Quality Process Models
Improvement Life Cycles -- Processes for Process Improvement

Shewhart Cycle for Learning and Improvement

Also called the Deming Cycle or the PDCA Cycle; see References

Plan

• study the process
• recognize the opportunity
  • define the opportunity
    • gap between the customer needs and the process performance
  • define the theory on how to realize the opportunity
    • statement of theory, an idea
    • plan for a test, comparison, or experiment
• choice between several suggestions
• predict the outcome -- form an hypothesis

Do

• test the theory to achieve the opportunity (carry out the test, comparison, or experiment)
• preferably on a small scale
• according to the plan
• test on customers to
  • to increase satisfaction by educating them
  • improve your understanding of customer expectations

Study [Check]

• observe the test results
• use statistical methods where possible
• do they correspond with the hopes and expectations
• how does it affect your ability to predict tomorrow's results?

Act

• three options
  • adopt the change
  • abandon the change
  • modify your prediction or rerun the cycle with different variables (environment, materials, people, rules)

IDEAL^sm Model

This model was created by the Software Engineering Institute (SEI) and is an adaptation of the Shewhart Cycle. The actual model steps, and even the name of the last step, have evolved over time. Some of the older terms are placed in brackets for reference. For more information, see http://www.sei.cmu.edu/activities/ideal/ideal.html.

• Initiating
  • Stimulus for change [improvement]
  • Set context
  • Build sponsorship
  • Charter infrastructure
• Diagnosing
  • [Appraise and ] Characterize current [practice] and desired states
  • Develop Recommendations
• Establishing
  • Set priorities
  • Develop approach
  • Plan actions [establish process action teams]
• Acting
  • Create solution
  • Pilot/Test Solution
  • Refine solution
  • Implement solution [define process and measures]
• Learning [or Leveraging]
  • Analyze and validate
  • Propose future actions
  • circle back to D

IDEAL^sm is a service mark of Carnegie Mellon University.

PROGRESS Model

This material is based on a class at Citibank, by the Forum Group, called P.R.O.G.R.E.S.S. -- Achieving Results with Customer-Focused Quality Teams. The model uses the basic techniques from Deming, Juran, Ishikawa, Cosby, and others.

• Pick the Issue
  • Objectives: Identify & clarify the issue; develop a preliminary project plan
  • Tools: Brainstorming, Multivoting, Decision Matrix, Impact Diagram
• Research the Current Situation
  • Objectives: Document the current process; explore the situation from many viewpoints; collect and analyze data
  • Tools: Process Map, Flow Chart, "Three Actuals" Rule, Check Sheet, Line Graphs, Bar Graph, Pie Chart, Interview, Survey, Feedback Cards, Focus Groups, Affinity Diagram, Pareto Chart
• Obtain Root Causes
  • Objectives: Explore possible causes, verify probable causes, isolate root causes
  • Tools: Cause-Effect Diagram, Five Whys
• Generate Possible Improvements
  • Objectives: Select the best improvement; prepare to establish pilot goals, measurements, and plans
  • Tools: Force Field Analysis
• Run a Pilot
  • Objectives: Test the Hypothesis
  • Process:
    • Communicate (obtain commitment)
    • Implement
      • Support (training, resources: people, money, equipment)
      • Measure (update process map, track & display data)
    • Document (storyboard, notebook)
• Examine Results
  • Objectives: Determine if the plan was followed, evaluate the results and compare against expected; set the appropriate course of action
• Set Up Transfer
  • Objectives: Obtain approval for broader implementation; explore obstacles to transferring ownership
  • Process:
    • Communicate: to management and to the company
    • Implement
      • provide support
      • build commitment
      • active tracking
      • encourage improvement ideas
    • Document the methods
• Seek Further Improvements
  • Objectives: Identify improvements in the team's progress; celebrate; identify next step

DMAIC Model

• This variation of the process improvement life cycle is used by Six-Sigma (6s).
  • Define Opportunities
  • Measure Performance
  • Analyze Opportunity
  • Improve Performance
  • Control Performance