Presented by: Ajeet Chakraborty Arun Batra Shreya Verma Anoop Anantha Amit Surana
Hrishikesh Baruah Shashanka Yerabaty Sumit Shukla Varun Nirola Vinay Kumar
U ALITY C ONTRIBUTION O F Q UALITY A ORU I SHIKAWA G U R U - K AORU
B IOGRAPHY: A B RIEF
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Born:
July 13, 1915; Tokyo, Japan
Citizenship:
Japan
Fields:
Quality, Chemical Eng.
Institutions:
University of Tokyo, Musashi Institute of Technology Technology
Alma Mater :
University of Tokyo
Known for :
Ishikawa diagram, Quality Circle
Notable Awards: Awards : Walter A. Schewart Medal, Order
of the Sacred Treasures
Died:
April 16, 1989 (aged 73)
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C ONTRIBUTIONS
TO
Q U ALITY
User friendly quality control
Fishbone cause and effect diagram- Ishikawa Diagram
Implementation of quality circles
Emphasized the internal customer
Shared vision
C ONTRIBUTIONS
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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.
C ONTD ..
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Emphasized on quality throughout a product’s 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 programs—they too should be constantly evaluated and changed.
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P LAN -D O -C HECK -A CT M ODEL
Ishikawa expanded the Deming’s Plan -Do-CheckAct model’s 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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Deming’s 4 steps expanded into 6 steps
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C OMPANY
WIDE
Q U ALITY
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.
E FFECTS
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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.
I SHIKAWA D IAGRAM
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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.
B ASIC C ONCEPT
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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
A IM
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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
P ROCEDURE
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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
Q U ALITY C IRCLES
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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.
C HARACTERISTICS
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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
R OLES
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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.
C ONTD ..
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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 CI RCLE
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
A CHIEVEMENTS
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As a member of the committee for the Deming Prize, Ishikawa developed the rigorous audit system that determines whether companies qualify for the prize.
As chairman of the quality control National Conference Committee for over 30 years, Ishikawa played a central role in expanding scope of these conferences.
Served as chairman of the editorial board of the monthly Statistical Quality Control and the quarterly Reports of Statistical Applications
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As Chairman of Japan’s Quality Month committee, he was involved in the selection of Japan’s Quality Mark and Quality Flag.
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.”
R ECOGNITION
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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.
B OOKS A UTHORED
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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.)
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AWARDS AND R ECOGNITION
1972: American Society for Quality’s 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
R EFERENCES
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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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