Presented by: Nitish Kohli 12 Rajeev Ranjan 13 Shruti Sharma - 20

A PPAREL Q UALITY M ANAGEMENT

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B IOGRAPHY: A B RIEF

Born:
Citizenship: Fields: Institutions:

July 13, 1915; Tokyo, Japan

Japan Quality, Chemical Eng. University of Tokyo, Musashi Institute of Technology

Alma Mater: Known for:

University of Tokyo Ishikawa diagram, Quality Circle

Notable Awards: Walter A. Schewart Medal, Order

of the Sacred Treasures

Died:

April 16, 1989 (aged 73)

T HE D ETAILS

The oldest of the eight sons of Ichiro Ishikawa. 1939: Graduated with an engineering degree in applied chemistry from University of Tokyo. 1939-1941: worked as Naval Technical Officer. 1941-1947: worked at Nissan Liquid Fuel Company. 1947: started as an associate professor at the University of Tokyo 1949: Joined the JUSE (Japanese Union of scientists and Engineers) quality control research group. 1960: full professor in the Faculty of Engineering at the University of Tokyo

Post World War II: translated, integrated, and expanded the management concepts of W. Edward Deming and Joseph M. Juran into Japanese system. 1962: introduced the concept of Quality of circles in conjunction with JUSE. 1963: Annual Quality Control Conference for Top Management. 1978: undertook the Presidency of Musashi Institute of Technology. 1982: development of Ishikawa Diagram

TO

ADD TO THE CREDITS

Held position as the Chairman of the monthly Statistical Quality Control. Involvement in International Standardization Techniques.

C ONTRIBUTIONS TO Q UALITY

User friendly quality control Fishbone cause and effect diagram- Ishikawa Diagram Implementation of quality circles Emphasized the internal customer

Shared vision

AWARDS

AND

R ECOGNITION

1972: American Society for Qualitys Eugene L. Grant Award 1977: Blue Ribbon Medal by the Japanese Government for achievements in industrial standardization 1988: Walter A. Shewhart Medal 1988: awarded the Order of the Sacred Treasures, second class, by Japanese Governement

Nihon Keizai Press Prize

Industrial Standardization Prize

B OOKS A UTHORED

1980: QC Circle Koryo: General Principles of the QC Circle 1985: How to Operate QC circle Activities 1985: What is Total Quality Control? The Japanese Way 1990: Introduction to Quality Control. J.H.Loftus (trans.)

C ONTRIBUTIONS

His notion for company wide quality control called for continued customer service With his cause and effect diagram, he made significant and specific advancements in quality improvement. He also showed the importance of the seven quality tools: control chart, run chart, histogram, scatter diagram, Pareto chart and flowchart. Explored the concept of quality circles Believed in the importance of support and leadership from top level management.

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Emphasized on quality throughout a products life cycle and not just during production.

Customer satisfaction and not standards, is the ultimate source of decision making.
He felt standards to be continuous quality improvement programsthey too should be constantly evaluated and changed.

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P LAN -D O -C HECK -A CT M ODEL

Ishikawa expanded the Demings Plan-Do-CheckAct models four steps into following six:

Determine goals and targets

Determine methods of reaching goal

Engage in educating and training Implement work

Check the effects of implementation

Take appropriate action

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Demings 4 steps expanded into 6 steps

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G REAT

WORDS !

I first considered how best to get grassroots workers to understand and practise Quality Control. The idea was to educate all people working at factories throughout the country but this was asking too much. Therefore I thought of educating factory foremen or on-the-spot leaders in the first place. --in a speech to mark the 1000th quality circle convention in Japan in 1981, he described how his work took him in this direction.

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The results of these company-wide Quality Control activities are remarkable, not only in ensuring the quality of industrial products but also in their great contribution to the company's overall business. --Ishikawa

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C OMPANY

WIDE

Q UALITY

Rather than technical contributions to quality, Ishikawa is associated with Companywide Quality Control Movement that started in Japan in the years 1955-1960 following the visits of Deming and Juran.

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Features:

Quality control in Japan is characterized by company-wide participation from top management to the lower ranking employees. All study statistical methods, as well as participation by the engineering, design, research and manufacturing departments, also sales, material and clerical or management departments (such as planning, accounting, business and personnel) are involved.

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E FFECTS OF COMPANY WIDE

QUALITY

Product quality is improved and becomes uniform. Defects are reduced. Reliability of goods is improved. Cost is reduced. Quantity of production is increased, and it becomes possible to make rational production schedules. Wasteful work and rework are reduced. Technique is established and improved. Expenses for inspection and testing are reduced. Contracts between vendor and vendee are rationalized.

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The sales market is enlarged.

Better relationships are established between departments. False data and reports are reduced.

Discussions are carried out more freely and democratically.

Meetings are operated more smoothly. Repairs and installations of equipment and facilities are done more rationally. Human relations are improved.

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I SHIKAWA D IAGRAMS

Also known as fishbone or cause-and-effect diagram, shows the causes of a certain effect. Common uses of Ishikawa diagram are product design and quality defect prevention. Each cause or reason for imperfection is a source of variation.

Causes are usually grouped into major categories to identify these sources of variation.

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B ASIC C ONCEPT

One problem/effect 7 causes lead to the problem/effect The causes are divided into main and side causes The 7 causes are:

Methods Machinery Management Materials Manpower Environment Measurement

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A IM

Find the causes, main and side causes Clarity Interdependence of the causes Improve them for having the wanted effect or eliminate them for solving the problem

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I SHIKAWA D IAGRAMS

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P ROCEDURE

Sketch the diagram and inscript the needed causes Work the main and side causes out

Check the completeness

Weight the main & side causes in terms of meaning & influence

check the selected causes for rightness

The team discusses about the solution

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Q UALITY C IRCLES

A quality circle is a volunteer group composed of workers(or even students), usually under the leadership of supervisor (but they can elect a team leader), who are trained

to identify, analyze and solve work related problems present their solutions to management To improve the performance of the organization, And motivate and enrich the work of employees.

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C HARACTERISTICS

Small group of employees optimum of 8-10 members Members are from same work area or doing similar type of job. Membership is voluntary Meet regularly for an hour every week They meet to identify, analyze, and resolve work related problems

Resolve work related problems, leading improvement in their total performance.

Quality circle enrich the work life of the employees

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S TRUCTURE
Top management Steering Committee Coordinator

Facilitator

Leader

Member

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R OLES AND R ESPONSIBILITY

Top management: The success of the quality circles depends solely on the attitude of the Top management and plays an important role to ensure the success of implementation of quality circles in the organization. Steering committee: This is at the top of the structure. It is headed by a senior executive and includes representatives from the top management personnel and human resources development people. It establishes policy, plans and directs the program and meets usually once in a month.

Coordinator: He may be a Personnel or Administrative officer who co-ordinates and supervises the work of the facilitators and administers the programme.

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C ONTD ..

Facilitator: He may be a senior supervisory officer. He coordinates the works of several quality circles through the Circle leaders. Leader: Leaders may be from lowest level workers or Supervisors. A Circle leader organizes and conducts Circle activities. Members: They may be staff workers. Without circle members the programme cannot exist. They are the lifeblood of quality circles. They should attend all meetings as far as possible, offer suggestions and ideas, participate actively in group process, take training seriously with a receptive attitude. The roles of Steering Committee, Co-ordinator, Facilitator, Circle leader and Circle members are well defined.

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THE IMPACT OF QUALITY CIRCLE

Improvement of human relations and workplace morale

Promotion of work culture Enhancement of job interest Effective team work Reducing defects and improving quality Improvement of productivity Enhancing problem solving capacity

Improving communication & interaction

Catalyzing attitude change Promotion of personal & leadership development

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G ROWTH OF Q UALITY C IRCLES

It spread to 50 other countries, a development Ishikawa never foresaw. He believed that circles depended on factors unique to Japanese society.

But the circles thriving in Taiwan and South Korea made him theorize that circles could succeed in any country that used Chinese alphabet.
The success of circles around the world a few years later made him conclude that Circles work because they appeal to the democratic nature of humankind. Wherever they are, human beings are human beings.

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The first circles were established at the Nippon Wireless and Telegraph Company Spread to more than 35 other companies the same year By 1978, there were more than 1 million quality circles involving some 10 million Japanese workers. Quality circles have been implemented even in educational sectors in India, and QCFI (Quality Circle Forum of India) is promoting such activiites.

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A CHIEVEMENTS

As a member of the committee for the Deming Prize, Ishikawa developed the rigorous audit system that determines whether companies qualify for the prize.

The audit requires companys top executives participation.

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As chairman of the quality control National Conference Committee for over 30 years, Ishikawa played a central role in expanding scope of these conferences.

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Served as chairman of the editorial board of the monthly Statistical Quality Control and the quarterly Reports of Statistical Applications Research.

As Chairman of Japans Quality Month committee, he was involved in the selection of Japans Quality Mark and Quality Flag.

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Continuous involvement in the Japanese and International Standardization activities since the beginning of 1950s.

In his Shewhart Medal Acceptance speech, Ishikawa called standardization and quality control two wheels of the same cart.

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R ECOGNITION

ASQ (American Society for Quality) established the Ishikawa medal in 1993 to recognize the leadership in human side of quality. The medal is awarded annually in honor of Ishikawa, to an individual or a team for outstanding leadership in improving the human aspects of quality.

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There is so much to be learned by studying how Dr. Ishikawa managed to accomplish so much during a single lifetime. In my observation, he did so by applying his natural gifts in an exemplary way. He was dedicated to serving society rather than serving himself. His manner was modest, and this elicited the cooperation of others. He followed his own teachings by securing facts and subjecting them to rigorous analysis. He was completely sincere, and as a result was trusted completely. --In Eulogy by Juran at Ishikawas death.

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C ONCLUSION

Throughout his career, Ishikawa worked on very practical matters, but always within a larger philosophical framework. In its broadest sense, Ishikawa's work was intended to produce what he called a "thought revolution" new ideas about quality that could revitalize industry. The wide acceptance of many of Ishikawa's ideasand the numerous honors he has received from around the world show how successful his revolution has been.

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R EFERENCES

http://en.wikipedia.org/wiki/Kaoru_Ishikawa http://en.wikipedia.org/wiki/Ishikawa_diagram http://en.wikipedia.org/wiki/Quality_Circles

http://asq.org/about-asq/who-weare/bio_ishikawa.html
http://quality.dlsu.edu.ph/chronicles/ishikawa.html http://www.skymark.com/resources/leaders/ishikawa.as p http://www.mindtools.com/pages/article/newTMC_03.h tm

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