Presented by:

Nitish Kohli ʹ 12
Rajeev Ranjan ʹ 13
Shruti Sharma - 20

 
   
 



R p  
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ï p
 ½uly 13, 1915; Tokyo, ½apan

ï ^
  ½apan

ï =  §uality, Chemical Eng.

ï Ú


 Õniversity of Tokyo,

Musashi Institute of Technology

ï 


Ô Õniversity of Tokyo

ï O 

Ô Ishikawa diagram, §uality Circle

ï |


Ô alter A. Schewart Medal, Order

of the Sacred Treasures

ï -  April 16, 1989 (aged 73)

!    

 The oldest of the eight sons of Ú
 Ú
.

 á
: Graduated with an engineering degree in applied

chemistry from Õniversity of Tokyo.

 á
á áÔ worked as Naval Technical Officer.

 á áá Ô worked at Nissan Liquid Fuel Company.

 á Ô started as an associate professor at the Õniversity of Tokyo

 á  Ô ½oined the ½ÕSE (½apanese Õnion of scientists and

Engineers) quality control research group.

 á Ô full professor in the Faculty of Engineering at the

Õniversity of Tokyo


ï Post orld ar II: translated, integrated, and

expanded the management concepts of . Edward
Deming and ½oseph M. ½uran into ½apanese system.
ï 1962: introduced the concept of §uality of circles in
conjunction with ½ÕSE.
ï 1963: Annual §uality Control Conference for Top
Management.
ï á Ô undertook the Presidency of Musashi Institute
of Technology.
ï 1982: development of Ishikawa Diagram
     


ï eld position as the ^
 

of the
monthly Statistical §uality Control.
ï Ú

 in International Standardization
Techniques.
D 

p
   

ï Õser friendly quality control

ï Fishbone cause and effect diagram- Ú


ï Implementation of ¦    
ï Emphasized the internal customer
ï Shared vision
‰ 
 

 


ï 1972: American Society for §uality͛s Eugene L. Grant

Award
ï 1977: Blue Ribbon Medal by the ½apanese
Government for achievements in industrial
standardization
ï 1988: alter A. Shewhart Medal
ï 1988: awarded the Order of the Sacred Treasures,
second class, by ½apanese Governement
ï Nihon Keizai Press Prize
ï Industrial Standardization Prize
[ p   


ï 1980: §C Circle Koryo: General Principles of

the §C Circle
ï 1985: ow to Operate §C circle Activities
ï 1985: hat is Total §uality Control? The
½apanese ay
ï 1990: Introduction to §uality Control.
½..Loftus (trans.)
ë 

p


ï is notion for company wide quality control called for

continued customer service
ï ith his cause and effect diagram, he made
significant and specific advancements in quality
improvement.
ï e also showed the importance of the seven quality
tools: control chart, run chart, histogram, scatter
diagram, Pareto chart and flowchart.
ï Explored the concept of quality circles
ï Believed in the importance of support and leadership
from top level management.


ï Emphasized on quality throughout a

product͛s life cycle and not just during
production.
ï Customer satisfaction and not standards, is
the ultimate source of decision making.
ï e felt standards to be continuous quality
improvement programsͶthey too should be
constantly evaluated and changed.
 
     

ï Ishikawa expanded the Deming͛s Plan-Do-Check-

Act model͛s four steps into following six:
ü Determine goals and targets

ü Determine methods of reaching goal

ü Engage in educating and training

ü Implement work

ü Check the effects of implementation

ü Take appropriate action

R

-

 
  

! 
 
 

*Ú  
  
        

 
 
     ^
 

         
 
   
 
  

   
 

 
 
  Ú 
 
 
 
   
 

   


  
in a speech to mark the 1000th
quality circle convention in ½apan in 1981, he
described how his work took him in this
direction.


*
    
  
  
^
       
 
 

 
 
¦   
   
   

   
 
 

 
    

--Ishikawa

 
   

Rather than technical contributions to

quality, Ishikawa is associated with Company-
wide §uality Control Movement that started
in ½apan in the years 1955-1960 following the
visits of Deming and ½uran.
D

ï Features:
ü §uality control in ½apan is characterized by
company-wide participation from top
management to the lower ranking
employees.
ü 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.
‰
    
 


ï Product quality is improved and becomes uniform. Defects are

reduced.

ï Reliability of goods is improved.

ï Cost is reduced.

ï §uantity of production is increased, and it becomes possible to

make rational production schedules.

ï asteful work and rework are reduced.

ï Technique is established and improved.

ï Expenses for inspection and testing are reduced.

ï Contracts between vendor and vendee are rationalized.

[

ï The sales market is enlarged.

ï Better relationships are established between
departments.
ï False data and reports are reduced.
ï Discussions are carried out more freely and
democratically.
ï Meetings are operated more smoothly.
ï Repairs and installations of equipment and facilities are
done more rationally.
ï uman relations are improved.
ë    
 

ï Also known as fishbone or cause-and-effect

diagram, shows the causes of a certain effect.

ï Common uses of Ishikawa diagram are product

design and quality defect prevention.

ï Each cause or reason for imperfection is a source

of variation.

ï Causes are usually grouped into major categories

to identify these sources of variation.
R p  
 

ï One problem/effect

ï 7 causes lead to the problem/effect

ï The causes are divided into main and side causes

ï The 7 causes are:

ü Methods

ü Machinery

ü Management

ü Materials

ü Manpower

ü Environment

ü Measurement
R  

ï Find the causes, main and side causes

ï Clarity

ï Interdependence of the causes

ï Improve them for having the wanted effect or

eliminate them for solving the problem
RR    
 
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ï Sketch the diagram and inscript the needed

causes
ï ork the main and side causes out
ï Check the completeness
ï eight the main & side causes in terms of
meaning & influence
ï check the selected causes for rightness
ï The team discusses about the solution
R    


ï 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
ü to identify, analyze and solve work related problems

ü present their solutions to management

ü To improve the performance of the organization,

ü And motivate and enrich the work of employees.

R  



ï Small group of employees ʹ optimum of 8-10 members

ï Members are from same work area or doing similar type
of job.
ï Membership is voluntary
ï Meet regularly for an hour every week
ï They meet to identify, analyze, and resolve work related
problems
ï Resolve work related problems, leading improvement in
their total performance.
ï §uality circle enrich the work life of the employees
RD  



Top
management

Steering
Committee

Coordinator

Facilitator

Leader

Member
R‰
 


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ï 
 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.
ï O
  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.
ï ^

e may be a Personnel or Administrative
officer who co-ordinates and supervises the work of the
facilitators and administers the programme.
R[ 
 

ï =
e may be a senior supervisory officer. e co-
ordinates the works of several quality circles through the
Circle leaders.
ï w 
Leaders may be from lowest level workers or
Supervisors. A Circle leader organizes and conducts Circle
activities.
ï 
 They may be staff workers. ithout 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.
Rë   


ï Improvement of human relations and workplace morale

ï Promotion of work culture
ï Enhancement of job interest
ï Effective team work
ï Reducing defects and improving quality
ï Improvement of productivity
ï Enhancing problem solving capacity
ï Improving communication & interaction
ï Catalyzing attitude change
ï Promotion of personal & leadership development
!

   
 


ï It spread to 50 other countries, a development

Ishikawa never foresaw.
ï e believed that circles depended on factors unique
to ½apanese society.
ï But the circles thriving in Taiwan and South Korea
made him theorize that ͞circles could succeed in any
country that used ͚Chinese alphabet͛.͟
ï The success of circles around the world a few years
later made him conclude that ͞Circles work because
they appeal to the democratic nature of humankind.
͚herever they are, human beings are human
beings͛.͟
!

ï The first circles were established at the Nippon

ireless and Telegraph Company
ï Spread to more than 35 other companies the
same year
ï By 1978, there were more than 1 million quality
circles involving some 10 million ½apanese
workers.
ï §uality circles have been implemented even in
educational sectors in India, and §CFI (§uality
Circle Forum of India) is promoting such
activiites.
!R   


As a member of the committee for the  



 , Ishikawa developed the rigorous audit
system that determines whether companies
qualify for the prize.
ü The audit requires company͛s top executives
participation.
!!

As
 
of the quality control 

^
 
^  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 O    ^
 and
the quarterly    O 
 
   


As Chairman of ½apan͛s §uality Month

committee, he was involved in the selection
of ½apan͛s §uality Mark and §uality Flag.
!

ï Continuous involvement in the ½apanese and

International Standardization activities since
the beginning of 1950s.
ï In his Shewhart Medal Acceptance speech,
Ishikawa called standardization and quality
control ͞two wheels of the same cart.͟
!D
 


ï AS§ (American Society for §uality)

established the Ishikawa medal in 1993 to
recognize the leadership in human side of
quality.
ï 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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ï Throughout his career, Ishikawa worked on very

practical matters, but always within a larger
philosophical framework.
ï In its broadest sense, Ishikawa's work was
intended to produce what he called a "thought
revolution" new ideas about quality that could
revitalize industry.
ï The wide acceptance of many of Ishikawa's
ideasͶand the numerous honors he has received
from around the world show how successful his
revolution has been.
!ë




ï http://en.wikipedia.org/wiki/Kaoru_Ishikawa
ï http://en.wikipedia.org/wiki/Ishikawa_diagram
ï http://en.wikipedia.org/wiki/§uality_Circles
ï http://asq.org/about-asq/who-we-
are/bio_ishikawa.html
ï http://quality.dlsu.edu.ph/chronicles/ishikawa.html
ï http://www.skymark.com/resources/leaders/ishikawa.as
p
ï http://www.mindtools.com/pages/article/newTMC_03.h
tm
