PDCA

Problem Solving Guide

PL
T INVESTIGATE AN
AC CORRECT &
STANDARDISE CLARIFY OBJECT IVES

 REVIEW FEEDBACK & IDENT IFY POSSIBLE CAUSES

MAKE CORRECT IONS
BENCHMARK BEST PRACT ICE
 ST ANDARDISE DO,
CHECK, ACT IDENT IFY T EAM ROLES

IMPLEMENT QUICK FIX

EVALUATE & VALIDATE ENLIGHTEN &

IMPLEMENT
P ILO T S TU D Y S O LU TIO N
TO V E R IFY D ATA CARRY OUT TRIALS TO
PROVE CAUSES
C O U N TE R M E AS U R E
ANALYSE DATA TO
UNDERSTAND HOW
CH TR AIN IN G
PROBLEM OCCURS

EC C O M M U N IC ATIO N IDENTIFY POSSIBLE

SOLUTIONS
O
K D

A Simplified Guide to a Team

Approach to Problem Solving
S D BELLAMY - Group Total Quality Manager - 22 August 2000 ( 6TH
Revision - Short Health Version )
 PL
INVESTIGATE
T

AN
AC
CORRECT &
STANDARDISE CLARIFY OBJECT IVES

 REVIEW FEEDBACK & IDENT IFY POSSIBLE CAUSES

MAKE CORRECT IONS
BENCHMARK BEST PRACT ICE
 ST ANDARDISE DO,
CHECK, ACT IDENT IFY T EAM ROLES

IMPLEMENT QUICK FIX

EVALUATE & VALIDATE ENLIGHTEN &

IMPLEMENT
P ILO T S TU D Y S O LU TIO N
TO V E R IFY D ATA CARRY OUT TRIALS TO
PROVE CAUSES
C O U N TE R M E AS U R E
ANALYSE DATA TO
UNDERSTAND HOW
TR AIN IN G
PROBLEM OCCURS
CH

C O M M U N IC ATIO N IDENTIFY POSSIBLE

SOLUTIONS

O
EC

D
K

1 Introduction to PDCA Problem Solving Cycle.

2 PDCA Cycle…….
3 Key Steps in PDCA…..
4 A Guide Through the Process
5 Selection of Techniques used in PDCA.
6 Using the 7 Techniques.
 PL
INVESTIGATE
T

AN
AC
CORRECT &
STANDARDISE CLARIFY OBJECT IVES

 REVIEW FEEDBACK & IDENT IFY POSSIBLE CAUSES

MAKE CORRECT IONS
BENCHMARK BEST PRACT ICE
 ST ANDARDISE DO,
CHECK, ACT IDENT IFY T EAM ROLES

IMPLEMENT QUICK FIX

EVALUATE & VALIDATE ENLIGHTEN &

IMPLEMENT
P ILO T S TU D Y S O LU TIO N
TO V E R IFY D ATA CARRY OUT TRIALS TO
PROVE CAUSES
C O U N TE R M E AS U R E
ANALYSE DATA TO
UNDERSTAND HOW
TR AIN IN G
PROBLEM OCCURS
CH

C O M M U N IC ATIO N IDENTIFY POSSIBLE

SOLUTIONS

O
EC

D
K

PDCA was created by W Edwards Deming

in the 1950’s as an easy to follow Problem
Solving Cycle.

Deming was tasked with helping Japan

rebuild its economy in the 1950’s.

His purpose was to use PDCA with a

Continuous Improvement process to
help rebuild Japanese industries so that
they could compete in the world market in
the future.
 ACT PLAN

Custom er
Satisfaction

CHECK DO

PL
T INVESTIGATE AN
AC CORRECT &
STANDARDISE CLARIFY OBJECT IVES

 REVIEW FEEDBACK & IDENT IFY POSSIBLE CAUSES

MAKE CORRECT IONS
BENCHMARK BEST PRACT ICE
 ST ANDARDISE DO,
CHECK, ACT IDENT IFY T EAM ROLES

IMPLEMENT QUICK FIX

EVALUATE & VALIDATE ENLIGHTEN &

IMPLEMENT
P ILO T S TU D Y S O LU TIO N
TO V E R IFY D ATA CARRY OUT TRIALS TO
PROVE CAUSES
C O U N TE R M E AS U R E
ANALYSE DATA TO
UNDERSTAND HOW
CH TR AIN IN G
PROBLEM OCCURS

EC C O M M U N IC ATIO N IDENTIFY POSSIBLE

SOLUTIONS
O
K D
 Purpose:- To

PL
INVESTIGATE the
CT

A
I N VES TI GATE
CORRECT &
A
S TAN DARDI S E DETERMI N E N EEDS

N
 REVI EW FEEDBACK &  DI AGN OS TI C:

current situation &

MAKE CO RRECT I O NS  REVI EW CURREN T
PRACTI CES .
 S T ANDARDI S E DO ,
CHECK, ACT  BEN CHMARKI N G:
 S UMMARI S E AN D

understand fully the

COMPARE BES T
PRACTI CES .

EVALUATE & VALI DATE EN LI GHTEN &

I MPLEMEN T

nature of the
 PILO T T RAINING
PRO G RAM  DEFI N E
RES PON S I BI LI TI ES :
 FEEDBACK WHY, WHAT & HOW

 RECOGN I TI ON .
RECOGN I S E THE
problem being
CH

CON TRI BUTI ON OF

OTHERS .

O
EC

solved.
D
K

Purpose:- To
PL
CT

I N VES TI GATE
A

CORRECT &
N

Enlighten the
A

S TAN DARDI S E DETERMI N E N EEDS

 REVI EW FEEDBACK &  DI AGN OS TI C:

MAKE CO RRECT I O NS  REVI EW CURREN T
PRACTI CES .

Team as to the
 S T ANDARDI S E DO ,
CHECK, ACT  BEN CHMARKI N G:
 S UMMARI S E AN D
COMPARE BES T
PRACTI CES .

EVALUATE & VALI DATE EN LI GHTEN &


PRO G RAM
I MPLEMEN T
PILO T T RAINING
 DEFI N E
Real Problem by
analysing the
RES PON S I BI LI TI ES :
 FEEDBACK WHY, WHAT & HOW

 RECOGN I TI ON .
RECOGN I S E THE

Data and defining

CH

CON TRI BUTI ON OF

OTHERS .
O
EC
K

and implementing
D

a solution plan.
Purpose:- To PL
A
monitor effect of CT CORRECT &
I N VES TI GATE
N
A S TAN DARDI S E DETERMI N E N EEDS

implementation of  REVI EW FEEDBACK &

MAKE CO RRECT I O NS
 DI AGN OS TI C:
 REVI EW CURREN T
PRACTI CES .
 S T ANDARDI S E DO ,

project plan & find CHECK, ACT  BEN CHMARKI N G:

 S UMMARI S E AN D
COMPARE BES T
PRACTI CES .

Countermeasures to EVALUATE &

VALI DATE
EN LI GHTEN &
I MPLEMEN T

further improve the CH 


PILO T T RAINING
PRO G RAM

FEEDBACK
 DEFI N E
RES PON S I BI LI TI ES :
WHY, WHAT & HOW

solution. EC
 RECOGN I TI ON .
RECOGN I S E THE
CON TRI BUTI ON OF
OTHERS . O
D
K

Purpose:- To Review
Continuously the
CT I N VES TI GATE
PL
A
N

A
CORRECT &

Performance Measure 
S TAN DARDI S E

REVI EW FEEDBACK &

DETERMI N E N EEDS

 DI AGN OS TI C:
 REVI EW CURREN T

& make adjustments as

MAKE CO RRECT I O NS
PRACTI CES .
 S T ANDARDI S E DO ,
CHECK, ACT  BEN CHMARKI N G:
 S UMMARI S E AN D

required. Integrate new EVALUATE & VALI DATE EN LI GHTEN &

COMPARE BES T
PRACTI CES .

situation into Normal 

PRO G RAM
I MPLEMEN T
PILO T T RAINING
 DEFI N E
RES PON S I BI LI TI ES :

Working Practice. Start CH

 FEEDBACK


WHY, WHAT & HOW

RECOGN I TI ON .
RECOGN I S E THE

PDCA Cycle again. EC

K
CON TRI BUTI ON OF
OTHERS .

D
O
 PL
T INVESTIGATE AN
AC CORRECT &
STANDARDISE CLARIFY OBJECT IVES

 REVIEW FEEDBACK & IDENT IFY POSSIBLE CAUSES

ACT PLAN MAKE CORRECT IONS

BENCHMARK BEST PRACT ICE
 ST ANDARDISE DO,
CHECK, ACT IDENT IFY T EAM ROLES

IMPLEMENT QUICK FIX

Customer EVALUATE & VALIDATE ENLIGHTEN &

Satisfaction IMPLEMENT
P ILO T S TU D Y S O LU TIO N
TO V E R IFY D ATA CARRY OUT TRIALS TO
PROVE CAUSES
C O U N TE R M E AS U R E
ANALYSE DATA TO

CHECK DO CH TR AIN IN G
UNDERSTAND HOW
PROBLEM OCCURS

EC C O M M U N IC ATIO N IDENTIFY POSSIBLE

SOLUTIONS
O
K D

Problem Solving Steps Technique

Define the
Smart Objective
Problem
Determine the
Possible Causes Brainstorming
of the Problem
List the 10 most likely
Cause and Effect
causes in order of
Diagram
importance
Calculate the degree
of ease of change and Impact Assessment
level of impact of change
Identify the root causes 5 Whys

Determine what can be Checklists and

monitored to verify causes things you can count
Use the information to determine
Top 3
the three most significant causes
Checklists and
Monitor the effects of the changes things you can count
 YOUR PDCA Write your Answers in Here
WORKSHEET
The problem is :-

Your SMART
Objective

BRAINSTORMING and 1.
CAUSE and EFFECT 2.
The most likely causes are 3.
4.
5.
6.
7.
8.
9.
Your
IMPACT ASSESSMENT
Shows these are the easiest 1.
to fix and give the 2.
greatest impact 3.

1.
2.
The 3.
5 WHYS 4.
Shows these are the 5.
ROOT CAUSES 6.
7.
8.
9..
 YOUR PDCA
WORKSHEET - Page 2
Write your Answers in Here

1.
These methods have been 2.
used to collect data 3.
4.
5.

1.
The TOP 3 causes to
be tackled have been identified 2.
from the data collected
3.

1.
These methods have been 2.
used to Monitor the 3.
Effect of Any Changes 4.
5.
ACT PLAN

Custom er
Satisfaction
Techniques to use with PDCA -
DO
Selection Chart
CHECK

Technique P D C A

1 SMART OBJECTIVE 
2 BRAINSTORMING    
3 CAUSE & EFFECT  
4 IMPACT ASSESSMENT  
5 5 WHY'S 
6 CHECKLISTS AND THINGS YOU
CAN COUNT    
7 TOP 3 ANALYSIS  
ACT
PLAN

Custom er
Defining the Problem in
Satisfaction

CHECK DO
SMART form.
What is this ? It is the first step in the PDCA
problem solving cycle.

Why do it ? To ensure that the whole Team is

clear about what their Goal is.

When do I use it ? At the first Team meeting.

Who does this ?.

? The Team.

How de we do it ?

By considering each of the following aspects of the issue

being addressed.

Who is the problem experienced by ( Stakeholder )?

What is the problem ?
Where is the problem ?
When is the problem experienced ?

Use these statements as a “Sanity Check” to refer back to

at later stages of the project to check if on track.
 PLAN
ACT
Writing a Team
Custom er
Satisfaction Mission Statement in
CHECK DO SMART form.

Write a statement using the following SMART rules.

Specific
Measurable
Achievable
Realistic
Time based
Examples
To reduce “Annual Lost working Days due to Back
related Problems” in the “Stores Department” by 50%
in 6 months.

To reduce “Risk of causing Back Related Injuries” in

the Packing Department by 30% in 5 days.
ACT PLAN

Custom er
Satisfaction
Technique 2 - BRAINSTORMING
CHECK DO

What is it ? - It is a method of generating Ideas or suggestions very

quickly and creatively.
Why do it ? - So every member of the Team contributes.
Where is it used ? - Most often in the Team room, and otherwise anywhere that
there is a Team and a Flipchart.
When is it used. ? - Usually when the problem being solved is identified and
defined.
W ho u ses it ? - Can involve anyone.
How is Brainstorming Done ? -
STEP 1
Ÿ Find a quiet room with a Flip Chart and have Pens , Post Its, Drywipe Markers,
Blue Tac available.
Ÿ Decide who will act as the Team Scribe.
Ÿ Write down the Problem or Situation being Studied or Investigated at the TOP
of a Flip Chart.
STEP 2
Ÿ Give all the Team Members a few Post Its.
Ÿ Then individually for 5 minutes write down on the Post Its ( 1 idea per sheet )
any ideas or suggestions.
Ÿ When ideas have dried up, Stick all the ideas onto a Flip Chart and Group any
similar ideas.
Ÿ Then for up to 10 minutes , working around the room , add any further ideas
that may have been missed.

STEP 3

 As a Team discuss each idea and decide if they are Totally, Partially or
Not in the Control of the Team.
 Separate out the "Totally" ideas.
 Prioritise them using " Impact Assessment"

STEP 4

 The Team must decide if there is a need to involve someone else, in the
Team, to resolve the Partially or Not in Control items.
ACT PLAN

Custom er
Satisfaction Technique 3 - CAUSE & EFFECT
CHECK DO

W hat is it ? - It is a method of Brainstorming Causes of a problem or situation.

Why do it ? - To help the Team can focus on specific themes and groups of causes .
Where is it used ? - In the team room or at place of work
When do we use it ? - When a problem or effect is defined and possible causes are
needed.
Who uses it ? - Everyone.
How do we use them ? -
Step 1 - On a large board or flip chart. Construct the diagram below.
MAN MACHINE

Write the Effect in

here.

MATERIAL METHOD
Step 2 - A Scribe Will take POSSIBLE CAUSES from round the table in Turn until
Dried up. As per example below.
MEN Machines
Operator not Trained Lifting Equipment unavailable
Lack of space in cab

Back Pain
Boxes too heavy Heavy boxes in
difficult locations.
Boxes not labelled
No Post bore Gauge
Materials Methods

Step 3 - Prioritise and Select those to be investigated, by allocating VOTES to each

Team member who add their choices to the Diagram . As per Diagram Below.

MEN Machines 3
Operator not Trained Lifting Equipment unavailable

Scales in wrong place

5 1

Back Pain

Boxes too heavy 2

Heavy boxes in
difficult locations
Boxes not labelled
Scales in wrong place
Materials Methods

8
ACT PLAN

Custom er
Satisfaction
Technique 4 - IMPACT ASSESSMENT.
CHECK DO

What Is It ? - It is a method by which the Team can identify the priorities

of a large list of Ideas/actions or Causes...
Why use it ? -To get a Team Consensus and get the greatest Impact with
least effort.
When is it used? - In cases where the is a long list of items.
Where is it used? - Team Meetings
How is it done? -
Step1 Write all of the possible causes on to a flip chart and then
the Team Members should (by agreement) rank against 2 -
criteria
1 The EASE of achieving ( 1 = Very Difficult to 10 = Very Easy ), and
2 The IMPACT of the result ( 1 = Very Low to 10 = Very High ) on the
problem.
3. The EASE and IMPACT are then multiplied together and the items
with the highest score are investigated first.

Cause
Ease Impact Score
Boxes too Heavy 4 8 32

Boxes weight not marked 6 5 30

Heavy weights in poor position 9 8 72

Shelf height set too high 10 5 50

Examine this option first

ACT PLAN

Custom er
Satisfaction
Technique 5 - 5 WHY’s
CHECK DO

What is it ? - A very simple way of finding out

if the team has reached the
ROOT CAUSE of a problem.
Why use it ? - To confirm the team perception
Where is it used ? - As part of a team problem
solving sessions
When is it used ? - After initial brainstorming and
defining a problem.
Who uses it ? - The team.
How do we use it ? -

5 - Why's
Simply ask the question "WHY"
5 times
1) WHY will TV not come on ?
Because there is no power.
2) WHY is there no power?
Because the fuse has blown.
3) WHY has the fuse blown.?
Because the fuse amp rating is to low.
4) WHY was the fuse amp rating too low?
Because it was incorrectly selected.
5) WHY was it incorrectly selected?
Because the house holder was ignorant
understanding)
of the need for correct selection.
ACT PLAN

Custom er
Satisfaction
Technique 6 - CHECKSHEETS
CHECK DO

What are they ? - They are a method of recording

factual data over a period of time.
Why do it ? - So you will be able to confirm the Causes
of the problem.
Where is it used ? - At the place where the investigation
is taking place.
When is it used ? - After the initial brainstorming,
when real data is required to confirm initial ideas.
Who uses it ? - The team should nominate and train
volunteers to fill the sheet in.
How is it used ? -
Design a sheet similar to the one below, decide on data to
be collected and when. Train the person who will collect
the data.

Week Week Week Week Cumulative

Cause 1 2 3 4 Total Total

Weights too Heavy 53 43 42 61 199 199
Reach too far 24 29 27 27 107 306
Incorrect Posture 5 28 13 30 76 382
Previous Injury 24 20 2 29 75 457
Frequency of Lifts 8 31 15 11 65 522
Cold Workplace 21 9 7 16 53 575
Wrong Footwear 22 4 10 6 42 617
Accidental Twists 1 12 26 3 42 659
Total 158 176 142 183 659
 ACT PLAN

Custom er
Satisfaction
Technique 6 - CHECKSHEETS -
CHECK DO Postural Assessment and
Remedy Forms
What are they ? Forms to help to identify areas of concern
within a task and to suggest solutions
Why do it ? To compare the task against standards to determine
Real areas of concern and solutions
Where is it used ? In the work place

When is it used ? As part of finding the cause of the problem

Who uses it ? The workforce and steering group

How is it used ? - By observation in the workplace

CHECK LIST TO MONITOR MANUAL HANDLING POSTURES

Job assessed: Task assessed:

Stressful Posture Score Comments

Bending
Height of load

Floor to knee height 10

Use the Checklist to
determine areas of concern
Knee to hip height 5 (Assess.doc)

Hip to elbow height 0

Elbow to shoulder height 5

SUGGESTED REMEDIES FOR STRESSFUL MANUAL HANDLING

DRAFT

ISSUE POSSIBLE CAUSES POSSIBLE REMEDIES

BENDING Working Height Work too low  Raise height of work surface
 Lower position of operator

Physical Obstruction Work surface too wide  Position task nearer operator
 Make work surface narrower

See if the remedy sheet

Object between operator and task  Remove object
 Provide access around object

Access Operator unable to access all sides of 

helps to remove the

Make accessible space all around
the task the task
 Rotate the task e.g.turntable

concern. 
Position of labels, Operator has to bend to read labels Position labels for ease of reading
instructions  Barcoding

Restricted workspace Operator unable to adopt safe posture  Provide sufficient space for operator
to adopt safe working posture
 ACT PLAN

Custom er
Satisfaction
Technique 6 - CONCENTRATION
CHECK DO DIAGRAMS - Things you can count

Wh a t is it ? - a sim p le visu a l a id t o co llect d a t a a b o u t a n

a r ea o r id ea yo u a r e in vest iga t in g.

Wh y u se it ? - It is ea sy t o u se a n d t r a in

Wh er e is it u sed ? - a t t h e p la ce o f in vest iga t io n

wh en is it u sed ? - Wh en t h e t ea m wa n t s t o kn o w t h e wh a t
t h e r ea l sit u a t io n is, o r t o co n fir m a h u n ch a b o u t t h e
in vest iga t io n .

Wh o u ses it ? - An yo n e

Ho w d o we u se it ? -

1 ) Ma ke a sket ch o f t h e it em o r a r ea yo u a r e
in vest iga t in g.
eg Distribution
of weights over
35 kg in racking

Simply make a mark everytime there is an occurrence of a

problem in that location.
The resulting visual impact is easy to see
ACT PLAN

Custom er
Satisfaction
Technique 7 - TOP 3
CHECK DO

What is it ? - A method of determining what areas to

concentrate on
Why do it ? - This is based on pareto analysis where 80%of the
problem is caused by only a few causes
Where is it used ? - On notice boards, in departments at
place of work to show why things are being tackled.
When is it used ? - After you have collected real data in
checksheet form.
Who uses it ? - Anyone. Examine the
How do we use it ? - issues in RED
( Using data in technique 3. ) first (3 highest
values )
Week Week Week Week Cumulative Cumulative

Cause 1 2 3 4 Total Total % %

Weights too Heavy 53 43 42 61 199 199 30.19727 30.1972686

Reach Too far 24 29 27 27 107 306 16.23672 46.4339909

Incorrect Posture 5 28 13 30 76 382 11.53263 57.9666161

Previous Injuries 24 20 2 29 75 457 11.38088 69.3474962

Frequency of Lifts 8 31 15 11 65 522 9.863429 79.2109256

Cold Workplace 21 9 7 16 53 575 8.042489 87.2534143

Wrong Footwear 22 4 10 6 42 617 6.373293 93.6267071

Accidental Twists 1 12 26 3 42 659 6.373293 100

Total 158 176 142 183 659

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