Hello Heidi and Chan,
I've been asking the same question years ago, although i've learned plan,
do, check, act, in a course on quality management. I do not know how it
was intended by Prof Deming. I sometimes think that it depends on your own
perspective. Some people take the perspective that all four are just
different ways to do things - the notice the imperative. Others have a
perspective of control: plan,do,check,act is all about management. For
some, the perspective is change: its is about studying, thinking and
doing, acting and planning are just different ways of thinking. Finally,
some people think it is just crap, because it has nothing to do with what
people feel, their values, their meaning, the relations we value.
I usually act to check the plan-do cycle. Systems (organisations) tend to
become locked into plan-do cycles: lowering standards, symptom fighting,
shifting the burden etcetera. Checking the progress over time, comparing
this with the intended results and acting as an intervention to create a
new set of plan-do cycles. With some luck, the people involved also learn
to do it themselves.
Check it out,
> In Deming's PDSA (Plan, Do, Study, Act) cycle, what distinction did Deming
> intend between "Do" and "Act?"
-- With kind regards - met vriendelijke groeten,
Drs J.C. Lelie CPIM (Jan) LOGISENS - Sparring Partner in Logistical Development Mind@Work est. 1998 - Group Resolution Process Support Tel.: (+ 31) (0)70 3243475 or car: (+ 31)(0)65 4685114 http://www.mindatwork.nl and/or taoSystems: + 31 (0)30 6377973 - Mindatwork@taoNet.nl
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