Using the PDCA Model to Improve Processes

We continue our change management series as we dive into The PDCA cycle – a practical framework that promotes continuous improvement and analysis during change

CREDIT: This is an edited version of an article that originally appeared in Indeed

Developed by Dr. W. Edwards Deming, the PDCA cycle (also known as Plan-Do-Check-Act) is a framework for continuous improvement and organisational development. It emphasizes iterative learning and refinement, helping teams implement change while evaluating outcomes.

When and Where Managers Might Apply the PDCA Model

The PDCA cycle can be applied in a wide range of scenarios where continuous improvement and careful evaluation are needed:

Organisational change: Merging teams, relocating premises, or restructuring departments

Process improvement: Streamlining workflows, introducing software, or revising procedures

Project management: Testing new initiatives or pilot programs before full implementation

Employee development: Rolling out training programs or performance improvement plans

The model consists of four key phases:

Plan
In this stage, leaders identify the necessary changes and determine how to implement them. This is where goals, processes and resources are carefully considered. Example: Two school departments – the science and technology labs – are being merged into a single facility. Leadership plans how class schedules, lab responsibilities and equipment use will be coordinated before the move begins.

Do
The plan is put into action. Employees and teams start making the changes outlined in the planning stage. Example: Students and teachers start using the merged lab space, new timetables are introduced and updated safety procedures are communicated to everyone involved.

Check
At this stage, leaders review how the changes are working. They evaluate processes, employee adoption and the impact on overall operations. Example: The SBL or SLT observe how teachers and students are adjusting to the new lab setup, track scheduling conflicts, equipment availability, or workflow issues and gather feedback from staff and students.

Act
Based on the review, leaders refine and improve processes. Successful changes are standardized, and lessons learned inform future improvements. Example: After assessing the transition, the school adjusts timetables, provides additional training for staff on new equipment, and implements clearer procedures to ensure the merged lab operates smoothly and safely.

One of the greatest strengths of the PDCA cycle is that it encourages input from multiple sources, involving employees, teams and stakeholders at every stage – planning, implementing, checking and acting. This helps leaders gain a much clearer understanding of what’s working, what isn’t and why. This broad perspective helps uncover hidden challenges and ensures that solutions are practical and effective.

In the next instalment of our change management series, we’ll explore the Satir Change Model, which focuses on guiding employees through the emotional journey of change.