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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
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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