Deming Cycle Levels

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All process cycles running within a company are subject to conditional division into levels. There are three of them. The first is processes related to the main activity, the second is not related to it, and the third is corrective. Let's consider Deming's recommendations regarding the application of his cycle to each of them:

Processes that are related to the company's core business require synchronization of the entire PDCA cycle with the calendar date of the report. To resolve such global issues, it is necessary list of mexico cell phone numbers to use many resources, and if the strategic planning period has passed, making adjustments to the management plan is prohibited.

Processes that are not directly related to the company's activities and do not need to be synchronized with the calendar (introduction of corporate culture, expansion of the team or relocation). They can be carried out when there is an opportunity to improve the quality of PDCA.

Business processes aimed at correcting individual aspects of the company's activities. They can be synchronized with reporting or applied as needed. In this case, the nature, volume and duration decide everything.


Deming's Principles
In his lectures, Deming often spoke about the importance of the PDCA principle of constancy of purpose. He believed that it was simply necessary to follow the initial guidelines boldly and without question.

This principle of PDCA hides the secret of its effectiveness: an incorrectly set management goal deprives the rest of the management stages of meaning. As a result, the result of the work will be very different from the intended one. The company allocates resources in such a way as to solve problems in the long term - to improve the quality of the product, services or work.

Deming's Principles

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A little later, Deming formulated 14 principles that are used in combination with the PDCA cycle. The economist called them natural and inevitably leading to the formation of an optimization style:

Creating a constant desire to improve your products.

Adaptation to the new philosophy and acceptance of its principles.

Refusal of mass control.

Selecting suppliers based on more than just price.

Continuous growth and modernization.

Training of employees of any level.

Developing leadership qualities and applying relevant skills.

Dealing with employee fears.

Ensuring equality between departments.

Getting rid of annoying calls and slogans.

Departure from quantitative standards in work.

Attempts to remove barriers to employee pride.

Approval of employees' desire for self-education.

Involving everyone in business development.

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