Shuharta-Deming cycle: the stages of production management

Management seeks to develop effective ways to manage the production and quality of the product. There are several approaches to solving this problem. We represent the authors of the theory of continuous improvement of the processes of Walter Schuhart and William Deming, whose control cycle is known all over the world. They assume that, despite the great difference in production, the algorithm of actions for all systems is the same. Let's talk about the essence of this theory and how to apply this model in practice.

The concept of production management

The organization of any process, the impact on different objects is called management. Management processes are found not only in production, each person has to organize his life, make many different decisions, achieve goals. Therefore, management is such a wide field of activity that goes far beyond the scope of creating products or services. W. Deming's idea, whose management cycle we are considering, is that management exists in virtually all areas of human activity, and they have a common course of action. Any management is related to the collection and processing of information, with decision-making, process coordination, forecasting, monitoring and performance evaluation. Modern management considers many processes, including production, as projects. And the intrinsic attribute of any project is quality. In this connection, there is such a special area as quality management.

The main principle of quality management

In any sphere of production , quality management systems are being introduced today , in accordance with international standards. They are aimed at ensuring the stable quality of goods or services provided. Quality management is based on several basic principles. These include customer orientation and needs, employee involvement and motivation, realistic decision-making based on facts, leader leadership and continuous quality improvement. It is about the implementation of the latter principle that the researchers who created the Deming and Schuhart cycle pondered. Quality improvement is the permanent goal of each organization. It covers all levels of the enterprise, from individuals to the manager, the production environment and the final product. To improve the quality, one of two methods can be used: breakthrough and gradual. It is achieved through the introduction of standardization, analysis and measurement, as well as optimization and rationalization.

The concept of Shuharat

An American management consultant, the well-known scientist Walter Schuhart, as early as the 1930s, is deeply studying the issues of quality management of industrial products. His work on control charts, which are a means of fixing observations on the stability and predictability of any processes, has become a serious stage in the development of management. For many years, he collected statistical data on the control of production processes. And the top of his scientific work was the control cycle Deming-Shewhart. In his books he justifies the statistical method of controlling the stable quality of production processes and final products. In the management, Schuhart identifies three main stages: development of terms of reference and specifications for the production of future products, production in accordance with the specification, quality control of the product and its compliance with specified parameters. Later, the scientist converts this scheme into a model of 4 steps:

1. Product design.
2. Product manufacturing and testing in laboratory conditions.
3. Release of the product to the market.
4. Verification of goods in action, consumer evaluation.

W. Schuhart put forward the process method as the most productive in management. His ideas had a huge impact on the development of management theory.

The Deming concept

William Shuhart's pupil William Edwards Deming undertook to refine and improve his theory. He became the creator of the concept and general organizational method of universal quality management. Deming justified the point of view that the company's quality improvement is related to the improvement of three areas: production, personnel and products. Also, as a result of many years of research, the Total Quality Management system appeared, which is connected first and foremost with the developments of Deming. The cycle of quality improvement, according to the scientist, has no end, but has a circular character. He identified two main business improvement mechanisms: quality assurance (improvement of production, staff development , etc.) and quality improvement. According to the scientist, it is not enough to maintain a decent level of quality, we must constantly strive to improve its level. The updated Deming cycle includes stages of a slightly different nature. These are: planning, implementation, verification and action. Let us dwell on the characteristics of each stage in more detail.

Planning

First of all, the Shuhart-Deming cycle includes such an important stage as product development and production design. According to researchers, entrepreneurs should constantly plan product improvement. And for this, set new goals, assess resources, draw up an optimal plan of action, designate executors and deadlines. At this stage it is important to find problems and ways to solve them. To discover the reserves for improvement, it is necessary to carefully analyze the situation, the production process, the market. Analytical actions will help to identify the potential for improvement. Also at this stage, detailed improvement plans are drawn up, a production strategy is developed. The qualitative plan allows to provide force majeure circumstances and lay a solid foundation for business.

Performance

Implementation of the plan is an important part of management. The Deming cycle assumes a separate stage of quality management of the "implementation" stage. At this stage Deming recommends first to begin the embodiment of the conceived on a small scale, in order to prevent large-scale losses in case of failure. When implementing plans it is important to follow the developed instructions and specifications exactly. The manager must carefully monitor the actions at each technological step in order to comply with all requirements. In Deming's concept this stage is, rather, a stage of testing, approbation, rather than serial production. Running into the series does not require such close attention of the manager, but the first launches are extremely important. The manager should be 100% convinced that all technologies are respected, because this is the guarantee of quality.

Checking

After the launch of mass production, scientists recommend conducting a diagnostic study. The Deming Cycle includes a large analytical stage in which it is necessary to assess how the process goes, to try to find new potential for improving the quality. It is also necessary to evaluate the features of the perception of the product or service by the consumer. To do this, conduct testing, focus groups, analysis of customer feedback. Also at this stage, it is necessary to diagnose the course of processes, their compliance with technological standards. In addition, the work of personnel is assessed, and the quality of work of employees and products is monitored for key performance indicators (KPIs). If any deviations from the specified parameters are detected, then the reasons for this are searched.

Actions

The last step of the Deming cycle is the elimination of detected violations and shortcomings. At this stage, all possible actions are taken in order to obtain the planned quality of the products. Documentation and written consolidation of the received results in the form of specifications and instructions are also conducted. The Deming cycle, the stages of which are associated with different stages of quality control, assumes a circular motion. Therefore, after all the shortcomings and points of possible quality loss have been eliminated, you should return to the first level and start looking for new opportunities for improvement. The resulting cycle experience is necessarily used on the next turn, it helps to minimize costs and improve product quality.

The main principles of Deming

Deciphering his theory, the scientist formulates a number of postulates that have been dubbed the "Deming Principles". The quality improvement cycle is based on them and proceeds from them. The most important principles include the following:

- Consistency of goals. Quality improvement, as the dominant goal, must be consistently achieved both within the strategy and in tactics.

- The manager is personally responsible for the quality.

- Quality control should not be massive, it should be built into the production system itself.

- Norms and tasks should be carefully grounded and realistic.

- It is necessary to encourage the desire of staff to education, motivate employees to improve their skills.

- Improving quality should become part of the mission and philosophy of the company, and first of all its adherents should become managers.

- Employees should be able to be proud of the results of their work.

Subsequently, on the basis of these postulates, the main principles of the international quality system were formulated.

Application of the Schuhart-Deming cycle

The Deming-Schuhart model was called the "PDCA cycle", it is actively used in modern management practice. The Deming Cycle, an example of which can be found in the organization of almost all major global corporations, is a recognized tool for improving product quality. This concept was most fully and consistently adopted in Japanese management. In this country, Deming was perceived as a national hero, he received several awards, including from the hands of the emperor. Also in Japan, the Deming Prize was established. In the early 21st century, the concept was actively used in Russian management, it is the basis for the development of international and domestic quality standards.