Kaoru Ishikawa and His Impact on Quality in Business

Chase, Jacobs and Aquilano pose questions such as, “How many paint defects are there in the finish of a car? [and] Have we improved our painting process by installing a new sprayer?” These questions are meant to investigate and apply different techniques that we can use to improve the quality of life. Quality control not only applies to manufacturing techniques, it can also be applied to everyday life. This discussion will focus on a specific method of quality control called statistical process control that will ensure my morning process is effective.

I am familiar with the first three measures because of my exposure in a multi-national corporation that incorporates the standards set by Japan hence I was involve in collaborating with key individuals with respect to ensuring a laborious process of quality improvement especially with the exportation of the produce. The case studies she presented on Baylor Health Care System as well as identifying the initiatives of Florida Hospital has allowed an illumination of the issues as hand as well as learning from the theories that they have applied that made the organization to this date fluid and competitive despite the many challenges. Albeit not being able to see her present the concept in class, she has in one way or the other involved me, the audience in the presentation that has steadily kept my attention all

The evolution of quality management first evolved through the works of six philosophers; Shewhart (1924), Feigenbaum (1951), Crosby (1979), Ishikawa (1972), Deming (1982), and Juran (1986). Shewhart was most known for his invention the control chart. Feigenbaum is known for having introduced the concept of total quality control. Ishikawa best known for associating quality circles as a way to achieve continuous improvement and using cause and effect diagrams to solve problems. Crosby is known for defining the 14 steps for quality improvement and introducing the plan-do-check-action cycle. Juran is best known for identifying the three basic functions of the quality management process: quality planning, quality control, and quality improvement.

Dr. Kaoru Ishikawa developed a simple method of graphically displaying the causes of any given quality problem. His ideas were synthesized into 11 points that made up his quality philosophy. Most firms that pursue quality improvement use his tools. By democratizing statistics, he allowed for the complete involvement of the workforce in improving quality and performance.

Yasin and Alavi (1999) conducted a quantitative study to determine if Total Quality Management (TQM) can produce quality improvement

* Quality control reviews the factors involved in manufacturing and production; it can make use of statistical sampling of product items to aid decisions in process

For those reasons I consider necessary to apply Deming’s 14 points of management6: (1) Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business and to provide jobs. (2) Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change. (3) Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place. (4) End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a longterm relationship of loyalty and trust. (5) Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.

Goal: Reduce product variance and the need for rework by implementing a company-wide quality control system that includes an element of Statistical Process Control. A secondary goal is to reduce waste by focusing on Lean

Producing a quality product, whether a tangible item or a service, is the goal of all organizations, how this goal is achieved will be the challenge. Quality of the end product has been an obstacle in America for decades. In the post World War II era as production of products in America rose, the quality of those products diminished. At the same time other countries such as Japan were not experiencing the same quality issues.

The demonstration of managing all exercises and assignments expected to keep up a craved level of brilliance. This incorporates making and executing quality arranging and certification, and additionally quality control and quality change. It is likewise alluded to as aggregate quality administration.

The author highlights the word “temporariness” of fads illustrating adoption of Quality Circles in United States and Japan. Quality Circles is a management fad in which employees performing different operational activities form small circle, discuss, work together to solve problems and devise solutions for quality improvements. During the execution of quality circles, the Japanese management took a long term view and solved the problems on quality with firm commitment whereas United States lacked commitment and in pressure to get quick results failed to prove the significance of Quality Circles in United States. In my opinion, the organizations in United States who

The secret to successful quality control was in the method of product management the Japanese were using. The Japanese organizations used an approach, which motivated all employees and organizational functions to provide a consistently high quality product. America took some time in

* quality control manager: applies techniques of statistical quality control such as acceptance sampling and control charts to the firm´s products

Ishikawa was constantly mindful of the significance of top administration help, the kind of help from the top management is a key component in Japan's all-enveloping quality technique that Dr. Ishikawa named, "broad quality control", Dr. Ishikawa has worked with all top management and the lower management and including the whole administration team to teach quality control to secure they were able to give the best customer service as possible to their customers, and in the late 50's and in the early 60's, he created quality control courses for executives and for top directors, he additionally helped launch the Annual Quality Control Conference for top administration in 1963. As a part of the panel for the Deming Prize, Dr. Ishikawa created the thorough review framework that figures out if organizations meet all requirements for the prize, that review requires the interest of the organization's top executives, as stated by Dr. Ishikawa, that animated obvious support as opposed to the praise that runs with the prize is the greatest profit a champ gets.

Statistical methods such as Loss Function; eliminating variations of design characteristics and "noise" through robust design and processes