Mikhail Baking During the period shortly after World War II, there was no better way to describe a poorly-made, cheap knock-off, mass produced item than a simple “Made in Japan” label. “Made in Japan”, in the United States at least, was not Just a statement of origin for a particular product, but a Judgment statement referring to its inferior quality and workmanship. Years of war with China and Russia, then later the United States and the Allies left the nation bankrupt and directionless.
Manufacturing after the war was hodgepodge of opportunists seeking quick profits from the new demand for cheap electronic parts, highly competitive companies seeking to rebuild after the devastation of war, and companies that had supported the military suddenly being commanded to re-tool and manufacture for nonmilitary uses . Although the reasons for Japan’s lackluster manufacturing performance seemed valid, for Japan, using the national identity to refer to an item as substandard was personal affront and insult, that – no matter how accurate – demented correction.
In this tumultuous business environment, a young chemical engineer would rise s a champion to spearhead not only Japan’s progress away from a third-rate manufacturing reputation, but to help institute the drive for continual quality improvement that would allow Japan to rise to become one of the world’s greatest economic powers before the end of the century. Koru Chickasaws was born in 1915 in Tokyo. He was the eldest of eight sons born to wealthy Japanese Industrialist, Choir Chickasaws. Interestingly, the name “Choir” is a common name in Japan, meaning “First Son”.
While customary to pass this highly regarded name on, Choir named his first- born “Koru”, an androgynous name meaning “Fragrance” (Choir, n. . ). It might be conceivable that Koru was teased as a young man for his somewhat effeminate name, especially in a highly gender-appropriate culture like industrial Japan. Perhaps the beginnings of Sour’s drive and ambition came as a result of his need to distinguish himself in the eyes of his successful father, but to prove his own worth. Koru Chickasaws had graduated with a doctorate from the University of Tokyo Department of Applied Chemistry in 1939 .
Japan in 1939 was in the midst of imperial expansion. From May to September of that year, the Soviet Union and Japan fought n undeclared war involving over 100,000 troops. Japan had occupied the Korean peninsula, and won territory on the Chinese mainland. Japan’s growth demented a strong military industrial complex that could maintain this advanced machinery. As a chemical engineer and college graduate, Chickasaws was immediately drafted as a Naval Technical Officer. He was put in charge of building a coal liquefaction factory with a crew of 600 workers.
Time as a project manager for the gnaws chemical factory here would give him much of the insight he would use later in life to develop the quality management theories he would become known for. After his time as a naval officer, Koru worked for a gasoline company from 1941 to 1947. His experience in not only building a factory for teeth navy, but in working as an engineer In a petroleum complex lead Kinshasa to develop many AT Nils tonsures on quality control, quality management, and statistical measurement.
He took a dean position at the University of Tokyo where he would be able to expand on and develop his theories further. In 1946, the Japan Union of Scientists and Engineers SOUSE) was formed to address the quality control issues and the reputation all of Japan was suffering from. JOSE loud soon become Japan’s most important quality control organizations. Its first president was Choir Chickasaws, Sour’s father. In the course of Choir’s presidency, he was able to meet with and help galvanism many of the industrial leaders at the time.
One fateful event, Sour’s father invited an American Census Statistician to address these leaders at a dinner on quality improvement methodologies. The invited American was W. Edwards Deeming, who would, along with Koru and others, be credited with both the turn-around in Japanese manufacturing quality, and the creation of Total Quality Management. Deeming would later claim he learned as much from Choir’s son Koru as he taught. Koru had not only formalized his theories of quality management, but also had developed tools to assist in determining where quality improvements could and should occur.
Koru was able to share ideas with Deeming and others, and assemble a process that would allow Japan to move into a new realm of quality products, reduced waste, and long-term profitability based on customer satisfaction and loyalty. “The days of cheaply produced, poor quality goods for export are over. Japan must endeavor to make high quality goods at low cost. For that reason, quality control and statistical quality control must be conducted with utmost care” вЂ” Koru Chickasaws He recognized that quality was not only a goal of the product process, but of the entire lifestyle of the product.
It wasn’t enough that the product left the line in acceptable condition; it had to remain a delight in the customer’s eyes throughout its usable life. He knew that quality is not a Job of inspectors, but every single person in the company. If upper management doesn’t make quality the primary target of every decision, it will never filter down to those on the line. He also felt that a well-educated workforce with the ability to share facts with upper management without fear was one of the key hallmarks of quality management. An educated workforce uses data to express ideas, not emotion or intuition.
He believed that while standards of excellence are necessary, they are never to remain static: there is always room for improvement. He promoted using simple visual tools like his now-famous Fishbone Diagram, statistical techniques, and teamwork as the core elements needed to implement total quality. Chassis’s primary work was the formalization of these theories and the implementation in Japanese industries. His quality control from the top-down helped alleviate the loss of message from the highest ranks, and the “forgetfulness” of corporations as new cost-cutting opportunities are found.
He developed a simple cause and effect diagram known as the Chickasaws or Fishbone diagram that shows the main contributing factors to quality loss and the primary and secondary causes of tense. He also Implemented a nearly Torment Idea called lilt Circles, wince invited employees of any rank to work together without fear of reprimand toward quality improvements. Quality Circles allow a company to hear the voice of its own internal customers, and to source inspiration from novel areas.
Although Koru Chassis’s initial concerns were improving Japan’s business model, reputation, and national character, his work created many of the total quality management tools and ideas that are in use today. From a focus on continual improvement, putting the customer first, data-driven change, and letting quality create profitability, Chassis’s work is unrivalled. While the idea that an unfortunate first name helped him develop the ambition and drive needed to revolutionize a amounts industry base may seem poetic, Koru himself would argue that sometimes a small but constant focus is all that’s needed to achieve greatness.