QUA 004 Student Guide

QUALITY
QUA 004
PDCA
REVISION TRACKING
QUALITY
QUA-004
PDCA
Rev Date Revision description Supervisor
0 Original document
C 05/09/2008
C 01/11/2010 General revision and translation to Guilherme Daldon

English
Final revision by Rafael Patron
INDEX
Quality QUA-004 PDCA 2

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SUMMARY......................................................................................................... 4
MODULE DESCRIPTION................................................................................... 5
TRAINING PROGRAM....................................................................................... 6
Training Stage 1................................................................................................. 6
INTRODUCTION................................................................................................ 7
THE PDCA CYCLE .......................................................................................... 12
PDCA DEVELOPMENT ................................................................................... 20
ROUTINE MAINTENANCE PDCA................................................................... 20
ROUTINE MAINTENANCE PDCA................................................................... 21
IMPROVEMENT PDCA.................................................................................... 22
INNOVATION PDCA........................................................................................ 23
EXERCISES..................................................................................................... 24
NOTES............................................................................................................. 26
TRAINING PROGRAM..................................................................................... 27
Training Stage 2............................................................................................... 27
DETAILS OF THE ROUTINE MAINTENANCE PDCA ..................................... 28
DETAILS OF THE IMPROVEMENTS PDCA ................................................... 30
MAIN DIFFERENCES BETWEEN SDCA AND PDCA..................................... 32
WRITTEN SELF-ASSESSMENT ..................................................................... 32
WRITTEN SELF-ASSESSMENT ..................................................................... 33
KEY.................................................................................................................. 35
REFERENCES................................................................................................. 45
SUMMARY

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Participants
Facilitator Associate degree.
Facilitator College degree
Pre-requisite
QUA-002 TQC Concepts.
Length Theory:
4h
Practice: none.

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M
ODULE DESCRIPTION
Objective:
To present the PDCA as the management method used by Gerdau both in Routine
Maintenance and in Improvement projects.
Training stage Page
1 Presentation of the PDCA method
1.1 Present the PDCA cycle, showing its significant role within the Gerdau
Management System. Warn about the difficulties
of its use. 6 to 9
1.2 Present the PDCA in detail, identifying the contents of each

stage and their connection. 11 to 16
1.3 Present the PDCA development cycle. 17
1.4 Present the application of the PDCA cycle in Routine

maintenance. 16
1.5 Present the application of the PDCA cycle in Improvement 19 projects.
1.6 Present the application of the PDCA cycle in Innovations. 20
2 Reinforcement of the PDCA method.
2.1 Explore further the characteristics of the

Routine Maintenance PDCA, detailing its components. 25 and 26
2.2 Explore further the characteristics of the Improvement

PDCA, detailing its components. 27 and 28
2.3 Study the basic differences between the Routine

Maintenance PDCA and the Improvement PDCA. 29
Assessment Criteria
After having studied all the contents and correctly completed the proposed exercises,
you will go through a written self-assessment. You will then take the written
assessment, in which you must achieve 70% of correct answers.

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If
you do not correctly answer 70% of the questions, you should review the learning
stages that you found most difficult. If necessary, contact the facilitator.
TRAINING PROGRAM
Training Stage 1
Presentation of the PDCA method
ACTIVITIES RESOURCES
1. Study the Introduction contents.
Module QUA-004 PDCA, pages

6 to 9.
2. Study the PDCA Cycle contents.

10 to 16.
3. Study the Routine Maintenance PDCA Module QUA-004 PDCA, page

Contents. 18.

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INTRODUCTION
4. Study the Improvement PDCA Module QUA-004 PDCA, page

contents. 19.
5. Study the Innovation PDCA contents.
Module QUA-004 PDCA, page

20.
6. Do the exercises.

21 and 22.
In order to manage a method is necessary. A method is the way to achieve a result.
How to manage to achieve a lower-cost result? A higher quality result? Shorter

delivery times? Or, how to manage to maintain a specific performance level?
The image below helps to answer these questions.
TOOLS, TECHNIQUES

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The
re are many ways of getting to the future state starting from the current state. The
effectiveness of the journey will be determined by the method used, through the use
of appropriate tools and techniques appropriate to each moment.
On a daily basis, we should use a method to meet our deadlines and goals.
One of the ways to successfully get to the future state is to learn the application of the
PDCA cycle.
The PDCA is the method used in the C of the TQC, i.e., for the management
(control) of the continuous improvement process. The TQC Concepts Module showed
that the PDCA cycle is used in the management of our activities.
The following words will be used to explain this module. It is very important to
understand them for everyone to be able to communicate effectively:
Result.
KPI.
Value.
Means
Resources.
Method.
Training

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INTRODUCTION
Execution.
Adjustment.
Check
Corrective action.
This method must be followed with thoroughness and determination to allow results to
appear clearly and permanently.
The PDCA (P = Plan; D = Do; C = Check; A = Action) cycle was originally developed
in the mid 1930s, by Dr. Walter A. Shewhart, the creator of modern quality control.
Originally the cycle was known as PDSA (or Shewhart Cycle); now it consists of a
circle divided into 4 quadrants: Plan, Do, Check, and Action:
A P
C D
However, the great force behind this concept was W. Edwards Deming, who
disseminated the Shewhart cycle and immediately adopted the name Deming Cycle,
making it popular throughout the world.
The PDCA concept is present in every professional area and even in our personal
lives. It is continually used both formally and informally, consciously or unconsciously,
in everything we do.
Sometimes questions arise in the practice of this cycle, but they can all be overcome.
Below are some considerations we should have in mind:
The execution of just part of the cycle cannot take place. It has 4 stages and they
are all equally important. None of them may be left out.
It will always be repeated, as it is a cycle. It is that continuity that ensures that our
results will always be improving.

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Some people are not patient enough to plan, and they immediately start the
execution stage. Further on that lack of good planning will lead to
improvisation, and consequently, to partial results.
THE IMPORTANCE OF THE METHOD
Heroes putting
out fires

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INTRODUCTION
The use of the PDCA as shown in the image above allows us to obtain results such
as: meeting the goals, continuous improvement, more effective use of time, and
eliminating problems, rather than repeating them.

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IN
TRODUCTION
TYPES OF COMPANY
In terms of application of the PDCA there are two types of company.
1 Sawtooth Companies: Companies that manage to achieve some goals with

considerable effort, but after a while everything goes back to the way it was
before. A very common example: a big clean up is performed, painting and
organiziation is done only when an important visit to the company is
announced.
R
es
ult
ad
os
Tempo
2 Step companies: Companies that achieve their objectives and maintain

them through time. They do not need to seek large gains: therefore they can
run small improvement PDCAs because soon afterwards they will run the
routine SDCA (S = Standard, D = Do, C = Check, A = Act), and the results
obtained will be maintained.
R
es
ult
ad
os
Tempo
Here, its worth taking a pause to think: everything you learn about PDCA is also
applicable to small things of your day-to-day! Throughout this module, we will try to
make this connection.

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The
PDCA will improve your life, but not only in your work environment. It will reflect at
home, in your family life, in your kids success!
THE PDCA CYCLE
BASIC CONCEPTS
Do you remember the considerations made in the previous pages?
Well, we will continue to learn a little more about the PDCA, remembering some of
what you have already learned in the TQC Concepts Module.
To help you to understand each stage of the PDCA, we will use one example
throughout this module: the problem of Joe the Builder, a construction site foreman
who has been worried.
Let us find out why!

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TH
E PDCA CYCLE - Stage P
PLANNING STAGE
This planning stage is the basis for execution and check. It includes defining the goals
to be achieved and the importance of achieving them.
That is why it is necessary to make prior planning of the result you want to achieve by
defining:
Barry was working in the tire shop down at B & D Tire. Lately he has been experiencing an increased
number of tires exploding. This has happened due to the workers not using the air pressure gauge.
This gauge will let you know how many pounds of air pressure are in the tire. The workers were
saying, we do this all the time, we dont need a gauge. Barry let the workers knows that not only is
this an unsafe practice, but it also a costly practice not using the air gauge. Barry decided to go out
and buy a new gauge for the tire shop. The workers started to use the air pressure gauge and have
not had a tire explode since.
1 Goals (planning the result desired)
Objective:
It is the desired result, it is a sentence that describes what you want to
achieve.
For example: We want to have the customer leave the tire shop with the
correct air pressure.
To be able to manage well each important objective must have a
corresponding control item, which is monitored at regular intervals. From the
objective, you must establish the way in which the results will be measured,
i.e.:
Indicator (KPI):
It can be represented by the measuring unit (meters, tons) or by the
description of the results measuring method. This is necessary to avoid any
doubts and discussions about results in the future.
For example: Value: The amount of tires with the correct air pressure.
It is the numerical expression (how much). It always seeks to indicate a range
of values because there are always variations in what we do and it is
practically impossible to reach a definite value.
For example: At least 32lbs of pressure
THE PDCA CYCLE - STAGE P

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T
he result is considered to have been achieved when the value obtained in
the actual measuring is equal to the planned value.
A value that almost always accompanies our results is the deadline.

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2 Means (include the definition of methods and resources)
Method (how to do it):

It is the definition of how the activities to obtain the planned result will be
performed. It includes:
How to train people;
How to execute;
How to measure (using the definition of the chosen KPI);
How to adjust;
How to check (how to compare the actual result with the planned result).
In our example, the method will be the civil construction standard, which
contemplates all the details above.
Resource (what with):

The elements that will be used to achieve the planned result. They may be
materials, financial equipment, human resources, time, etc.
For example: to use the construction method some resources are essential:
building time, money to buy materials, cement, bricks and trowel.
All the information above must be consistent, i.e., it must be relevant to the desired
objective. During the Planning stage it may be necessary to adjust the desired value
to the resources available, or to change the method or the KPI. All those alterations
are valid to arrive at a plan that will guide the following stages.
It is more economical to invest time in the planning stage

than to run into difficulties later due to inadequate
planning or lack of it.
To avoid problems during the execution of stage P, it is important:

to plan achievable goal for the period in question; to execute the
plans; not to repeat the same planning mistakes from previous
experiences.

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T
HE PDCA CYCLE - STAGE D
The Execution stage always starts with the training of the people accountable for the
actual execution. That means that to execute their part of the work, people have to be
trained.
The Execution stage includes:
1 Training
In some cases it is necessary to train the person or the team who will do a job. Those
cases include:
training for people who have never done the job:
re-training for those who have received training in the same job;
motivation to foster the will to achieve results.
In our example, the training will be according to the building industry standards,
which contemplate all the details above.
2 Execution
It means executing what has been planned, acting according to the chosen method
and using the resources available.
During the execution measurements of the work are done, including measuring the
causes and results obtained.
Additionally, adjustments are made acting on causes, according to the standards.
To avoid problems during the execution of stage D, it is important:
to delegate tasks according to plan; to perform
the activities, always with prior planning; to act
on the causes of problems.

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T
HE PDCA CYCLE STAGE C
The Check stage consists of comparing the actual measured results with the result
predicted in the plan.
Can you imagine if there was not enough cement for Joe
the Builders wall?
This stage consists in checking if the work is being done according to what was set in
the Planning stage. Usually, it is checked only if the value of the KPI is being
achieved. If it is being achieved, we can assume that the method is being followed.
The ideal would be to check if the standards are being observed, as that way we
would be effectively controlling the means to achieve the results (ends).
There are two possible results in the check stage:
1st Results are being achieved and the execution can carry on according to plan;
2nd Results are not being achieved and so the action goes on to the subsequent
stage;
P (PLAN)
D (DO)
STANDARDIZE
Yes
Are the results
C (CHECK) according to plan?
No
A (ACT)
In order to avoid problems during stage C, it is important:

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to review the execution of the tasks with enough time to execute possible
countermeasures; to gather useful information for an effective
analysis of the tasks executed; to suggest improvement after criticizing
a task in stage D.

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TH
E PDCA CYCLE STAGE A
If you find something wrong during the Check stage, you must ACT CORRECTIVELY,
analyzing and identifying the root cause of the problem. That way, the necessary
actions to get the work back on the right course.
Returning to our example: if there were any deviations in the air

pressure of the tire, you will need to perform actions to achieve your
objective, for example, use an alternative method.
An initial observation can lead the conclusion that the PDCA is already being
practiced by everyone. However, a better understanding of the PDCA will show that in
spite of its simplicity, its methodical sequence is almost never observed.
When a deviation is detected in the check stage, the first action, if possible, must be to
remove the symptom so that the result can be achieved again.
After that, more thorough corrective actions must be conducted based on the root
cause of the deviation. These actions may be on the teams training or on the plan
initially established.
To prevent problems during the execution of stage A, it is important:
to perform the actions originated in the previous stage; to act on the
causes of the problem; to be coherent when setting tasks so that they can
be correctly performed.

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TH
E PDCA CYCLE
The image below summarizes the content of the entire cycle:
OBJECTIVE TITLE OF THE RESULT SOUGHT
P The way in which the results will be

KPI measured.
Numerical expression of the KPI: (how

RESULTS VALUE much).
METHOD How
Material ($).
Time (Mh).
MEANS RESOURCES Technical Support.
D TRAINING Training, including motivation.

Measuring
includes:
EXECUTION Adjustments during execution.
C Comparing the actual result with the range

CHECK of values planned.
A Whenever possible effort must be made

to improve the process, acting on the root
CORRECTIVE ACTION causes of the deviation.

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PD
CA DEVELOPMENT
HOW TO SET UP A PDCA

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R
OUTINE MAINTENANCE PDCA
Now that you have learned in detail about the PDCA, we will study more about the
types of PDCA most frequently used in our company. Routine Maintenance PDCA
(SDCA)
Improvement PDCA.
We will start with the Routine Maintenance PDCA, also called SCDA.
Why is it S and not P? Because in the Planning stage, the basis is Standardization.
There are several processes that need to be maintained within a specific range.
For example: maintain ones weight within the range already achieved.
We will return to this example later.
And what should our SDCA contain?
S:
The KPIs to be monitored and a range established according to the results of
the process.
Standards required for the maintenance of the process results.

D:
On-the-job training for the workers to provide them with the skills to perform
their tasks. This training is based on the standards.
Performance of the tasks according to the standards (including adjustments).
Data collection.
C:
Check the results (KPIs).
A:
If the results are within the established range, return to stage D.
If there are deviations, check if the standards have been observed. If they
have, it means that they no longer are useful for the targeted results of the

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proc
ess.
The process must be analyzed to discover the cause of the deviation and
review the standards.
IMPROVEMENT PDCA
After careful study of the Routine Maintenance PDCA or SDCA, we will learn about
the Improvement PDCA.
It is clear that a company does not live only on routines, isnt it? We always have to
improve, right?
And what should be in the Improvement PDCA?
P:
Defining the results to be achieved. It is important to observe that the objective

of the Improvement PDCA is a challenge, i.e., to achieve higher performance
levels than the present ones.
Preparing an action plan to change the process so that the modified process
can achieve those results. The plan contains actions, a schedule, and people in
charge.
D:
Training of the people to perform the actions defined in the action plan.
Performing the actions according to the schedule.
C:
Checking if the actions have been performed according to the plan from stage
P and checking the achievement of the planned results.
A:

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I
n
case of deviations from the plan, corrective actions are taken, for example:
training of people, modifying the plan, or allocating more resources (making
more man x hours available).

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INNOVATION PDCA
The Innovation PDCA focuses on the fast and significant improvement of the results
since the process as a whole changes.
IMPROVEMENT
A P
C D INNOVATION
CURRENT PROCESS A P
C D
R
E
NEW PROCESS
S
U ROUTINE
L
T A S
S
C D
CURRENT PROCESS
TIME

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EXERCISES
Exercise 1
Complete the following table for the objective Weight Loss, filling the required fields
and then check against the result proposed on page 31 (this exercise does not have
only one possible solution, your solution may be different from the one presented. In
that case, analyze your solution with the Area Superintendent).
Clue: Look at page 17, in the analysis and PDCA of the WEIGHT.
P RESULTS
KPI
Weight range in the week (Kg/week)
VALUE
Present: Goal: When:
77 kg - 81 kg 73 kg - 77 kg In 1 month
MEANS
METHOD
RESOURCES
TRAINING
EXECUTION
D
ADJUSTMENT
C CHECK
A CORRECTIVE ACTION
5W1H
WHAT WHO WHEN WHERE HOW WHY

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EXERCISES
Exercise 2
Now complete the table below for the objective Arrive at Work on Time (8 oclock),
filling in the required fields and check against the result proposed in page 33 (this
exercise does not have only one possible solution, your solution may be different from
the one presented. In that case, analyze your solution with the Area Superintendent).
P RESULTS KPI
VALUE
MEANS
METHOD
RESOURCES
TRAINING
EXECUTION
D
ADJUSTMENT
C CHECK
A CORRECTIVE ACTION

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5W
1H
NOTES

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TRAINING PROGRAM

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Tra
ining Stage 2
Activity Resources
Study the contents in the Routine Module Qua 004 PDCA, pages 25
Maintenance PDCA. to 26.
Module Qua 004 PDCA, pages 27

and 28.
Study the contents in the Improvement
and Maintenance PDCA.
Study the main differences between

Module Qua 004 PDCA, page 29.
SDCA and PDCA.
Module Qua 004 PDCA, pages 30

and 31.
Do the Written Self-Assessment for all
the Training Stages in this Module.
Area Manager/Superintendent.
Take the Written Assessment * related to

all the Training Stages in this Module.
*You must achieve 70% correct answers.

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DETAILS OF THE ROUTINE MAINTENANCE PDCA
The image below summarizes the SDCA:
Routine
Maintenance Standards
Are standards
being followed?
Focus on Training
results
Value
VALOR
Do you remember the example of maintaining ones weight, from page 18? Well, we
are going to set up the SDCA.
Result: it is the title MAINTAINING THE WEIGHT
The KPI is weight, the measurement unit is kg and the standard value is in the 77-81
range, which is a range of values achieved in the past.
The KPI is associated with a characteristic of the result desired, and it will be the
basis of the management.
After the targeted result has been established, we have to find the method to achieve
it. To do that it is necessary:
Conduct an analysis of the result, identifying the most influential causes of

it. Use the Cause and Effect diagram (the fishbone diagram). The most
relevant causes are highlighted in the diagram.
List a task sequence that shows how the resources are used and how the
relevant causes are treated. This list will contain the tasks that lead to the

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expected result. The tasks that do not contribute to achieve the objective do
not need to be listed.
DETAILS OF THE ROUTINE MAINTENANCE PDCA
Establish the adjustments in the diet process also, if the weight falls
outside the pre-determined range. Adjustments therefore are pre-defined
actions.
The Check stage is performed daily. The weight achieved is compared with the
desired result values. If they are outside the standard, corrective action must be
taken.
Below is the PDCA of the example proposed:
MEASURING LIST OF TASKS:

DIET
clothes Wake up
sweets
Take shower
scales lunch Check weight
dinner
undressed
time snack Eat breakfast
Eat lunch
Nervous syst.
run Eat snack
Go running
METABOLISM PHYSICAL Eat dinner

ACTIVITY
Sleep
OBJECTIVE MAINTAIN WEIGHT
KPI Maintained weight (Kg/day)

P RESULTS
VALUE 77 kg 81 kg
According to the task list (affects

METHOD feeding and measuring)
MEANS
RESOURCES Scales
D
TRAINING Understanding the task sequence
EXECUTION According to task list

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ADJUSTMENT As pre-determined
C CHECK Daily
To define when the process no longer is useful to
attain the standard result. In that case an
A CORRECTIVE ACTION analysis must be made of the process to identify
the causes of the deviation.
DETAILS OF THE IMPROVEMENTS PDCA
The image below summarizes the Improvements PDCA:
IMPROVEMENTS
PLAN
ACTIONS
FEASIBLE SCHEDUL
PLAN ? E
CHECK:
PLAN AND
RESULTS
INITIAL SIT.
GOAL
Lets continue with our weight example. However, now we do not want to maintain the
weight. We are going to lose weight.
P PLANNING:
The current situation being overweight must be changed. The result desired is
weight loss.
Determine the KPI and establish the correspondent target.

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An important distinction between the Improvements PDCA and the Routine
Maintenance PDCA is the need to establish a deadline to achieve the new level of
performance, i.e., in the Improvement PDCA we always need to establish when we
will achieve the results.
Means: include method and resources.
The plan will include a schedule, showing when the different actions will be taken.
A good plan must include the 5W1H (what, who, when,
where, why and how)

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DE
TAILS OF THE IMPROVEMENT PDCA
For the objective of Weight Loss, let us assume one of the actions proposed is to run
every day.
To make this action totally clear the table below illustrates the application of the
5W1H:
WHAT to do: running;
WHO will do it: I will;
WHEN the action will be done: daily, from 6AM to 7AM;
WHERE the action will be done: in the running track at the park;
HOW: run with adequate clothes and shoes: start at a speed of 100m/min (during
5 min); gradually increase the speed to 200m/min (up to 30min); maintain
that speed for the last 30 minutes of the run;
WHY: running is an excellent way of burning calories and helping to lose weight.
D: Do the actions defined in the plan, according to the schedule established.
C: Check if the schedule is being kept and if the results are being achieved. A: If
there are big delays in the schedule, corrective action must be taken to recover lost
time: hire more man-hours, review deadlines, etc.
In case of a very big anticipation of actions, we must identify the causes so that
in the next planning, the resources are used more effectively.
If the intermediate results planned are not achieved, the cause may be
schedule delay. If the schedule is being kept, there has possibly been an error

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in the evaluation of the means to achieve the results. In this case, we must act
on the means (inadequate methods or resources).
MAIN DIFFERENCES BETWEEN SDCA AND PDCA
PDCA
SDCA
Plan = Standards Plan = Schedule, using 5W1H
Time = Indefinite Time = Defined period of time
Goal - Value defined according to
Pl Goal - Stable range, considering the desired improvement. It is to be
an process capability achieved through the execution of
actions.
Includes the training plan for Includes the training and control
employees on the standards plan
Make sure that all concerned are Make sure that all concerned are
trained and motivated to execute trained and motivated to execute
their tasks according to the their actions according to the
D standards. established plan.
o SDCA PDCA
C Compare what is being Compare the executed with
he performed to the standards the planned: Monitor KPIs and
through KPIs and standard audit. execution of the schedule.
ck

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Standards being followed and
Schedule being followed and
goals not being reached - Review
results not being reached -
process analysis to identify
A Analyze the plan to find root
causes and review standards.
causes and review it. Schedule
ct Standards not being followed -
not being followed - Identify
Review the training plan, identify
causes and define action plan.
causes and define action plan.
WRITTEN SELF-ASSESSMENT
Exercise 1
You have a common objective with many people:
TO GO SHOPPING AT THE GROCERIE STORE
1.1 Lets build a PDCA to ensure that the objective will be achieved. It
will be a
( ) Routine Maintenance PDCA.

( ) Improvement PDCA.
1.2 a. How will you check if you are achieving the objective?
b. What will your KPI be?
c. How will it be measured?
d. What will your goal be?
1.3 Now, think about what steps you take or activities you do from the moment
you leave your house until you come back with the shopping.

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1.4 Make a fishbone diagram with all the possible and most important causes
that influence the objective.
1.5 Still in this stage, list all the resources you need to do all the activities
correctly. For example: will you need a calculator?
1.6 How will the sequence of tasks be done? Will any training be necessary?
1.7 If something goes wrong, what will its corrective action be?
1.8 Fill the 5W1H Table and the PDCA Table for this exercise.

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W
RITTEN SELF-ASSESSMENT
Exercise 2
You have a common objective with many people:
TO PAINT THE LIVING ROOM IN THE HOUSE
2.1 Now, lets set up a PDCA to guarantee the achievement of the objective.
It will be
( ) a Routine Maintenance PDCA.

( ) an Improvement PDCA.
2.2 a. How will you check if you are achieving the objective?
b. What will your KPI be?
c. How will it be measured?
d. What will your goal be?
2.3 Now, consider what will be the steps or activities you need to do from
removing the furniture from the room to concluding the final touches.
2.4 Make a fishbone diagram with all the possible and most important causes
that influence the objective.
2.5 Still in this stage, list all the resources you need to correctly perform all the
activities. For example: what type of brush do you need to use in the
corners? What paint should you use?
2.6 How will the task sequence be done? Will training be necessary?
2.7 If something goes wrong, what will your corrective action be?
2.8 Fill the 5W1H Table and the PDCA Table for this exercise.

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KEY
EXERCISE FROM PAGE 21
Initially, this exercise is an Improvement PDCA where you want to improve a

preexisting level (see page 18), i.e., the condition is: lower weight is better.
Analyzing the Cause and Effect diagram from page 17, we conclude that the potential
causes that can lead to lower body weight are:
diet; physical
activities.
Hence, we can fill out the 5W1H form, for example, as follows:
5W1H
Me
Discipline in + Doing the exercises

the workouts Instructor Constantly Gym proposed To burn fat
Attend lectures Getting guidance to Become aware of
about healthy adjust my daily food the need to have a
eating Me 1 x week Courses intake to my needs balanced diet
There are always other alternatives to fill out this form, therefore, it is important to
discuss with other people who may be able to help, finding alternatives that might
have been left out the first time.
In the next page, see what your PDCA would look like.

Review C 01/11/2010
KEY
EXERCISE FROM PAGE 21 (cont.)
So, we can propose a PDCA as follows (discuss alternatives with your Area
Manager/Superintendent):
PDCA
RESULTS KPI
Kg Lost (kg/month)
VALUE
Current; Goal: When:
77 kg - 81 kg 73 kg - 77 kg In 1 month
MEANS
METHOD According to the Task List proposed in the 5W1H form
RESOURCES Scales
P
D TRAINING Understanding the Tasks proposed in the 5W1H form
DOING According to the Task list proposed in the 5W1H form
Adjust the food intake according to need

ADJUSTMENT
Adjust the Physical Activity according to need
C CHECK Daily
CORRECTIVE ACTION
To be determined when the goals are not being met within the
A deadlines established.

Review C 01/11/2010
KEY
EXERCISE FROM PAGE 22
Initially, you have to draw a Cause and Effect diagram for the desired standardization,
which in this case is Arrival Time (T)
This diagram presents, in an organized way, all the causes that may affect the desired
effect.
The tasks required to achieve the objective can also be listed, showing the process
flow, as below:
Wake up.
Get up.
Shave.
Take shower.
Get dressed.
Have breakfast.
Take the bus.

Review C 01/11/2010
KEY
EXERCISE FROM PAGE 22 (cont.)
As the desired result is to arrive on time, the KPI can be the number of days in a
month arriving after 8 AM.
The proposed value could be 2 late days per month.
Hence, we can propose the following PDCA:
PDCA
P
KPI
Number of delays per month
RESULTS
VALUE
<2
MEANS
METHOD
According to the flow established
RESOURCES
Alarm clock, transport, and watch.
D
TRAINING
-
DOING
According to established flow
C CHECK
In the end of the month: How many late arrival days?
At the end of the month, if there are more than 2 late days, take
A CORRECTIVE ACTION corrective action to eliminate the cause of the delays.
5W1H
Avoid not waking up or Me Daily At home Check if the alarm clock is To avoid delaying
waking up late working properly the other tasks

Review C 01/11/2010
Avoid missing the Me Daily In the To avoid arriving
Check bus timetables
bus/train street late
Check where taxi stops
are located
Being stuck in traffic Me Daily In the To avoid arriving

street Leaving earlier on rainy late
days
Using alternative routes
Discuss other alternatives with the Area Superintendent.
KEY
Exercise 1
1.1 Routine Maintenance PDCA.
1.2 a. The checking if the objective has been achieved is done when the results
obtained in the activities planned in P are according to the results desired and
represented by the KPIs.
b. The KPI of this process is: time spent in the supermarket.
c. The KPI will be measured from the moment of leaving the house to the
moment of returning to the house, in minutes.
d. The goal is: to return home within up to 60 minutes.
1.3 The minimum steps to be followed may be, for example:
Make the shopping list.
Choose the supermarket.
Choose the type of transport.
Take note of the time of leaving the house.
Arrive at the supermarket.

Review C 01/11/2010
Choose the products.
Pay.
Carry the shopping to the transport.
Return home.
Take note of the arrival time.
KEY
1.4 A Cause and Effect diagram might include, for example:
1.5 A list of resources to do the activities defined in the process Doing the shopping
at the supermarket could have, for example:
Money for the expenses.
Transport to the supermarket.
List of products needed.
Watch to check the time.

Review C 01/11/2010
Calculator (optional) to sum up the total of expenses.
1.6 The tasks must be done according to the previously established plan, including the
necessary checks. No training is required, but the person doing the activities must
be able to choose the adequate products according to the list and check if the task
is being done within the set time.
1.7 A Corrective Action Plan must be used to correct occasional problems during the
performance of the activities. This Action Plan must contain corrective actions for
the events predicted in the Cause and Effect diagram.
KEY
1.8 The 5W1H and PDCA Tables could contain, for example::
5W1H
To gain journey
Find the nearest Evaluating time.
Me Immediate -
supermarket distances
Determine the best day

of the week to do the To gain time at the
From the next Testing different
shopping Me - checkout desks
shopping trip days of the week
lines
PDCA
KPI Time (min)
RESULTS
VALUE Up to 60 min
P
METHOD According to the Established Flow.
MEANS
Transport, product list, money for the expenses,
RESOURCES
watch.
TRAINING Knowledge of the required products.

D
DOING According to the Established Flow.
C CHECK On shopping days.
If you cannot achieve the goal, analyze the

A CORRECTIVE ACTION
possible causes and modify the flow.

Review C 01/11/2010
Other alternatives may be discussed with the Area Superintendent.
KEY
Exercise 2
2.1 Maintenance and Improvement PDCA.
2.2 a. The Checking of whether the objective is being achieved is done when the
Results Obtained in the activities planned in P are according to the Desired
Results and represented by the KPIs and the Goal.
b. The KPIs may be, for example:
All the walls are painted;
Two coats of paint have been applied on each wall.
c. The values of the KPIs are represented by visual observation and can be
expressed, for example, by: OK or Not OK, or, Compliant or Non-Compliant.
d. The goal is: to paint the houses living room.
2.3 The minimum steps to be taken may be, for example:
Removing the furniture from the room.
Cover the floor with some protection.
Sand all walls.
Spackle the walls.
Paint the walls (1st coat).
Paint the walls (2nd coat).
Check the finishing of each wall.

Review C 01/11/2010
KEY
2.4 A Cause and Effect diagram could contain, for example:
People Material
Experience Dilution
Brushes
Painter Paint
Quantity
Sand Type
Type
Paint all living room
Vertical walls
Rain
Direction
Weathe
of the
Horizontal
Suns
Process
2.5 A list of resources to perform the activities defined in the process Painting the
living room walls could contain, for example:
Old newspapers to cover the floor.
Sandpaper.
Brushes and rollers.
Buckets.
Paint.
Paint thinner.
2.6 The tasks can be done according to the plan established previously, including all
the necessary checks. Training is necessary to achieve the best possible
performance for the paint throughout the room.
2.7 A Corrective Action Plan must be used to correct occasional problems during the
activities. Once the causes of the deviation have been found, corrective actions
must be planned.

Review C 01/11/2010
KEY
2.8 The 5W1H and PDCA Tables could contain, for example:
5W1H
Correct the Adding paint or To improve

dilution of the During In the living solvent according the finish after
paint Painter painting room to need drying
To guarantee
Influence of faster and
time in the During In the living Avoid painting on more uniform
finishing Painter painting room rainy days drying
Influence of
the direction In a corner,
of the check which
painting direction
(vertical or During In the living produces the To guarantee
horizontal) Painter painting room best finish a better finish
PDCA
- All walls painted.
KPI - Number of coats of paint.
- All walls painted: OK/Not OK.
RESULTS VALUE
P - Quantity of coats: 2
METHOD According to established flow.

Papers to cover floor, sandpaper, brushes, rollers,
MEANS RESOURCES paints, buckets, and solvents.
TRAINING Training in painting.
D DOING According to established flow.
C CHECK At the end of each day of painting.
If you cannot achieve the goal, analyze possible

causes, try to eliminate them and/or change the
A CORRECTIVE ACTION flow.
Other alternatives can be discussed with the Area Superintendent.

Review C 01/11/2010
REFERENCES
CAMPOS, Vicente Falconi. Gerenciamento da rotina do trabalho do dia-a-dia.

Fundao de Desenvolvimento Gerencial.
Gerenciamento pelas diretrizes. Fundao de Desenvolvimento Gerencial.

Review C 01/11/2010

QUA 004 Student Guide

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QUALITY

Rev Date Revision description Supervisor

C 01/11/2010 General revision and translation to Guilherme Daldon

Final revision by Rafael Patron

Quality QUA-004 PDCA 2

Training Stage 1................................................................................................. 6

THE PDCA CYCLE .......................................................................................... 12

PDCA DEVELOPMENT ................................................................................... 20

ROUTINE MAINTENANCE PDCA................................................................... 20

ROUTINE MAINTENANCE PDCA................................................................... 21

Training Stage 2............................................................................................... 27

DETAILS OF THE ROUTINE MAINTENANCE PDCA ..................................... 28

DETAILS OF THE IMPROVEMENTS PDCA ................................................... 30

MAIN DIFFERENCES BETWEEN SDCA AND PDCA..................................... 32

WRITTEN SELF-ASSESSMENT ..................................................................... 32

WRITTEN SELF-ASSESSMENT ..................................................................... 33

Quality QUA-004 PDCA 3

Quality QUA-004 PDCA 4

Training stage Page

1 Presentation of the PDCA method

1.2 Present the PDCA in detail, identifying the contents of each

1.3 Present the PDCA development cycle. 17

1.4 Present the application of the PDCA cycle in Routine

1.5 Present the application of the PDCA cycle in Improvement 19 projects.

1.6 Present the application of the PDCA cycle in Innovations. 20

2 Reinforcement of the PDCA method.

2.1 Explore further the characteristics of the

2.2 Explore further the characteristics of the Improvement

2.3 Study the basic differences between the Routine

Quality QUA-004 PDCA 5

Presentation of the PDCA method

1. Study the Introduction contents.

Module QUA-004 PDCA, pages

2. Study the PDCA Cycle contents.

Module QUA-004 PDCA, pages

3. Study the Routine Maintenance PDCA Module QUA-004 PDCA, page

Quality QUA-004 PDCA 6

4. Study the Improvement PDCA Module QUA-004 PDCA, page

5. Study the Innovation PDCA contents.

Module QUA-004 PDCA, page

Module QUA-004 PDCA, pages

In order to manage a method is necessary. A method is the way to achieve a result.

How to manage to achieve a lower-cost result? A higher quality result? Shorter

The image below helps to answer these questions.

Quality QUA-004 PDCA 7

Quality QUA-004 PDCA 8

Quality QUA-004 PDCA 9

THE IMPORTANCE OF THE METHOD

Quality QUA-004 PDCA 10

Quality QUA-004 PDCA 11

In terms of application of the PDCA there are two types of company.

1 Sawtooth Companies: Companies that manage to achieve some goals with

2 Step companies: Companies that achieve their objectives and maintain

Quality QUA-004 PDCA 12

THE PDCA CYCLE

Do you remember the considerations made in the previous pages?

Let us find out why!

Quality QUA-004 PDCA 13

1 Goals (planning the result desired)

Quality QUA-004 PDCA 14

Quality QUA-004 PDCA 15

Method (how to do it):

Resource (what with):

It is more economical to invest time in the planning stage