Presentation on

Quality Evolution in Japan

Team Members

Raman Saini

Imitiaz T.A

Abhishek

Sanjog

Anurag

Agraj Bhartiya

Dushyanth H.S

Ankit Jain

Ashwani Dusadh

Definitions of Quality

conformance to requirements’ - Crosby ‘fitness for use’ - Juran

“The first job we have is to turn out quality merchandise that consumers will buy and keep on buying. If we produce it efficiently and economically, we will earn a profit.”

- William Cooper Procter

Quality management is an organization-wide approach to understand precisely what customers need and consistently delivering accurate solutions within budget, on time and with the minimum loss to society.

Quality Evaluation History• Quality and reliability are two attributes required for all Japanese products.

• Quality movement in Japan began in 1946.

• Deming's 1950 lecture notes provided the basis for a 30-day seminar sponsored by the Union of Japanese Scientists and Engineers (JUSE).

• The first Deming Prize was given to Koji Kobayashi in 1952.

• In 1960, Deming was recognized for his contribution to Japan's reindustrialization when the Prime Minister awarded him the Second Order of the Sacred Treasure.

• In 1954, Dr. Joseph M. Juran of the United States raised the level of quality management from the factory to the total organization. He stressed the importance of systems thinking that begins with product designs, prototype testing, proper equipment operations, and accurate process feedback. Juran's seminar also became a part of JUSE's educational programs. Juran provided the move from SQC to TQC (total quality control) in Japan. This included company-wide activities and education in quality control (QC), QC circles and audits, and promotion of quality management principles

Continue… By 1968, Kaoru Ishikawa, one of the fathers of TQC in Japan, had outlined the

elements of TQC management: Quality comes first, not short-term profits The customer comes first, not the producer Customers are the next process with no organizational barriers Decisions are based on facts and data Management is participatory and respectful of all employees Management is driven by cross-functional committees covering product planning,

product design, production planning, purchasing, manufacturing, sales, and distribution (Ishikawa 1985)

By 1991, JUSE had registered over 331,000 quality circles with over 2.5 million participants in its activities. Today, JUSE continues to provide over 200 courses per year, including five executive management courses, ten management courses, and a full range of technical training programs.

Continue… One of the innovative TQC methodologies developed in Japan is referred to as the

"Ishikawa" or "cause-and-effect" diagram

Cause-and-effect diagram (Ishikawa 1982)

Quality Standards JTEC panelists observed statistical process control (SPC) charts, often with

goal lines extending into 1995, in a few of the factories they visited in 1993. For example, at Ibiden, process control was apparent in its laminated process board manufacture, where there was extensive use of drawings and descriptions of the processes necessary to do the job. Companies that were competing for the Deming Prize made extensive use of such charts, and companies that had received ISO 9000 certification also posted the process information required for each machine. However, the panel was surprised at the relatively limited use of SPC charts within the factories visited. The Japanese believe that the greatest benefit occurs when defect detection is implemented within the manufacturing sequence, thus minimizing the time required for detection, maximizing return on investment, and indirectly improving product reliability.

Continue…(1)Kaizen :

• Japanese for "improvement" or "change for the better" refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, supporting business processes, and management.

It has been applied in healthcare , government, banking, and many other industries.

7 conditions for Successful Implementation of Kaizen Strategy Preach the message.

Become personally involved in following up the progress of Kaizen.

Allocate resources for successful implementation.

Setting up an organization dedicated to promote Kaizen

Appointing the best available personnel to manage the Kaizen process

Conducting training and education

Establishing a step-by-step process for Kaizen introduction.

Continue…(2)T Q M :

Total Quality Management (or TQM) is a management concept coined by W. Edwards Deming. The basis of TQM is to reduce the errors produced during the manufacturing or service process, increase customer satisfaction, streamline supply chain management, aim for modernization of equipment and ensure workers have the highest level of training.

TQM, also known as Total Quality Control (TQC), is a management tool for improving total performance.

The Seven Main Features of the TQC Movement in Japan Company-wide TQC, involving all employees, organization, hardware, and

software

Emphasis on education and training for top management, middle management and workers

Quality control (QC) circle activities by small groups of volunteers

TQC audits

Application of statistical methods

Constant revision and upgrading of standards

Nation-wide TQC promotion

Continue…(3) 5 s:

• Seiri – sorting (evertything else is stored or discarded)

• Seiketsu – Standardizing

• Seiso – Sweeping or Shining or Cleanliness

• Seiton – Focus on Efficiency

• Shitsuke – Refers to maintaining and reviewing standards

Quality Awards By JapanJapan Quality MedalDeming Quality AwardJapan Quality Awards

Japan Quality Award The Japan Quality Award was established in 1995 by the Japan Productivity Center

for Socio-Economic Development (JPC-SED). It was modeled after the self-assessment theory of the Malcolm Baldrige National Quality Award (commonly known as the MB Award) in the United States, and modified to accommodate Japanese management practices.

Since the inception of the award system, 120 corporate entities have applied over a period of seven years, and 15 companies have received the award.

With the establishment of the award system, comprehensive approaches to management improvement activities have become widespread within Japan’s industrial community. It also provided the momentum for the creation of local award systems, and today it is being pursued in ten regions, including Fukui, Niigata, Chiba, Mie, and Tochigi prefectures. A new award system targeting local municipalities has been added to the JQA system in 2003 to develop quality management in the public sector as well.

Japan Quality Medal The Japan Quality Medal was created to commemorate the first International

Conference on Quality Control (ICQC), held in October 1969 in Tokyo, and to maintain and upgrade the spirit of the conference long into the future. With the purpose of further developing the world of quality control, the Japan Quality Medal was established with a fund from surplus conference revenues.

Winners of the Japan Quality Medal may repeatedly apply for the medal as long as they wait three years or more (including the award year) after winning. Therefore, for those companies or divisions that have been practicing TQM for a long time, receiving the Japan Quality Medal is the highest honor.

Deming Quality Award The Deming prize, established in December 1950 in honor of W. Edwards

Deming, was originally designed to reward Japanese companies for major advances in quality improvement. Over the years it has grown, under the guidance of Japanese Union of Scientists and Engineers (JUSE) to where it is now also available to non-Japanese companies, albeit usually operating in Japan, and also to individuals recognized as having made major contributions to the advancement of quality. The awards ceremony is broadcast every year in Japan on national television.

Two categories of awards are made annually, the Deming Prize for Individuals and the Deming Application Prize.

Tata Steel, the first integrated steel plant in Asia to win Deming award in 2008

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