ishikawa’s basic seven tools of qualitykisi.deu.edu.tr/banu.atrek/2019 bahar/mba quality... ·...

ISHIKAWA’S BASIC SEVEN TOOLS OF QUALITYGözde AkdenizMehmet Göklen

ROADMAP

Kaoru Ishikawa

Ishikawa's 7 Basic Tools of Quality

Process Maps in-class activity-1

Check Sheets in-class activity-2

Control Charts

Cause and Effect Diagrams in-class activity-3

Pareto Charts in-class activity-4

Quiz in-class activity-5

Conclusion

Kaoru Ishikawa (1915-1989)

Chemistry, Master’s degree (MSc.)

Mechanical Engineering, Doctorate (Ph.D.)

Japanese professor, advisor and motivator with respect to the innovative developments within the field of quality management.

He wrote over 600 articles and 31 books

After WWII, met Deming and Juran. Theydeveloped various management concepts that integrated with the issues of the Japanese market.

Kaoru Ishikawa’s Philosophy

• …gave the importance of support and leadership from top level management.

• …believed that every employee should be involved in quality improvement.

• … emphasized quality throughout a product's life cycle, not just during production.

• … strongly suggested creating standards and theyshould be constantly evaluated and changed.

• Standards are not the ultimate source of decision making; customer satisfaction is.

• He wanted managers to consistently meet consumer needs; from these needs, all other decisions should stem.

Famous Quotes from Kaoru Ishikawa

“Quality control starts and ends with training.”

“Quality control is applicable to any kind of enterprise. In fact, Quality Control must be applied in every enterprise.”

“Quality control which cannot show results is not quality control. Let us engage in QC which makes so much money for the company that we do not know what to do with it.”

Ishikawa's 7 Basic Tools of Quality

Gemba no QC Shuho, 1968

To use in continuous improvement efforts.

Useful for all level of organizations.

Ishikawa's 7 Basic Tools of Quality

1. Process Maps (Flow Charts),2. Control Charts,3. Pareto Charts,4. Cause and Effect Diagrams (Fish Bone Diagram /

Ishikawa Diagram5. Check Sheets6. Scatter Diagrams7. Histograms

Ishikawa's 7 Basic Tools of Quality

Ishikawa's 7 Basic Tools of Quality

Process Maps (Flow Charts)

http://www.survivetheoutbreak.com/

• is a diagram that shows the step-by-step flow of operation to get a solution of a problem or to figure out the correct sequence of the process.

Process Maps (Flow Charts)

• Helps to;• Tracking the process flow• Helping with decision making• Highlighting the important steps• Depicting the structure of the process• Understanding the system flow of the process

Check Sheets

• Data are “collected and tabulated” on the check sheet to record the frequency of specific events during a data collection period.

Control Charts

Dr. Ishikawa wrote “the purpose of a control chart is to determine whether each of the points on the graph is normal or abnormal […].”

the most “technically sophisticated” for quality management(Montgomery, 2009)

“ illustrates the amount and nature of variation in the process over time”

The main aim of control chart is to prevent the defects in process.

Shewhart set 3-sigma (3-standard deviation) limits.

In the Normal distribution, a very common probability distribution, 99.7% of the observations occur within three standard deviations of the mean

Cause and Effect Diagrams

Developed by Dr. Kaoru Ishikawa in 1943.

Investigates and analizessystematically all the potential or real causes that result in a single effect.

The generic categories of the cause and effect diagram are usually sixelements such as environment, materials, machine, measurement,man, and method.

Each potential cause is traced back to find the root cause, often using the 5 Whys technique.

Pareto Charts

Named after a theory introduced by Italian economist Vilfredo Pareto in the 19th century.

He noticed that 80% of the wealth was owned by only 20% of the population.

Later, Pareto principle was developed by Juran in 1950.

Special type of histogram that can easily be apply to find and prioritize quality problems, conditions, or their causes of in the organization (Juran andGodfrey, 1998)..

80% of the totalproblems incurred are caused by 20% of the problem causes.

This is called the "vital few over the trivial many" rule.

Situational Scenario You work for a prominent consulting company with a practice office in Atlanta, GA. You work with a team of eighteen professionals from this office. Over the past several months your team leader has collected data from your team regarding the effectiveness of your team meetings. This data is presented below:

Comments on staff meetings Frequency Meetings don't follow an agenda 22 Agenda isn't given out before the meeting

7

Meetings never end on time 11 Some people dominate the meetings 4 Meetings don't start on time 33 Miscellaneous 3

Conclusion / Questions