 hours. The main task is to monitor the results of the week, support the “fighting” mood of the staff and announce plans for each seller.

Thematic blocks of weekly meetings

1. Work on mistakes. Each seller receives feedback and clear recommendations regarding your work. All advice is based directly on cases with failures from last week.

2. Announcement of plans for the week according to the pipeline: tasks for transactions and payments with specific dates. The head of the department is guided by the reports provided by managers in the “weekly plan” form.

3. Discussion of the intermediate results of competitions among managers or summing up their results with awards for those who distinguished themselves.

4. Performance analysis key indicators efficiency –: calls, meetings, presentations.

5. Training of specific employees or groups in accordance with their “problem” areas.

Daily meetings

Timing - once a day for 30 minutes. The main benefit from them is the effect of the “push” function, when you influence the situation every day and can increase conversion. The purpose of the meeting is to summarize the results of the previous day, approve the plan for the current day and cheer up the employees.

Perhaps someone thinks that daily meetings for certain areas of the business are a waste of time and an unaffordable luxury. Especially when it comes to segments: B2B, B2P, B2G. If you have long transactions, then discuss with managers not payment plans, but movement through the stages of the sales business process.

Thematic blocks of daily meetings

• Availability control, discussion and approval of the plan for the day.
• Summing up the past day;
• Analysis of the successes and failures of the previous day;
• Discussion of KPIs.

Five minutes

Timing: 3 times a day for 5 minutes with individual employees. Five minutes are necessary to quickly correct the result of the day. As a rule, they are carried out once every three hours.

Principles for Conducting Effective Deming Cycle Meetings

1. Meetings should not be “get-togethers” with colleagues. They need to be carried out quickly and all issues considered on their merits.

2. It is important to bring all employees together. Human psychology is at work here - he works better if others know about his successes and failures. This stimulates him to action.

3. Planning meetings should be held once a day and managers should be gathered 2-3 more times to quickly discuss milestones. These should be short five-minute sessions - preferably at 11.00, 14.00, 16.00. Then the manager will be able to adjust the actions of managers and fulfill the daily sales plan.

For example, a manager states that a client cannot pay for services or goods because his accountant is ill. The manager can prompt and guide the employee: “Find out who works for them instead of an accountant, who performs his duties.” Or “the client doesn’t pick up the phone” - “write an SMS or call from another number.” This is how the Deming cycle works - we did it, it didn’t work, we correct the actions, we move on.

Imagine two competing companies. In one of them, the leader meets with managers every day, the other - once a week. Think about which of them will be more successful: the one in which, as a result of daily discussions, the action strategy was changed 21 times in a month or the one in which it was changed only 4 times?

4. At the meeting, it is important to sum up interim results on the implementation of the sales plan, discuss further steps, set the mood for the entire working day, and work on mistakes. That is, go through each stage of the Deming cycle.

5. It is worth defining a clear procedure for holding meetings:

• Fact for yesterday (for each employee and departments);
• Plan for today (for each employee and departments);
• What to do to repeat success or not repeat the action associated with failure;
• Results on intermediate performance indicators in terms of implementation of the monthly plan.

6. At meetings, the manager must write down everything that employees say: when and how much the client will pay, how many calls and meetings have already been made, what the results are, at what stages of negotiations different transactions are. For strict accounting, you need to have a sheet with notes from the last meeting - then the result will be visible.

They have truly irreplaceable properties that will benefit sales.

General chats

Create general chats through which you motivate sellers and monitor the execution of the daily plan. Sometimes the team gets so excited that correspondence discussing successes and plans continues after the working day until the night.

Geolocation

Messengers allow you to send a map element indicating a person’s location. This takes on special meaning in the context of interaction with Russian sellers and their “Russian” mentality. Periodically request the location of the employee when he left for a meeting. Refusal to send her can be regarded as a mutiny on the ship and appropriate measures must be taken. In addition, if you yourself are at meetings, then you can easily control the appearance of subordinates in the office.

To do this, ask the candidate the following questions:

• How often does he hold meetings with managers?
• What does he discuss on them?
• Why is he holding a meeting?
• What outcome does he expect from each meeting?
• What does he do with the results of the meeting?

Compare his answers with what we described above and make the right decision whether the candidate is right for you or not. If your manager starts using the Deming cycle in his work, then in just a few weeks you will see your revenue begin to grow.

The Shewhart-Deming Cycle (PDCA Cycle) is a well-known model of continuous process improvement, called the Shewhart-Deming Cycle or PDCA Cycle, the application of which in a wide variety of areas of activity allows you to effectively manage these activities on a systematic basis.
William Shewhart is considered to be the founder of this cycle.
In 1931 he published a report on the use of control charts and his first book, " Economic management quality of industrial products."
In 1939, his second book, “Statistical Method from the Point of View of Quality Control,” was published.
In these works, Shewhart outlined his views on the statistical method of quality control of production processes and ensuring, on this basis, the quality of manufactured products.

There are three stages in quality management:

1. Development of the Specification ( technical task, technical specifications, tolerances) of what is required.
2. Manufacture of Products that meet Specifications.
3. Inspection (monitoring) of manufactured products to assess their compliance with specifications.

Shewhart emphasizes how necessary this sequence of steps is for use in a world where all processes are subject to variation.

These three stages are interpreted as four step cycle:

1. Develop a product;
2. Make it, check it out production line and in laboratories;
3. Put it on the market;
4. Test it in action, find out what the consumer or user thinks about it and why “non-consumers” didn’t find it.

Then Step 4 leads to a new Step 1: redesign the product and the cycle begins again.

Shewhart argued that it was necessary to constantly improve product quality. To do this, he also proposed a process approach not only for quality control, but also for organizing production connections from operation to operation, and substantiated the need to organize production not according to functional characteristics, but following the production process.
This horizontal structure of organization and management of the production process is called the Shewhart system.

Development of the concept by Deming.

Shewhart's concept of continuous (process) quality improvement was developed in the works of Edward Deming.

He also introduced the use of PDCA cycle:

- planning (Plan)
- implementation (Do)
- check (Check)
- action.

There is another version, which more preferable for Deming - PDSA:

Plan– Plan.
Do– Do It. Deming recommends that "Step 2" be carried out on a small scale: large enough to obtain useful information, but no more than is necessary in case things don’t go well.
Study– Explore.
Act– Take action. Step 4 may be followed by another round trip, using the knowledge gained, or due to deliberately changed requirements, to learn even more, or, alternatively, it may be the final decision step to accept or reject the Plan.

The Shewhart-Deming method and cycle, which is more often called the Deming cycle, is usually illustrated by a control diagram for any activity process, including the quality management process.
Unlike the Taylor system, the use of which often creates conflicts due to the fact that the four functions are performed by different groups of people, the Shewhart-Deming system brings all phases of the intraproduction cycle into a single process, and they become elements of overall teamwork.

Deming's pragmatic axioms.

Deming also formulated a number of “pragmatic axioms”:

1. "Any activity can be considered as technological process and therefore can be improved." That is, when managing the quality of any activity and the quality of the result of this activity, a process approach is required.
2. “Production must be viewed as a system in a stable or unstable state.” This means that the outcome of solving specific problems is dictated by the state of the system, so fundamental changes affecting the system itself are necessary.
3. “The senior management of an enterprise must in all cases accept responsibility for its activities.”

Based on these axioms, Deming derived 14 particular principles. These principles are known as ideas from 14 points of TQM management. Deming's 14 Principles :

Paragraph 1: Constancy of Purpose. The enterprise must constantly and purposefully improve the quality of products and services provided.

Therefore:

• Set a goal and be steadfast and constant in achieving your goal of continuous improvement of products and services
• Allocate resources so that long-term goals and needs are met, not just short-term profitability

This means that you should not rely on short-term and quick profits. It is worth establishing long-term and mutually beneficial relationships with the client through strategy, the formation of a portfolio of services, which is based on quality services that are of value to this customer.

Clause 2. Responsibility for inconsistencies, delays, errors and defects must be assumed by the management of the enterprise.

Point 3: P end dependence on mass inspections.Avoid the occurrence of defects without external control.

Therefore:

• Eliminate the need for mass audits and inspections as a way to achieve quality;
• Quality must be designed and built into processes.
• Prevent defects, do not try to detect and eliminate them after they have occurred.

Point 4: Stop purchasing at the lowest price.The price must take into account the quality of the product.

Point 5: Improve every process to improve product quality, increase productivity and reduce costs.

Therefore:

• Improve all planning, production and service processes today and always.
• Constantly look for problems to improve all activities, increasing quality and productivity and thereby reducing costs.
• Strive to make an unstable process stable, a stable but ineffective process effective, an effective process even more effective.
• Remember, if you don’t find the problem first, the problem will arise on its own.

Point 6: Train all employees. Training and retraining of personnel must be put into practice.

Therefore:

• Train all employees, including supervisors and managers, in order to better utilize the capabilities of each of them.
• Training is as much a part of the work process as production.
• Taking root and spreading improvements is the result of learning.
• The cost of training is negligible compared to the benefits obtained from ensuring that a given employee does his or her job correctly and for the best benefit to the company.

Point 7. Use new leadership methods.Management must help employees do their jobs better. The role of a leader is that of a teacher, not a judge or orderly.

Point 8. Banish fears so everyone can work calmly and efficiently.

Point 9: Break down barriers.

Therefore:

• Break down barriers between departments, services, departments.
• People from different functional areas must work in teams to resolve problems that may arise with products or services.

Point 10. Refuse slogans and calls that are not supported by appropriate actions and means.

Point 11. Eliminate arbitrarily set tasks and quantitative norms. The employee performs the work as efficiently as he can.

Point 12. Encourage employees to take pride in their work and skills.

Point 13. Encourage employees' aspirations for education and improvement.

Point 14: Top management commitment. Management must be responsible for product quality.

Therefore:

• Top managers must lead and energetically lead the entire company in the direction of improving the quality of every activity in the company: provide the necessary support, training, allocation of funds.
• The company's management must follow in its own practice the same principles that it preaches.
• Company management must accept that they also have a lot to learn and be willing to learn.

The meaning of the PDCA cycle is to cyclically repeat the decision-making process - while this approach is a fairly simple algorithm of actions, which together represent a powerful management tool for achieving goals.

1. Planning involves defining goals, objectives and necessary actions to complete tasks and achieve set goals;
2. Performance– this is the direct implementation of planned actions;
3. Examination– includes collecting information, monitoring the work done based on measurable indicators, assessing progress towards achieving the goal, identifying deviations from the plan, identifying and analyzing the causes of deviations;
4. Impact also understood as management, adjustment and action - in this stage includes the implementation of certain measures that will eliminate identified deviations, the causes of these deviations, change the plan and redistribute resources.

Deming slightly modified the PDCA cycle and refined the very concept of the decision-making process.

Deming's scientific method is based on statistical quality control. To improve quality, according to Deming, it is necessary to improve all processes in the enterprise by organizing a constant cycle: plan, execute, study, adjust.

Respectively, Deming cycle:

• P – Plan – plan
• D – Do – do it
• S – Study – study
• A – Act – influence

Deming cycle (PDSA)

According to Deming's concept, the phases in the cycle become larger, and the main focus is improving quality.

Deming believed that the prosperity of the entire society is achieved through the prosperity of both producers and consumers. This, in his opinion, is the very purpose of any enterprise activity. He saw the achievement of this goal in continuous improvement of quality. The concept has evolved accordingly, without changing the original meaning of the PDCA cycle.

1. Planning– identify a specific process, find out how it can be improved, or highlight new process, determine indicators, goals, tasks that will help develop this process and plan specific activities that must be implemented;
2. Performance– this is a logical consequence of the previous phase, when all planned activities are carried out, certain information is collected, all changes are recorded;
3. Studying– the data obtained and results within the previous phase must be analyzed and compared with the goals set (taking into account that all changes that have occurred should help improve the quality of specific processes). Then the reasons for deviations are established, if they have been identified, compared with planned indicators, and what changes need to be made to improve the process according to the planning phase are indicated;
4. Impact– depending on what was established in the study phase, whether there is an improvement in the process or not, corrective measures are taken that will allow achieving the planned indicators in the planning phase. If necessary, plan indicators are changed, resources are redistributed, etc.

The Deming cycle is based on the scientific approach and the human factor.

The human factor and the scientific approach as the basis of the Deming cycle

The essence scientific approach is based on the variability of all processes, their variability. Therefore, the quality of the products and services produced, and, consequently, the living conditions of people, will increase if the variability of the processes that take place both within the organization and throughout society as a whole is reduced. Reducing variability is achieved through continuous collection and analysis of information. Accordingly, the Deming cycle becomes meaningless without a scientific approach.

It should be noted that the concept of the PDCA cycle (PDSA) is based on the scientific method that Francis Bacon developed back in 1620: hypothesis - experiment - analysis (evaluation).

The human factor consists of the following points:

1. "Everyone is one team." It is necessary to organize the work of personnel in a team in order to achieve an effect when the whole is more effective than its individual components.
2. “People want to do good work” means that Deming is based on Theory Y, according to which organizations with an authoritarian-bureaucratic management style are less effective than “softer” organizations that place the person and his role in the organization at the forefront.
3. "Leadership". You need to manage subordinates based on authority, knowledge, skills, practical skills and human respect, i.e. you need to be a leader of the team, and not rely solely on the power of administrative superiority.
4. "Education". This implies constant improvement of the qualifications of the company’s personnel in order to increase work efficiency.

In accordance with the concept of the Deming cycle, this approach shifts responsibility for poor performance from the performer to the manager.

There is such a rule as 85/15 - 85% of problems are caused by the management system and managers are responsible for them, and the fault of the performers is present only in 15% of cases where problems arise.

Application of the Deming cycle

The use of the Deming cycle in practice is a cyclically repeating process of varying duration. Several cycles can operate in parallel in relation to different business processes, goals and objectives. However, there are three basic rules:

1. The Deming cycle in relation to processes associated with the main activities of the organization should be applied at a frequency that coincides with the calendar time of reporting and planning for the organization as a whole.
2. The Deming Cycle is applied to non-core processes as opportunities for quality improvement arise.
3. Application of the Deming cycle for corrective action on individual business processes, technological operations, etc. does not necessarily have to coincide with the reporting and planning cycles, since the main criterion will be the nature of the measures to eliminate deviations, and they may have different durations, contents and volumes.

Foundation stone Deming cycle– This is a focus on improving quality.

Deming also developed which are used in conjunction with the PDCA cycle.

As a result, the concept of the Deming cycle can be represented as follows:

The concept of using the Deming cycle

Each time, applying the Deming cycle, the manager sets his task to improve the quality (of a separate business process, of products as a whole, of a technological chain, of a specific service, etc.), the result is obtaining higher quality products at a lower price. At the same time, costs are reduced and productivity is increased. Taken together, this leads to increased satisfaction for both the consumer and the manufacturer. Deming made the logical conclusion that this approach leads to shared prosperity.

Interesting historical fact. In 1946, Deming visited Japan for the first time. Deming repeatedly lectured there on methods of statistical quality control. At one of his lectures, Deming said:

Listen to me, and in five years you will be competing with the West. Keep listening until the West asks for protection from you.

The Japanese accepted his ideas, and Japanese corporations began to massively introduce elements of Deming’s concept. In 1951, an award was established in Japan. Deming, which has since been awarded annually to corporations that have achieved the greatest success in improving product quality.

It should be noted that the competitiveness of Japanese products in certain industries (automobiles, electronics, microelectronics and a number of other goods) after some time was far superior in quality, primarily, to similar American products. Thus, Deming's ideas allowed Japan to obtain sustainable competitive advantage until approximately the end of the 20th century.

English Deming Cycle - circle of quality) is a constant circle of regulation for improving the product and production processes, optimizing individual units and objects. This circle is often called a cycle PDCA. PDCA cycle ( Plan-Do-Check-Act): plan - do - check - implement) is a widely used method of continuous quality improvement. The second name of the method is the Deming cycle, because of the visual circular graphical interpretation of the stages of the cycle.

With the help of constant checks before, during and after the production process, education of responsibility for quality and, above all, with the help of a constant audit of the production process, weaknesses in various processes in the enterprise can be detected. PDCA serves precisely to detect the causes of defects and support the entire process up to the elimination of defects.

Scheme 1. Quality circle (Deming cycle)

Stages of the Deming Cycle

The quality circle includes the following steps:

• Planning. Actions must be planned before change begins. This step includes an analysis of the actual condition, information about the potential for improvement, and the development of a planning concept.
• Implementation. This is the name of a course of action that corresponds not to the common concept of transformation, but to approbation, testing and optimization of a previously accepted concept using quickly implemented and simple tools.
• Control. Here, the result implemented in a small process is monitored and carefully rechecked to move improvements widely as a new standard.
• Implementation. In this step new concept implemented, documented and regularly monitored for compliance. These actions may involve major changes in the structure and flow of processes. Improvements begin again with the planning step.

Quality management system standards ISO 9004(Part 1) describe the product life cycle as a circle of quality. A product has its own life cycle. From the moment the idea of ​​a product arises to its appearance and withdrawal from sale, the product goes through several phases. During each phase, activities are carried out that affect the quality of the product. The connection between the product life cycle and the quality circle is shown in Diagram 2. The quality circle of the product life cycle is also a model of production processes that will be carried out to meet consumer needs. In each phase of the product life cycle, there are certain quality requirements that are determined by quality standards.

In marketing and sales, we are talking about determining the requirements for customer products and services. Based on market research or through joint development of the required product indicators (technical specifications, description of product requirements, set of customer requirements), it is possible to define customer wishes more broadly.

Scheme 2. Life cycle product as a circle of quality.

Once product specifications have been established, product development and design must answer the question: How can the required quality standards be met?

In order to achieve the required quality, the influence on the quality of the final product is of great importance: what initial quality the purchased materials and semi-finished products exhibit, and to what extent they meet the requirements for the final product for the client!

The basis of production is that it can meet all the end product specifications specified by the client. To achieve this, quality checks are carried out before, during and after the manufacture of the product.

In the area of ​​storage, warehousing and shipping, it is necessary to have standards that ensure good quality of products. For example, during storage and warehousing, for some products, the damage to the product packaging is affected by high pressure and high temperature. To ensure quality during transportation of products, transportation rules are also agreed upon within established standards.

Ensuring product quality does not end with handing over the product to customers. The most important thing is customer satisfaction and continuous improvement of conditions with suppliers. At the same time, the quality of the product is examined during practical use from clients. A good indicator of the quality of a product during its use is complaint management. Disadvantages of the product give important information and data to improve product and process improvements across manufacturers.

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