Introduction to

TQM
(Total Quality Management)

Shigeru Tsujita
TQM TPM Consultant
Main Reasons why TQM has come to be regarded
as a vital part of business management

1. Responding to Customer Demands

2. Making Management More Efficient

2
QC TQC TQM

3
 The History and Current Status

SQC
1924 Control Chart
(Dr. W A Shewhart)
1941~42 American War Std

Introduction of QC to Japan
1946 Japan’s telephone communications equipment
JUSE QCRG
1950 Dr. W E Deming 1954 Dr. J M Juran

TQC

TQM
4
 Number of car production in Japan
(X1000cars)
14,000

12,000

10,000

8,000

6,000

4,000

2,000

0
1940 1950 1960 1970 1980 1990 2000
5
Deming Juran QC Circle
What is TQM
Good products
and services

Good Company

Consumer Employees Share holders

Society, the environment and future generations

6
 ISO and TQM
TQM
TQM
Quality level

Quality Management
Improvement
ISO

ISO
Quality assurance and control
maintain quality level and system
7
 Main characteristics of TQM
1. Quality first
2. The next process is the customer
3. Working with facts
4. Process orientation
5. Prioritization
6. Source control
7. All departments, all employees
8. Respect for humanity 8
 What is Quality?

Quality of Products and Services

Quality to Satisfy the Consumer

Quality Cost Delivery Service

(narrow sense)

9
 Example
Date Characteristic Date Characteristic Date Characteristic Date Characteristic
3/1 25.1 3/16 4/1 22.6 4/16 29.8
3/2 3/17 4/2 26.2 4/17 23.8
3/3 3/18 22 4/3 18.9 4/18 22.2
3/4 27.2 3/19 24.3 4/4 24.3 4/19 21
3/5 26.3 3/20 25 4/5 25.1 4/20
3/6 25.3 3/21 4/6 4/21
3/7 24.8 3/22 23.3 4/7 4/22 21.4
3/8 26.2 3/23 4/8 22.4 4/23 24
3/9 3/24 4/9 26 4/24 23.3
3/10 3/25 27.4 4/10 23 4/25 25.2
3/11 25.5 3/26 23 4/11 24.4 4/26 23.9
3/12 27 3/27 22 4/12 24.5
3/13 26.7 3/28 25.2 4/13
3/14 26.7 3/29 23.7 4/14
3/15 25 3/30 4/15 22.4
3/31 10
 18
20
22
24
26
28
30
3/1

3/8

3/15

3/22

3/29

4/5

4/12

4/19
11

4/26
 0 2 4 6 8 10
18
19
20
21
22
23
24
25
26
27
28
29
30

12
0 1 2 3 4 5 0 1 2 3 4 5 0 1 2 3 4 5

13
 14
Source: Noriaki Kano, “New Century by Quality Management”, Quality Month Secretariat
 The Deming Cycle

After sales Planning

service and and
market surveys design
P
A
Marketing
Production

C D
Source: 15
Kaoru Ishikawa, “Introduction to Quality Control”,
JUSE Press, Ltd.
Concern for Quality
 Quality
Assurance
QC in new
Product
development

Source: 16
Kaoru Ishikawa, “Introduction to Quality Control”,
JUSE Press, Ltd.
 QC 7 Tools
for solving 95% of QC problem
1. Pareto Diagram
2. Cause and Effect Diagram
3. Graph
4. Check Sheet
5. Histogram
6. Scatter Diagram
7. Control Chart
Source:
Katsuya Hosotani,
“7 QC Story”,
18
JUSE Press, Ltd.
Source:
Katsuya Hosotani,
“7 QC Story”,
19
JUSE Press, Ltd.
Source: 20
Katsuya Hosotani, “7 QC Story”, JUSE Press, Ltd.
Source:
Katsuya Hosotani,
“7 QC Story”,
21
JUSE Press, Ltd.
Source:
Katsuya Hosotani,
“7 QC Story”,
22
JUSE Press, Ltd.
Source:
Katsuya Hosotani,
“7 QC Story”,
23
JUSE Press, Ltd.
Source:
Katsuya Hosotani,
“7 QC Story”,
24
JUSE Press, Ltd.
 New QC 7 Tools
1. Relation diagram
2. Affinity diagram
3. System diagram
4. Matrix diagram
5. Matrix data analysis
6. PDPC method
7. Arrow diagram
25
The QC approach to problem solving

Tasks: Quality, Cost, Delivery, Safety, Morale

Control and Improvement

QC story

26
 Problem solving QC story
1. Selecting a theme
2. Understanding the current situation and setting
targets
3. Creating a plan of action
4. Analysis the factors
5. Developing and implementing countermeasures
6. Confirming effectiveness
7. Standardization and establishing control
27
 Task achieving QC story

1. Selecting a theme
2. Defining the issue and setting targets
3. Creating a plan of action
4. Proposing and evaluating countermeasures
5. Implementing countermeasures
6. Confirming effectiveness
7. Standardization and establishing control

28
 Promotional Vehicles for TQM

1. Policy Management

2. Daily Management

3. Cross functional Management

4. Bottom up Activities - QCC

 TOP DOWN ACTIVITIES

• Policy Deployment
• Continuous Improvement
• Daily Management

30
 BOTTOM UP ACTIVITIES

• QC Circle
• Suggestion
• Small Group
31
 Future Direction

Policy
Staff Management

President
Cross Functional
Management

Line
Daily Management

Boat Model (Titanic) Current Direction

Source: Noriaki Kano, “New Century by Quality Management”, Quality Month Secretariat
 Issues

Policy Objectives

Strategies

33
 Policy Deployment

CEO’s policy
CEO
Issues, objectives, strategies

Division manager ’s policy

Division manager
Issues, objectives, strategies

Department manager ’s policy

Department manager
Issues, objectives, strategies

Section manager ’s policy

Section manager
Issues, objectives, strategies

Action plan
Supervisor
Issues, objectives, strategies 34
Source:
Hitorshi Kume, “Management by Quality”, 3A Corporation
 Annual policy-setting process table

Higher level policy This year’s issues,

Items pointed out at objectives and and
diagnosis strategies

Review of previous year’s

result

Self evaluation of previous

year’s achievements Changes of external
environment

Changes of external
environment

Source: 35
Hitorshi Kume, “Management by Quality”, 3A Corporation
 2001Activity Report Date:
Aproved Make
Name of the activty

Target of Results Cause of the defference

No. Working Item 2001 Achievement Evaluation between target and Result search the conscience Person in charge
Ratio(%) (◎○△)

36
 2001Activity Report Date:
Aproved Make
Name of the activty Jishu-Hozen

Target of Results Cause of the defference

No. Working Item 2001 Achievement Evaluation between target and Result search the conscience Person in charge
Ratio(%) (◎○△)
1 Number of Tags 3,000 120 ◎ 3,652 Morm\ning activity Continue same activity Mr.A

2 Tag removal % 80% 80% ○ 63% Lack of maintenance stuff Use Subcontracter Mr.B
White 82% Change Target
Pink 42% make order of priority

37
 2003 Activity Plan Date:
Aproved Make
Name of the activty

Target of Result Schedule

No. Working Item Control Items Person in charge
2002 of 2001 Jan. Feb. Mar Apr May Jun Jul Aug Sep Oct Nov Dec

38
 Time Allocation
President

MD Policy Management
(Challenge)
Dept. Mgr.

Section Mgr.

Foreman

Operator
Daily Management
(Maintain)

Time
QC Circles

40
QC Circle Conference
(managed by QC Circle Headquarters)

Number of Conference Held 138

Number of Participants 41,285
Number of Themes Presented 2,197

41
National Commendation for QC Circles
Kaoru Ishikawa Award 21 Circles
QC Circle Grand Prize
Gold 6 Circles, Silver 12 Circles

42
 On the start of a new magazine
Dr.Kaoru Ishikawa
Now we are publishing the first issue of “Gemba and QC”.
Gemba means the place where you actually perform your
work.
Last year the editorial staff of our sister magazine
“Quality Control” held a discussion meeting on quality
control by gemba foremen and assistant foremen, who
showed a great demand for a magazine to be read light-
heartedly. We lost no time having a subcommittee for
putting the plan into practice, and finally decided to start
a new magazine “Gemba and QC” after close examination
including a questionnaire survey at the 11th Quality
Control Meeting.
Japan’s quality control activities have had almost 15-year
experience and many companies have executed the
activities more and more eagerly with trade liberalization
close at hand. Nowadays the activities are in the times of
what we call TQC i.e. QC from the stages of designing,
outsourcing, engineering work to those of sales,
distribution systems and consumers. The time has come
when gemba workers, who actually produce the qualities
of products and services, mainly carries out quality control
and a guarantee of quality bearing the responsibility of
quality.
We started editing with the hope of making a new
magazine, which would be willingly accepted by gemba
workers. Now furthermore we think the editorship should
be taken on by not only members of the editorial staff but
also readers of this magazine, which will be accomplished
by asking the view of you as consumers, and exchanging
various opinions with you on the magazine. In order for
you to form your opinion we recommend you to organize
QC circles at each gemba. We look forward to your
participation to the editorship. ………..
It is our supreme pleasure that this magazine will be
useful for you gemba workers to positively participate in
QC activities and produce excellent results.
We hope you will play an active part in the TQC world.
43
This sentence is partly translated.
Source: QC Circle Headquarters, “Job Site and QC”, JUSE Press, Ltd.
Dr.Ishikawa 44
 The situation in Japan when QC Circle started.

Product :Cheap but poor quality

518 US$/Person 46 US$

1 million/year

GDP/Person Salary for new Number of car

graduates production 45
Fundamentals of QC Circles
(General principal of the QC Circle)

What Are QC Circles?

The Basic Principles of QC Circle Activities

Published Nov. of 1970 and revised several times

46
 What Are QC Circles?

A QC Circle is a small group

consisting of first-line employees
who continually control and improve the quality of
their work,
products, and services.

These small groups:

operate autonomously,
utilize quality control concepts and techniques
and other improvement tools,
tap members’ creativity, and
promote self- and mutual-development. 47
Source: QC Circle Headquarters, “How To Operate QC Circle Activities”, JUSE Press, Ltd.
 QC Circle activities aim to:
develop members' capabilities and achieve self-actualization,
make the workplace more pleasant, vital and satisfying,
improve customer satisfaction, and contribute to society.

Executives and managers ensure

that QC Circle activities contribute
to improving the health of the enterprise by:
treating QC Circle activities as an important part
of employee development and workplace vitalization,
personally practicing company-wide improvement activities
such as TQM, and
providing guidance and support for total participation
while respecting the humanity of all employees.
48
Source: QC Circle Headquarters, “How To Operate QC Circle Activities”, JUSE Press, Ltd.
 The Basic Principles of QC Circle Activities

•Fully reveal human capabilities and

eventually draw out infinite possibilities.

•Respect humanity and build a pleasant,

vital, and satisfying workplace.

•Contribute to the improvement and

development of the enterprise.

49
Source: QC Circle Headquarters, “How To Operate QC Circle Activities”, JUSE Press, Ltd.
 Important points
What Are QC Circles?

A QC Circle is a small group

consisting of first-line employees
who continually control and improve the quality of
their work, products, and services.

These small groups:

operate autonomously,
utilize quality control concepts and techniques
and other improvement tools
tap members’ creativity, and
promote self- and mutual-development.

50
Source: QC Circle Headquarters, “How To Operate QC Circle Activities”, JUSE Press, Ltd.
 Number of QC Circle Member

140
120
Number of Circles

100
80
60
40
20
0
7

9
5

10
r4

er
11

sw
de

an
an
Un

th
No
e
or
M 51
Source: QC Circle Headquarters, “How To Operate QC Circle Activities”, JUSE Press, Ltd.
 Important points
What Are QC Circles?

A QC Circle is a small group

consisting of first-line employees
who continually control and improve the quality of
their work, products, and services.

These small groups:

operate autonomously,
utilize quality control concepts and techniques
and other improvement tools
tap members’ creativity, and
promote self- and mutual-development.

52
Source: QC Circle Headquarters, “How To Operate QC Circle Activities”, JUSE Press, Ltd.
 Categories of Theme

100%
800
90%
700
80%
600 70%
500 60%
400 50%
40%
300
30%
200
20%
100 10%
0 0%
ty

y
st

rs
ty

ale
y

rs

l
en

ud
nc

ro
a li

Co

he
fe

ro

or
pm

nt

St
ie
Qu

Sa

Er

Ot
M
fic

Co
ui
Ef

Eq

53
Source: QC Circle Headquarters, “How To Operate QC Circle Activities”, JUSE Press, Ltd.
 Number of Themes solved over a year

350 100%
90%
Number of QC Circles

300 80%
250 70%
200 60%
50%
150 40%
100 30%
20%
50 10%
0 0%

er
2

5
6

y
an

an

sw
th

ly

an
rd
e
or

No
Ha
M

54
Source: QC Circle Headquarters, “How To Operate QC Circle Activities”, JUSE Press, Ltd.
 What Are QC Circles?

A QC Circle is a small group

consisting of first-line employees
who continually control and improve the quality of their work,
products, and services.

These small groups:

operate autonomously,
utilize quality control concepts and
techniques
and other improvement tools
tap members’ creativity, and
promote self- and mutual-development.
55
Source: QC Circle Headquarters, “How To Operate QC Circle Activities”, JUSE Press, Ltd.
Operate autonomously

56
Utilize Quality Control Concepts (1)

Quality Customer Satisfaction

57
Utilize Quality Control Concepts (2)

Control

A P
Act Plan

C D
Check Do

The Control Cycle (with 4 Steps)

58
•Set a target, which should be
materialized by a numerical value.

•Make plan and evaluate 5W1H

Why
What
How
When
Where
who

•QC story
59
Utilize quality control concepts and Techniques
and other improvement tools (1)

Facts and Data

Use statistical methods

60
Use statistical methods
QC 7Tools
Graph, control chart
Check sheet
Stratification
Parato diagram
Cause and effect diagram (Ishikawa Diagram)
Histogram
Scatter diagram

New QC 7Tools

61
Utilize quality control concepts and techniques
and Other Improvement Tools (2)

IE
VA,VE
KYT
FMEA, FTA
Etc.

62
Tap members’ creativity
Creativity
•to create something new and to produce
results
•an ability to accept the challenge of
things,.

1. Get away from preconceptions and fixed ideas.

2. Understand the current situation correctly.
3. Gather the wisdom of many by brainstorming and generate ideas.
4. Consider matters from different angles to conceive new ideas.
5. Combine ideas.
6. Question common sense, don't be afraid of making mistakes, and
challenge for new things.
63
Promote self- and mutual-development (1)

Fulfilling desires

to study necessary subjects

and to strengthen our
capabilities
By
putting our learning into
practice. 64
Promote self- and mutual-development (2)
Mutual development
improvement efforts to grow, expand knowledge, and
strengthen one's abilities stimulated by others.

Mutual-development opportunities
individuals,
QC Circles,
workplaces,
companies in the same industry,
different industries,
overseas.
65
Important points
What Are QC Circles?

A QC Circle is a small group

consisting of first-line employees
who continually control and improve the quality of
their work, products, and services.

These small groups:

operate autonomously,
utilize quality control concepts and techniques
and other improvement tools
tap members’ creativity, and
promote self- and mutual-development.
66
 OBJECTIVES

1)To build a strong workshop

2)To establish a state of control
3)To enhance morale
4)Human relations
5)Improvement at the workshop level
6)Voluntary activities
7)TO THINK WELL AND TO USE WISDOM
8)To broaden the way of thinking
9)Better income
10)Improvement of quality assurance
11)Engineers can devote their time to proper job

67
 Fundamentals of QC Circle Activities

1) Self-development
2) Voluntary Activities
3) Group Activities
4) Participation by Everyone
5) Application of QC Techniques
6) QCC Activities take Root in the Workshop
7) Activation and Perpetualization of QC Circle Activities
8) Mutual Development
9) Creativities
10) Quality-consciousness, Problem-consciousness and
Improvement-consciousness

68
 A Case Where the Tree Diagram Method Was Effectively Applied for Analyzing Factors and Investigating Countermeasures

CASE Reduction of minor stoppage of

packaging conveyor for film

• Circle Composition: 3 Men and 3 Women

• Average Age of Members: 47 years old
• Establishment of the Circle: June, 2000
• Experience in Tackling Themes: This is the 3rd theme
• Number of Meetings Held for This Theme: 12
• Meeting Duration: 90 minutes./meeting (outside of working hours)

Konica Corp. MG Production Center, No. 3 Manufacturing Section ‘GNC Circle’

69
Source: QC Circle Headquarters, “Dec. 2002, QC Circle”, JUSE Press, Ltd.
 Weighting of items Score Score
Higher Level Policy by item X 1 by item X 2
Enjoy the sense of

Common theme

Ease of tackling

Ease of data collection

Urgency

Section policy

Effects

Total score
Priority
achievement through Item Evaluation table for
participation, the rationale of
implementation, and theme selection
standardization.
Scores ○ 5 points
△ 3 points
× 1 point

QC Circle Policy
Create workshops
where employees
can work with ease 10 20 30 40 50
and comfort, by Problems
perfecting processes
where equipment- C Reduction of combination loss in RC △ × △ ○ ○ ○ ○ 47
derived loss or Cloth process
troubles do not P Reduction of preparation time in RC 29
△ ○ ○ × × △ △
happen. Mount process
P Elimination of abnormalities of upstream △ △ ○ ○ ○ ○ ○ 51
conveyor in RC Mount process
Q Reduction of claw breakage troubles in △ △ ○ △ △ △ △ 35
RC Outfit process
S Reduction in RC process ○ ○ △ × × △ △ 29

70
Source: QC Circle Headquarters, “Dec. 2002, QC Circle”, JUSE Press, Ltd.
 (%)
(Min.)

Time Cumulative
percentage

(%)

Other stoppages
Putting in order
Minor stoppage

Setup change time

Preparation

Frequency Cumulative
of minor percentage
stoppages

Trouble at upper stream

Trouble at downstream

stamping/conveying
Trouble of
conveyor
conveyor

Others
Fig. 1 Background of Theme Selection
71
Source: QC Circle Headquarters, “Dec. 2002, QC Circle”, JUSE Press, Ltd.
 Stopper

Charging Positioning Press-down roller Labeling Packaging

Stopper

Transporting part of conveyor Slip torque conveyor part

(Flat belt, container pool) (Acceleration, container release)

Upstream portion of conveyor

Stopper

Source:
Overriding on stopper Bending of press-down roller
QC Circle Headquarters, 72
“Dec. 2002, QC Circle”, JUSE Press, Ltd.
Fig. 2 Process Outline and Abnormalities
 No. of upstream conveyor
No. of upstream conveyor abnormalities
abnormality stoppages
by number of sheets contained
(cases)
(cases/month)

Number Number
of of
abnormalities abnormalities

50 sheets 100 sheets

Jun. Jul. Aug. Sep. Oct.

Findings
Findings
The average number of upstream More abnormalities are found with
conveyor abnormality stoppages is product containing 50 sheets.
54.5 cases/month.

No. of upstream conveyor

Trend of the No. of upstream conveyor
abnormalities by type of container
abnormalities by operator
(cases/month)
(cases/month)

Number
of Number
stoppages of
stoppages

Eco-container Ordinary container

A B C D E
Findings Findings
No significant differences are
Product with ordinary containers
Source: observed among charging operators
is more liable to abnormality.
with minor variances.
QC Circle Headquarters,
“Dec. 2002, QC Circle”,
73
JUSE Press, Ltd. Fig. 3 Understanding existing conditions
 Verification 3
Container thickness is
Hard to detect with sensor. Sensor installation position is inappropriate.
small.

50 sheets contained Verification 1

Transporting power of slip torque Transporting power of slip torque
conveyor is weak. conveyor is weak.
Verification 2 Bending during transportation is Bending during transportation is likely to
likely to occur. occur.
Container is light.
More susceptible to effects from More susceptible to effects from
transporting resistance. transporting resistance.

Transporting power is too strong. Verification 4

Why do upstream
conveyor
Ordinary container Surface is varnished. Slippery
abnormalities
occur?
Bending during transportation is likely
Longitudinally long
to occur.

15 X 30 Small Driving force is hard to be transferred.

Light Transporting power of slip torque

conveyor is weak.

Bending during transportation is

likely to occur.

More susceptible to effects from

transporting resistance.

Transporting power is too strong.

Table 1 Important Factors

No. Important factors Rationale Verification Method Verification No. Who Where

1 Transporting power of slip Pay attention to the possibility of the container Investigate the relationship between transporting power and Verification 1 Maintenance Workshop
torque conveyor is weak. colliding with the stopper because of container’s container-to-container intervals, as well as one between container- group
failure to accelerate. to-container intervals and abnormalities.

2 Container is light. Pay attention to the possibility of the failure of Investigate the relationship between the weight of containers and Verification 2 Kikuchi Workshop
driving force transference causing transporting abnormalities.
trouble.

3 Sensor installation position is Pay attention to the possible inappropriateness of Investigate the relationship between varying sensor positions Verification 3 Kikuchi Workshop
inappropriate. the timing of stopper appearing. (angles) and abnormalities

4 Transporting power of Pay attention to the possible deviation of Investigate the relationship between container accumulation and Verification 4 Nagahara Workshop
transporting conveyor is strong. transporting position because of high pressure deviated transportation position.
generated at the time of continual container
stops.
74
Source: QC Circle Headquarters, “Dec. 2002, QC Circle”, JUSE Press, Ltd.
 Effects Rank Rank What Who Where When Countermeasures

Increase the weight by changing the number of ○ × 1 － － － － －

pieces in the container.
Change the weight
Ensure not to produce light products. ◎ × 2 － － － － －
of containers.
Change the shape of containers to a rounder one ○ × 1 － － － － －
How Can We Reduce Upstream Conveyor Abnormalities?

Use press-down without sharp angles.

roller to prevent Change the shape
products from Apply a product on the surface of containers to × × 0 － － － － －
of containers.
accumulating. give smoothness.

Delay the timing of press-down roller appearing ◎ ◎ 4 Timing of press- Kikuchi Workshop End of Countermeasures 2
Change the timing by speed controller so that it may not contact down roller Dec.
of press-down angles of the product.
roller appearing.
Operator charges each container with an interval ◎ × 2 － － － － －
in-between.
Ensure that
containers don’t
Place a guide on the side of the transporting ◎ × 2 － － － － －
accumulate.
Prevent container conveyor where there is no reference.
deviation at points
where containers
accumulate. Modify points Devise a mechanism so that conveyor stops if ○ × 1 － － － － －
where containers containers accumulate.
accumulate.
Replace transporting conveyor with slip torque ◎ ◎ 4 Change transporting Maintenance Workshop End of Countermeasures 4
conveyor. conveyor Jan.

Change the setup

Increase the speed of the slip torque conveyor to ○ ○ 2 － － － － －
of slip torque
Eliminate variation increase transporting power.
conveyor.
of container-to-
container intervals. Replace three rollers close to the stopper with ○ ◎ 3 Rollers of stop Nagahara Workshop End of Countermeasures 1
Modify the slip driving rollers to increase transporting power. torque conveyor Dec.
torque conveyor.

Delay the timing of the stopper appearing by ◎ ○ 3 Direction of sensor Kikuchi Workshop End of Countermeasures 3
changing the direction of sensor. Dec.
Ensure that Change the timing
of stopper Install a timer so that stopper appears with an ○ × 1 － － － － －
containers don’t
appearing. interval.
override on stopper.

Fig. 5 Tree Diagram for Investigating Countermeasures

75
Source: QC Circle Headquarters, “Dec. 2002, QC Circle”, JUSE Press, Ltd.
 Purpose: Prevent press-down roller from contacting an angle of container.
Means: Adjust the speed controller of roller shuffling cylinder.
Purpose: Increase transporting power of slip torque conveyor
Means: Replace three rollers immediately after the stopper with driving rollers. Press-down roller was made to come down at about 30mm away from the
angle of container.

Driving rollers

Fig. 6 Countermeasure-1

Fig. 7 Countermeasure-2

Purpose: Let the stopper appear between a container and another. Purpose: Prevent latitudinal deviation when containers accumulate.
Means: Adjust the direction of the sensor. Means: Change transporting conveyor from flat belt to slip torque conveyor.

Before After
countermeasure countermeasure
Stopper [mm]
Before
countermeasure

Amount of Deviation
latitudinal limit (38mm)
deviation
Tilted the sensor to about -2 degrees Flat belt
In parallel with stopper
from parallel
After
countermeasure

[Container]

Direction of flow Direction of flow Slip Torque

Conveyor
Stopper appeared in-between containers.
Containers no longer overrode on the stopper.
76
Fig. 8 Countermeasure-3 Fig. 9 Countermeasure-4
Source: QC Circle Headquarters, “Dec. 2002, QC Circle”, JUSE Press, Ltd.
 Abnormality of
No. of Upstream Conveyor Stoppages upstream conveyor
(cases) due to Abnormalities
54.5 cases/month on the Countermeasure 4
was implemented.
average for BM

Goal was
Number achieved.
of
stoppages

Countermeasures 1, 2, and
3 were implemented.
5 cases
Goal: 0 / month
0
8 cases

Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar.

Reduction of 302,400 yen /year in total

Fig. 10 Confirmation of Effects

77
Source: QC Circle Headquarters, “Dec. 2002, QC Circle”, JUSE Press, Ltd.
 KEY SUCCESS FACTORS
1. Commitment and involvement from top management.
2. There must be top management diagnosis.
3. All companies must have promoters in TQC, Safety & Environment
4. Instructors and consultants must have knowledge and ability to
instruct.

78
TQC is a group activity and cannot be done by individuals. It calls for
teamwork.

TQC is not a miracle drug, its properties are more like those of Chinese herb
medicine.

Kaoru Ishikawa
What Is Total Quality Control? The Japanese Way (1981)

79