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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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