Dr. Kaoru Ishikawa Research Paper

875 Words Nov 25th, 2011 4 Pages
Dr. Kaoru Ishikawa Research Paper
Jennifer Ledbetter
Total Quality Management
Professor: Harry Ekholm
November 13, 2011

Dr. Kaoru Ishikawa is one of the world`s primary leader on quality control. Ishikawa has influenced quality practices throughout the world, with his education background and ideas towards Total Quality Management have sharped TQM and are still used today. Ishikawa has helped thousands of companies, including IBM, Bridgestone, and Komatsu, to turn out higher quality products at considerable lower costs. His book What is Total Quality Control? The Japanese Way, Prentice Hall, Inc. was a best seller in business books. He has been awarded the Deming Prize and the Nihon Keizai Press Prize, the Industrial
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The Japanese Way, which was again translated into English. He died in April 1989. (Process Reveiw and improve Office, 2002)

Kaoru Ishikawa dedicated much of his efforts to making technical statistical techniques used in quality achievement to businesses. Other techniques Ishikawa has emphasized include Fishbone diagram, Control Charts, Scatter Diagrams, Binomial probability paper and sampling inspection. Kaoru Ishikawa wanted to change the way people think about work. Ishikawa urged managers to resist becoming content with just improving a product's quality, insisting that quality improvement can always go one step further. Ishikawa notion of company-wide quality control called for continued customer service. This service would extend across the company itself in all levels of management, and even beyond the company to the everyday lives of those involved. According to Ishikawa, quality improvement is a continuous process, and it can always be taken one step further. Ishikawa also showed the importance of the seven quality tools: control chart, run chart, histogram, scatter diagram, Pareto chart, run chart and flowchart. (Process Reveiw and improve Office, 2002)

Another area of quality improvement that Ishikawa emphasized is quality throughout a product's life cycle -- not just during production. Although he believed strongly in creating standards, he felt that standards were like continuous quality improvement programs -- they too should be

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