Kaoru Ishikawa
The lifetime work of Kaoru Ishikawa (1916-1989) was extensive.
1939 - received his doctorate of philosophy in chemical engineering from the University of Tokyo.
1949 - developed and delivered the first basic quality control course for the Union of Japanese Scientists and Engineers (JUSE)
1962. - credited with creating the Japanese quality circle movement
1972- received ASQ’s Eugene L. Grant Award
1988- received Walter A. Shewhart Medal. He was given the Shewhart Medal for “his outstanding contributions to the development of quality control theory, principles, techniques and standardization activities for both Japanese and world industry, which enhanced quality and productivity.
1993 - ASQ named a national medal after him, recognizing him as a “distinguished pioneer in the achievement of respect for humanity in the quality disciplines.” Then the Asian Pacific Quality Organization named the Harrington-Ishikawa Medal after him to recognize a quality professional who has made a substantial contribution to the promotion of quality programs and methods in the Asian Pacific.
Ishikawa was also a recipient of the Second Order of the Sacred Treasure from the Emperor of Japan—the same recognition bestowed upon W. Edwards Deming and Joseph M. Juran.
Perhaps the most dominant leader in JUSE, Ishikawa also served as president of the Japanese Society for Quality Control and the Musashi Institute of Technology and co-founded and served as president of the International Academy for Quality. Upon retirement, he was named professor emeritus of the University of Tokyo, Honorary Member of ASQ and honorary member of the International Academy for Quality.
He wrote 647 articles and 31 books, including two that were translated into English:
Introduction to Quality Control and What Is Total Quality Control? The Japanese Way.
He is well known for coming up with the concept for the fishbone shaped diagram,
known as the Ishikawa or cause and effect diagram, used to improve the performance
of teams in determining potential root causes of their quality problems.
Company-wide quality:
Ishikawa built on Feigenbaum’s concept of total quality and suggested that all employees have a greater role to play, arguing that an over-reliance on the quality professional would limit the potential for improvement. Maintaining that a company-wide participation was required from the top management to the front-line staff. As every area of an organisation can affect quality, all areas should study statistical techniques and implement as required with internal and external Quality Audit programmes. Going on to name areas such as engineering, design, manufacturing, sales, materials, clerical, planning, accounting, business and personnel that can not only improve internally but also provide the essential information to allow strategic management decisions to be made concerning the company.
Under the “company-wide” Ishikawa umberella are not just a company’s internal quality control activities but the company itself, the quality of management, human respect, after sales service and customer care. Therefore suggesting the following benefits:
- Reduced defects.
- Improved product quality is improved.
- Quality improvement becomes the norm.
- Increased reliability.
- Reduced costs.
- Increased quality of production.
- Waste is identified and reduced.
- Rework is identified and reduced.
- Improvement techniques are established and continually improved..
- Inspection and after-the-fact expenses are reduced.
- Contracts are rationalised.
- Sales and market opportunities are increased.
- Company reputation is inceased.
- Interdepartmental barriers are broken down and communication becomes easier.
- False and inaccurate data is reduced.
- Meetings are more effective and focused.
- Repairs and maintenance are rationalised.
- Improvement in human relations.
- Company loyalty is increased.
Links:
Developing a specifically Japanese quality strategy - ASQ
Preview Books:
….