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PDCA or plan–do–check–act (sometimes called plan–do–check–adjust) is an iterative design and management method used in business for the control and continual improvement of processes and products. [1] It is also known as the Shewhart cycle, or the control circle/cycle. Another version of this PDCA cycle is OPDCA. [2]
English: A diagram to show the two PDCA cycles. The first cycle is Plan, Do, Check and Act, while the second cycle is a sub-set of the "Do" part, containing Problem Finding, Display, Clear and Acknowledge.
The PDCA cycle [3] Preventive action is any proactive method used to determine potential discrepancies before they occur and to ensure that they do not happen (thereby including, for example, preventive maintenance, management review or other common forms of risk avoidance). Corrective and preventive actions include stages for investigation ...
Download QR code; In other projects ... A diagram showing the PDCA Cycle: Date: 20 November 2008: Source: ... "Diagram by Karn Bulsuk ...
The PDCA (plan, do, check, act) or (plan, do, check, adjust) cycle supports continuous improvement and kaizen. It provides a process for improvement which can be used since the early design (planning) stage of any process, system, product or service.
ISO 31000 is a set of international standards for risk management.It was developed in November 2009 by International Organization for Standardization. [1] The goal of these standards is to provide a consistent vocabulary and methodology for assessing and managing risk, resolving the historic ambiguities and differences in the ways risk are described.
For example, an "Is/Is Not" worksheet is a common tool employed at D2, and Ishikawa, or "fishbone," diagrams and "5-why analysis" are common tools employed at step D4. In the late 1990s, Ford developed a revised version of the 8D process that they call "Global 8D" (G8D), which is the current global standard for Ford and many other companies in ...
The purpose of this step is to identify, validate and select a root cause for elimination. A large number of potential root causes (process inputs, X) of the project problem are identified via root cause analysis (for example, a fishbone diagram). The top three to four potential root causes are selected using multi-voting or other consensus ...