Training - The Deming Cycle

I created a lot of the training materials Applied Materials used to train its employees. Quality control and lean manufacturing were the primary topics and the success of the Japanese production techniques dictated our methods. Here is a brief excerpt from a corporate training course on Lean Manufacturing and Kaizen that I wrote for Applied Global University.

Kaizen is a Japanese term which, loosely translated, means continuous improvement. A more descriptive translation, however, would say, "Everyone makes themselves a little bit better every day." The principals behind Kaizen are derived from the Deming cycle. William Edwards Deming (1900 - 1993), an American, is best known for his work in Japan, where from 1950 onward he taught top Japanese managers and engineers his quality control philosophy. He has been described as a national folk hero in Japan where he was influential in the spectacular rise of Japanese industry after World War II.

Deming attributes the origin of his cycle to his mentor W. A. Shewhart, but it is Deming's practical application of it to the manufacturing process that has tied it so closely with Kaizen. Deming used statistical analysis to formulate his quality control methods and advocated a business system in which the ultimate goal of the production process was to meet or exceed the customer's requirements.

The Deming Cycle consists of four parts - Plan, Do, Check, and Action, or PDCA. It takes the form of a circle in order to better convey the continuity of the process. This process must always begin with an understanding of management objectives, or "Hoshins," and strive for specific results. A clear understanding of the goal provides a means of measuring the success of each turn of the Deming cycle.

Plan

Itemize the areas targeted for improvement. Analyze the process to find weaknesses and formulate a corrective action. Plan a change or a test aimed at improvement. Determine the should-be results. Develop an action plan for the activity including timelines and responsibilities.

Do

Implement the change or test it on a small scale.

Check

Study the results with the should-be goals and evaluate the performance. Make note of the action plan's successes or failures and their causes.

Action

In the light of the most recent effort, evaluate and amend the original goals of the Kaizen activity as necessary. Apply the change universally or abandon it based on its success in achieving the planned goals. Use the information obtained in this cycle to prepare for the next.

Ideally, each cycle brings the process incrementally closer to the goal, and each cycle, in turn, modifies that goal. But more importantly, each cycle uncovers vital information about the process that will be useful in other kaizen efforts.