Quality and Japanese Success
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Juran predicted in the 1970s that Japan would become the world leader in quality within two decades due to its focus on continuous quality improvement. This prediction came true as Japanese companies embraced total quality management approaches developed by quality experts like Deming and Juran. Key aspects of the Japanese quality movement included the establishment of organizations like JUSE to promote quality, Deming's emphasis on statistical process control and quality circles, and Juran's plan-do-check-act cycle. Japanese companies also utilized techniques like kaizen, 5S, and lean manufacturing to drive never-ending incremental improvements in quality, efficiency and customer satisfaction. As a result, Japanese automakers like Toyota rose to dominate global markets by the 1980s due to their
Quality and Japanese Success
- 1. QUALITY AND JAPANESE SUCCESS BY- Achintya Agarwal 101303007 COE-1 THAPAR UNIVERSITY
- 2. Juran’s statement in a conference in Sweden… The Japanese are headed for World quality leadership and it will attain it in the next two decades because no one else is moving at the same pace
- 4. What is Quality? Quality is defined as excellence in the product or service that fulfils or exceeds the expectations of the customer. It is the degree to which a set of inherent characteristics fulfils requirements.
- 6. BIRTH OF TOTAL QUALITY MANAGEMENT
- 7. TOTAL QUALITY MANAGEMENT TOTAL: Made up of the whole QUALITY: Degree of Excellence attached with the product MANAGEMENT: An act or art of understanding, analysing and applying through Conceptual and Statistical Tools Basically, it covers SWOT matrix (Strengths, Weaknesses, Opportunities and Threats) analysis
- 8. HISTORY BEHIND JAPAN’S QUALITY MOVEMENT Began in 1946 with US Occupational Force’s Mission Two important organization behind Japanese post war miracle: * JUSE- Japanese's Union Scientists and Engineers * MITI- Ministry of international trade and industry
- 9. J.U.S.E. Organized by Ichiro Ishikawa in 1946. Invited Deming in July 1950 (an eight day quality control seminar) Invited Juran in 1954 and 1960( focused on quality ). In July 1956 ,started broadcasting a quality control course on Japan’s short wave radio. JUSE started Deming’s prize for major advances in quality improvement in 1951
- 10. ROLE OF DEMING In 1947 Douglas MacArthur and the U.S. State Department sent Deming to war devastated Japan. His concept of employees working toward quality fit well into their personal ideas. Deming developed the chain reaction: as quality improves, costs go down and productivity goes up; this leads to more jobs, greater market share, and long-term survival. Quality circles, a central Deming theme, are based on the importance of employees meeting regularly in groups to comprehensively discuss product quality. The GDP in Japan rose rapidly from 1960s by more than 10 percent per year
- 11. ROLE OF JURAN Joseph M. Juran in 1954 went to Japan. He emphasized customer satisfaction more than Deming did and focused on management and technical methods rather than worker satisfaction. Juran developed basic steps that companies must take, however he believed there was a point of diminishing return, a point at which quality goes beyond the consumer needs. The Pareto Principle, or the Juran 80/20 rule: 80 percent of the trouble comes from 20 percent of the problems.
- 12. JURAN’S TRIOLOGY Quality planning (determine customer needs, develop product in response to needs). Quality control (assess performance, compare performance with goals, act on differences between performance and goals). Quality improvement (develop infrastructure, identify areas of improvement and implement projects, establish project team, provide teams with what they need).
- 13. IMPORTANT CONCEPTS BEHIND THE QUALITY SUCCESS OF JAPAN 5-S KAIZEN LEAN MANUFACTURING
- 14. KAIZEN
- 15. KAIZEN means “ continuous improvement“. Kaizen strategy calls for never-ending efforts for improvement involving everyone in the organization – managers and workers alike. Kaizen and Management has two major components: 1. Maintenance 2. Improvement
- 17. 5-S
- 18. SEIRI-Sorting: Keep only essential items. Everything else is stored or discarded SEITON-Straighten: Everything should be placed in a order SEISO: Keep the workplace clean as well as neat SEIKETSU-Standardizing: Work practices should be consistent and standardized. SHITSUKE: Sustaining the discipline Maintain and review standards Safety (sometimes taken as a sixth phase)
- 26. Lean production system is the western term for Toyota Production System Doing more with less: less time less inventory less space, less labour less money i.e. Maximum Output A shorthand for a commitment to eliminating waste, simplifying procedures and speeding up production Five areas drive lean production: Cost, Quality, Delivery, Safety and Morale.
- 32. SEISO: Keep the workplace clean as well as neat
- 34. SEITON-Straighten: Everything should be placed in a order
- 35. SHITSUKE: Sustaining the discipline Maintain and review standards
- 37. Other Miracles Fortune 500 global companies report 2009: No. of companies of Japan-68. Best rank in top 10 : Rank 3 , Toyota(only automobile industry) Tokyo – center of 51 fortune 50 companies 1950: Japanese economy (4.2% of USA and 1/3 of UK). 1980:40% of USA and two times of UK.
- 38. …AND ENDLESS SERIES MOVING TOWARDS QUALITY…