aqm-ishikawa-nitish,rajeev,shruti

8/7/2019 AQM-Ishikawa-Nitish,Rajeev,Shruti

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APPAREL QUALITY MANAGEMENT

Presented by:

Nitish Kohli 12

Rajeev Ranjan 13

Shruti Sharma - 20

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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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THE DETAILS

y The oldest of the eight sons ofIchiroIshikawa.

y 1939: Graduated with an engineering degree in applied

chemistry from University of Tokyo.

y 1939-1941:worked as Naval Technical Officer.

y 1941-1947:worked at Nissan Liquid Fuel Company.

y 1947: started as an associate professor at the University of Tokyo

y 1949: Joined the JUSE (Japanese Union of scientists andEngineers) quality control research group.

y 1960: full professor in the Faculty of Engineering at theUniversity of Tokyo

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TO ADD TO THE CREDITS

Held position as the Chairmanof the

monthly Statistical Quality Control.

Involvementin International Standardization

Techniques.

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CONTRIBUTIONS TO QUALITY

User friendly quality control

Fishbone cause and effect diagram- IshikawaDiagram

Implementation ofquality circles

Emphasized the internal customer

Shared vision

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AWARDS AND RECOGNITION

1972: American Society for Qualitys Eugene L. GrantAward

1977: Blue Ribbon Medal by the JapaneseGovernment for achievements in industrialstandardization

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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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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CONTRIBUTIONS

His notion for company wide quality control called forcontinued customer service

With his cause and effect diagram, he madesignificant and specific advancements in qualityimprovement.

He also showed the importance of the seven qualitytools: control chart, run chart, histogram, scatterdiagram, Pareto chart and flowchart.

Explored the concept of quality circles

Believed in the importance of support and leadershipfrom 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 qualityimprovement programsthey too should be

constantly evaluated and changed.

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PLAN-DO-CHECK-ACT MODEL

Ishikawa expanded the Demings Plan-Do-Check-Act 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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GREAT WORDS!

I first considered how best to get grassroots workersto understand and practise Quality Control. Theidea was to educate all people working atfactories throughout the country but this wasasking too much. Therefore I thought of educating factory foremen or on-the-spot leadersin the first place.

--in a speech to mark the 1000th

quality circle convention in Japan in 1981, hedescribed how his work took him in thisdirection.

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Theresultsofthesecompany-wideQualityControlactivitiesareremarkable,notonlyin

ensuringthequalityofindustrialproducts

butalsointheirgreatcontributiontothe

company'soverallbusiness.

--Ishikawa

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COMPANY WIDE QUALITY

Rather than technical contributions toquality, 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 bycompany-wide participation from top

management to the lower rankingemployees.

All study statistical methods, as well asparticipation by the engineering, design,

research and manufacturing departments,also sales, material and clerical ormanagement departments (such as planning,accounting, business and personnel) areinvolved.

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EFFECTS OF COMPANY WIDE

QUALITY

Product quality is improved and becomes uniform. Defects arereduced.

Reliability of goods is improved.

Cost is reduced.

Quantity of production is increased, and it becomes possible tomake 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 betweendepartments.

False data and reports are reduced.

Discussions are carried out more freely anddemocratically.

Meetings are operated more smoothly.

Repairs and installations of equipment and facilities aredone more rationally.

Human relations are improved.

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ISHIKAWA DIAGRAMS

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 DIAGRAMS22


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PROCEDURE

Sketch the diagram and inscript the neededcauses

Work the main and side causes out

Check the completeness

Weight the main & side causes in terms ofmeaning & 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 ateam 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 intheir total performance.

Quality circle enrich the work life of the employees

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STRUCTURE

Topmanagement

SteeringCommittee

Coordinator

Facilitator

Leader

Member

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ROLES AND RESPONSIBILITY

Top management: The success of the quality circlesdepends solely on the attitude of the Top managementand 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. Itis headed by a senior executive and includesrepresentatives from the top management personneland human resources development people. It establishespolicy, plans and directs the program and meets usually

once in a month.

Coordinator:He may be a Personnel or Administrativeofficer who co-ordinates and supervises the work of thefacilitators 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 theCircle leaders.

Leader: Leaders may be from lowest level workers orSupervisors. A Circle leader organizes and conducts Circleactivities.

Members: They may be staff workers. Without circlemembers the programme cannot exist. They are the

lifeblood of quality circles. They should attend allmeetings as far as possible, offer suggestions and ideas,participate actively in group process, take trainingseriously with a receptive attitude. The roles of SteeringCommittee, Co-ordinator, Facilitator, Circle leader andCircle 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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GROWTH OF QUALITY

CIRCLES

It spread to 50 other countries, a developmentIshikawa never foresaw.

He believed that circles depended on factors uniqueto Japanese society.

But the circles thriving in Taiwan and South Koreamade him theorize that circles could succeed in anycountry that used Chinese alphabet.

The success of circles around the world a few yearslater made him conclude that Circles work becausethey appeal to the democratic nature of humankind.Wherever they are, human beings are humanbeings.

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The first circles were established at the NipponWireless and Telegraph Company

Spread to more than 35 other companies thesame year

By 1978, there were more than 1 million qualitycircles involving some 10 million Japaneseworkers.

Quality circles have been implemented even ineducational sectors in India, and QCFI (QualityCircle Forum of India) is promoting suchactiviites.

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ACHIEVEMENTS

As a member of the committee for the DemingPrize, Ishikawa developed the rigorous audit

system that determines whether companies

qualify for the prize.

The audit requires companys top executivesparticipation.

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As chairmanof the quality control NationalConferenceCommittee 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 ofthe monthly StatisticalQualityControlandthe quarterly ReportsofStatisticalApplications Research.

As Chairman of Japans Quality Monthcommittee, he was involved in the selectionof 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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RECOGNITION

ASQ(American Society for Quality)

established the Ishikawa medal in 1993 to

recognize the leadership in human side ofquality.

The medal is awarded annually in honor of

Ishikawa, to an individual or a team for

outstanding leadership in improving thehuman aspects of quality.

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ThereissomuchtobelearnedbystudyinghowDr.Ishikawa

managedtoaccomplishsomuchduringasinglelifetime.In

myobservation,hedidsobyapplyinghisnaturalgiftsinan

exemplaryway. Hewasdedicatedtoservingsocietyrather

thanservinghimself. Hismannerwasmodest,andthis

elicitedthecooperationofothers. Hefollowedhisown

teachingsbysecuringfactsandsubjectingthemtorigorous

analysis. Hewascompletelysincere,andasaresultwastrustedcompletely.

--In EulogybyJuran atIshikawasdeath.

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CONCLUSION

Throughout his career, Ishikawa worked on verypractical matters, but always within a largerphilosophical framework.

In its broadest sense, Ishikawa's work wasintended to produce what he called a "thoughtrevolution" new ideas about quality that couldrevitalize industry.

The wide acceptance of many of Ishikawa'sideasand the numerous honors he has receivedfrom around the world show how successful hisrevolution has been.

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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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