1.

BIOGRAFI KAORU ISHIKAWA

The lifetime work of Kaoru Ishikawa (1916-1989) was extensive. He
received his doctorate of philosophy in chemical engineering in 1939 from the
University of Tokyo. He wrote 647 articles and 31 books, including two that
were translated into English
Introduction to Quality Control and What Is Total Quality Control? The
Japanese Way. He is well known for coming up with the concept for the
fishbone shaped diagram, known as the Ishikawa or cause and effect diagram,
used to improve the performance of teams in determining potential root causes
of their quality problems.
Ishikawa developed and delivered the first basic quality control course for
the Union of Japanese Scientists and Engineers (JUSE) in 1949 and is credited
with creating the Japanese quality circle movement in 1962. Perhaps the most
dominant leader in JUSE, Ishikawa also served as president of the Japanese
Society for Quality Control and the Musashi Institute of Technology and cofounded and served as president of the International Academy for Quality. Upon
retirement, he was named professor emeritus of the University of Tokyo,
Honorary Member of ASQ and honorary member of the International Academy
for Quality.
Ishikawa received many awards and honors, including ASQs Eugene L.
Grant Award in 1972 and the Walter A. Shewhart Medal in 1988. He was given
the Shewhart Medal for his outstanding contributions to the development of
quality control theory, principles, techniques and standardization activities for
both Japanese and world industry, which enhanced quality and productivity.1
ASQ named a national medal after him in 1993, recognizing him as a
distinguished pioneer in the achievement of respect for humanity in the quality
disciplines. Then the Asian Pacific Quality Organization named the
Harrington-Ishikawa Medal after him to recognize a quality professional who
has made a substantial contribution to the promotion of quality programs and
methods in the Asian Pacific.

Ishikawa was also a recipient of the Second Order of the Sacred Treasure
from the Emperor of Japanthe same recognition bestowed upon W. Edwards
Deming and Joseph M. Juran.
(D)

Alat Bantu dalam pelaksanaan pengendalian kualitas atau teknik

pengendalian mutu merupakan alat untuk mendeteksi sebab-sebab terjadinya
penyimpanngan diluar kendali dalam proses produksi dan cara bagaimana untuk
melakukan tindakan perbaikan. Terdapat tujuh macam alat pengendalian
kualitas yang dalam penerapannya dapat digunakan seluruhnya maupun
sebagian tergantung kebutuhan masing-masing perusahaan.
Menurut Kauro Ishikawa (1988:43) yang dialihbahasakan oleh Nawolo
Widodo, ketujuh alat tersebut antara lain:
1. Lembar Pemeriksaan (Chek sheet)
2. Pengelompokan (Stratification)
3. Diagram Pareto (Pareto Diagram)
4. Histogram
5. Diagram Pencar (Scatter diagram)
6. Diagram Sebab Akibat (cause and effect diagram)
7. Peta Kendali (Control Chart)
The Ishikawa diagram was invented by Kaoru Ishikawa, who pioneered
quality management techniques in Japan in the 1960 s. The diagram is
considered one of the seven basic tools of quality control [5]. It is also known as
a fishbone diagram because of its shape. The fish head represents the main
problem. The potential causes of the problem, usually derived from
brainstorming sessions or research, are indicated in the fish bones of the
diagram.

Rare but critical cases should be studied and included in an Ishikawa

diagram to remind clinicians of relevant information during their clinical
reasoning processes.
Furthermore, the reader should appraise the published case to assess the
credibility of the information and should look for updated information in the
future. For example, if the readers are not fully convinced of the explanation for
the pathophysiology of specificity spill over phenomenon that may contribute
to multicystic ovaries [13,17], he or she should search for more information
about it and look out for future publications on this topic. Information gathered
from other sources can be included in the diagram as well, such as the paper
published in the British Journal of Obstetrics and Gynaecology, which has
substantiated information about ovarian cancers and amenorrhea [8]. In this
way, continually organizing and updating information on an Ishikawa diagram
can cultivate lifelong learning habits in medical professionals.
Medical educators can also apply Ishikawa diagrams to facilitate problembased learning when teaching medical students and junior doctors. Starting with
a clinical vignette, facilitators can help medical students and junior doctors to
identify the main presenting problem of a patient, conduct brainstorming
sessions and search in the literature to find the potential causes, then categorize
these causes in an Ishikawa diagram. The Ishikawa diagram can then be kept by
individual learners for continual updating when they acquire new or relevant
information. In short, an Ishikawa diagram can assist memory and the retrieval
of relevant medical case reports and literatures.
(a)
Kaoru Ishikawa
Kaoru Ishikawa substantially influenced the Japanese understanding of quality.
Ishikawa has become known for his work on, in particular, four aspects of
TQM: quality circles, the question of continuous training, the quality tool Ishikawa
3

diagram, and the quality chain. His approach to TQM comes very close to todays
understanding of TQM. As Ishikawa remarks, Japanese quality control is a thought
revolution in management. It is an approach representing a new way of thinking
about management. To meet this goal, everyone in the company must participate in
and promote quality control, including top executives, all divisions within the
company, and all employees (Ishikawa, 1985). To practice quality control is to
develop, design, produce and service a quality product which is most economical,
most useful, and always satisfactory to the consumer.
Top management has to lead by example and to demonstrate actively that they
are serious about quality. TQM involves everyone within the company; every
employee should contribute his ideas of how to improve the work processes. In this
definition, Ishikawa covers a number of key elements of total quality (Yamashina,
2000).
TQM emphasises a clear customer orientation - internal and external. The needs
of the customer have to be satisfied. TQM is not limited to the quality department but
involves all departments within the business organisation.
Ishikawa (1985) identified 14 areas of difference between Japan and the West.
However, there are 6 points, which deserve our attention (Table 8).

Ishikawa (1985) claims that TQM begins with education and ends with education.
Ishikawa considers the implementation of quality circles as an effective way of
getting the shop floor involved in the quality issue. This involvement of all
employees in the companys problem-solving process requires a continuous education
and training of everyone in the company. He describes the importance not only of
meeting the requirement of the external customer, but also of paying attention to
"internal" customers and internal relationships. He develops a continuous line of
internal supplier-customer relations and invented the term "The next process is your
customer" (Yamashina, 2000).
Ishikawa stresses the importance that, QC training and education must also be
carried out without interruption, through good times and bad.
The Japanese quality expert defines as the aim for a training programme that quality
should be made everybodys concern. Every employee should understand the new
philosophy of quality. Moreover, everyone should grasp the tools and techniques of
TQM (Martinez-Lorente et al., 1998).
It must be the common goal of each department to fully satisfy this customer.
Therefore it would be helpful if the next work process and the next workstation,
which
builds on the added value and work of the previous workstation, were considered as
a customer. Sectionalism must be broken down. Every employee should be able to
talk to other department members freely and frankly. It is necessary to learn to think
from the standpoint of the other party (Hellsten and Klefsjo, 2000; Ip et al., 1999). All
the different departments within the company are living from the very same external
customer. The next work process should be treated like the external customer. We
can agree that Ishikawa has contributed and formed a number of important ideas in
todays understanding of TQM.
(B)

pengertian serta kepuasan pelanggan

(C)
2.

sss
Manufacturing problems are very crucial, needs vigilant and immediate
attention otherwise it damages to companys not only profit margins but also
reputation. Quality Management includes quality assurance and control, is very
necessary technique to maintain and continuously improve quality of product.
Out of many techniques used to improve quality, reduce rejection, Ishikawa
diagram is very well known and widely used. Ishikawa diagram is very useful
to identify the probable causes of error or problem from different prospective.
IMPORTANCE OF FISHBONE IN PRODUCT IMPROVEMENT:
Ishikawa diagrams also known as fishbone or cause & effect diagram, was
invented by Kaoru Ishikawa in the 1960s, he is pioneered quality management
processes. The design of the diagram is similar to the skeleton of a fish. The
representation can be simple, through bevel line segments which lean on a
horizontal axis. The root causes and sub-causes which produce the problem or
defect are represented in that respective heads. The causes of problem or
imperfection can be grouped into categories like Man (People), Machine,
Material, Method and environment, represented in diagram as shown in fig.1.
Sometimes these can be grouped into other two categories as well such as
management and measurements but that depends on the purpose of use
The Ishikawa diagram method becomes more powerful tool when its
used with brainstorming and cross functional team, which helps to identify
causes of problem with different point of view. All root causes identified, then
to be listed and consensus will finalize. Some times other tool like FMEA or
Pareto may be used to priorities the various causes identified. The ultimate aim
of the tool is to improvement. The Ishikawa diagram is such global tool and
used in various industry segments like

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3.

PROBLEM ANALYSIS THROUGH ISHIKAWA DIAGRAM

The fin opening problem had been area of concern along with others
mentioned above. To identify the root causes of fin opening problem and to
come to the accurate conclusion, systematic approach of Ishikawa diagram
technique has been implemented. The different root causes are described in fig:
7 by Ishikawa diagram for fin opening problem. The causes are identified in
relations to People, Machine, Material, Methods (Procedures) and Environment
factors. The various reasons which can be contribute to the problem of fin
opening are unskilled labor, lack of training ,attitude towards working can effect
over all quality of work from manpower resource, there are also significant
impact on machine power by improper clamping, wear due to non lubrication,
reduction in efficiency due to depreciation etc.
Each causes itself must be a desirable or undesirable impact characterized
by its effect produced so a special attention also given to material related causes
like height variation in fin, uneven fin thickness, material hardening problem
etc. Most of the times improper operating methods of assembly line also lead fin
separation. Following root causes have been identified by Ishikawa diagram.
The causes and their contribution to the problem are also calculated based on
the experience and product knowledge.
(E)

4.

ISHIKAWA DIAGRAMS
Ishikawa diagrams are named after their inventor, Kaoru Ishikawa. They
are also called fishbone charts, after their appearance, or cause and effect
diagrams after their function. Their function is to identify the factors that are
causing an undesired effect (e.g., defects) for improvement action, or to identify
the factors needed to bring about a desired result (e.g., a winning proposal).
The factors are identified by people familiar with the process involved.
As a starting point, major factors could be designated using the "four M's":
Method, Manpower, Material, and Machinery; or the "four P's":

Policies,

Procedures, People, and Plant. Factors can be subdivided, if useful, and the
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identification of significant factors is often a prelude to the statistical design of

experiments.
Figure 3 is a partially completed Ishikawa diagram attempting to identify
potential causes of defects in a wave solder process.
(F)
5.

ISHIKAWA
The traditional Ishikawa diagram is a qualitative tool of management [1].
Using this tool one can show the relations between causes and the analyzed
effect. The most often used is the Ishikawa diagram in a form called the model
6M+E [2]. The symbol 6M+E describes next general causes: man, machine,
material, method, management, measurement and environment.
This diagram is presented in the Fig. 1.
The model of the classical Ishikawa diagram is not complete.
There is no quantitative information to obtain from this diagram [3], [4],
[5]. This need was the origin of the weighted Ishikawa diagram. The change of
the diagram is considered with the character of the connections (bones) of the
diagram [6], [7]. In this paper there is proposed a completing of the diagram
with connections weights. Below is presented the method of preparing the
weighted Ishikawa diagram [8]:
determination of a set of main causes
determination of subcauses
determination of weights of main causes
preparing the weighted Ishikawa diagram
conducting the stratification analysis
determination the set of important causes and subcauses
Applying presented above levels makes possible to construct a complete
management tool: the weighted Ishikawa diagram. To determine the weights of
connections (causes) it is proposed to use a form of the Saaty matrix [9]. In this
paper this matrix is called the comparison matrix (Fig. 2).

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(G)
6.

QUALITY CONTROL
To practice quality control is to develop, design, produce and service a
quality product, which is most economical, most useful, and always satisfactory
to the consumer. To meet this goal, everyone in the company must participate in
and promote quality control, including top executives, all divisions within the
company, and all employees (Ishikawa, 1985).
Ishikawa provided four aspects of TQM quality circles, continuous
training, the quality tool Ishikawa diagram, and the quality chain. According
to Ishikawa, to practice quality control is to develop, design, produce and
service a quality product, which ismost economical, most useful, and always
satisfactory to the consumer. To meet this goal, everyone in the company should
participate in and promote quality control, including top executives, all
divisions within the company, and all employees (Ishikawa, 1985). According
Ishikawa, TQMis not limited to the quality department but involves all
departments within the business organization and it stresses a clear customer
orientation both internal and external
(H)

7.

ISHIKAWAS QUALITY MANAGEMENT APPROACH

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Ishikawa defines quality as the development, design, production and

service of a product that is most economical, most useful, and always
satisfactory to the consumer (Greg., W,2004). He argues that quality control
extends beyond the product and encompasses after-sales service, the quality of
management, the quality of individuals and the company itself. He advocates
employee participation as the key to the successful implementation of TQM.
Quality circles, he believes, are an important vehicle to achieve this. In his
work, like all other gurus, he emphasizes the importance of education. He states
that quality begins and ends with education. He has been associated with the
development and advocacy of universal education in the seven QC tools
(ishikawa, 1985). These tools are listed below:
(1)
(2)
(3)
(4)
(5)
(6)
(7)

Process flow chart;

Check sheet;
Histogram;
Pareto chart;
Cause - effect diagram (ishikawa diagram);
Scatter diagram;
Control chart.

Ishikawas concept of total quality control contains six fundamental

principles:
(1) Quality first - not short-term profits first;
(2) Customer orientation - not producer orientation;
(3) The next step is your customer - breaking down the barrier of
sectionalism;
(4) Using facts and data to make presentations - utilization of statistical
methods;
(5) respect for humanity as a management philosophy, full participatory
management;
(6) Cross - functional management.
(I)

8.

DIAGRAM

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A Cause-and Effect Diagram is a tool that shows systematic relationship

between a result or a symptom or an effect and its possible causes. It is an
effective tool to systematically generate ideas about causes for problems and to
present these in a structured form. This tool was devised by Dr. Kouro Ishikawa
and as mentioned earlier is also known as Ishikawa Diagram.

(J)
9.

PROCEDURE
The steps in the procedure to prepare a cause-and-effect diagram are :
1. Agree on the definition of the 'Effect' for which causes are to be found.
Place the effect in the dark box at the right. Draw the spine or the
backbone as a dark line leading to the box for the effect.
2. Determine the main groups or categories of causes. Place them in boxes
and connect them through large bones to the backbone.
3. Brainstorm to find possible causes and subsidiary causes under each of the
main groups. Make sure that the route from the cause to the effect is
correctly depicted. The path must start from a root cause and end in the
effect.
4. After completing all the main groups, brainstorm for more causes that may
have escaped earlier.

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5. Once the diagram is complete, discuss relative importance of the causes.

Short list the important root causes.
(J)

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