Title: Change management
Content: Levels, goals, and strategies ; Measurement system ; Sequence of steps ; Implementation and organizational changes The Plan-Do-Check-Act Cycle, created by W. Edwards Deming, is a management method to improve business method for control and continuous improvement of choosing which changes to implement. When determining which of the latest techniques or innovations to adopt, there are four major factors to be considered:
Title: PDCA
Content:  PDCA (plan–do–check–act or plan–do–check–adjust) is an iterative design and management method used in business for the control and continuous improvement of processes and products. It is also known as the Deming circle/cycle/wheel, the Shewhart cycle, the control circle/cycle, or plan–do–study–act (PDSA). Another version of this PDCA cycle is OPDCA. The added "O" stands for observation or as some versions say: "Observe the current condition." This emphasis on observation and current condition has currency with the literature on lean manufacturing and the Toyota Production System. The PDCA cycle, with Ishikawa’s changes, can be traced back to S. Mizuno of the Tokyo Institute of Technology in 1959.
Title: Continual improvement process
Content:  The PDCA (plan, do, check, act) or (plan, do, check, adjust) cycle supports continuous improvement and Kaizen. It provides a process for improvement since the early design (planning) stage of any process, system, product or service.
Title: PDCA
Content:  PDCA is associated with W. Edwards Deming, who is considered by many to be the father of modern quality control; however, he used PDSA (Plan-Do-Study-Act) and referred to it as the "Shewhart cycle". Later in Deming's career, he modified PDCA to "Plan, Do, Study, Act" (PDSA) because he felt that "check" emphasized inspection over analysis. The PDSA cycle was used to create the model of know-how transfer process, and other models. The concept of PDCA is based on the scientific method, as developed from the work of Francis Bacon (Novum Organum, 1620). The scientific method can be written as "hypothesis–experiment–evaluation" or as "plan–do–check". 
Title: W. Edwards Deming
Content:  It is a common myth to credit Plan-Do-Check-Act (PDCA) to Deming. Deming always referred to the Cycle as the Shewhart Cycle for Continuous Learning and Improvement. In the article on "Clearing up myths about the Deming cycle and seeing how it keeps evolving", by Ron Moen and Clifford Norman, they refer to the first origins of PDCA in the work of Galileo on Designed Experiments and Francis Bacon's work on Inductive learning. The basic idea of Scientific method being - making a hypothesis, conducting experiment, learning about hypothesis through experiment results. Later the idea seems to have inspired I J Lewis and through him to Shewhart, giving a clear account of evolution period from 17th century. Deming credits a 1939 work by Shewhart for the idea and over time eventually developed the Plan-Do-Study-Act (PDSA) cycle, which has the idea of deductive and inductive learning built into the learning and improvement cycle. Deming finally published the PDSA cycle in 1993, in The New Economics on p. 132.
Title: Thinking processes (theory of constraints)
Content:  overcome in the process. ; Transition Tree (TT) - describes in great detail the action that will lead to the fulfillment of a plan to implement changes (outlined on a PRT or not). ; Strategy & Tactics  (S&T) - the overall project plan and metrics that will lead to a successful implementation and the ongoing loop through POOGI. Goldratt adapted three operating level performance measures—throughput, inventory and operating expense—and adopted three strategic performance measures—net income, return on investment, and cash flow—to maintain the change. The primary thinking processes, as codified by Goldratt and others: Some observers note that these processes are not fundamentally very different from some other management change models such as PDCA "Plan-Do-Check-Act" (aka "Plan-Do-Study-Act") or "Survey-Assess-Decide-Implement-Evaluate", but the way they can be used is clearer and more straightforward.
Title: Organization development
Content:  client system so that progress can be determined and necessary adjustments in learning activities can be made. Minor adjustments of this nature can be made in learning activities via Feedback Loop B (see Figure 1). Major adjustments and reevaluations would return the OD project to the first, or planning, a stage for basic changes in the program. The action-research model shown in Figure 1 closely follows Lewin's repetitive cycle of planning, action, and measuring results. It also illustrates other aspects of Lewin's general model of change. As indicated in the diagram, the planning stage is a period of unfreezing, or problem awareness. The action stage is a 
Title: Lesson study
Content:  with respect to the students they consider. Despite differences between Japanese and American educational systems (see Education in Japan and Education in the United States), the practice is gaining in popularity in the United States in K-12 education and teacher training (See Instructional rounds), and more recently it is finding a home in higher education as a form of faculty development. This is a specific example of the ongoing Japanese devotion to the Plan-Do-Check-Act PDCA decision-making discipline pioneered by W. Edwards Deming, which is based upon the Shewhart Cycle (named after Deming's collaborator from Bell Telephone Laboratories, Walter A. Shewhart).
Title: PDCA
Content:  to projects and products that are already in detailed design can be costly; this is also seen as Plan-Check-Do-Act. Rate of change, that is, rate of improvement, is a key competitive factor in today's world. PDCA allows for major "jumps" in performance ("breakthroughs" often desired in a Western approach), as well as kaizen (frequent small improvements). In the United States a PDCA approach is usually associated with a sizable project involving numerous people's time, and thus managers want to see large "breakthrough" improvements to justify the effort expended. However, the scientific method and PDCA apply to all sorts of projects and improvement activities.
Title: Action research
Content:  of planning, action and fact-finding about the result of action".   Lewin's description of the process of change involves three steps: Figure 1 summarizes the steps and processes involved in planned change through action research. Action research is depicted as a cyclical process of change.  Major adjustments and reevaluations would return the OD project to the first or planning stage for basic changes in the program. The action-research model shown in Figure 1 closely follows Lewin's repetitive cycle of planning, action, and measuring results. It also illustrates other aspects of Lewin's general model of change. As indicated in the diagram, the planning stage is a period of 

Question: who is the originator of the plan-do-check-act model of performance improvement?
Answer: W. Edwards Deming.