Quality improvement in Japan and its basic characteristics
The history of Japan's rapid rise on the ruins after the war is accompanied by the history of its quality improvement. Japan's quality improvement has created unparalleled economic prosperity after the war and has become the fundamental foundation for Japanese brands to gain a foothold in the world. Japan has a deep foundation in the pursuit of high quality and has made outstanding contributions to the innovation of quality management in the world. 195 1 year, JUSE (Japan Federation of Scientists and Engineers) established the deming prize in Japan. 1960 held "Quality Month" to promote "Total Quality Management" and "Consumer Quality Management". 1969 Japan held the first international conference on quality management in Tokyo, and then established the "Japan Quality Management Award" (see Appendix A: Japan Management Quality Award); 197 1 year, Japan established the quality management association. JIT:just in time), kanban (Kanban), kaizen (improvement), QFD (quality function development), CWQA (company-wide quality assurance), Taguchi method and other quality management theories and methods with Japanese characteristics are world-renowned. World-famous quality management experts, such as Ishikawa Kaoru, Taguchi Xuanyi, Jian Ye Zhao Ji, Kenichi Ohmae, etc., became famous for a while (see Appendix B: Quality Thoughts of Japanese Quality Experts), and the seven old and new tools developed and summarized by Japanese quality experts have also become the general methods of global quality management (see Appendix C: Seven old and new tools). Japanese products have also become synonymous with "high quality". Japanese products sell well all over the world. In the eyes of consumers, Japanese products are almost synonymous with good quality.
Kaoru ishikawa, a famous Japanese quality management expert, once pointed out that Japanese quality management activities have six characteristics: (1) All departments and members of the enterprise participate in QC activities; (2) Almost all employees have received QC education and training; (3) There is a continuous quality control audit system; (4) promoting QC group activities; (5) The application of basic statistical methods and advanced methods; (6) Extensive publicity and folk activities.
In his book Total Quality Management in Japan, Jiang Mumu Masao believes that the four elements of total quality success are: (1) the leader of the operator. Senior leaders of enterprises need to set an example first, so that management cadres can be consistent in their knowledge and practice. (2) fact-based management. The implementation of quality management needs to be based on data reflecting facts, and correct ideas and methods need to be obtained through the education of total quality management. (3) System architecture setting. In order to promote fact management effectively and continuously, it is necessary to establish various necessary system architectures and implement them effectively. (4) The importance of human dignity. In order to establish an atmosphere of respecting human nature and its concrete realization, we should implement the implementation plan to encourage all employees, such as managers and operators, to feel the value of life and the joy of work.
The Unique Skill of Quality Management in Japanese Enterprises: Improvement
The key word or characteristic, or essence, of Japanese quality management lies in Kaizen. English is continuous improvement, continuous improvement, continuous improvement, or endless improvement. Like lifelong employment, seniority sequence and social work, promotion is a unique word in Japan. "Change" means change, "goodness" means getting better, and "improvement" means getting better, always a better way and continuous improvement, that is, continuous improvement, that is, improving step by step with time to ensure continuous progress step by step. The improvement in the process of software development is caused by "differences and defects", such as: the difference between the budgeted cost and the actual cost; The difference between the planned progress and the actual progress; The difference between the estimated scale and the actual scale; Differences in work quality among project team members; Defects in software performance; Wait a minute. The improvement, known as the "unique skill of Japanese enterprises", is a low-cost and low-risk quality improvement method, the foundation of Japanese enterprises' competitive advantage, the foundation of Japanese-style management, the core difference between Japanese-style management and western-style management, and the foundation of Japanese enterprises' competitive advantage. The main means of "improvement" include: total quality management, safe production for all employees, timely production mode, quality circle and proposal system.
"Cycle Chain" of Quality Improvement: PDCA
"The success of managers comes from doing ordinary things extraordinary", which is the power of improvement. The cultural gene of this power lies in "chain and circulation", which is a major feature of Japanese culture, and even the whole Japanese society is pursuing the creation of a circular society. Its representative is PDCA cycle, also called Deming cycle. Whether it is the idea of TQM backbone system, the mainstream knowledge system of project management PMBOK, DMAIC six-sigma method (definition → measurement → analysis → improvement → control) or CMM? The idea of "chain cycle" is embodied in the ideal model (initiation → diagnosis → establishment → action → learning), as shown in Figure 3- 1.
Figure 3- 1 PDCA linkage and circulation
"Quality doesn't need to be amazing, but quality is the source of enterprise life." Deming's quality management thought is embodied in PDCA cycle, and the improvement of products and processes is regarded as a process that never stops and makes little progress. "PDCA is the core of management, ensuring today's work and developing better working methods tomorrow." The four steps of Deming cycle include: 1. Plan short-term goals; 2. Implementation plan; 3. Check whether the plan is implemented; 4. Take treatment measures.
The four characteristics of PDCA cycle are: (1) The big ring covers the small ring, and the headquarters, departments, workshops, teams and employees of the enterprise can implement PDCA cycle, find problems and make improvements; (2) Step by step, PDCA cycle does not always stay at one level. After one level cycle ends, it enters the next higher level cycle, and the level gradually rises; (3) Cycle, the four processes of PDCA cycle are not terminated at one time, but advanced repeatedly. The end of a cycle only shows that some problems have been solved, and there may be other problems or new problems, so we will enter the next PDCA cycle; (4)PDCA recycling uses scientific mathematical statistical methods. As an effective tool to promote work, find problems and solve problems, its typical model is called "four stages", "eight steps" and seven tools, and the old and the new alternate. See table 3- 1.
Table 3-3- 1 PDCA cycle typical mode
Four stages
Outline of step
Eight-step activity content
Tool method
plan
plan
According to the user's demand and market intelligence, make the product quality plan that meets the user's demand, and make the operation standard operation instruction according to the production needs.
1. Analyze the current situation and find quality problems.
Pareto diagram, histogram, control diagram, affinity diagram, matrix diagram
2. Analyze various factors that lead to quality problems.
Causality diagram, correlation diagram, matrix data analysis method, scatter diagram.
3. Analyze the main reasons that affect the quality problems.
Pareto diagram, scatter diagram, correlation diagram, tree diagram, matrix diagram, affinity diagram.
4. According to the main reasons, formulate solutions to the problems.
Correlation diagram, tree diagram, arrow diagram, PDPC method
do
implement
Carry out this plan carefully.
5. Implement and take measures as planned.
Tree diagram, arrow diagram, matrix diagram, PDPC diagram
cheque
cheque
Check the implementation of the plan, find out the gap and analyze the reasons.
6. Check the implementation results and compare them with the required goals.
Pareto diagram, control diagram, tree diagram, PDPC method, checklist
action
deal with
Summarize the experience and lessons and standardize them to guide the quality management in the next cycle.
7. Standardization, summing up successful experiences and standardizing them.
Affinity graph
8. Turn unresolved or emerging problems into the next PDCA cycle.
Kaoru ishikawa thinks that the four steps of Deming cycle are not enough, because all kinds of information obtained from consumers, enterprises and even at home and abroad should be reflected in the target revision, and all action methods should be implemented from education and training. Therefore, Ishikawa Kaoru expands Deming cycle into six steps, as shown in Figure 3-2.
Figure 3-2 Ishikawa Kaoru's Six-step PDCA Cycle
Quality improvement activities with Japanese characteristics: a detailed description
Timely production
Just-in-time production, also known as lean production, is called "no inventory production", "zero inventory" or "one piece flow" because of Toyota production system. "Refinement" means less and more refined, without putting in additional production factors, and only producing the necessary number of products urgently needed by the market or parts urgently needed by the next working procedure at the appropriate time; "Profit" means that all production and business activities should be profitable and economical. Just-in-time production mode can greatly reduce the cost, shorten the delivery cycle and enhance the profitability of enterprises. The system of JIT production mode includes: pursuing defect-free quality; Continuously reduce the inventory of work in process; Realize production synchronization; Carry out standardized operations; Improve the flexibility of production system; Implement "people-oriented" independent management.
The basic idea of JIT production mode is to "produce the required products only when needed and according to the required quantity", eliminate all kinds of actions and processes with no added value, "completely eliminate waste", that is, "zero waste", and put an end to any waste of resources such as materials, manpower, time, space, energy and transportation. The waste it refers to is "all kinds of phenomena and results that cannot produce added value" As the ultimate goal of JIT production mode, "zero waste" is embodied in seven aspects. The goals are as follows: (1) Change the "zero waste" of working hours in production: pay attention to products and emphasize multi-variety mixed production. Reduce the waste of variety switching of processing procedures and production switching time of assembly line to zero or close to zero. (2) "Zero" inventory: attach importance to inventory and emphasize reducing inventory. Combine processing and assembly into an assembly line, eliminate intermediate inventory, turn market forecast production into synchronous production with orders, and reduce product inventory to zero. (3) "Zero" waste: attach importance to cost and emphasize total cost control. Eliminate redundant waste of manufacturing, handling and waiting, and realize zero waste. (4) "Zero" defect: focus on quality and emphasize high quality. Defects do not depend on inspection and discovery, but are eliminated at the source to achieve zero defects. (5) "Zero" failure: pay attention to maintenance and emphasize the improvement of operation rate. Eliminate mechanical equipment failures and realize zero failure. (6) "Zero" stagnation: Pay attention to delivery, and emphasize quick response and short delivery. Minimize lead time, eliminate intermediate stagnation and realize "zero" stagnation. (7) Zero disaster: pay attention to safety and emphasize safety first. Conduct comprehensive safety inspection on personnel, factories and products, and adopt SF inspection system.
Lean production can be summarized into five principles: (1) determine the value; (2) Grasp the value stream; (3) Committed to the realization of assembly line production mode; (4) establish pull management; (5) Pursuing perfection.
Kanban system
Kanban is a unique management term in Japanese, and its English can be "signboard" or "visible record". Usually, a kanban is a kind of label or card, which is placed in a transparent paint bag, or attached to a part, or attached to a container containing products. It can also be balls or signal lights of various colors on the assembly line, TV images, etc. The card is marked with the name, number, production quantity, production time, delivery plan, delivery place, placement place and other items of the parts. Kanban is a revelation card and an important communication tool to realize JIT production. It can also be said that Kanban is the most remarkable feature of JIT production mode. "Kanban mode" is to use Kanban to transfer operation instructions between processes, workshops, factories, general factories and cooperative factories, so that each process can be done according to the requirements indicated by Kanban. Its uniqueness lies in that it starts from the last working procedure and takes goods and orders from the last working procedure in turn, so that each working procedure can get the necessary number of necessary parts at the necessary time, thus realizing the accurate and timely cooperation between working procedures, finally eliminating invalid labor, eliminating waste and realizing balanced and stable production. There are two main types of kanban: acquisition kanban and production kanban. The picking kanban indicates information such as the quantity of materials to be taken in the next procedure, and the production kanban indicates information such as the quantity of materials to be produced in the previous procedure.
Kanban management, in short, is an information system that controls the production activities of each process in the production process. Just-in-time production mode controls the whole production process in a reverse "pull" way, that is, starting from the assembly line at the end of production, the next process takes the necessary number of necessary parts from the previous process in turn, while the previous process takes the necessary number of necessary parts at the necessary time to supplement the parts taken in the next process. Kanban circulates among the processes in the production process, transferring the information related to picking and production time, quantity and variety from downstream to upstream, and connecting relatively independent process individuals into an organic whole. Through the effective use of kanban, it can be used as a work instruction for production and transportation to prevent overproduction and excessive transportation; It can be used as a tool of "visual management" to improve management performance; It can be used as an improvement tool to continuously improve the quality level.
Enterprise-wide quality assurance
The main contents of CWQA can be summarized as: (1) quality assurance system (source management, the next process is the customer); (2) Quality cost system (including prevention cost, evaluation cost and failure cost); (3) Process quality control system (process analysis); (4) raw material management system (procurement management, outsourcing management); (5) New product development system (system establishment); (6) Standardization system (technology saving and accumulation); (7) Daily management system (clear organization, clear responsibilities); (8) Policy management system (management of policies, objectives and countermeasures); (9) Functional category management (horizontal management); (10)CWQC organizes operations (managed by department category and managed by function category); (1 1) Education and training system (same quality, same culture, same talent training). Compared with TQM in America, its emphasis is shown in Table 3-2.
Table 3-2 Comparison between Total Quality Management and CWQC
Total quality management in America
Japan CWQC
(1) product positioning
-Manufacturing, ex-factory inspection and problem solving
(2) Process orientation
-Statistical process control to prevent errors.
(3) system positioning
-Quality assurance for all departments in the organization
(4) People-oriented
-Education and training, and the change of employees' quality ideas.
(5) Social orientation
-Optimal functional design with stable product cost and manufacturing process.
(6) Cost orientation
-mass loss function
(7) Consumer orientation
-Quality function development
Full-time production safety
TPM(total productive maintenance), together with enterprise-wide quality management and timely production, is one of the three strategic activities with Japanese characteristics, mainly focusing on the maintenance and improvement of machinery and equipment. The accuracy of machinery and equipment will affect the quality of products: many failures of machinery and equipment will affect the output, delivery and cost. The main purpose of overall safety production is to improve the comprehensive efficiency of machinery and equipment, and to pursue zero failure, zero defect and zero disaster. The main activities of total production safety include: (1) independent safety; (2) plan preservation; (3) individual improvement; (4) initial management; (5) easy to design; (6) Education and training.
Quality function deployment
QFD: quality function deployment can be said to be "a systematic technical method. The product design standard is formulated by grasping the customer's needs and transforming them into alternative features, and then the design quality is systematically extended to the relationship between the quality of various functional components and the elements of manufacturing engineering, so as to ensure the product quality and meet the customer's needs before production." QFD is a multi-level deductive analysis method that transforms customer or market requirements into design requirements, part characteristics, process requirements and production requirements, and embodies the guiding ideology of market-oriented and customer demand as the sole basis for product development. In the method system of robust design, quality function deployment technology plays an important role, which is the leading step of robust design, and can determine the key links, key components and key processes of product development, thus pointing out the direction and object for the concrete implementation of stability optimization design.
5S management
5S activity is a widely respected field management method in Japan. 5S stands for five Japanese words, the romanization of which begins with "s", namely: (1) Seiri [sorting]: Distinguish what is needed and what is not needed in the site, remove what is not needed in the site, reduce unnecessary waste, mistakes and losses, and improve efficiency. (2) Seiton [Straighten]]: Store the items needed after finishing, determine the location of tools and equipment, and clearly mark them so that they can be found as soon as possible when needed, thus creating an orderly working environment. (3) Seiso [shine]: Employees must perform individual and group cleaning tasks to keep the machines and working environment clean, so as to reduce the chance of factory facilities failure. (4) Seikesu [standardization]: Extend the concept of cleanliness more thoroughly, continue to implement the above three steps, and institutionalize and standardize them, continue and keep improving. (5) Education (Shitsuke)[Sustain]: Employees at all levels must consciously implement the above four points and regularly check their duties or tools to establish self-discipline and develop the habit of engaging in 5S. 5S is an important part of on-site maintenance of factory buildings. Maintaining a good environment in the factory shows that employees have high enthusiasm and discipline. But it is still quite challenging to maintain it for a long time.
Many advanced enterprises in Japan and even the world have gone beyond the 5S category and developed into 6S, including safety; And 7S, including save Motorola even put forward 10:( 1) sorting; (2) rectification (fixed); (3) luminescence; (4) standards; (5) discipline; (6) safety; (7) safety; (8) stout; (9) skills; (10) Simplify the workflow.
The fifth generation theory
5 Genism refers to "Three Exists and Two Primitivism", which is the abbreviation of Japanese scene (Genba), present thing (Genbutsu), reality (Genjitsu) and principle (Genri) and principle (Gensoku). Tracing back to the causes of quality problems and thoroughly solving quality problems are five principles. Their respective meanings are: "site" refers to the place where the problem occurs; "Evidence" refers to looking at things that are actually problematic; "Truth" refers to grasping what happened; "Axiom" refers to tracing back to the source and finding out the real root of the problem; "Principle" refers to solving problems through ever-changing technologies according to basic principles. Genius advocates analyzing and judging on the basis of facts and solving problems from the root according to principles. Genius originates from the practice of Japanese manufacturing industry. It is an improved concept based on scenes, facts and principles. It is also a practical method to find, analyze and solve problems. It has important warning, inspiration and guiding significance for senior leaders and ordinary employees of enterprises.