The cycle is then repeated, striving for new levels of quality and customer satisfaction. The tools and the PDCA cycle allow for both creative and analytic thinking. Creative or divergent thinking encourages many ideas and new possibilities, to break through paradigms and see beyond the current way of doing things. But creativity must be tempered by analysis or convergent thinking that brings ideas back together in a usable form. Experts and corporations have added custom approaches to problem-solving onto the PDCA cycle.
Some models highlight customer research or searching for opportunities or monitoring.
Regardless, the PDCA cycle usually remains at the heart of these models, in spirit if not in name. Making these principles the foundation of an organization requires strong visionary leadership. Creating both the systems and culture for metacraftsmanship requires strong influence and support from the very top of any organization. The leadership necessary for success cannot be delegated or ignored. Inspiring others, listening, challenging fears, participating in the action - all are required of the CEO in the move to metacraftsmanship.