{"id":21023,"date":"2025-10-08T11:47:13","date_gmt":"2025-10-08T09:47:13","guid":{"rendered":"https:\/\/e-opex.pl\/?p=21023"},"modified":"2025-10-08T12:17:04","modified_gmt":"2025-10-08T10:17:04","slug":"dmaic-or-pdsa-cycle","status":"publish","type":"post","link":"https:\/\/e-opex.pl\/en\/dmaic-or-pdsa-cycle\/","title":{"rendered":"DMAIC or PDSA cycle?"},"content":{"rendered":"\t\t
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\n\t\t\t\t\t\t\tWhat is needed for improvement \u2013 \u200b\u200bDMAIC or PDSA?\t\n\t\t\t\t\n\t\t<\/h3>\n\t\t\n\t<\/div>\n<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Today’s pace of life and business is incredibly fast. We strive to keep up \u2013 both in our daily activities and in our long-term strategic plans. We want to act quickly, efficiently, and effectively. We expect ready-made solutions, best practices, and proven workflows. At first, it often seems like it’s working \u2013 the results are indeed rapid, and many people are delighted. However, in the long run, this has nothing to do with lasting improvement.<\/strong><\/p>

True effectiveness and sustainability of change begin with understanding the basics and asking three fundamental questions:<\/p>

  1. What do we want to achieve?<\/li>
  2. What methods do we use to achieve it?<\/li>
  3. How do we know we’ve achieved it?<\/li><\/ol>

    These are simple, yet challenging questions \u2013 relevant to CEOs, managers, and Six Sigma practitioners (Green Belts and Black Belts).<\/p>

    The answers to these questions allow us to direct our actions \u2013 above all, to distinguish between routine and discovery projects.<\/strong> Both types are important, but require different methods and tools. In the context of Six Sigma, this distinction is crucial.<\/strong><\/p>

    We often hear the question:<\/p>

    Can Six Sigma projects be implemented anywhere?
    The answer is no<\/strong>.<\/p>

    Routine projects\u2014those in which the solution is known and success depends primarily on time and resource management\u2014do not fall under the Six Sigma umbrella.<\/strong> The second type\u2014discovery projects\u2014require a combination of expert knowledge, theory, and tools that allow for effective hypothesis testing and building an understanding of cause-effect relationships. The knowledge discovery process is iterative and multi-level, and theories are usually numerous.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    Kliknij, aby powi\u0119kszy\u0107<\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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    \n\t\t\t\t\t\t\tPDSA \u2013 the natural choice for discovery projects\t\n\t\t\t\t\n\t\t<\/h3>\n\t\t\n\t<\/div>\n<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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    Deming’s PDSA (Plan\u2013Do\u2013Study\u2013Act)<\/strong> model is a natural choice for discovery projects, particularly in activities requiring iterative knowledge building about cause-and-effect relationships.<\/p>