japanese quality tools and techniques

8/2/2019 Japanese Quality Tools and Techniques

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Japanese Quality tools andTechniques

Dr Rhys Rowland-Jones


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Lecture aims By the end of this lecture you will be

able to : Demonstrate an understanding of the

differing types of quality tools / techniquesattributed to the Japanese

Evaluate the applicability of tools and

techniques of quality improvementAppraise the effectiveness of individual

applications of appropriate quality tools


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Phases of Quality Assurance

Acceptancesampling

Processcontrol

Continuousimprovement

Inspectionbefore/afterproduction

Inspection andcorrective

action duringproduction

Quality builtinto theprocess

The leastprogressive

The mostprogressive


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Japan -Post WW2 Joseph Juran talked of the 'serious marketing

problems' that hampered the nation's attempts toconvert production to civilian goods.

Japanese goods were traditionally considered to be ofsub-standard quality, which deterred foreignimporters.

However, the nation became an economic

superpower, and by the beginning of 1980, Japaneseautomakers were responsible for a quarter ofAmerican car sales.

HOW??????


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The experts views The west, says quality expert Geoff Tennant,

was caught on the hop by the Japanese industry because itconsistently attempted to 'add luxury' to everything so thatit could mark up the price. Quietly and stealthily, though,

Japanese manufacturers were, instead, 'adding quality toeverything'.

According to automotive writer John PearleyHuffman, 'buying Japanese didn't necessarily mean you'd made a

compromise or settled for second best. It was a Japanesevehicle that competed with the best of Europe and Americain quality, performance and sheer sexiness and beat them -without sacrificing the keen pricing advantage that openedthe door to Japanese imports in the first place'.

Source Institute of Quality Assurance 2006


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Examples of QualityDimensions

Dimension

1. Performance

2. Aesthetics

3. Special features

(Product)CarEverything works, fit &

finishRide, handling, grade ofmaterials usedInterior design, soft touch

Gauge/control placementCellular phone, CDplayer

(Service)Auto Repair

All work done, at agreed

priceFriendliness, courtesy,Competency, quicknessClean work/waiting area

Location, call when readyComputer diagnostics


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Examples of Quality Dimensions(Contd)

Dimension

5. Reliability

6. Durability

7. Perceived

quality

8. Serviceability

(Product)Car

Infrequency of breakdowns

Useful life in miles, resistanceto rust & corrosion

Top-rated car

Handling ofcomplaints and/orrequests for information

(Service)Auto Repair

Work done correctly,ready when promised

Work holds up overtime

Award-winning service

department

Handling of complaints


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Key Contributors to QualityManagement

Contributor

Deming

Juran

Feignbaum

Crosby

Ishikawa

Taguchi

Known for

14 points; special & common causes ofvariation

Quality is fitness for use; quality trilogy

Quality is a total field

Quality is free; zero defects

Cause-and effect diagrams; qualitycircles

Taguchi loss function / Design ofExperiments

Quality


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A question of culture? The US and Japanese markets have

demonstrated quite characteristic

attitudes to quality, which have oftenbeen informed by the countries' socialand cultural difference.


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Basic Steps in Problem Solving

1. Define the problem and establish animprovement goal

2. Collect data

3.Analyze the problem

4. Generate potential solutions

5. Choose a solution

6. Implement the solution

7. Monitor the solution to see if it

accomplishes the goal


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Sun Tzus Art of War


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Traditionally, a Japanese Samurai

carried seven tools into battle. After World War II the Japanese adopted 'quality' as

a philosophy for economic recovery and, in line withthis traditional approach, sought seven tools to

accomplish the economic rejuvenation. The seventools chosen were: Histograms

Cause and Effect Diagrams

Check Sheets

Pareto Diagrams Graphs

Control Charts

Scatter Diagrams


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Control ChartPareto Chart

Data CollectingScatter Plot Ishikawa Chart

Histogram

Stratification

* **

***

***

The seven tools


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Techniques For Improvement.

Inputs Outputs

Input-Output analysis

x

x x

x

x

x x

x

Flow Charts

Scatter Diagrams

Cause-Effect Diagrams

ParetoAnalysis Why - why analysis

Why?

Why?

Why?


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Cause-and-Effect Diagram

Effect

MaterialsMethods

EquipmentPeople

Environment

Cause

Cause

Cause

Cause

Cause

CauseCause

Cause

CauseCause

Cause

Cause


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Check Sheet

Billing Errors

Wrong Account

Wrong Amount

A/R Errors

Wrong Account

Wrong Amount

Monday


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Pareto Analysis

80% of theproblems

may be

attributed to

20% of thecauses.

Smeared

print

N

umberofdefects

Off

center

Missing

label

Loose Other


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Control Chart

970

980

990

1000

1010

1020

0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

UCL

LCL


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Run Chart

Time (Hours)

Diameter


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Tracking Improvements

UCL

LCL

LCLLCL

UCLUCL

Process not centeredand not stable

Process centeredand stable

Additional improvements

made to the process


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Strategic Alignment.

STRATEGIC OPERATIONS

Improvement priorities should be determined by..

CUSTOMERS COMPETITORS

what the customers want achievement relative to competitors

IMPORTANCE PERFORMANCE

of each competitive

performance objective

in each of the competitive

performance objectives

IMPROVEMENT PRIORITIES

the your


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Quality Specifications

Design quality: Inherent value ofthe product in the marketplace

Dimensions include: Performance,Features, Reliability/Durability,Serviceability, Aesthetics, andPerceived Quality.

Conformance quality: Degree towhich the product or service designspecifications are met


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Lean Production

Lean Production can be defined asan integrated set of activitiesdesigned to achieve high-volume

production using minimalinventories (raw materials, work inprocess, and finished goods)

Lean Production also involves theelimination of waste in productioneffort

Lean Production also involves thetiming of production resources (i.e.,parts arrive at the next workstation

just in time)


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Features of Lean Production

Management philosophy Pull system though the plant

WHAT IT IS

Employee participation Industrial engineering/basics Continuing improvement Total quality control Small lot sizes

WHAT IT REQUIRES

Attacks waste Exposes problems and bottlenecks

Achieves streamlined production

WHAT IT DOES

Stable environment

WHAT IT ASSUMES


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The Toyota Production System

Based on two philosophies:

1. Elimination of waste

2. Respect for people


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Elimination of Waste

1. Focused factory networks

2. Group technology

3. Quality at the source

4. JIT production

5. Uniform plant loading6. Kanban production control

system

7. Minimized setup times


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Respect for People

Level payrolls

Cooperative employee unions

Subcontractor networks

Bottom-round management style Quality circles (Small Group

Involvement Activities or SGIAs)


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Toyota Production Systems Four Rules

1. All work shall be highly specified as tocontent, sequence, timing, and outcome

2. Every customer-supplier connection must be

direct, and there must be an unambiguousyes-or-no way to send requests and receiveresponses

3. The pathway for every product and service

must be simple and direct

4. Any improvement must be made inaccordance with the scientific method,under the guidance of a teacher, at thelowest possible level in the organization


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Lean Implementation Requirements:

Total Quality Control

Worker responsibility

Measure SQC

Enforce compliance

Fail-safe methods

Automatic inspection


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Lean in Services (Examples)

Organize Problem-Solving Groups

Upgrade Housekeeping

Upgrade Quality

Clarify Process Flows

Revise Equipment and ProcessTechnologies


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Continuous Improvement

Philosophy that seeks to make never-ending improvements to the process

of converting inputs into outputs. Kaizen: Japanese

word for continuousimprovement.


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Taguchi Loss Function

Cost

TargetLowerspec

Upper

spec

Traditional

cost function

Taguchi

cost function


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Quality at the Source

The philosophy of makingeach worker responsible

for the quality of his or her

work.


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operation

movement

inspection

delay

storage

Activities:

Waste (muda) Which of these symbols signify non-value adding activities?

influencing the throughput efficiency

types of waste:

overproduction

waiting time

transport

process

inventory

motion

defective goods


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focus on:

low costhigh qualityconformancestandardisation and/ormodularization

consistent policies for:

selected market segmentsvolumesproduct rangetechnology choice

emphasis:strategydesign for operations

Focus:

Most businesses are unnecessarilycomplex and difficult to manage.However, in JIT operations:


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The end
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