Sec 41 Quality In Japan
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- Pages: 35
QUALITY IN JAPAN
1
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
ve to international levels. These poor products were sold only at ridiculously low application of mass production techniques.
culture and industry through the comprehensive promotion of various projects and
ty Control Course (the first one lasting 12 months, and subsequent ones lasting 6
Sec 41 QUALITY
IN
JAPAN
2
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
he Deming Application Prize provides a powerful incentive for Japanese companies
turing conditions and product quality, and reducing the work force needed for insp
ry area of corporate activity and clearly positioned quality control as a managem
Sec 41 QUALITY
IN
JAPAN
3
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
, and adopting corrective measures if that disparity becomes abnormally large. Thi
sually there are many other extraneous factors likely to influence the results, an
Sec 41 QUALITY
IN
JAPAN
4
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
Sec 41 QUALITY
IN
JAPAN
5
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
s clear that when workers are responsible only for following the established manu
trongly emphasized. However, it should be underlined that as long as processes hav
Sec 41 QUALITY
IN
JAPAN
6
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
al to understand the causes. Permanent corrective action thus focuses on the proce
rmance of manufactured products cannot be achieved. To offer training to the work
Sec 41 QUALITY
IN
JAPAN
7
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
y linked with companywide quality control activities. The quality control circle
Sec 41 QUALITY
IN
JAPAN
8
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
ontrol circles are often divided into smaller circles. Some workers become the lea g lines or quality control circles of manufacturing and inspection, etc er, as the quality control circle members progressed in their studies, many of the nducted by the attending members who were assigned as the session moderators. The
Sec 41 QUALITY
IN
JAPAN
9
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
, the manufacturing schedule, and other aspects of production. ch as control charts, and scatter diagram. In addition, techniques such as regress using, transportation and purchasing. ensable, for ensuring product quality, and parent companies are encouraging the fo
Sec 41 QUALITY
IN
JAPAN
10
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
on a company-wide scale. Three of the principal reasons often cited as to why thi
to hold, although this will depend on how the labor shortages are dealt with. Even
Sec 41 QUALITY
IN
JAPAN
11
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
ergy crises, in 1973 and 1979, respectively. Japan is particularly vulnerable econ
an be broadly divided into energy saving in manufacturing processes and the like,
rs of the industrial restructuring that was to take place in Japan beginning in t
Sec 41 QUALITY
IN
JAPAN
12
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
stewarding their companies for the benefit of society.
ese and foreign corporations going back to the 1970s. It is interesting to see th
panies.
Sec 41 QUALITY
IN
JAPAN
13
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
Deming Prize Committee drafted new regulations for the operation of the Deming Ap
cesses, which indicated Japanese management systems can be applied to any kind of
Sec 41 QUALITY
IN
JAPAN
14
COMPANY - WIDE QUALITY CONTROL IN JAPAN
he narrow fields of manufacturing and inspection to almost all company branches.
ompanies quality control activities are not restricted to quality control staff b
Sec 41 QUALITY
IN
JAPAN
15
COMPANY - WIDE QUALITY CONTROL IN JAPAN
d training. Thus, since the early 1950s education and training in quality control
hnical Scholarship (AOTS). Furthermore, many Japanese companies are enthusiastic ab
rective actions.
Sec 41 QUALITY
IN
JAPAN
16
COMPANY - WIDE QUALITY CONTROL IN JAPAN
long-term plan of company-wide quality control in order to realize that policy. I
lity improvement plans for existing products in the course of policy management.
Sec 41 QUALITY
IN
JAPAN
17
COMPANY - WIDE QUALITY CONTROL IN JAPAN
e is not merely for the employees “to pass the examination” but to stimulate mutu
the internal audit contributes to the improvement of mutual understanding and hum
Sec 41 QUALITY
IN
JAPAN
18
COMPANY - WIDE QUALITY CONTROL IN JAPAN
redetermined theme is preferred in many companies; these audits become more intens
he department that is to undergo audit.
t summarizes the ideas and the points of the audit, it is often effective to annou
Sec 41 QUALITY
IN
JAPAN
19
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
ite common for companies to judge the adequacy of their quality assurance by the
ers that receive few complaints do not sell at all because they lack appeal.
ities. Must-be quality is expressed in terms of indicators such as the defect rate
ctive in controlling the former type of quality, the latter type is best achieved
Sec 41 QUALITY
IN
JAPAN
20
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
nly to must-be quality, and activities to reduce them have little to do with activ
of these is that, while quality costs address the issue of must-be quality, they t
Sec 41 QUALITY
IN
JAPAN
21
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
sts borne by customers as a result of poor quality.
given to environmental issues, it is also necessary to take into account the cos
Sec 41 QUALITY
IN
JAPAN
22
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
lated Japanese cities. Beyond the need for comfortable temperature and humidity ar
Sec 41 QUALITY
IN
JAPAN
23
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
es autonomous inspection, which consists of workers checking their own products to
he division of responsibility between autonomous inspection and proxy inspection
duct as a motivational tool and to use in the manufacturing process in a way that
Sec 41 QUALITY
IN
JAPAN
24
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
quality conforms to their quality of design, that is, for manufacturing conformin
ses with far better process capability indices than ever before.
s are occurring, control charts are no longer needed. It is strongly emphasized on
ors thought most likely to influence them. It is necessary to confirm the princip
Sec 41 QUALITY
IN
JAPAN
25
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
is in fact inseparable from it. On the other hand, necessity and importance of wo
ple engaged in the work and reduces their opportunities to exercise those faculti ally not often complied with.
ds in a manufacturing process. They usually include the following three items:
s that the process must produce. e safety and preserve the quality created in upstream processes.
Sec 41 QUALITY
IN
JAPAN
26
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
as item 2 regardless of who is responsible for the work? As emphasized previously
ion are thus not mutually exclusive but mutually complementary.
Sec 41 QUALITY
IN
JAPAN
27
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
dispensable, first to improve the quality of design to meet the target of fitness
ng all departments. In other words, the cycle of plan-do-check-act should be rotate
y-wide standpoint should not be implemented just by the supervisory head office o
ts for each function and comparing these with the company-wide cross-functional o
Sec 41 QUALITY
IN
JAPAN
28
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
rcent inspection. Japanese manufacturers have been trying to establish and mainta
manufacturers are placing more and more importance on promoting the type of qual
p management personnel. Because of the smaller size of the supplier companies, qua
Sec 41 QUALITY
IN
JAPAN
29
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
shed in 1966 and presented by Ishikawa at the International Conference on Quality
live and let live” based on the responsibilities of enterprises for the public. F
utual understanding and cooperation on their quality control systems.
ence of the other party.
he vendor, so that the vendor can understand what should be manufactured.
a rational contract between them in respect of quality, quantity, price, delivery
Sec 41 QUALITY
IN
JAPAN
30
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
ction to vendee. Vendor is also responsible for submitting necessary and actual d
forehand, which will be admitted as satisfactory to both parties.
cedures through which they can reach amicable settlement of disputes whenever any
hould exchange information necessary to carry out better quality control.
ciently, such as in ordering, production and inventory planning, clerical work, and take full account of the consumer’s interest.
Sec 41 QUALITY
IN
JAPAN
31
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
paper on quality design, Aiba emphasized the importance of securing external qual
ity. They reflect must-be quality—the poor quality of product dissatisfaction. In
Sec 41 QUALITY
IN
JAPAN
32
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
needs and that they are delighted to use. It is impossible to achieve this in reg
y control story is also highly effective. It is important to make positive use of
s, they follow the PDCA cycle.
Sec 41 QUALITY
IN
JAPAN
33
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
ucts are classified into the following groups on the basis of their novelty:
lass 1, the quality, including safety, and the reliability should be most strictly
Sec 41 QUALITY
IN
JAPAN
34
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
The steps in new-product development are roughly as follows: 1. Market research 2. Conceptualization 3. Experiments, market research 4. Application for patent 5. Quality design 6. Pilot-scale manufacturing and qualification testing 7. Process design 8. Full-scale production testing and sales 9. Mass production 10. Termination of initial warning system 11. Termination of mass production
Sec 41 QUALITY
IN
JAPAN
35
1
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
ve to international levels. These poor products were sold only at ridiculously low application of mass production techniques.
culture and industry through the comprehensive promotion of various projects and
ty Control Course (the first one lasting 12 months, and subsequent ones lasting 6
Sec 41 QUALITY
IN
JAPAN
2
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
he Deming Application Prize provides a powerful incentive for Japanese companies
turing conditions and product quality, and reducing the work force needed for insp
ry area of corporate activity and clearly positioned quality control as a managem
Sec 41 QUALITY
IN
JAPAN
3
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
, and adopting corrective measures if that disparity becomes abnormally large. Thi
sually there are many other extraneous factors likely to influence the results, an
Sec 41 QUALITY
IN
JAPAN
4
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
Sec 41 QUALITY
IN
JAPAN
5
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
s clear that when workers are responsible only for following the established manu
trongly emphasized. However, it should be underlined that as long as processes hav
Sec 41 QUALITY
IN
JAPAN
6
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
al to understand the causes. Permanent corrective action thus focuses on the proce
rmance of manufactured products cannot be achieved. To offer training to the work
Sec 41 QUALITY
IN
JAPAN
7
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
y linked with companywide quality control activities. The quality control circle
Sec 41 QUALITY
IN
JAPAN
8
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
ontrol circles are often divided into smaller circles. Some workers become the lea g lines or quality control circles of manufacturing and inspection, etc er, as the quality control circle members progressed in their studies, many of the nducted by the attending members who were assigned as the session moderators. The
Sec 41 QUALITY
IN
JAPAN
9
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
, the manufacturing schedule, and other aspects of production. ch as control charts, and scatter diagram. In addition, techniques such as regress using, transportation and purchasing. ensable, for ensuring product quality, and parent companies are encouraging the fo
Sec 41 QUALITY
IN
JAPAN
10
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
on a company-wide scale. Three of the principal reasons often cited as to why thi
to hold, although this will depend on how the labor shortages are dealt with. Even
Sec 41 QUALITY
IN
JAPAN
11
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
ergy crises, in 1973 and 1979, respectively. Japan is particularly vulnerable econ
an be broadly divided into energy saving in manufacturing processes and the like,
rs of the industrial restructuring that was to take place in Japan beginning in t
Sec 41 QUALITY
IN
JAPAN
12
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
stewarding their companies for the benefit of society.
ese and foreign corporations going back to the 1970s. It is interesting to see th
panies.
Sec 41 QUALITY
IN
JAPAN
13
DEVELOPMENT OF MODERN QUALITY CONTROL IN JAPAN
Deming Prize Committee drafted new regulations for the operation of the Deming Ap
cesses, which indicated Japanese management systems can be applied to any kind of
Sec 41 QUALITY
IN
JAPAN
14
COMPANY - WIDE QUALITY CONTROL IN JAPAN
he narrow fields of manufacturing and inspection to almost all company branches.
ompanies quality control activities are not restricted to quality control staff b
Sec 41 QUALITY
IN
JAPAN
15
COMPANY - WIDE QUALITY CONTROL IN JAPAN
d training. Thus, since the early 1950s education and training in quality control
hnical Scholarship (AOTS). Furthermore, many Japanese companies are enthusiastic ab
rective actions.
Sec 41 QUALITY
IN
JAPAN
16
COMPANY - WIDE QUALITY CONTROL IN JAPAN
long-term plan of company-wide quality control in order to realize that policy. I
lity improvement plans for existing products in the course of policy management.
Sec 41 QUALITY
IN
JAPAN
17
COMPANY - WIDE QUALITY CONTROL IN JAPAN
e is not merely for the employees “to pass the examination” but to stimulate mutu
the internal audit contributes to the improvement of mutual understanding and hum
Sec 41 QUALITY
IN
JAPAN
18
COMPANY - WIDE QUALITY CONTROL IN JAPAN
redetermined theme is preferred in many companies; these audits become more intens
he department that is to undergo audit.
t summarizes the ideas and the points of the audit, it is often effective to annou
Sec 41 QUALITY
IN
JAPAN
19
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
ite common for companies to judge the adequacy of their quality assurance by the
ers that receive few complaints do not sell at all because they lack appeal.
ities. Must-be quality is expressed in terms of indicators such as the defect rate
ctive in controlling the former type of quality, the latter type is best achieved
Sec 41 QUALITY
IN
JAPAN
20
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
nly to must-be quality, and activities to reduce them have little to do with activ
of these is that, while quality costs address the issue of must-be quality, they t
Sec 41 QUALITY
IN
JAPAN
21
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
sts borne by customers as a result of poor quality.
given to environmental issues, it is also necessary to take into account the cos
Sec 41 QUALITY
IN
JAPAN
22
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
lated Japanese cities. Beyond the need for comfortable temperature and humidity ar
Sec 41 QUALITY
IN
JAPAN
23
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
es autonomous inspection, which consists of workers checking their own products to
he division of responsibility between autonomous inspection and proxy inspection
duct as a motivational tool and to use in the manufacturing process in a way that
Sec 41 QUALITY
IN
JAPAN
24
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
quality conforms to their quality of design, that is, for manufacturing conformin
ses with far better process capability indices than ever before.
s are occurring, control charts are no longer needed. It is strongly emphasized on
ors thought most likely to influence them. It is necessary to confirm the princip
Sec 41 QUALITY
IN
JAPAN
25
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
is in fact inseparable from it. On the other hand, necessity and importance of wo
ple engaged in the work and reduces their opportunities to exercise those faculti ally not often complied with.
ds in a manufacturing process. They usually include the following three items:
s that the process must produce. e safety and preserve the quality created in upstream processes.
Sec 41 QUALITY
IN
JAPAN
26
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
as item 2 regardless of who is responsible for the work? As emphasized previously
ion are thus not mutually exclusive but mutually complementary.
Sec 41 QUALITY
IN
JAPAN
27
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
dispensable, first to improve the quality of design to meet the target of fitness
ng all departments. In other words, the cycle of plan-do-check-act should be rotate
y-wide standpoint should not be implemented just by the supervisory head office o
ts for each function and comparing these with the company-wide cross-functional o
Sec 41 QUALITY
IN
JAPAN
28
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
rcent inspection. Japanese manufacturers have been trying to establish and mainta
manufacturers are placing more and more importance on promoting the type of qual
p management personnel. Because of the smaller size of the supplier companies, qua
Sec 41 QUALITY
IN
JAPAN
29
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
shed in 1966 and presented by Ishikawa at the International Conference on Quality
live and let live” based on the responsibilities of enterprises for the public. F
utual understanding and cooperation on their quality control systems.
ence of the other party.
he vendor, so that the vendor can understand what should be manufactured.
a rational contract between them in respect of quality, quantity, price, delivery
Sec 41 QUALITY
IN
JAPAN
30
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
ction to vendee. Vendor is also responsible for submitting necessary and actual d
forehand, which will be admitted as satisfactory to both parties.
cedures through which they can reach amicable settlement of disputes whenever any
hould exchange information necessary to carry out better quality control.
ciently, such as in ordering, production and inventory planning, clerical work, and take full account of the consumer’s interest.
Sec 41 QUALITY
IN
JAPAN
31
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
paper on quality design, Aiba emphasized the importance of securing external qual
ity. They reflect must-be quality—the poor quality of product dissatisfaction. In
Sec 41 QUALITY
IN
JAPAN
32
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
needs and that they are delighted to use. It is impossible to achieve this in reg
y control story is also highly effective. It is important to make positive use of
s, they follow the PDCA cycle.
Sec 41 QUALITY
IN
JAPAN
33
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
ucts are classified into the following groups on the basis of their novelty:
lass 1, the quality, including safety, and the reliability should be most strictly
Sec 41 QUALITY
IN
JAPAN
34
QUALITY ASSURANCE AND NEW - PRODUCT DEVELOPMENT
The steps in new-product development are roughly as follows: 1. Market research 2. Conceptualization 3. Experiments, market research 4. Application for patent 5. Quality design 6. Pilot-scale manufacturing and qualification testing 7. Process design 8. Full-scale production testing and sales 9. Mass production 10. Termination of initial warning system 11. Termination of mass production
Sec 41 QUALITY
IN
JAPAN
35
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