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The plan–do–check–act cycle is an example of a continual improvement process. The PDCA (plan, do, check, act) or (plan, do, check, adjust) cycle supports continuous improvement and kaizen. It provides a process for improvement which can be used since the early design (planning) stage of any process, system, product or service.
If an employee's performance is unsatisfactory, the employer may set out a performance improvement plan (PIP) to help the employee improve. [ 3 ] [ 4 ] This may be because the employee is failing to meet the goals for their role or due to other problems such as poor behavior or interpersonal skills. [ 5 ]
The cycle of kaizen activity can be defined as: Plan → Do → Check → Act. This is also known as the Shewhart cycle , Deming cycle, or PDCA . Another technique used in conjunction with PDCA is the five whys , which is a form of root cause analysis in which the user asks a series of five "why" questions about a failure that has occurred ...
An after action review (AAR) is a technique for improving process and execution by analyzing the intended outcome and actual outcome of an action and identifying practices to sustain, and practices to improve or initiate, and then practicing those changes at the next iteration of the action [1] [2] AARs in the formal sense were originally developed by the U.S. Army. [3]
Strategic planning is an organization's process of defining its strategy or direction, and making decisions on allocating its resources to attain strategic goals.. Furthermore, it may also extend to control mechanisms for guiding the implementation of the strategy.
The plan–do–check–act cycle. PDCA or plan–do–check–act (sometimes called plan–do–check–adjust) is an iterative design and management method used in business for the control and continual improvement of processes and products. [1] It is also known as the Shewhart cycle, or the control circle/cycle.
A general technique to improve performance is to avoid work. A good example is the use of a fast path for common cases, improving performance by avoiding unnecessary work. For example, using a simple text layout algorithm for Latin text, only switching to a complex layout algorithm for complex scripts, such as Devanagari .
It is a common misconception that costs, in absolute terms, are always cut when improving operational efficiency. It is true for the "same for less" alternative, but not for the two other alternatives. It can be operationally efficient to increase cost - as long as the output is increasing more.