Presented by:Ajeet ChakrabortyArun BatraShreya VermaAnoop AnanthaAmit Surana

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Hrishikesh BaruahShashanka YerabatySumit ShuklaVarun NirolaVinay Kumar

CONTRIBUTION OF QUALITY GURU - KAORU ISHIKAWA

BIOGRAPHY: A BRIEF

Born: July 13, 1915; Tokyo, Japan

Citizenship: Japan

Fields: Quality, Chemical Eng.

Institutions: University of Tokyo,

Musashi Institute of Technology

Alma Mater: University of Tokyo

Known for: Ishikawa diagram, Quality Circle

Notable Awards: Walter A. Schewart Medal, Order

of the Sacred Treasures

Died: April 16, 1989 (aged 73)

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CONTRIBUTIONS TO QUALITY

User friendly quality control

Fishbone cause and effect diagram- Ishikawa Diagram

Implementation of quality circles

Emphasized the internal customer

Shared vision

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CONTRIBUTIONS

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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CONTD..

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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PLAN-DO-CHECK-ACT MODEL

Ishikawa expanded the Deming’s Plan-Do-Check-Act 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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COMPANY WIDE QUALITY

Rather than technical contributions to quality, Ishikawa is associated with Company-wide 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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EFFECTS 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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ISHIKAWA DIAGRAM

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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BASIC CONCEPT

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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AIM

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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ISHIKAWA DIAGRAMS15

PROCEDURE

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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QUALITY CIRCLES

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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CHARACTERISTICS

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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STRUCTURE19

ROLES AND RESPONSIBILITY

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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CONTD..

Facilitator: He may be a senior supervisory officer. He co-ordinates 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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ACHIEVEMENTS

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 Research.

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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.”

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RECOGNITION

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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BOOKS AUTHORED

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 RECOGNITION

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

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REFERENCES

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-we-are/bio_ishikawa.html

http://quality.dlsu.edu.ph/chronicles/ishikawa.html

http://www.skymark.com/resources/leaders/ishikawa.asp

http://www.mindtools.com/pages/article/newTMC_03.htm

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