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Lean, Six Sigma and TPS
Published in Gerhard Plenert, Joshua Plenert, Strategic Excellence in the Architecture, Engineering, and Construction Industries, 2018
Gerhard Plenert, Joshua Plenert
PDCA is a Lean process improvement tool for stepping through the improvement process using a scientific approach. PDCA stands for Plan-Do-Check-Act. The Plan step is used to define the desired outcomes of the proposed process improvement. The Do step sets the plan into action and measures the resulting changes in process outcomes. The Check step compares the desired outcomes from the Plan step to the actual outcomes from the Do step to determine if the proposed improvement is an appropriate and complete solution correcting the “big picture” and not just a symptom. The Act phase either sets the proposed improvement as the new standard or maintains the existing process. The PDCA tool is used in iterations to test proposed improvements and determine if they should be standardized. The following image (Chart 22.3) shows a typical PDCA iteration.
Planning Support Models in an Era of Shrinking Population
Published in Claudia Yamu, Alenka Poplin, Oswald Devisch, Gert de Roo, The Virtual and the Real in Planning and Urban Design, 2017
The plan-do-check-act (or adjust), or PDCA, cycle is often recommended for urban policies, including city planning. PDCA means that we need to establish the objectives and processes (plan), implement the plan (do), study the results and compare with the anticipated goal (check), and if there is room for improvement, revise the processes (act). In the case of planning, every five years, a large survey called the basic survey for city planning is conducted in Japan. Due to the high cost of this survey, it is subject to critical deliberation regarding a different approach.
Kaizen Events (Rapid Improvement Events)
Published in Terra Vanzant Stern, Leaner Six Sigma, 2019
As a reminder, PDCA (plan–do–check–act or plan–do–check–adjust) is an iterative four-step management method used in business for the control and continuous improvement of processes and products. It is also known as the Deming circle/cycle/wheel, the Shewhart cycle, the control circle/cycle or plan–do–study–act (PDSA).
Configuring lean manufacturing and supply chain risk management: a cluster analysis
Published in Production Planning & Control, 2023
Kihyun Caleb Park, Mark M. Yang, James J. Roh
Furthermore, lean management advocates for continuous improvement. The culture of continuous improvement helps companies not to dwell on current business practices but to identify room for improvement through initiatives such as Kaizen events, six sigma initiatives, or plan-do-check-act (PDCA) methodology. Such a culture of improvement solicits quick adaptation and changes in the supply chains. This line of thought is expressed in past studies on the relationship between new product design and logistics (Bowersox, Stank, and Daugherty 1999) and the relationship between lean production and change management (Marodin and Saurin 2015). Similar to these views, lean is regarded as a vital part of a firm’s strategy in mitigating risks in supply chains because lean actively involve top management, transforming people to become stewards of the processes and value creations (Holweg 2007; Mitroff and Alpaslan 2003). Despite the contrast between opposing and synergistic views of lean and risk management, no research has empirically investigated the relationship. This study both expands and seeks to fill the research gap.
Developing a sustainable energy strategy for Midtjyllands Airport, Denmark
Published in International Journal of Sustainable Transportation, 2023
Patrick Bujok, Frans Bjørn-Thygesen, George Xydis
Energy management is a process followed by entities in order to enhance energy efficiency (McLaughlin, 2015). The management strategies of ISO 50001 have three general effects on private and public organizations: (1) rise the energy efficiency, (2) reduction in costs, and (3) enhancement in energy performance. The purpose of the ISO 50001 standard is to integrate energy activities into the management of the entities (Kanneganti et al., 2017). The Plan-Do-Check-Act (PDCA) cycle is a frequently applied four-stage process used in management systems (Gopalakrishnan et al., 2014; International Organization for Standardization, 2018; Kahlenborn et al., 2012). Due to the purpose of this work, the focus is on the first step of the PDCA cycle: Plan. This step consists of (i) the definition of energy-saving targets, (ii) development of a strategy, (iii) identification of required measures and accountabilities, and (iv) deployment of needed resources as well as (v) the development of an action plan. Non energy-related elements of the process, such as commitment, awareness, and human resources are described by Akyuz et al. (2019) and Kahlenborn et al. (2012) and excluded from this article.
A PDCA based approach to evaluate green supply chain management performance under fuzzy environment
Published in International Journal of Management Science and Engineering Management, 2023
Sudipta Ghosh, Madhab Chandra Mandal, Amitava Ray
The entire research is garnished with the four basic steps of the PDCA cycle. The PDCA cycle is basically a four-step problem-solving technique used in process improvement and continuous evaluation of management practises (Brau, Gardner, Webb, & McDonald, 2019). It is one of the quality control tools used in a supply chain context (Nguyen, Nguyen, Schumacher, & Tran, 2020). It encompasses the basic tenets of strategic management. The PDCA cycle (Figure 1) can be broken down into four steps: ‘Plan’, ‘Do’, ‘Check’, and ‘Act’. The ‘Plan’ phase includes establishing goals and designing processes to improve results; ‘Do’ phase includes plan execution and performance measurement; ‘Check’ phase includes review and monitoring the outcomes; and ‘Act’ phase includes decision-making for continuous improvement. To emphasise the relevance of the study, the four steps of the PDCA cycle are engraved with names; ‘Define & Design’, ‘Perform & Analysis’, ‘Review & Monitor’ and ‘Actions & Measures’ respectively.