Shigeru mizuno

• Philosopher of Quality
• Born in Japan.

"Mizuno proposed developing a quality assurance method that would

achieve customer satisfaction on a product before it was manufactured."
One of the most important contributions of Dr. Shigeru Mizuno, is the development of the QFD

(Quality Function Deployment) in 1966, with the collaboration of Dr. Yoji Akao, with the purpose

of designing customer satisfaction in a product before it was manufactured.

It has two purposes:

• Ensure that the product / service will respond to the expectations and needs of the
client.

• Shorten the time that elapses from the conception of the product (or the modifications to be
made) until its launch
This theory proposes the deployment of quality policies as the link between senior management and the strategic decisions of the

organization with its operation. Their contribution uses systems concepts and highlights the importance of extending quality throughout

the organization.

Total Quality Function Deployment (QFD)

This theory or technique aims to translate or transform the client's wishes into correct technical
specifications, which help to proceed with the design of the product or service that meets the client's
needs.
The QFD concept was introduced in Japan by Yoji Akao in 1966, being applied for the first time in Mitsubishi Heavy
Industries Ltd in 1972. Its first application in Western companies did not occur until the mid-eighties, with Rank Xerox
and Ford in 1986 being the first Western companies in apply this technique to their new product development process
(Zairi and Youssef, 1995).

Shigeru Mizuno defines the deployment of quality functions (Quality Function Deployment) as
the deployment, step by step, in greater detail, of the functions or operations that
systematically make up quality, with objective rather than subjective procedures. In short, it is
about converting consumer demands into specific quality characteristics, to proceed to
develop a design quality through the systematic deployment of relationships between
demands and characteristics, starting with the quality of each functional component and
extending the deployment to each part and process. .
Previous quality control methods were primarily engineered so that they fixed a problem during
or after manufactured.

Your total quality program includes:

1. Methods for the design and control of the product.

2. Training programs at all levels in total quality.
3. Training of quality control cycles.
4. Measurement of costs and losses related to lack of quality.
5. Use of statistical methods to control and improve products.

6. Establish a control audit policy

A total quality management system requires the use of various techniques and tools for correct decision-making and
achievement of objectives. It involves the united and determined participation of all personnel, from Senior
Management, Middle Management, to employees and operators.

The tools that Shigeru Mizuno proposes are the following:

1. AFFINITY DIAGRAM

This diagram was created based on the "JK Method" developed by Jiro Kawakita and is essentially a method of
intuition, which involves generating ideas by sudden inspiration and then grouping them by related topics.
The affinity diagram is used in the following cases.
- Clarify the state or situation that should be (must be).
- Identify and define the basic problem.
- Organize the thinking of a group and clarify its tendency.
- "Light up" the future.
- Organize and direct the experience of a group towards the solution of a specific problem.

The diagram allows:

- Select a problem as an improvement project
- Develop a new market (or expand participation)
- "Breaking" a present situation (current results)
- Establish and consolidate teamwork
2. RELATIONSHIP DIAGRAM

The relationship diagram is basically a method of logical induction that allows to clarify the causes and their
relationships to identify, confirm and select the most important root causes that affect a problem under analysis.

It is used mainly to solve complicated problems, establishing and clarifying the interrelationships between different
causes (factors) that affect the same result.
3. MATRIX DIAGRAM

The matrix diagram is a method to organize verbal data in order to establish conclusions to solve or prevent
problems, through relating different factors or elements of certain events.

Specifically, this diagram is a table of data that shows the relationship between the different elements of two
events or aspects, arranging them in rows and columns in the form of a matrix. This allows us to analyze the
relationship and type that exists between these elements in order to draw conclusions based on their intersections.

At the intersections, the relationship, dependence, or degree of it is analyzed. It is clear that the ideas or "clues" to
solve the problem can be easily established based on the conclusions.
4. TREE DIAGRAM

The Tree Diagram, or systematic, is a technique that allows obtaining an overview of the means necessary to achieve a goal or solve a
problem.
Starting from general information, such as the goal to be achieved, the degree of detail about the means necessary to achieve it is
gradually increased. This greater detail is represented by a structure that begins with a general goal (the "trunk") and continues with
the identification of more precise levels of action (the successive "branches"). The branches of the first level constitute means to reach
the goal but, in turn, these

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• Keeps the entire team tied to the overall goals and subgoals of a task.

• Moves the planning team from theory to the real world.

5. MATRIX LETTER OF DATA ANALYSIS

Its purpose is to represent the correlations in both axes. Compare multiple concepts for two conflicting sets of criteria.
Used in the "House of Quality" to represent market segmentation, it helps to identify the market in which a company
should be, and how a company relates to its competition.

6. THE PDPC METHOD

This technique helps to determine which are the processes that we

must use to obtain the desired results, evaluating the progress of the
events and the variety of conceivable results.
7 ARROW DIAGRAM METHOD

This technique establishes the most suitable daily plan and properly
monitors its progress.

This method is a network diagram of the daily plans. It illustrates the

network of lines that connects all the elements related to the execution
of a plan.

This method has the following advantages:

1. Establish a fine plan
2. Establish the most appropriate daily plan, from which changes can
be made during the early stages of planning.

3. It allows you to easily overcome by changes that occur in a given

situation or during the execution of the plan.

4. Issues appropriate actions to quickly provide information on the

impact of a delay that certain subparties will have on the operation.
The seven proposed tools complete the planning steps mentioned in the TQC (Total
Quality Control) cycle in PDCA “plan, do, evaluate, act”.

QFD BENEFITS

• It makes it possible to obtain databases for design and future modifications.

• There is a systematic process for the design and modification of products and services.

• Product / service launch times are reduced

• Costs can be reduced by avoiding errors and rework at critical stages.

• Customer satisfaction is increased by providing a quick and accurate response to their needs
and requirements.
QFD METHODOLOGY

It is carried out in four basic stages:

• Organization and planning stage: Objectives are established and the
project is chosen taking into account the expected benefits.

• Descriptive stage: Customer needs and the characteristics of the

product / process are defined, as well as the various ways of
manufacturing the product and available technologies.

• Progress stage: Here the data is gathered, tests are carried

out and prototypes are built, seeking to obtain significant
improvements.

• Implementation Stage: A detailed action plan is drawn up to put into

practice the ideas proposed and developed in the previous stages.
Conclusion

We can say that Shigeru Mizuno considers the following aspects in his philosophy:

• Management's job to promote quality lies in establishing and delegating quality policies.

• A cross-functional matrix administrative system is required.

• Total quality needs to be planned through a clear definition of the responsibilities of middle and upper
management and the formation of a total quality control committee.