Shewhart-Deming cycle. The shewhart-deming cycle The shewhart deming cycle includes the following steps

The PDCA Quality Cycle is an abbreviation for the process approach to business management. It was developed by W. Shewhart in 1939. and then finalized by E. Deming when implementing the Total Quality Management (TQM) system in Japanese companies.

E. Deming formulated the formula for business success: provide quality and raise quality. If you are working on continuous quality improvement, it means that you are constantly working on process that creates this quality.

The Deming Cycle (PDCA) is the work of continually improving a business.

As applied to sales management, you are working on continuous improvement at each stage. sales process.

The Deming cycle model (PDCA) consists of 4 elements, each stage contains certain actions. Stages are closed in a cycle.

Since there is no end to the cycle, PDCA activities must be repeated over and over again in order to continually improve the process.

PDCA is the concept of management, its style. When applied to sales, this is the continuous implementation of improvements in sales process.

DEming CYCLE (PDCA): WHEN TO IMPLEMENT

If your sales team is not yet "living" according to the PDCA model, implement it in the following situations:

When sales drop*** You have audited the sales system, made a SWOT analysis, chosen a sales development strategy, formulated SMART goals, developed an Action plan and are starting to implement it. Implement changes only along the PDCA improvement cycle. You will achieve a quality result many times faster.///
When you introduce a new sales tool***You are implementing a CRM system or sales scripts, launching a new sales channel or motivation system - any implementation of changes will not go smoothly and immediately. Follow the PDCA cycle to identify a system error in a timely manner and correct it.///
When you work with key clients***In the process of attracting and serving key strategic customers (VIP, A+ and A categories), plan your actions according to the steps of the PDCA cycle. It will keep you within the framework of continuous quality improvement: the approach to the client will definitely change from "shipment on request" to "constant attention and development of the client." A key customer will never leave you for a competitor.

The Deming Cycle (PDCA): PLANNING

PLANNING

In this step, you formulate a goal, make assumptions, and develop theories. Determine the result and the method of its measurement, develop an Action plan to achieve it.

During the planning stage of the Deming cycle, you make a plan - what exactly you plan to achieve.

On the one hand, you are dealing with a business process, and you are aware of a bottleneck that needs to be improved. It could be an operational component or something about your product and/or service.

On the other hand, you are constantly testing your analysis and forecasting the development of the situation. To what extent can you accurately diagnose and describe the problem? How accurately can you evaluate your achievements? What problems may arise during the work, and which of them could not be foreseen?

The planning stage in the Deming cycle is an attempt to analyze and understand the work of your department or business as accurately as possible.

You analyze what is wrong with the product, with the sales strategy or sales methods. Trying to figure out what changes you can make. And what results can improve the process.

Your actions in the Deming cycle during the planning stage:

Specify the purpose of the change;***
Determine the causes in the current state that prevent the system from achieving the goal;***
Determine the baseline measurements of the existing process;***
Understand the causes that make up the problem;***
Decide what needs to be changed to fix the problem;***
Develop a change plan.

DEMING CYCLE (PDCA): INTRODUCTION

INTRODUCTION (DO)

The Do phase creates the conditions and provides the necessary training or additional support to complete the plan. It is important that the sales/marketing departments fully understand the objectives and the plan and agree on the procedures required to complete the plan. The work is then carried out in accordance with these procedures.

Implement changes in a trial form: start with a little testing;***
Make changes in multiple iterations if necessary;***
Document what you learned, both expected and unexpected.

At this point in the PDCA cycle, Deming is suggesting more than just making a decision and suddenly rethinking and redesigning all the operations of the process.

It is very important to implement changes in iterations, watching how your hypotheses are confirmed or refuted.

It is as if you are conducting a scientific experiment - this is the key to success and achieving quality in the Deming cycle.

The Deming Cycle (PDCA): A STUDY

CHECK OR STUDY

The Study phase is more than just a Check.

You need to check the results and study them. It is important for you to understand at this point in the Deming Cycle whether the process has improved and why it has improved.

If the outcome is not what you predicted, you need to understand why you failed to anticipate that outcome.

At this point in the PDCA cycle, it's important for you to ask yourself not just "Did it work?" but "Why did it work?".

In managing the sales department at this stage of the Deming cycle, you perform the main analytical actions: analyze the collected sales statistics, evaluate the result, and make a forecast.

This stage is the main one in the PDCA cycle: the better you study the result, the higher the probability of further accelerating the implementation of changes and avoiding mistakes.

Your actions at the Check-Study stage:

Analyze data;***
Compare data with forecasts;***
Summarize what was learned from the trial;***
Proceed to full implementation if the results are acceptable, or return to the PLAN phase.

DEMING CYCLE (PDCA): IMPACT

IMPACT (ACT)

At this point in the Deming cycle, you implement the recommended changes. You fix the bugs you find. Consolidate the acquired knowledge in regulations and standards, specifications and instructions.

At this point in the cycle, you are laying the groundwork for moving into the next PDCA cycle, the planning stage.

Standardize the changes received during the implementation process.
Complete the data analysis and check for the target.
Install the process/controls required for monitoring.
Maintain improvement over time.
Determine when the next improvement cycle is needed.

All the new results that you have achieved in the Deming cycle after their implementation will again create the prerequisites for new bottlenecks that you can improve.

You will start a new PDCA cycle all over again.

DEMING CYCLE (PDCA): APPLICATION EXAMPLES

EXAMPLE #1: SALES PLANNING

At the stage planning when forming sales plans you have studied the market, made a forecast for each segment of the customer base, used the SMART methodology and set, decomposed your goal, calculated performance indicators KPIs, put them into the system material motivation, held a meeting and prepared the team for the fact that it starts a new stage of development and works according to new plans.

Further, within 2 weeks, according to the next stage of the Deming cycle - Implementation– you implement planned indicators and control their implementation, collect analytics. At this stage, you develop a vision and understanding of bottlenecks and gaps. But in order to formulate the right decision regarding the actions that you must take in order to correct the original plans, you must go to the next stage - Analysis / Study / Education.

Stage 3 of the Deming Cycle The study- Conduct a weakness analysis. Where did you make a mistake in the forecast? What can be done so that the planned plan is still carried out by the sales department? What resources are needed for this?

You study the implementation of sales plans. Compare the results with the forecast. If deviations are found, investigate the causes to prevent their recurrence.

You are forming in and identifying and understanding bottlenecks in the marketplace, sales process, or sales techniques that prevent you from meeting your sales targets.

At this point in the Deming Cycle, you are developing an understanding of the sales interventions that will help you achieve your goals. this plan sales. Or correct it.

At the impact stage Deming cycle, you implement adjustments to the conditions for fulfilling sales plans. This may be a change in the structure of the department, adjustment of the distribution of client segments by managers, tightening operating mode and so on .

Eliminate quality losses with sales techniques. If successful, then leave the sales plans the same, if not, then adjust them downwards.

EXAMPLE #1: NEGOTIATIONS WITH A CLIENT

Highly important practice introducing new skills active sales on your team. This method has been repeatedly used in

After training sales managers, implement "double meetings" - a visit to the client with a mentor. The mentor works with the supervised manager strictly according to the Deming cycle.

The mentor performs the following actions in preparing, conducting negotiations and analyzing the results after the meeting:

Planning: before negotiations with the client The mentor instructs the manager to prepare for the meeting and according to a special algorithm given to the sales manager at the SPIN sales training, he instructs him to report on the goal of the negotiations and the strategy for achieving it 30 minutes before the meeting. At this stage of the Deming cycle, sales success is laid.///
Implementation: in negotiations with the client, the sales manager and the Mentor implement the negotiating strategy agreed upon at the Planning stage. At this stage of the Deming cycle, the seller makes mistakes.///
Education: immediately after the negotiations, the mentor and the manager analyze the course of the meeting and its result using a special algorithm. At this point in the Deming cycle, the mentor teaches and the salesperson recognizes mistakes.///
Impact: at the evening debriefing, the sales manager reports to the sales team on the result achieved, reports what circumstances contributed to the achievement of the goal or hindered it, what methods of negotiating and influencing the client should be improved and what resources the manager and the sales department have for this, takes on commitment to these improvements. This stage of the Deming cycle reinforces new sales skills.

This method of using the Deming cycle has shown excellent results in teaching salespeople complex selling techniques in complex long cycle deals.

Thanks to the PDCA techniques of the Deming cycle, ROP reduces the time spent on training the entire department. The process of implementing changes in training and consolidating active sales skills is very effective.

The Deming cycle has no end, it is a continuous cycle of improving the sales process, strengthening the customer base, improving sales techniques.

Adhere to the Deming Cycle Algorithm (PDCA) to continuously improve the sales process and increase sales.

You have learned what elements the Deming Cycle Management Principle (PDCA) contains and how to apply it to sales management.

Deming Cycle (circle of quality) is a constant circle of regulation of the improvement of the product and production processes, optimization of individual units and objects.

This circle is often called PDCA cycle. The PDCA cycle (Plan-Do-Check-Act: Plan-Do-Check-Act) is a widely used continuous quality improvement method. The second name of the method - the Deming cycle - because of the visual circular graphical interpretation of the stages of the cycle. Through constant checks before, during and after the production process, the development of responsibility for quality and, above all, through the constant audit of the production process, weaknesses in various processes in the enterprise can be detected. PDCA serves precisely to identify the causes of defects and support the entire process up to the elimination of defects.

Scheme 1. Circle of quality (Deming cycle)

Stages of the Deming cycle

The circle of quality includes the following steps:

Planning. Actions must be planned before the change begins. This step covers the analysis of the actual state, information about the potential for improvement, as well as the development of a planned concept.
Implementation. This is the name of the course of action corresponding not to the common concept of transformation, but to approbation, testing and optimization of the previously accepted concept using quickly implemented and simple tools.
Control. Here, the result implemented in a small process is controlled and carefully rechecked for a wide movement of improvements as a new standard.
Realization. In this step, the new concept is implemented, documented and regularly reviewed. These actions can cover large changes in the structure and course of processes. Improvements start again with the planning step.

ISO9004 Quality Management System (Part 1) describes the life cycle of a product as a circle of quality. The product has its own life cycle. From the moment an idea for a product is born to the moment it appears and is withdrawn from sale, the product goes through several phases. During each phase, activities are carried out that affect the quality of the product. The relationship between the product life cycle and the quality circle is shown in Figure 2. The quality circle of the product life cycle is also a model of the production processes that will be carried out in order to meet the needs of the consumer. In each phase of the product life cycle, there are certain quality requirements, which are determined by quality standards.

In marketing and sales, it is about determining the requirements for the products and services of the client. Based on market research or through the joint development of the required product indicators (terms of reference, description of product requirements, set of customer requirements), it is possible to more broadly determine the wishes of customers.

Scheme 2. Product life cycle as a circle of quality.

Once product specifications have been established, product development and design must answer the question: How can the required quality standards be met?

To achieve the required quality great importance What influences the quality of the final product is the initial quality of the purchased materials, semi-finished products, the extent to which they meet the requirements for the final product for the client!

The basis of production is that it can fulfill all the indicators of the final product specified by the client. To do this, quality control is carried out before, during and after the manufacture of the product.

In the field of storage, warehousing and shipping, it is necessary to have standards that ensure good quality products. For example, during storage and warehousing for some products, damage to product packaging is affected by high pressure and heat. In order to ensure quality during the transportation of products, the rules of transportation are also agreed within the established norms.

Ensuring the quality of a product does not end with the transfer of the product to customers. The most important thing is customer satisfaction and continuous improvement of supplier conditions. At the same time, the quality of the product is examined during practical use with customers. A good indicator of the quality of a product during its use is the management of complaints. Product deficiencies provide important information and data for product and process improvement in the manufacturing facility.

Practical examples of the application of the Deming cycle can be found in

ECONOMIC THEORY

A.M. Zhemchugov

analyst,

LLC "Corporate Management Systems"

M.K. Zhemchugov

cand. tech. Sci., Chief Specialist, Corporate Management Systems LLC

PDCA CYCLE OF DEMING. MODERN DEVELOPMENT

Annotation. Dr. Edwards Deming is deservedly considered one of the creators of the Japanese economic "miracle", the founder of the process of reviving the Japanese economy in the postwar years. He called for an approach to problem solving that became known as the Deming cycle, or the PDCA cycle. Deming's approach has been developed by many authors, but the issue is still far from complete, especially in terms of hierarchical systems. This article is devoted to summarizing the experience of using the Deming cycle and its further development.

Keywords: Deming cycle, PDCA cycle, SDCA cycle, organization, process, process approach, strategy, policies, goal, plan, result, innovation, gemba, development, kaizen, efficiency, system.

A.M. Zhemchugov, LLC "Corporate Management Systems"

M.K. Zhemchugov, LLC "Corporate Management Systems"

PDCA CYCLE DEMING. CURRENT DEVELOPMENT

abstract. Dr. W. Edwards Deming is deservedly considered as one of the founders of the Japanese economic "miracle", of the Japanese economy postwar years revival. He urged to apply a problem-solving approach, which became known as the Deming Cycle, or the cycle of PDCA. This approach has been developed by many authors, but the issue is far from complete, especially in terms of hierarchical systems. This article is dedicated to the summary of Deming cycle studies and its further development.

Keywords: Deming cycle, PDCA cycle, SDCA cycle, organization, process, process approach, strategy, tactics, policy, goal, plan, results, innovation, development, kaizen, gemba, efficiency, system.

Dr. Edwards Deming is deservedly considered one of the creators of the Japanese economic "miracle", the founder of the process of reviving the Japanese economy in the postwar years. In 1946, he gave a series of lectures on statistical quality control methods to a group of top executives in Japanese companies. Deming urged the Japanese to take a systematic approach to problem solving. This approach became known as the Deming Cycle or PDCA (Plan, Do, Check, Action). Further, the Deming approach was developed by many authors, this is kaizen, and 7 quality steps, and the PDCA-SDCA cycle system. However, this question is quite complicated and is still far from complete, especially in terms of hierarchical systems. This article is devoted to summarizing the experience of the development of the Deming cycle and its further development.

1. Shewhart-Deming cycle

All manufactured products, both tangible and intangible, can be described

Introduction

sat - make a specification. It is also possible to describe what is not yet in reality, but what we want to create, what we foresee. It is possible to describe all the required organizational principles and processes, both current and those that we see as more effective in the future. However, firstly, compliance with the specification, as Shewhart said, is very illusory: “Someone could determine what he wants, someone else could take this specification as a guide and make this thing, and the inspector or quality judge could test the product and determine if it meets the specifications. A beautifully simple picture! .

This approach is depicted schematically by Shewhart in Figure 1a. Secondly, in this way it is possible to recreate only some semblance of a specified item, nothing better than something that is defined by a specification cannot be created in this way! Deming simply noted: "From the specification, I cannot understand what I need to know." Only earlier, until the middle of the last century - during the period of the dictatorship of the manufacturer, this was not required. However, since the beginning of the second half of the 20th century, the situation has changed - the dictates of the consumer began to set in. The struggle for the consumer began, the struggle for the quality of products, for its compliance with the needs of the consumer. A new approach emerged from Shewhart, which he depicted in Figure 1b.

Figure 1 - Old and new Shewhart quality management system

Shewhart transformed the line in Figure 1a into a circle (Figure 1b), which he identified with "the dynamic process of acquiring knowledge." After the first cycle, a lot can be learned from the results, identify deviations and their causes, optimize and improve not only the given item itself (its compliance with the specification), but also the process of its production, improve the specification itself - create new technologies (specifications) and items to meet the growing needs of the consumer. And then improve on each subsequent cycle. As a result, we have a constantly improving product quality, its compliance with the ever-increasing requirements of the consumer, and we have constantly improving performance.

Deming introduced this cycle in Japan in 1950 and called it the Shewhart cycle. However, in Japan, he quickly came into use under the name of the Deming cycle.

Deming himself showed the old and the new way of production in this way (Fig. 2).

b) New way production

Figure 2 - Deming's new and old way of quality management

Manufacturers used to think of production as a three-step process, as shown in Figure 2a. Success depended on fortune-telling on the coffee grounds - what goods or services will be bought, how many of them will be produced. In the old circuit, in Figure 2a, the three steps are not connected. Accordingly, the results are low.

With the new method, the administration introduces, usually after studying consumers, the fourth step (Fig. 2b):

1. Design the product.

2. Make it; test on the production line and in the laboratory.

3. Put it on the market.

4. Test it in operation; find out what the consumer thinks about it, and why someone who did not buy it did not buy it.

Figure 3 - Shewhart-Deming cycle

This cycle is often referred to as the "Deming Wheel". The cyclic continuation of these four steps leads to a spiral of constant customer satisfaction, at ever lower costs. "Repeat the cycle again and again, with continuous quality improvement and ever lower costs".

At the same time, Deming presented the Shewhart cycle in this way (Fig. 3). This cycle is often called

called the Deming Quality Cycle. 2. RBSL Deming cycle

Perhaps the first mention of the RBSL cycle was made by Deming during his seminar in Japan.

Figure 4 - Version presented by Deming during a workshop in Japan

Here the cycle contains four stages (Fig. 4):

Plan for changes or trials to improve.

Try to implement (preferably on a small scale).

Study the results. What have we learned.

Take action.

It differs from Shepard's cycle in fact only in that Shepard's "check" stage is explicitly divided into two stages: the check itself (3) and the action on the results of the check (4). This cycle is often referred to as the PDCA (Plan - Do - Control - Act) cycle. Deming preferred to call it the PDSA (Plan-Do-Study-Act) cycle, but that name never caught on.

Figure 5 - Management cycle of 4 stages with the selection of 6 principles

Deming wrote: “The process of production, having begun at some stage, changes form and proceeds to the next. Each stage has a consumer - the next stage. At the final stage - the product or service goes to the final consumer, that is, the one who buys the product or service. At each stage there will be: Production; Constant-

naya Optimization of methods and procedures". With this, Deming clearly showed that in his RBSL cycle, the processes of production and optimization take place simultaneously.

The Deming cycle can be applied in any, and not only in the areas noted, is a process of scientifically based improvements (innovations), and it does not matter in which area.

Ishikawa presented the RBSL cycle in a slightly different way, breaking it down into 6 principles (Fig. 5).

He said that management should be based on these 6 principles, which have proven to be the basis for success. And these six steps of the RBSL cycle are as follows (Table 1):

Table 1 - Six steps of the RBSL cycle

1. Definition of goals and objectives P

2. Determination of methods for achieving goals

3. Conduct education and training B

4. Implementation of activities

5. Checking the effect of doing work C

6. Taking Appropriate Measures L

Let us dwell, briefly, only on Ishikawa Principle 1: “Defining goals and

Here, Ishikawa pointed out that until policy is developed by top management, no goals can be set. And “Management cannot exist at all where there are no policies and goals.”

Once the policy is defined, the goals and plans become clear. However, every department head and every decision-maker should have policies and goals: from general policies and goals, a transition must be made to regular and everyday policies and goals. In other words, policies and goals, management itself, is a hierarchical system.

It can be seen that Ishikawa's First Principle, also known as the P stage of the RBSL cycle, corresponds to the development of an organization's strategy. James Quinn defined strategy as follows: “A strategy is a pattern or plan that integrates an organization's major goals, policies, and actions into a coherent whole. ... The strategy should contain three essential components: (1) main chains of activity; (2) the most significant policy elements that direct or limit the field of action; and (3) a program of main actions aimed at achieving the set goals and not going beyond the chosen policy. The subsequent stages of the RBSL cycle are the implementation of the strategy. Those. in this case and the development of the strategy, and its implementation, and production in accordance with the new strategy, are carried out in one single cycle. Deming's RBSL cycle both sets the strategy and implements it.

3. RBSL cycles: gradual and abrupt improvement

Deming noted that in one cycle of RBSL, changes must be made in

"preferably small scale". This is due to the fact that the development and implementation of changes, real activity and its analysis, are carried out here simultaneously in a single cycle, so it is rather difficult to understand: what determines the results achieved - the shortcomings of new standards or the shortcomings of their implementation.

TQM addressing this shortcoming is provided by methods of gradual and abrupt improvements. The gradual ones are PDCAi, 7 steps and kaizen. Sharp (innovation) is the PDCA-SDCA system. Masaaki Isai described the need to divide improvement into two types: “What is cultivation? It can be broken down into kaizen and innovation. Kaizen means making small improvements in ongoing work that don't change the status quo. Innovation is a fundamental transformation that changes the status quo and is carried out as a result of large investments in new technology and/or equipment.

Incremental change is the Deming PDCA cycle in which emerging problems are resolved "on a small scale". Even fewer problems in the special cycles of PDCA1, 7 steps and kaizen, focused on "very local solutions", to eliminate the sources of problems one by one.

Abrupt changes are the achievement of the goal set by the organization by setting and achieving several interrelated goals, “with special goals subordinate to the general whole” - this is a strategy, and gradual changes are organization and successive achievement of individual goals are tactics. At the same time, upon achieving individual tactical results, the strategy “links the actual private results“ into one independent whole ”and uses it as it seems possible in accordance with the purpose of the organization” . Abrupt changes are proposed to be carried out by the system of two PDCA-SDCA cycles. Here, the functions of standards development (strategically, systemically) and their implementation are divided between the PDCA (standards development) and SDCA (standards implementation, production) cycles. At the same time, the PDCA cycle, as can be seen, is already different from the Deming PDCA cycle (it no longer includes production and analysis of production results).

At the same time, it is impossible to be limited to only innovation, or only small improvements (just as one cannot be limited to only strategy or only tactics), Imai wrote: “If a company wants to survive and develop, both innovation and kaizen are needed. The reason is that the system created as a result of the introduction of innovation gradually degrades if no efforts are made first to maintain it, and then to improve it.

3.1. Gradual improvement. Kaizen methodology

Kaizen means perfection. Masaaki Isai wrote that the starting point for improvement is the identification of a need. This requires acknowledging that there is a problem. If it is not revealed, then there is no need for improvement.

nii, there is no room for improvement. Therefore, this concept emphasizes the recognition of the problem and gives the key to identifying it. If the problem is known, it needs to be addressed. The kaizen methodology maintains and raises current standards through small, incremental improvements, a slow process that takes small steps.

A successful kaizen strategy unequivocally assumes that the responsibility for maintaining standards rests with the worker, and the improvement of standards is the responsibility of management. At the same time, the worker is also responsible for putting forward proposals for improvement. In addition, the worker and independently can carry out the improvement of their activities, if it does not go beyond the specified standards. The Japanese understanding of management boils down to the following: maintain and raise standards.

If during the RBSL cycle according to the kaizen methodology the proposed solution to the problem was implemented in practice, the next step is to check its effectiveness. In the case when it is found that the solution really improves the situation, it is fixed in the new standard (Fig. 6).

Figure 6 - Kaizen Decision Cycle

Note that the “Do” stage includes not only the implementation of the developed countermeasures, but also the production itself with the implemented countermeasures, otherwise it will simply be impossible to provide the “Check” stage - verification can only be carried out based on the results of real production.

"Kaizen is process oriented because to get better results, you must first improve the process." In kaizen, it is believed that the process is no less important than a very specific intended result - sales! And this is understandable, sales volume does not say anything about how to improve the process. Sales volumes (profits) are the starting point for serious marketing research and innovation and setting new goals.

Let us make a comment here about the term “result”, which is used in two meanings: as “the result of the process” (the quality of the process, the volume and quality of products at the output of the process) and as the “result of the organization” (the result of the implementation

products received by the system in which the production process is carried out). This issue is discussed in more detail in Section 6.

3.2. Gradual improvement. Cycles 7 quality steps and PDCA1

In TQM, the PDCA cycle “7 steps” is also known (7 steps of quality control, 7 QC steps, 7 QS). These steps are a standard methodology for improving weak processes. At the same time, the number of steps, in specific cases, can be less than 7 and more than 7, some companies use six or eight steps in their standard reactive problem-solving process, and there are discrepancies among the seven standard techniques themselves, this issue is not fundamental.

Similar to kaizen, the 7-step PDCA cycle is used to find and reduce the largest source of controllable probability - one main reason. These steps are shown in Table 2.

Table 2 - 7 Quality Control Steps

1. Select a topic (a specific improvement such as "reduce post-delivery defects seen in product X").

2. Collect and analyze information (decide which types of defects are most common). P

3. Analyze the causes (identify the main cause of the most common defect).

4. Plan and implement a solution (prevent the root cause from recurring). D

5. Evaluate the effect (check new data to make sure the solution worked). C

6. Standardize the solution (constantly replace the old process with the improved one). A

6. Explore other issues as well to see if there are more important issues that require our solution.

We also note that step 4, as in the kaizen cycle, includes not only the implementation of solutions, but, as Deming noted, the production activities themselves in accordance with the implemented solutions.

At the same time, since changes are carried out in real time, on the job, then: “It is more reliable to plan very local solutions, clearly highlighting the elimination of the key cause, leaving most of the system intact” . After eliminating this cause, the next key cause is identified and eliminated in the next cycle.

Sheba also gave a scheme for conducting the RBSA cycle, which aims to improve the process and its results one by one, eliminating the main shortcomings, which are shown in table 3.

Let us note in conclusion - subsections 3.1 and 3.2 - that the successive non-systemic elimination of individual identified causes (evolutionary changes) leads to the accumulation of contradictions in the system, which can give rise not just causes, but a crisis that can only be eliminated by a complex cycle of ROSA-BOSA (revolutionary changes).

rational change).

Table 3 - RBSA1 cycle

P Select the main flaw that introduces deviations in the results, analyze the root causes of the flaw, and plan a series of measures to eliminate it.

D Perform upgrade.

C Check that the improvement was effective.

A Properly standardize improvement and start next.

3.3. Sharp improvement. System of cycles RBSA-8BSA

As Deming himself noted, his PDCA cycle operates "preferably on a small scale." Breakthrough improvements in this Deming cycle are very difficult to make because the development of improvements, their implementation, production, and analysis of the results are all done together. This leads to the fact that if the planned results are not achieved, it is almost impossible to understand what caused it: either the improvement itself or the shortcomings of its implementation are to blame.

On a large scale, with dramatic improvements, the PDCA-SDCA cycle system is already working, based on the division of the planning and production functions of the classic Deming cycle into two autonomous PDCA and SDCA cycles (Fig. 7). The PDCA cycle here already differs from Deming's PDCA cycle: "PDCA is understood as a process during which new standards appear" . It no longer has production and analysis of production results. The SDCA cycle works, constantly focusing only on production. Having received new standards S from the PDCA cycle (Fig. 7), it introduces these standards into production activities - makes the required changes, then carries out real activities (stage D), controls production results (stage ^ and takes the required corrective actions in case of deviations of the results (stage A). ).

Figure 7 - Alternating SDCA and PDCA cycles

In the PDCA cycle of the PDCA-SDCA cycle system, which develops new standards to be passed to the SDCA cycle, only the following stages remain:

1. P - development (correction) of a plan for creating a new standard.

2. D - the process of creating a new standard.

3. C - checking the results.

4. A - corrective actions, setting a new standard.

The BOCA cycle has the following stages, mostly excluded from Deming's ROSA cycle:

1. B - knowledge of the standard, the introduction of a new standard.

2. B - real production activity in accordance with the standard.

4. A - certain corrective action depending on the results:

Initiation of a breakthrough cycle of RSOA (significant process and product deviations from standards are identified, or significant process and product improvement methods are identified).

As you can see, stage B of the BOCA cycle either confirms the standard, or implements a new received standard. At stage B of the BOSA cycle, there are no processes for creating new standards, only their implementation and production activities in accordance with the standards. At stage B of the ROSA cycle, only activities are carried out to create new standards, but there is no production activity. And it is clear why these cycles can only work together: “BOSA is used to stabilize and standardize the situation, and ROSA is used to improve it.”

Let us note what caused the emergence of the ROSA-BOSA cycle system. Imagine, for example, that a company operating in the Deming ROSA cycle has only released a small batch of its new product to the market “on a small scale”. What will happen? Numerous clones will instantly appear that will flood and take over the market, leaving no room for the company itself. In reality, companies first carry out all the development completely (moreover, in strict secrecy) and only then introduce the development immediately into mass production, and capture the maximum segment of the market. As he says famous saying: "Measure seven times, then cut." Work through, analyze, model, test seven times, and only then launch it into real life with all your might. At the same time, we simultaneously ensure the confidentiality of innovations, reduce resources and time for practical implementation, and ensure the stability and efficiency of real activities.

The need for such a development of the Deming ROSA cycle into the ROSA-BOSA cycle system is explained by the fact that the first began to develop in the early 50s of the 20th century, when the dictate of the manufacturer was just beginning to be replaced by the dictate of the consumer and competition between companies was just beginning to intensify. And the ROSA-BOSA cycle system appeared later, when competition had already intensified so that innovations in products began to be cloned literally in months, which simply did not allow launching limited batches of new products on the market. And innovations in the organization of activities

The problems have become so complicated that in Deming's RBSL cycles, gradually and "on a small scale", it has already become impossible to implement them without damage to production.

If we show the inputs and outputs of processes in the system of cycles RBSL-BVSL (Fig. 7), we will get a diagram of the process of sharp improvement (Fig. 8).

To code Exit

Figure 8 - Breakthrough Process

4. A system that provides both sharp and gradual improvement

Sharp improvements alone, as noted, cannot be dispensed with. A system that provides both abrupt and incremental improvements is shown in Figure 9.

Figure 9 - A system that provides both abrupt and gradual improvement

Figures 9a and 9b show three cycles. The main cycle is the BBSL cycle that ensures the current production activities, controls and corrects deviations in the quality of processes and products - deviations from existing standards. If a problem arises that requires a change in standards or the development of new standards, one of the RBSL cycles is turned on: gradual (RBSL ^ or sharp (RBSL 2) improvement. A more complete system is shown in Figure 9b. Here, plans coming from above, analysis of the external environment, interaction are taken into account cycles here are practically the same as in Figure 9a.It is noted that the RBSL2 cycle is a strategy - the solution of strategic tasks coming from production (the BBSL cycle) and the external environment.

Only this diagram does not show the input and output of the system. As can be seen (Fig. 9a, 9b), real activity is carried out at stage B of both the BBSL cycle and the RBSL cycle, respectively, production must constantly switch from the BBSL cycle to the RBSL1 cycle and vice versa. Apparently, for this reason, it was not possible to show the input and output of the process in this diagram, and another solution must be sought.

Considering the 7-step cycle, Shiba noted that it has the properties of both the RBSL cycle and the BBSL cycle: "it is an RBSL cycle in which the last few steps are the BSSL cycle (standard, use, check, reaction)". It can be seen that all stages of the RBSL cycles of gradual improvement (except for the P stage) also have the properties of both the RBSL cycle and the BBSL cycle. You can even call them BBSL cycles, noting that its stage L of such a BSBL cycle also provides for the improvement of the standard. Further, this cycle of BSBL will be called the "cycle of BSBL of improvement".

At the same time, the RVSL-BBSL system with the BBSL improvement cycle will function in accordance with Figure 10.

Figure 10 - System of RSVL-BSBL cycles with the BSBL improvement cycle

The BBSL improvement cycle has the following stages:

1. B - standards coming from above: the quality of processes and products, production volumes (plans), the introduction of new and improved standards.

2. B - real production activity in accordance with the standards.

3. C - analysis of the compliance of processes and products with standards.

4. L - a certain corrective action, depending on the results, providing:

Preservation of the standard - no correction is required (the process and products meet the standards, no improvement methods have been identified);

Bringing the process to the standard (deviations of the process from the standard were found);

Improvement of the standard (deviations of products from the standard or methods for improving the standard and products (with limited change in standards) were identified);

Data transfer to the RSBL cycle of a sharp improvement (significant deviations of the process and products from the standards were identified, or significant methods

process and product improvement).

The BSBL improvement cycle shown in Figure 10 differs from the classic BSBL cycle only in the presence of the above-mentioned (above in the text and in italics in Figure 10) the possibility of improving the standard at stage (L). All other functions are identical. The correspondence of the BSBL cycle of improvement to the RBSL cycles of gradual improvement is shown in Table 4 using the example of the RBSL cycle according to the kaizen methodology.

Table 4 - Correspondence of the stages of the BSBL and Kaizen cycles

Stage RBSL cycle according to kaizen methodology Stage BSBL improvement cycle

P Definition of the problem A Definition of the problem

P Analysis of the problem A Analysis of the problem

R Establishing causes A Establishing causes

P Planning of countermeasures A Planning of countermeasures: Depending on the results and analysis achieved: Standardization Bringing the process to the standard; Improvement of the standard; Transferring data to the RSBL cycle to launch a separate improvement cycle.

B Implementation of countermeasures 8 Implementation of new and improved standards.

Production B B - production according to standards

С Confirmation of the result С Analysis of the compliance of processes and products with standards.

A Standardization See stage A above

Only the shift of the stages of the BSBL cycle of improvement in relation to the RSBL Kaizen cycle is visible, which is completely unimportant: the correspondence of the cycles is complete. Similarly, one can show the correspondence between the BCBL improvement cycle and other RLSL cycles of gradual changes. However, it is absolutely impossible to compare the RBSL and BBSL cycles of improving the system of RVSL-BBSL cycles in this way.

Another argument for thinking of the well-known incremental improvement cycles as the BBSL improvement cycle is that the goal of both of these cycles is the quality of processes and products and their stage B is the actual production. Cycle management comes from below, from production. The purpose of the RBSL cycle is completely different - the creation of new standards. Its management mainly comes from above, from the goals and strategy of the organization, and only in case of serious problems with production, it comes from below.

The complete process of the organization's activities with the BSBL improvement cycle

is shown in Figure 11. Compare with Figure 9b, which does not even indicate the inputs and outputs of the system.

Vnod Vnod

Figure 11 - The process of the organization's activities, including abrupt and gradual changes with the BBSL improvement cycle

Note that here the RBSL cycle does not rotate constantly, but only during the development of a new standard, the rest of the time, being in the standby mode. At the same time, in the standby mode, stage P of the RBSL cycle functions and analyzes the information coming from the external environment and the BBSL cycle of improvement (from stage L). As soon as the need for the development of a new standard is identified at stage P, the RBSL cycle is launched (without affecting the BBSL cycle until the development of the standard is completed).

Such an extension of the BBSL cycle does not change the essence of the ongoing processes, but facilitates their description and understanding (compare Figs. 9a and 9b, and 11). The content of the RBSL and BBSL cycles and the RBSL-BBSL system are shown in Table 5.

Table 5 - PDCA and SDCA cycles of improvement, PDCA-SDCA system

PDCA cycle of PDCA-SDCA system BBSL improvement cycle RBSL-BOSL system with BBSL improvement cycle

Purpose Planning. Development of dramatic improvements Production. Stabilization or incremental improvement Planning. Production. Sharp improvement, stabilization or gradual improvement

Strategy/tactics Strategy development Tactics Strategy and tactics

Direction of information flows Top down with possible iterations from the bottom up Bottom up with possible iterations from the top down Planning - from top to bottom, production - from bottom to top (with possible counter iterations)

Approach Orientation to the result of the organization (foreseen goal) Process approach (orientation to the process and the result of the process) Orientation to the result of the organization (foreseeable goal); Process approach

Monitoring of the External Environment Processes and their results External and internal environment

5. System of 8BSA-RBSA cycles in a hierarchical organization 5.1. Hierarchical organization model

Shiba presented the hierarchical system of cycles of the BVSL-RBSL organization in the organization as a system of functional groups (subdivisions) at each level of the hierarchy (Fig. 12).

Figure 12 - Application of a quality improvement cycle within functional groups (here "new. STD" - a new standard)

However, we note that:

Such a model is obvious for an organization with directive authoritarian management, but not for the democratic management peculiar to Japan, where it was developed. Figure 12 shows that the RVSL-BBSL cycles are closed within one unit, there is no coordination between units.

At all upper levels there is no real production, and there can be no stage B of the BBSL cycle, which works only at the lowest level of specific production operations, and not at the level of managers.

Figure 12 shows only a limited model of functional groups, not the full model shown by Sheba in Figures 9a and 9b.

Shiba eliminated the first drawback by introducing "interfunctional relationships" (Fig. 13).

Actually, this figure 13 only shows the idea that specific production work, analysis of performance results, support of standards (BCSL cycles) should be carried out according to a hierarchical system. And goal-setting, the development of strategies, programs and action plans, the standards of activity themselves (RBSL cycles) - according to a democratic (parallel) system: "Parallel structures that carry out activities in the field of qualitative improvement create new work experience, standards for the hierarchical organization of daily work" . However, these ideas could not be depicted in the form of a complete unified model.

Real activity: management, control, especially policy development and goal setting cannot be carried out by one leader personally: "When developing policy, executive management must always keep the big picture in mind" . Such a general picture can only be formed by the joint activities of the

leader and his subordinates (and possibly with the involvement of other specialists and experts), who always have a better command of the situation in all their areas. At the same time, effective work can be carried out only if the size of the group is limited, preferably no more than 7-9 people. This is just the size of the group leader and his direct reports. The involvement of other lower-level managers also has no effect and may lead to worse results.

Figure 13 - Application of the quality improvement cycle within functional groups

At the highest levels, this is a group of a superior leader and subordinate leaders more low level hierarchy, at the very bottom - a group of leaders and ordinary employees who manage the means of production. Only in force majeure situations can one-man authoritarian management be applied (we note that for this the leader must have authority).

4 Structural element 100

Third party С101

Structural subdivided 110

Structural unit 120

Structural subdivision 1p0

2 2 2 2 2 □ □ □ □ □

Structural element 100

Structural element1p0

Figure 14 - Structural (management) element. a) element scheme, b) symbol, c) recursive union of structural elements

The article noted that the social model should focus not on one leader, but on the primary group of interacting individual leaders (superior and directly subordinate) with their established relationships, their culture, their interests, agreed goals -

for the primary team. The elementary cell of the organization is indivisible in the social sense - a structural element, is shown in Figure 14.

At the highest level, the structural element includes only the owner and head of the organization (with the possible involvement of specialists and experts), at the lowest level - the head of the lower level of the hierarchy and his ordinary employees with the means of production (Fig. 15).

Structural element 100

Structural unit 100 Formal organization Informal organization (subculture)

Employee Employee Employee

Means of production

Formal organization - Informal organization (organization culture)

production element

Figure 15 - Structural (production) element, a) element diagram, b) element symbol

All linear (vertical) links are bidirectional. The coordination of subordinate structural units in Figures 14 and 15 is marked with a solid line penetrating these units and going beyond the boundaries of the unit, here it is both formal and informal coordination on the principle of "each with each". Given the bidirectional vertical connections, the principle of "each with each" applies to both the leader and subordinates, the formed subculture and the commonality of interests and goals, the social structural cell is a single whole.

This structural production element (Fig. 15) occupies a special place in the management of Japan, where the level of production is called "gemba", literally meaning "place where work is done" or "place where value is added" . Imai says to go to the gemba, the place where the process takes place, whenever something unusual happens, or if you want to know the current state of affairs, to solve problems. Whether it's a shop floor process or a customer service window, gemba is the source of all information. Note that the information of production processes is mainly tactical information coming from the internal environment, and the processes of customer service and market research are mainly strategic information coming from the external environment. "Gemba service is the main purpose of management, which will not be easy for Russian managers to accept and get used to".

Taking such a structural element as an elementary cell of the system ensures the integrity of the entire system (Fig. 16).

It can be shown that the model shown in Figure 16 is fully consistent with the idea of Sheba shown in Figure 12. We only note that the BBSL cycles of improvement in the model (Figure 16) (in contrast to the Sheba model shown in Figure 16)

12) are present only at the lowest level, at the gemba level. We will discuss this in detail in the following subsections. However, in this case (unlike the one shown in Figure 12), the model is a single and inseparable whole - all elements of this system intersect (if the cycles are depicted as circles, then all of them will also intersect). And this whole unified system follows the achievement of the goal set for it, and does not act chaotically, but in accordance with the developed single strategy: constant promotion of short-term plans of the lower levels and correction of long-term plans of the upper levels, depending on the conditions and progress in achieving actual results at the lower levels. Here we can clearly distinguish the development of this program of activities (RBSL cycle) - the organization of activities, the practical activity itself with an analysis (the BBSL cycle of improvement) of "the conditions and progress in achieving actual results at the lower levels."

Figure 16 - Complete system model

5.2. RBSL cycle in hierarchical organization

The RBSL cycle according to the hierarchical structure of the organization is carried out recursively, it is described in the article. In each cycle, not one leader takes part, but a group that includes the leader and all his direct subordinates. Cycles unfold from top to bottom, covering the entire organization. Each cycle unfolds as shown in Table 6.

As can be seen from Table 6, each cycle works with all members of each elementary structural cell (Fig. 14 and 15). In each cycle, only the leader works at first, then, when he already has a vision of the issue, the leader considers the issue in more detail with his subordinates, then the leader makes a decision. The main flow of directives comes from the top down, but it is also met by the flow of possible corrections, from the bottom up.

As can be seen from Figure 14, this development can involve not only the head and his immediate subordinates, but also specialists and experts from other departments and third-party organizations, including external consultants, the need for which, with significant changes in the goals and serious changes required, is quite large. All this provides the required interfunctionality during the RBSL cycle.

This complex recursive cycle is carried out recursively at all levels of the organizational hierarchy, starting from the top. It ends with the fact that at each level

hierarchy, for each division and final contractor, goals, plans, programs, standards are set, the necessary resources are allocated.

Table 6 - RBSL cycle in an elementary structural cell of a hierarchical organization

R Formation of goals and policies by the head based on the goals and policies received from above and analysis of the internal and external environment. Building a leader's vision that ensures the achievement of the goal. Setting private strategic goals for subordinates to achieve the vision, programs and projects for the practical implementation of the vision (production, internal and external environment).

B Coordination with subordinate managers of their strategic goals, programs and projects of the enterprise. coordination between them. Determination of the structure of subordinate units and requirements for their leaders. Development of necessary changes. Clarification of goals and required resources to subordinate units.

C Verification of compliance of the complex of subordinate goals with a given goal.

L Coordination with subordinate leaders of their strategic goals, programs and projects. Preliminary approval of the goals and programs for their achievement by the unit. Possible refinement of the goals of the entire unit (repetition of the cycle).

Figure 16 shows the system of RBSL cycles (they are shown by rectangles). Each cycle works with the parent department and all departments subordinate to it. It can be seen that they intersect. Each subordinate cycle, depicted by a black small rectangle, is expanded as a cycle of subordinate subdivisions with subdivisions already subordinate to it (small unfilled rectangles are conventionally omitted for simplicity). The lowest level is the workplaces of the final performers (they do not have subordinates, only the means of production), along which intermediate products are promoted from the input of the organization (source materials) to its output (final products). In an organization, the top left filled rectangle is the relationship to the owner. As a result, we have a monolithic single cycle of organization.

When setting goals and activity programs, information in the RBSL cycles goes from top to bottom with possible iterations from bottom to top.

5.3. The 8BSL cycle in a hierarchical organization. Hierarchical system of cycles RVSL^BSL

The BBSL cycle, as noted above, is present only at the lowest level of the organizational hierarchy. He introduces the standards developed in the RBSL cycle into the production of products (and then improves them). The basis of the cycle is the control and analysis of the quality of production processes and product quality. This data is immediately sent from the workstations to the masters who control the BBSL cycle. In this cycle, the main interaction is between, for example, the foreman and the workers who operate the production equipment. If deviations are found, which

What can be eliminated by small changes in processes or improvement of standards, this is done in the BBSL improvement cycle. If these deviations are more significant and require elaboration, the RBSL cycle (the ROSL-BOSL system) is launched, in which the same foreman and workers participate. If the deviations are very significant, and they do not have enough competencies and resources to eliminate them, then they must transfer the appropriate report to a higher level of the hierarchy (Fig. 17). And this, as Shiba noted, already requires a strategic decision: it requires a correction of goals or allocated resources. If there are not enough competencies and resources at a higher level, the decision is transferred to an even higher level of the hierarchy.

Figure 17 - System of RBSL-BVSL cycles of a hierarchical organization

In general, reports on the achievement of individual (tactical) results (or deviations) during the BBSL cycle climb up the hierarchy (with little or no cross-functional coordination), at each level checking the set indicators and, if necessary, immediately taking corrective actions (or starting a new one). RBSL cycle) from top to bottom. This does not have to be from the highest level of the hierarchy: both corrective actions and the RBSL cycle can be carried out starting only from the level of individual departments. As a result of such a construction of the cycle, the system is "doomed to produce high-quality activities in a short time" . Note that this is already a strategy (analysis of the system of results “with special goals subordinated to a common whole”), which, as noted above, “links the actual partial results“ into one independent whole ”and uses it in a way that seems possible in accordance with for the purpose of organization. At the same time, the P stage of the RBSL cycle is here

conducts the composition of plans up the hierarchy and checks the control of plans and results at each level of the hierarchy.

Thus, the BBSL cycle functions only at the level of real production - the gemba level. At higher levels, both downwards (decomposition and planning) and upwards (composition, reports, analysis of complex results), the RBSL cycle works. This is clearly seen from Figure 17, the upper levels of the hierarchy are built in a similar way. At the same time, when composing reports, the RBSL cycle does not rotate, only one of its stages P works. The RBSL cycle is launched only when significant deviations of reports (forecasts) from plans are detected (or when there are deviations in the internal environment).

Note that the RBSL cycles actually intersect, since the same leaders are included in both the upper cycle and the lower cycle (Fig. 16), and the lower RBSL-BBSL cycles are mainly performed by the same teams. At the lowest level, each BBSL cycle involves, for example, the foreman and workers who control the means of production. At the second level from the bottom, the same craftsmen and the head of production participate. At the third level from the bottom, the director and his subordinates, the same production manager and heads of other departments, participate. Thus, despite the apparent disconnection of the system, all its elements intersect (Fig. 16). You can compare the circuit shown in Figure 17 with the circuit shown in Figure 12.

Note the lowest level of RBSL cycles. This cycle can set a strategy - the organization by the production site of achieving several interrelated goals, "with special goals subordinate to the general whole", or tactics - the organization and achievement of individual operational goals. For production with a high degree of formalization, this lower level is more tactical, for production with a low degree of formalization, this level is more strategic.

Thus, at the upper levels, from top to bottom, the strategy is developed by RBSL cycles (at the lower levels, RBSL cycles can also develop tactical issues). Then, when all the standards are set for all workplaces, production activities are determined by the BBSL cycles (with the introduction of new standards and the improvement of processes and standards) - tactics. Next comes the upward flow of reports from the bottom up - a strategy that "links the actual partial results" into one independent whole "and uses as much as is possible in accordance with the purpose of the organization" .

6. Process approach and result orientation

One of the main features of the system are connections with environment for the exchange of resources. It is the exchange of resources that makes it possible to ensure the development of the system: “At the input of the system is the flow of materials, labor, capital. The technological process is organized for the processing of raw materials into the final product. The final product, in turn, is sold to the customer" and the organization "uses the profits generated to support development."

The product at the output of the organization as a system is what it produces in the course of processes and offers to the consumer. The result of the organization is what it receives from its activities, from the sale of its products to the consumer. This is a product of the organization-consumer system - these are the resources received by the organization from the consumer: tangible, intangible and, mainly, economic. Obtaining a product of the organization-consumer system is the goal of the organization (the expected result), the goal, the achievement of which ensures the self-preservation and development of the organization. The organization's output, in and of itself, cannot be the purpose of the organization.

Note that the economic result of the organization is not the proceeds from the sale of products to the consumer, it is the output of the net product - an indicator of the volume of production of the enterprise in monetary terms, characterizing the cost of the newly created product. It is defined either as gross output minus material costs and depreciation, or as the sum of wages spent on the creation of products and the profit of the enterprise from the sale of manufactured goods. It is an analog of national income at the enterprise level.

The process approach - this is the maintenance and continuous improvement of processes and products - covers feedback on the result of the process: the quality of processes and products (current and predicted) at the outputs of the processes. It is provided by the BOSA cycles of maintenance and gradual improvement and the system of ROSA-BOSA cycles - at the gemba level.

Result orientation is the analysis of the external environment and setting new higher goals for the organization (the goal is the expected result) and focusing on dramatic improvements to achieve these goals. Including new and changed processes (new products, upgraded products, new technologies, etc.). Covers feedback on the result of the organization (current and predicted). The result that gives the organization the sale of the product to the consumer. It is provided by the RBSL (innovation) cycle.

The process approach (orientation to the result of the process) is mainly closed within the organization at the gemba level. Orientation to the result of the organization includes both the consumer of products, and the processes of selling products to the consumer, and monitoring the external environment. It is produced in the organization-consumer system (Fig. 18).

I_____________________________I

Figure 18 - Process Outcome and Organizational Outcome

The difference in the temporal characteristics of these two feedbacks is obvious: if feedback on the quality of processes and products can be carried out in real time (with fast processes, even per minute), then feedback

Zyu according to the result, the situation is completely different. So, for example, the profit received can be found out only after a quarter, or even a year.

Accordingly, it is also obvious that both feedbacks are necessary. Moreover, for commercial companies, the quality of processes and products is not a goal, but a means of obtaining a result: if the highest quality (in terms of accepted standards) processes and products do not bring profit to the company, they must be completely revised with a focus on results. In general, any organization that exists in the external environment is focused on the result of the organization (survival and development), on what it receives from the external environment. Quality processes and outputs are the means by which an organization achieves results.

The process approach, when the system is configured to support processes and products to specified standards and improve them in real time (in a temporary separation from the results of implementation), is operational management. And, only when a change in demand is detected (or a sharp drop in the results of processes), feedback on the result of the organization (strategic management) is activated. As Shiba pointed out, it is necessary to find a compromise between the result orientation of the organization and the process orientation (on the result of the process), not only long-term results-oriented goals (organizations), but also "intermediate process-oriented goals" are needed.

Japan has traditionally focused on the process, the United States - on the result. The main shortcomings of the Japanese system are the leveling and slow promotion of young employees, as well as their low wages. However, the system of remuneration and promotion based solely on age and seniority is becoming obsolete in terms of efficiency. Or already outdated. But only in last years the Japanese began to modernize it, gradually introducing contracts, internal competition, accounting for personal contribution, a pay system based on results, and other elements of Western management.

Process approach - cycles BBSL and RBSL-BVSL - the lowest level of the hierarchy (gemba). Where the upper RBSL cycles work, there the question is already about goals and resources, and this is already a result orientation. For example, the issues of production planning in terms of volumes and nomenclature do not come from the processes, but from the goals of the organization, if necessary, they change the processes. As we climb higher through the RBSL cycles (Fig. 17), the analysis of the external environment becomes more and more important, the result orientation in a dynamic external environment increasingly dominates process management, setting and replacing and changing the processes themselves. The main orientation at the upper levels is on goals and resources (foreseen results), and this is already a result orientation.

7. Orientation to the results of organizational units

Figure 18 shows that only the entire organization as a whole works for the result of the organization, while the divisions work only for the process. Therefore, the result achieved by each unit (what it receives for its activities) is determined by

is divided administratively and subjectively (distribution from above from the "common pot").

At the same time, each division of the organization (each stage of the process) has its own consumer - the next division (the next stage). At the final stage - the product or service goes to the final consumer. Here, each of the divisions is "a place where value is added". And the result achieved by each division should not just be assigned from above, it should be determined by the value added by that division. To do this, there are various methods, for example, internal cost accounting, budgeting, transfer prices, etc. To introduce these methods, the units must have sufficient independence.

Figure 19 shows an organization with three independent divisions (with processes occurring within them) and with feedback on the result of the divisions.

Monitoring

Wednesday Result 1 subdivision

Environmental Monitoring

Department¡Result (process)

Result

2 divisions

Environmental Monitoring

Organization! Organization result

Department [Result (process)

Department (process) Result ■ ^ Customer

process ^ (product) 1

Figure 19 - Organization with three independent divisions

In this case (Fig. 19) there is no administrative distribution (Fig. 19 the central leadership is not even conditionally depicted). Revenue from the sale of products goes to the final unit of the organization, however, this is not the result of this unit, but of the entire organization. The final division passes the results of other divisions down the chain from output to input. And the very first division pays for both input materials and components (not shown in Fig. 19). Here, the real result of each division is determined by the added value created by it (after the sale of the final product to the consumer), and each division is focused on obtaining its maximum added value. The process approach here is implemented within departments.

Such an organization with a focus on results is most consistent with the mentality of the West and Russia, but Japan, as noted above, has taken the path of increasing the role of performance-based pay in recent years. At the same time, both in the West and in Russia, the process approach is increasingly being used.

It can be noted that, in the limit, result orientation can be brought to each employee of the organization, only it is required to observe the optimum between payment for an individual result, for a collective result, and for the quality of processes and products.

1. A well-known development of the Deming RBSL cycle is: the system of RBSL-BBSL cycles of sharp improvement, in which the change development functions (RBSL cycle) and the change implementation functions (BBSL cycle) are divided between these two cycles, and the RBSL cycles of incremental improvement: kaizen, 7 steps , RBSL1. The first allows for sudden changes, the second - gradual.

2. The “SDCA improvement” cycle proposed in the article for the PDCA-SDCA system allows you to solve all the issues of both sharp and gradual improvement without additional cycles, in one system of cycles.

3. The proposed system of PDCA-SDCA cycles provides for all activities of the organization. At the same time, the PDCA cycle is basically a strategic management system, the SDCA cycle is all tactics and all real production.

4. The process approach (process outcome orientation) is defined by the SDCA cycle and the lower level of the PDCA-SDCA system, while the organization's outcome orientation (strategic approach) is defined by the higher PDCA cycles.

5. For a hierarchical organization, a system of PDCA-SDCA cycles was built, which forms an inextricable intersecting hierarchy, in which the subject of each elementary cycle is a group that includes at least the leader and his immediate subordinates.

6. In a hierarchical organization, the SDCA cycle functions only at the lowest production level of the hierarchy (gemba), however, the results of the processes are transferred to the PDCA cycles (P stages) up to the highest level of the hierarchy, triggering the required PDCA cycles on deviations.

7. The process approach works at the lowest level of the hierarchy (gemba). At the upper levels, where PDCA cycles work, the orientation is towards goals and resources (foreseen results), and this is already a result orientation.

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English Deming Cycle - circle of quality) is a constant circle of regulation of the improvement of the product and production processes, optimization of individual units and objects. This circle is often called the cycle PDCA. PDCA loop ( Plan-Do-Check-Act): planning - doing - checking - implementing) is a widely used method of continuous quality improvement. The second name of the method is the Deming cycle, because of the visual circular graphical interpretation of the stages of the cycle.

Through constant checks before, during and after the production process, the development of responsibility for quality and, above all, through the constant audit of the production process, weaknesses in various processes in the enterprise can be detected. PDCA serves precisely to detect the causes of marriage and support the entire process up to the elimination of defects.

Scheme 1. Circle of quality (Deming cycle)

Stages of the Deming cycle

The circle of quality includes the following steps:

Planning. Actions must be planned before the change begins. This step covers the analysis of the actual state, information about the potential for improvement, as well as the development of a planned concept.
Implementation. This is the name of the course of action corresponding not to the common concept of transformation, but to approbation, testing and optimization of the previously accepted concept using quickly implemented and simple tools.
Control. Here, the result implemented in a small process is controlled and carefully rechecked for a wide movement of improvements as a new standard.
Realization. In this step, the new concept is implemented, documented and regularly reviewed. These actions can cover large changes in the structure and course of processes. Improvements start again with the planning step.

Quality management system norms ISO 9004(Part 1) describe the life cycle of a product as a circle of quality. The product has its own life cycle. From the moment a product idea arises to its appearance and withdrawal from sale, the product goes through several phases. During each phase, activities are carried out that affect the quality of the product. The relationship between the product life cycle and the quality circle is shown in Figure 2. The quality circle of the product life cycle is also a model of the production processes that will be carried out in order to meet the needs of the consumer. In each phase of the product life cycle, there are certain quality requirements, which are determined by quality standards.

In marketing and sales, it is about determining the requirements for products and customer services. On the basis of market research or through the joint development of the required product indicators (terms of reference, description of product requirements, set of customer requirements), it is possible to more broadly determine the wishes of customers.

Scheme 2. Product life cycle as a circle of quality.

Once product specifications have been established, product development and design must answer the question: How can the required quality standards be met?

In order to achieve the required quality, it is of great importance to influence the quality of the final product, what initial quality the purchased materials, semi-finished products will present, to what extent they meet the requirements for the final product for the client!

In the field of storage, warehousing and shipping, it is necessary to have standards that ensure good quality products. For example, during storage and warehousing for some products, damage to product packaging is affected by high pressure and high temperature. In order to ensure quality during the transportation of products, the rules of transportation are also agreed within the established norms.

Ensuring the quality of a product does not end with the transfer of the product to customers. The most important thing is customer satisfaction and continuous improvement of the conditions of suppliers. At the same time, the quality of the product is examined during practical use with customers. A good indicator of the quality of a product during its use is the management of complaints. Product deficiencies provide important information and data for product and process improvement in the manufacturing facility.

With name Edward Deming link the rise of the Japanese economy.

Deming Cycle (PDCA)— a decision-making process that is used in managing the efficiency and/or quality of business processes.

Also known as: Deming Cycle, Shewhart cycle, Deming Wheel or Plan-Do-Study-Act, Plan-Do-Check-Act, Deming Loop, PDCA, Quality Loop

Deming is famous for formalizing the process of continuous improvement in the quality of work. In modern terms - continuous improvement of business processes, regardless of the structure or form of ownership of the organization.

What is the Deming cycle?

Usually, the Deming cycle is considered as an approach that is applied when introducing changes and solving problems in existing business processes. The basis of this approach is that we carry out targeted, separately allocated work to improve quality:

plan. In the planning stage, in which the manager identifies the problem and draws up a plan of action to eliminate it
Do. Then the developed solutions are implemented in real work, they are necessarily tested, i.e. it is important to make sure that we actually implement the change as intended
Check. The results are measured and compared with the required ones. It is important to note that the result must be measured. Those. if we cannot measure business processes, then we cannot manage them. At this stage, we check that the problem is really solved
act. If we are satisfied with the results obtained, then the changes are fully implemented - regulatory documents are rewritten, new rules of action become mandatory for all employees.

To implement the process of continuous quality improvement, the manager just needs to ask himself one simple question: "What can I improve."

Organizational change management

Much easier to get positive result from one well-balanced and carefully chosen small improvement in the method of work than from a global overhaul of the entire business process. In this case, such a change can easily cover the money and time needed to implement it.

If you make just one small improvement per week, then in one calendar year (50+) weeks you can achieve really outstanding results and significantly increase your efficiency!

A formal approach to implementing change will always cost a team dearly, both in time and money. Sometimes they can have a negative effect and push the team far back. Therefore, in the process of any changes, the consent of all interested parties, incl. performers.

An attempt to change "everything at once" often leads to failure. the manager has to work not only with the natural resistance of people to change, but also to observe the natural increase in errors associated with the fact that people began to do their job differently. Trying to implement more than one methodological improvement at the same time is a lost cause.