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Dronacharya Award Recipient Address, ISQ Annual Conference-2008, Gurgaon, India
Three Level Thinking of Quality and Integrated Quality Management Procedure
For Great Journey in QualityDecember 2, 2008
Dr. Noriaki KANOProfessor Emeritus, Tokyo University of Science
Honorary Chairperson, Asian Network for Quality (ANQ)
1Copyright, N.Kano, December, 2008
Credentials:- Professor Emeritus, Tokyo University of Science, - Doctor of Engineering (University of Tokyo),- Board Director, Komatsu Ltd., -Corporate Auditor, Sekisui Chemical Ltd.
Engagements:-Honorary Chairperson, Asian Network for Quality (ANQ), -Member, Deming Prize Committee,-Academician, International Academy for Quality (IAQ), -Fellow, American Society for Quality (ASQ),--Board Member, Japanese Union of Scientists and Engineers (JUSE) ,- Board Member, Agency for Overseas Technical Scholarship (AOTS), - Chair Professor, Honorary Doctor, Chungyuan Christian University (Taiwan) , - Advisory Professor, Tongji University( Shanghai, China) , -2000-2002 President, Japanese Society for Quality Control (JSQC)-2004-2007 Chairman, Deming Application Prize Committee
Publications:-Over 300 papers books including “Attractive Quality”(Kano Method / Kano Model)”, “Guide to TQM in Service Industries” (in English) and “Way to Breakthrough and Creation” (in Japanese).
Honors:-2006 E. L. Grant Medal by American Society for Quality (ASQ)- 2002 E. Jack Lancaster Medal by American Society for Quality (ASQ)-1997 Deming Prize for Individuals by Deming Prize Committee (JUSE) - 1997 Deming Lecturer by American Statistical Association (ASA) and many others.
Work Experiences:- Lecturer and Associate Professor, The University of Electro-Communications- Professor, Tokyo University of Sciences
Education:- Completed Undergraduate, Master and Doctoral Courses, Engineering School, The University of Tokyo
Profile of Dr. Noriaki KANO
(as of June, 2008) 2Copyright, N.Kano, December, 2008
The copyright of all this material “Three Level Thinking of Quality and
Integrated Quality Management ProcedureFor Great Journeys in Quality”
is reserved for: Noriaki KanoIn order to make a copy of any part of this material,
the written permission from Noriaki Kano
is needed.
December, 2008address: Kano Quality Research Office (KQRO)
Fax: +81 42 371 2800e-mail: [email protected]
Copyright Notice
3Copyright, N.Kano, December, 2008
Contents
4Copyright, N.Kano, December, 2008
1. Great Journey in Quality 2. Three Level Thinking of Quality 3. Integrated Procedure for Quality Management
3.1. Let’s Review What PDCA Cycle Means3.2. Three Categories of Quality Management3.3. Let’s Proliferate PDCA Cycle
by Category of Quality Management3.4. Proposal of Integrated Procedure for Quality Management
4. Conclusion
Where Is the Destination of this Journey?
6Copyright, N.Kano, December, 2008
Customer Satisfaction/Delight with Sustainability incl.
- Customer Safety/Health- Social Quality incl. Anti-Pollution- Environment incl. Anti-Earth-Warming- Efficiency incl. Energy Conservation- Compliances
What Can We Do with TQM?
Copyright, N.Kano, December, 2008 7
In manufacturing industries, when we break down the destination into a set of activities, we may face the problem
how to evaluate product quality. For this, let me discuss
Three Level Quality Thinking as a recognition theory.
Based on the recognition, we need to implement the activities focused by the above evaluation.
For this, let me propose Integrated Procedures for Quality Management.
Etymology of Chinese Characterexample: tree
A radical of Chinese Character comes from the picture of an object.
tree
10Copyright, N.Kano, December, 2008
Etymology of Chinese Character
forestwoodsCombination of elements makes new character.⇒ The same with European Languages.
11Copyright, N.Kano, December, 2008
: Axe, unit of weight: Two Axes balance
: Shell, money
What Is Quality?Let’s Learn from Chinese Characters!
+
12Copyright, N.Kano, December, 2008
The First Level of Quality:Conformance to
customer’s basic requirements
Quality Control
Customer’sBasic
Requirementsincl.
Safety/Health, Environment
14Copyright, N.Kano, December, 2008
The Second Level of QualityCustomer satisfaction with
Customer’s expressed requirementsCS: customer satisfaction
Quality Management
Customer’s expressed
requirements
15Copyright, N.Kano, December, 2008
The Third Level of Quality:Customer delight with unexpected new
quality achieved by meetingcustomer’s latent requirements
Attractive Quality Creation
Customer’slatent
requirements
CD: customer delight
N. Kano(2003) "Quality Crisis That Japan Encounters With,“ Daiwa Review, No. 9, p.p. 2-1116Copyright, N.Kano, December, 2008
Attractive Quality Creation includes:Quality Control & Quality Management
Attractive Quality CreationCustomer Delight
Quality ManagementCustomer Satisfaction
Quality ControlConformance to
Basic Requirements
17Copyright, N.Kano, December, 2008
Three Levels of Such and Such
Copyright, N.Kano, December, 2008 18
Incidentally,the above Three Level Thinking
Can Be Applied in Any Areas related with Satisfaction
Proposal for Rankingfor Customer Satisfaction Survey
Copyright, N.Kano, December, 2008 19
Customer Delight
Customer Satisfaction
Neutral
Customer Dissatisfaction
Customer Rage
Customer Satisfaction
Neutral
Customer Dissatisfaction
In Addition to CSS, We May NeedSustainability Survey
by Public Professional Agencies
Copyright, N.Kano, December, 2008 20
- Safety/Health- Social Quality incl. Anti-Pollution- Environment incl. Anti-Earth-Warming- Efficiency incl. Energy Conservation- Compliances
ACT
CHECK
PLAN
DO
1a. Target Setting
2b. ImplementationDo your best!3a. Achieved Targets or not?
4a. Immediate Remedy
What Do You Mean by PDCA Cycle?
N. Kano(2005) "Causal Relationship Model and Comprehensive Procedure for Quality Management," 35th JSQC Annual Meeting Proceeding, pp.17-20, JSQC 24Copyright, N.Kano, December, 2008
Do you agree to the above?
ACT
CHECK
PLAN
DO
1a. Target Setting
2b. ImplementationDo your best!3a. Achieved Targets or not?
4a. Immediate Remedy
N. Kano(2005) "Causal Relationship Model and Comprehensive Procedure for Quality Management," 35th JSQC Annual Meeting Proceeding, pp.17-20, JSQC 25Copyright, N.Kano, December, 2008
PDCA Cycle only for Result!
Insufficient Application of PDCA Cycle
ACT
CHECK
PLAN
DO2a. Process
Preparation incl. Education / Training
1b. Clarifying Process(SOP)
3b. Check the process along with the plan?
4b. Analyze the process to findthe root cause and take recurrence prevention
1a. Target Setting
2b. Implementation3a. Achieved Targets or not?
4a. Immediate Remedy
PDCA Cycle for both Process and Result
N. Kano(2005) "Causal Relationship Model and Comprehensive Procedure for Quality Management," 35th JSQC Annual Meeting Proceeding, pp.17-20, JSQC 26Copyright, N.Kano, December, 2008
Appropriate Application of PDCA Cycle
Rice EatingBefore 1950: Wood Burning
In the Middle of 1950s: City GasAround the Middle of 1960s: Electric Rice Cooker
Example: Rice Cooking by Wood Burning:Quality Characteristic: Taste of Cooked Rice
Process variables (factors):Item, thickness, length, and dryness of wood,the strength of flame with its timing chart, etc.
What Is the Common Culture in Asia?
28Copyright, N.Kano, December, 2008
Model behind the Relation “y” and “x1,x2,…, xp,…”
Wood dryness flame temperatureRice Taste
y = f(x1,x2,x3,…,xp,xp+1,…)…
Select a finite number of variables which significantly influences a quality characteristic and standardize them
Framework(Paradigm,Mechanism)
Causal Relationship
ProcessStandardization
(PDCA Cycle)
y = f(A1,A2,A3,…,Ap,xp+1,…)Standardized variable Ai = ai ±Δi
Ex: FrameworkWood burning
Taste of cooked
rice
Side dishes
Rice bowlHow to dish up
Serving manner
Steaming
Heating timeFlame Strength
Heating /Steaming
Firewood
KindThickness
Dryness
Cooking stove
Chimney
Material
SizeAir intake
Rice pot
Rice pot
Rice washing
Soakingtime
Water-changing frequency
Water quantity
Rice
Growing area
New rice or.Old rice
Ricestrain
Time aftercooked
Lid
29Copyright, N.Kano, December, 2008
Three Categories of Quality Management
A. Maintaining the Current Framework
- Maintenance against outliers due to non-observance of SOP
- Problem Solving against chronic problems which happen although SOP is observed
B. Create/Change into New Framework
- Task Achieving for outstanding targets
Wood burning
City Gas, Electricity
30Copyright, N.Kano, December, 2008
Continual Improvement: Problem Solving and Task Achieving
Defective rate
Problem Solving(Incremental Improvement)
Task Achieving
(BreakthroughImprovement)
Maintenance
31Copyright, N.Kano, December, 2008
32Copyright, N.Kano, December, 2008
3.3. Let’s Proliferate PDCA Cycleby Category of Quality Management
SDCA Cycle for MaintenanceFavorable CycleS⇒D⇒C⇒D⇒C⇒
S
DC
Check(C)
Standardize(S)
Do(D)
Cycle of Immediate Remedy
S⇒D⇒C⇒A1⇒D⇒C⇒A1⇒
S
DC
A1
Act(A)
Immediate Remedy(A1)
Recurrence Prevention
(A2)
34Copyright, N.Kano, December, 2008
Definition of
Problem Solving
What is Problem Solving?“the activities to fill the gap
between the current level and the intended target maintaining the framework of
the current system”
36Copyright, N.Kano, December, 2008
Problem Solving QC Story
Step 1. Set up the themeStep 2. Grasp the current status and focus the symptom to be solvedStep 3. List up all the possible factors for the symptom and then
analyze the symptom to find its causes IshikawaStep 4. Prepare the countermeasure to eliminate the causesStep 5. Implement the countermeasureStep 6. Confirm the effects of the countermeasureStep 7. Fix the effects by standardizing the processStep 8. Evaluate the problem solving activities and
clarify the lessons learned for future plan
Theme⇒Symptom⇒Factors⇒Causes⇒Countermeasures⇒Effects⇒Standards⇒Lessons Learned
y =f(A1,A2, A3,…,Ap,xp+1,…)
37Copyright, N.Kano, December, 2008
Current Framework
SDCA Cycle and QC Story
Standard
DoCheck
Act(S)
(D)(C)
(A)
1) ThemeSelecting
4) Take Actions5) Effect Confirming
3) Analysis
6) Standardization
2) SymptomGrasping
Kano, N.”Reduction of Quality Troubles”, Quality Control, Vol.37, May Special Issue, p.p.511-513(1986)38Copyright, N.Kano, December, 2008
Definition of
Task Achieving
What is Task Achieving?“the activities to achieve the intended target
by establishing a new system or
by breaking through the framework of the current system”
40Copyright, N.Kano, December, 2008
Business Policy
Task1
Task 2
Task 3
Task 4
Task 5
Task 6
Method1-1
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Scenario 1-1-1
Scenario1-1-2
Scenario1-1-3
Scenario1-5-1
Scenario6-3-1
Scenario6-3-4
Scenario1-5-5
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Illustration of Task Achieving QC Story
Method1-5
Method1-2
Method 5-1
Method 6-1
Method 6-341Copyright, N.Kano, December, 2008
Business Policy
Task1
Task 2
Task 3
Task 4
Task 5
Task 6
Method1-1
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.
.
.
.
.
.
.
.
Scenario 1-1-1
Scenario1-1-2
Scenario1-1-3
Scenario1-5-1
Scenario6-3-1
Scenario6-3-4
Scenario1-5-5
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Illustration of Task Achieving QC Story
Method1-5
Method1-2
Method 5-1
Method 6-1
Method 6-3
Eliminate “Love at First Sight Emotion”!
42Copyright, N.Kano, December, 2008
y = f(x1,x2,…,xp,…)
y = h(w1,w2,…,wr,…)
y = g(v1,v2,…,vq,…)
Wood Burning
City Gas
Electric
Step 1 Understanding the policies of the seniorsUnderstanding the vision, objectives and policies of the seniors.
Step 2 Set up the taskStep 3 Develop the methods to perform the task
List up all the possible alternatives and evaluate them to focus one alternative.
Step 4 Explore a successful scenario
Task Achieving QC Story
Step 5 Implement the scenarioStep 6 Confirm the effectsStep 7 Transfer to the daily operationStep 8 Future plan 43Copyright, N.Kano, December, 2008
Y = h(W1,W2,W3,…,Wp,wp+1…)Current Framework
Y = f(A1,A2,…,Ap,xp+1,…)
Task for Y⇒New Framework(Method)⇒New Scenario(Standards)⇒Scenario Implementation⇒Effects⇒Daily Operation⇒Future Plan
Task Achieving QC Story and PDCA Cycle
DC
A P
1) Policy Understanding
2)Task Setting UP
4)Successful Scenario
Exploring
5) Scenario Implementing
3) Develop the methodsto perform the task
6) Effect Confirming
8) Future Plan
7) Daily Operation Transferring
45Copyright, N.Kano, December, 2008
Copyright, N.Kano, December, 2008 46
Two Activities Necessary for Task Achieving
Task Realizing Activity(how)What methods to realize a given task
Risk Avoiding Activity for Sustainability - Find and predict probable risks(What)- Develop the measures to avoid the risks(How)
4) Counter-measure
SDC
A1) Theme
5) Effect
3) Analysis
6)Standard-ization
2) Current Status
PDC
A
1) Policy2)Task
4)Scenario5)Implementation6) Effects
8) Future Plan
7) Daily Operation
SDC
A
3) Methods
Task Achieving QC Story
(PDCA Cycle)
SDCACycle
ProblemSolving
QC Story
Integrated Procedure for Quality Management
48Copyright, N.Kano, December, 2008
Roadmap for Great Journey in Quality?
Copyright, N.Kano, December, 2008 50
This will be a very complicated roadmap, but let me discuss its skeleton as follows:1. Set Up the Destination of the Journey2. Break down the Destination into a Set of Activities3. Evaluate the quality of a product related to each of the
Activities to identify the Quality Level of TLTQ to be focused
4. Identify with which category of IPQM should be startedbased on TLTQ and promote the activity along with the procedure recommended by IPQM.
5. Time to time, synthesize the effects of the activities andcheck the progress of the Journey.
6. Go to the next category of IPQMContinue Endless Journey
Thank you!Arigato-Ohkini-XieXie-Dosha-Kamshahamnida -
Bayarlalaa-MahaloNui-Gamsahamnida-Terimakasih-Salamat -CamOn -ArKun-KobKunKrub-KhawpJai-ChezuBa-Dhanyavaad- Nandri-Dhanyabaad-Stutiyi-
Shukria-Mamnoon-SepasGozaram-Motshakeram-Toda-Shukran-AsanteSana-NaGode-TeshekkurEderim-
Efharisto-Grazie -Grazzi- Gracias--Obrigado-Merci-Danke-DankU-Tak-Kitos -Dankie-Jinkua-
Go Raibh Maith Agat-Spasibo-KoeSoeNoem- Blagodaram-Multumesc
Then, Thank You Again!(as of 08/10)
51Copyright, N.Kano, December, 2008