Kaoru Ishikawa

view on quality
Present By:
Mohd Shahmi B. Azzahar (225949)
Shahrul Nizam Shaharin (228364)
Zamirul Azri B. Jamil (226085)
Mohd Fazrin Bin Sudirman (228364)
Mohammad Syahrul Aswad B. (227982)
Mohamad Ramli

Background
Developing a specifically Japanese quality strategy
A Japanese professor (Faculty of Engineering

at The University of Tokyo, 1960), advisor and

motivator with respect to the innovative
developments within the field of quality
management

Born : July 13, 1915 Tokyo, Japan

Died : April 16, 1989 (aged 73)
Fields : Quality & Chemical Engineering
Institutions : University of Tokyo & Musashi

Institute of Technology
Known for : Ishikawa diagram, Quality circle
Notable awards :Walter A. Shewhart Medal,
Order of the Sacred Treasures

 1939- Graduated from the Department of Applied Chemistry, University of Tokyo

1939 - 1941 - Naval Technical Officer In charge of 600 workers to construct a factory. -

this experience he says was invaluable to QC activities later on.

1947 - Researcher, University of Tokyo, began studying statistical methods
1949 - Jointed Japanese Union of Scientists and Engineers (JUSE) quality control

research group

and became an instructor.

1952- Director of the Chemical Society of Japan

1969- Member of ISO, Japan
1970- Commenced conducting quality control training seminars.
1977 -Chairman of ISO, Japan
1978 - Undertook the presidency of the Musashi Institute of

Technology
1981- Executive Member of ISO
1981- Published What is Total Quality Control? The Japanese Way, first edition

Contribut
ion

Ishikawa
Diagram
-Also known as Cause-and-effect Diagram or Fishbone

Diagram.
- User can see all possible causes of a result, and
hopefully find the root of process imperfections
- By pinpointing root problems, this diagram provides
quality improvement from the "bottom up."

How fishbone diagram works?

Step 1: Identify the Problem

First, write down the exact problem you face.

Where appropriate, identify who is involved,
what the problem is, and when and where it
occurs.
Example:
In this simple example, a manager is having
problems with an uncooperative branch office.

How fishbone diagram works?

Step 2: Work Out the Major Factors Involved

Next, identify the factors that may be part of the problem. These may be
systems, equipment, materials, external forces, people involved with the
problem, and so on.(Brainstorm)
Example:
The manager identifies the following factors, and adds these to his diagram:
-Site, Task, People, Equipment & Control.

How fishbone diagram works?

Step 3: Identify Possible Causes
Now, for each of the factors you considered in step 2, brainstorm possible causes of

the problem that may be related to the factor.

Show these possible causes as shorter lines coming off the "bones" of the diagram.
Where a cause is large or complex, then it may be best to break it down into subcauses. Show these as lines coming off each cause line.
Example:
For each of the factors he identified in step 2, the manager brainstorms possible
causes of the problem, and adds these to his diagram, as shown in figure 3.

How fishbone diagram works?

Step 4: Analyze Your Diagram

By this stage you should have a diagram showing all of the

possible causes of the problem that you can think of

Other contribution
Seven Basic Quality Tools

Seven Basic Quality Tools (run chart, histogram, control

chart, scatter diagram,cause and effect diagram, flowchart,
and Pareto chart) were first emphasized by Ishikawa.

run chart
Run chart is a line graph of data plotted over time
By collecting and charting data over time, you can find trends or patterns in the process Histogram

control chart
run chart can be a valuable tool at the beginning of a project, as it reveals important information

about a process before you have collected enough data to create reliable control limits.

scatter diagram
This tool lets you create a simple picture showing how two or more variables change

together.

cause and effect diagram

These diagrams are tools that organize a group or persons knowledge about the causes

of a problem or issue and display the information graphically

Flowchart
Flowcharts use special shapes to represent different types of actions or steps in a

process.
Lines and arrows show the sequence of the steps, and the relationships among
them.

Pareto chart
A type ofchartthat contains both bars and a line graph, where individual values are

represented in descending order by bars, and the cumulative total is represented by

the line.

Histogram
Histograms are a picture of a set of data (or information).
It is created by grouping the data you collect in to Cells or Bins

Cont
Quality Circles
A quality circle is a small group of between three and 12 people who

do the same or similar work, voluntarily meeting together regularly

for about one hour per week in paid time, usually under the
leadership of their own supervisor, and trained to identify, analyse
and solve some of the problems in their work, presenting solutions to
management and, where possible, implementing solutions
themselves.
He believed in the importance of support and leadership from top

level management.
He stressed that it would take firm commitment from the entire

hierarchy of employees to reach the company's potential for success.

Cont
Expend Plan-Do-Check-Act
model by W. Edwards Deming
Ishikawa expanded Deming's four steps into the following six:
1. Determine goals and targets.
2. Determine methods of reaching goals.
3. Engage in education and training.
4. Implement work.
5. Check the effects of implementation.
6. Take appropriate action

Expended Plan-Do-Check-Act model

Company-wide Quality Control

(CWQC)
CWQC as implying thatquality does not only mean the quality of product, but also of after

sales service, quality of management, the company itself and the human life. The outcomes
of such an approach are:
Product quality is improved and becomes uniform. Defects are reduced.
1.Reliability of goods is improved.
2.Cost is reduced.
3.Quantity of production is increased, and it becomes possible to make rational

production schedules.
4.Wasteful work and rework are reduced.
5.Technique is established and improved.
6.Expenses for inspection and testing are reduced.
7.Contracts between vendor and vendee are rationalised.
8.The sales market is enlarged.
9.Better relationships are established between departments.
10.False data and reports are reduced.
11.Discussions are carried out more freely and democratically.
12.Meetings are operated more smoothly.
13.Repairs and installation of equipment and facilities are done more rationally.
14.Human relations are improved.

Kaoru Ishikawa View On Quality

Kaoru Ishikawa wanted to change the way people think

about work.
His notion of company-wide quality control called for
continued customer service.
This meant that a customer would continue receiving
service even after receiving the product.
This service would extend across the company itself in
all levels of management, and even beyond the
company to the everyday lives of those involved.
According to Ishikawa, quality improvement is a
continuous process, and it can always be taken one
step further.

Implementing idea
Kaoru Ishikawa was attributed with much of the

development of the idea of quality circles.

His idea on quality circle created great excitement in
the West in the 1980s, at a time when every
Japanese management technique was treated with
great respect.
Many firms in Europe and the United States set them
up, including Westinghouse and Hewlett-Packard.
There were as many as 10million people participating
in quality circles in Japanese industry alone in the
1980s.

Conclusion
1. Quality begins and ends with education.

2. The first step in quality is to know the requirements of the customer.

3. The ideal state of quality control is when quality inspection is no longer necessary.

4. Remove the root cause, not symptoms.

5. Quality control is the responsibility of all workers and all divisions.

6. Do not confuse means with objectives.

7. Put quality first and set your sights on long-term objectives.

8. Marketing is the entrance and exit of quality.

9. Top management must not show anger when facts are presented to subordinates.

10. Ninety-five percent of the problem in a company can be solved by the seven tools of quality.

11. Data without dispersion information are false data.

Q & A?

Thank You!