SHIGEO SHINGO Zero Quality Control: Source Inspection and the Poka-yoke SystemOriginally published as Furys = Qe no chosen: Genryitkensa to poka-yoke shisutemu; Zero QC hoshiki e no tenkai, copyright ©1985 by the Japan Management Association, Tokyo. English translation copyright © 1986 by Productivity Press, a division of Productivity, Inc. All rights reserved. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage and retrieval system, without permission in writing from the publisher. Additional copies of this book are available from the publisher. Discounts are available for multiple copies through the Sales Department (800-394-6868). Address all other inquiries to: Productivity, Inc. P.O. Box 13390 Portland, OR 97213-0390 Telephone: (503) 235-0600 Telefax: (503) 235-0909 E-mail: [email protected] Cover design by Russell Funkhouser Printed in the United States of America Library of Congress Cataloging-in-Publication Data Shingo, Shigeo, 1909-1990 Zero quality control Translation of: Fury6 zero e no chésen. Includes index. ISBN 0-915299-07-0 1. Quality control. I. Title 181565472513 1985 658.5'62 85-63497 CIP 09 08 07 06 05 04 25 24 23 22 21 20 19 18 17Contents ‘s = 1 Inspections and the Structure of Production 3 ‘The Five Elements of Production ________3 Objects of Production Agents of Production ‘The Structure of Production © SS Production Is a Network of Processes and Operations Process Elements Processes and Operations in Harmony The Significance of Inspections 18 Inspections Supplement Processes On Defects and Inspections 2 Management Functions and Quality Control 23 Management Functions 23 The Seven Stages of Action From Individual Activities to Group Activities The Categories of Executive Management Individual Management Functions and the Science The Programming (or Planning) Function The Monitoring Function The Deming Circle and Management FunctionsZERO QUALITY CONTROL Inspections Don’t Reduce Defects 35 Increasing the Number of Inspectors antitative Enhancement) 35 Conducting More Rigorous Inspections (Qualitative Enhancement) 36 the Zero QC Method 41 Prelimi xc: The Old Method idem Inspections) 41 Stage 1: Encounter with the Statistical Quality Control (SQC) Method 41 Stage 2: Encounter with Poka-yoke Methods 42 Stage 3: Encounters with Successive and Self-Checks 46 Stage 4: Sampling Inspections Do Nothing But Make Inspection Procedures More Rational 49 Stage 5: Encounter with Source Inspections 50 Stage 6: TheAchievement of aMonthwith Zero Defects 52 Stage 7: Basic Concepts for a Zero QC System 54 A Response to Inductive Statistics 54 More On Inspection Systems 57 Inspections That Discover Defects: Judgment Inspections 57 Inspections That Reduce Defects: Informative Inspections 58 Statistical Quality Control Systems (SQCS) Successive Check Systems (SuCS) Self-Check Systems (SeCS) Source Inspections: Inspections That Eliminate Defects 82 The Significance of Source Inspections Vertical Source Inspections and Horizontal Source Inspections The Establishment of a Poka-yoke System 92 Sampling Inspections and 100 Percent Inspections 93 Model Changes and the “IT System” 94 Inspections and Automation 96Contents xxi Using Poka-yoke Systems Poka-yoke System Functions Types of Poka-yoke Systems Poka-yoke Regulatory Functions Poka-yoke Setting Functions Detection Measures for Poka-yoke Systems 106 Various Detection Methods Detection Method Functions 88s Examples of Poka-yoke Systems 135 Companies Contributing Examples of Poka-yoke Systems 135 Poka-yoke Devices and Examples of Poka-yoke Systems 136 Poka-yoke Examples Classified According to Method Quality Control and QC Circles 263 The Distinctive Character of Japanese Management 263 Comparison in Terms of Work Motivations Comparison in Terms of Work Methods The Birth of QC Circles 269 Movement Toward Total Quality Control! (TQC) 270 The Core of the TQC Movement 275 Afterword 277 About the Author 281 Index1:1. ‘The Five El ep ; 1-2. The Structure of Production 1-3._The Structure of Operations 9 1-4. The Relationship Between Processes and Operations _10 2-1. The Seven Stages of Action 24 2-2. The Structure of Management 25 2-3. Tetrahedral Structure of Management 26 2-4. The Five Categories of Executive Management 27 2-5. Deming Circle 32 2-6. Management Cycle 33 3-1. Inspections and Defects 35 3-2. Processing and Inspection Feedback 38 4-1. Ensuring Spring Insertion 44 4-2. Successive Checks 47 4-3. Cycle for Managing Errors and Defects 53 4-4. Characteristics of Quality Control Methods 55 5-1. Strike Distribution Curve 60 5-2. Calculation of Standard Deviation (SD) 61 5-3. Effect of Successive Checks 70 5-4. Brace Attachment 76 5-5. Stem Tightener Inspection 79 5-6. Preventing Missed Capsule Holes 81 5-7. Errors and Management Cycles 83 5-8. Improvements in Vacuum Cleaner Packaging Operation 88xxiv ZERO QUALITY CONTROL 5-9. A Poka-yoke Device for Bending Cover Edges 89 5-10. A Poka-yoke Device for Guarantecing Ball Valve Insertion 89 5-11. Poka-yoke for Attachment of Seat Fittings 91 6-1. Preventing Erroneous Brake Wire Clamp Mounting 102 6-2. Screws and Poka-yoke Device 103 6-3. Insulation Tape and Poka-yoke Device 104 6-4. Device to Ensure the Welding of Nuts 104 6-5. Device to Ensure Attachment of Labels 105 6-6. Classification of Detection Measures (A) 107 6-7. Classification of Detection Measures (B) 108 6-8. Limit Switches 109 6-9. Limit Switches (With Lamp) 10 6-10. Touch Switch il 6-11. Differential Transformer 11 6-12. Trimetron 111-113 6-13. Liquid Level Relays 114 6-14. Proximity Switches 14 6-15. Photoelectric Switches 5 6-16. Beam Sensors 116 6-17. Proximity Beam Sensors 116 6-18. Fiber Sensor 116-117 6-19. Area Sensors 7 6-20. Positioning Sensors 118 6-21. Dimension Sensors lg 6-22. Displacement Sensors 120 6-23. Metal Passage Sensors 121 6-24. Color Marking Sensors 122 6-25. Vibration Sensors 123 6-26. Double-Feed Sensors 124 6-27. Welding Position Sensors 125 6-28. Tap Sensor 125 6-29. Fluid Elements 126 6-30. Surface Temperature Gauges 127 6-31. Meter Relays 1276-32. 6-33. 6-34. 6-35. 6-36. 6-37. 6-38. 6-39. 6-40. 6-41. 8-1. 8-2. 8-3. Figures Current Eye Voltage Between Chips and Nugget Diameter Constituents Voltage Between Chips Exterior View of Meter Relay Method of Use of Meter Relay Specifications of Meter Relay Counter Preset Counter Stepping Relay Timing Units Characteristics of Euro-American and Japanese Production Systems Movement Toward TQC Just-In-Time and New Movement Toward TQC 128 129 2g 129 130 130 131 131 132 132 265 271 272Zero Quality Control: Source Inspection and the Poka-yoke System1 Inspections and the Structure of Production THE FIVE ELEMENTS OF PRODUCTION Production activities are composed of five elements. These are: 1. Objects of production: the products 2. Agents of production: the people in charge of making prod- ucts, as well as the machines, tools, and other equipment that assist them 3. Methods: the means by which actions are performed 4, Space: where actions are performed and the locations to and from which objects are transported 5. Time: the timing of work or how long actions take When we engage in production we must, first of all, give consider- ation to these five elements. Objects of Production Whenever a change takes place in the products we are making, all our methods change as well. This means that if, having made item A up to now, a model change requires us to start making item B, we will have to alter the way we go about making the items in question. Even when a single item A is involved, a switch, say, from two-piece construction to integrated construction will inevitably have a tremendous impact on production agents, methods, space, and time. All this means that we need to conduct thorough studies of the objects of production from the standpoint of value engineering (VE). I recall, in listening to a talk given by a Mr. H around 1948, that I was deeply impressed to hear the speaker say thar, in manufac-4 ZERO QUALITY CONTROL turing cylinders for motorcycles, he had been told by academicians exactly how much in the way of scrap cuttings would be generated by the operation involved. He, on the other hand, decided to make the cylinders by bending sheet metal, welding it and then grinding it to the required degree of precision, rather than by cutting the metal parts. The point here is that all he had to do was to satisfy the product’s necessary functions, and that there was no reason to look for efficiency in the production of scrap. In the same sense, we need to examine thoroughly the nature and requirements of the objects of production: how will the products be used, and what qualities must they have to function properly? Agents of Production Once the question of the objects of production has been settled, we next have to make the most efficient use of agents of production. We must choose appropriate people to take charge of each process, machines, and tools. Methods. When both the objects and the agents of production have been decided upon, we have to select the most suitable methods for making the products in question, using the appropriate agents of production. Space. The next questions concern use of the space where the products will be made. Should we, for example, group similar machines together, or arrange machines in accordance with process flow? Time. Finally, we need to take into account questions of time. Of prime consideration are issues that have a significant impact on interprocess stocks — for instance, whether we make only what is needed when it is needed and in the quantities needed, or we make predetermined amounts ahead of time. In this situation, it does not matter whether questions of time are given priority over those of space or vice versa. In any event, production improvement calls for investigation into each of these five elements of production.Inspections and the Structure of Production 5 The notion of five elements of production is akin to that of the “Five W’s and One H,” i.e. Objects of production — What? Agents of production — Who? Methods — How? Space — Where? Time — When? To these may be added an additional element: Why? This question of purposes, however, is not necessarily a constituent of things themselves (Figure 1-1). X—tocus WHY? fr — multiple goals {ropoat WHY? step 2 — systematic goals LS (Why? cies ey oor oor . + people ' + machines t + tools mater + jigs saad machine tools Sco Inedental devices finished goods + environment, ec. X —loftto-ight Y —trontto-back Z—topto-bottom (Where) (When) FiGuRE 1-1, The Five Elements of Production and the Five W’s and One H THE STRUCTURE OF PRODUCTION Production Is a Network of Processes and Operations In my lectures, I sometimes ask how many in the audience know how to ride a bicycle. Nearly everyones hand goes up in6 ZERO QUALITY CONTROL response. I then ask how many know how to make any necessary repairs on a bicycle. This time far fewer hands go up. From this demonstration, we may conclude that the ability to ride a bicycle and the ability to repair a bicycle are different. Yet it seems to me that, unconsciously, we mistakenly assume that knowing how to tide a bicycle means knowing how to fix one. It is important to understand, therefore, that to be able to repair a bicycle, one has to understand the structure of the bicycle, the functions of each part, and the functional relationships among all the parts. The ques- tion of production is similar. The fact that someone is engaged in production every day does not necessarily mean that that person knows how to fix the system when it breaks down, e.g., when defects occur or efficiency plummets. For that, one needs a proper understanding of the structure of production, what the functions of each element of production are, and how the various elements relate to one another. How, then, is production structured? Figure 1-2 gives us the answer in schematic form. The vertical, or Y, axis, shows a flow from raw materials to finished goods and how the objects of production change according to methods, space, and time. Thisis called a process. Products bushings shafts materials. / storage transportation a wating / forlots ‘transportation workers and processing mechanisms processing workers and machines = OPERATION-— instruments Fiaure 1-2. The Structure of ProductionInspections and the Structure of Production 7 In contrast to a process is the flow, shown on the horizontal, or X, axis, in which the agents of production change use methods, space, and time to create products. These actions are known as operations. Thus, production may be visualized as a network of pro- cesses and operations. Process Elements We have defined process as a flow by which raw materials are converted into finished goods. All aspects of a process fall into one of the following categories: . Work: assembly, disassembly, alterations of shape or quality . Inspection: comparison with a standard . Transportation: change of location . Delay: a period of time during which no work, transporta- tion, or inspection takes place Perr Delays can be further divided into two categories: Process delays: delays between processes that occur when, in lot operations, items do not move on to the next process until work at the current process has been completed. Lot delays: delays for the purpose of keeping in step with lots. In lot operations involving, for example, 1,000 items, 999 unprocessed items wait while work is performed on the first item. Similarly, while the second item is being processed, the remaining 998 items are delayed along with the first item on which work has already been completed. Thus, a process may appear in various guises: 1. Raw materials wait (i.e., are delayed) in a warehouse. 2. They are transported to a machine. 3. They wait by the machine (process delay). 4. The machine performs work on them. 5. If items are processed in lots, lot delays are used to keep in step with the lot as a whole. ‘As soon as machine processing is completed, items are inspected. 7. Finished goods are delayed ina holding area (product storage). >aa You have either reached a page that is unavailable for viewing or reached your viewing limit for this book.suopesodg jo amnNAg YL *¢-1 PANO ‘seouemoyye ‘suoqesedo ye non | oe eyeuute nyesn you ‘S@OURMO]|E eel ~ 18yO SSOUBMOYE | a uoyeiodo suoqesedo ayy 0} oyjoeds sag S@OUBMOIIE — Guyno00 uiBiew — KieInbe: seouemoye |. ‘euatb Ay, aeune: sasuemoye "euosiad suo! + anBne} 40} moueedo ‘suonesado J, Tewepiour yonpowd yore 10) payeades suoqesedo: 7 suey ureu ‘suey URW suoneiedo 2 ‘suoneiedo " + pereed sees swuy (Tyas sun renal eins Ingen reve exo | aay 8 | queunsnipe48U2 | mreqysueioe reo suey pur uojesedeid wi nv sy10 ZERO QUALITY CONTROL 4. Nonhuman margin allowances: occasional operations relat- ing to tasks such as clearing away cuttings, wiping off grease, and the like Operations such as these correspond to the four process phenomena illustrated in Figure 14. _ Process Operation Work | Inspection |Transportation| Storage | Preparation, After Adjustment Operations (Setup Operations) g Main 3 Operations 3 . Incidental = Operati : perations Fatigue Allowances 2 Hygiene 3 Allowances 5 & z ¢ o Operations 3 Allowances | Workplace Allowances Ficure 1-4, The Relationship Between Processes and OperationsInspections and the Structure of Production 11 Some people have claimed that processes refer to large units in production analyses, and operations refer to small units. These theories are simply wrong. No matter how finely you analyze the process by which goods are transformed, it will always remain a process. Thus, in the case of a unit process, the following can be analyzed as process elements: * Cutting the ends of workpieces * Cutting inside diameters * Cutting outside diameters By contrast, operations elements might include: * Moving atool vertically into the end of the workpiece to cut it off * Moving a boring bit laterally into the workpiece + Turning a handle on a machine to move a tool used for machining the outside diameter Thus a process is an integrated flow of objects beyond which appear various people and machines, for example, transport workers, lathe operators, and inspection workers. From an operations point of view, on the other hand, various goods (e.g., shafts and bushings) appear on the other side of workers and machines. Seen from the front, then, production consists of processes, while the view from the rear shows it to be made up of operations. It follows that production activitics should be classified in terms of qualitative differences, and not in terms of larger and smaller units. This latter error arises from the conventional application of the notion of processes to a wide range of phenomena and from resulting analyses that usc relatively large process units. Processes and Operations in Harmony The Conflict Between Processes and Operations We have explained that production is composed of processes and operations. These two elements are occasionally in conflict with one another. When, for example, rush orders call for shutting down machines to wait for goods to come down the line, machine work rates are sacrificed for the sake of process demands and processes are given priority over operations.aa You have either reached a page that is unavailable for viewing or reached your viewing limit for this book.aa You have either reached a page that is unavailable for viewing or reached your viewing limit for this book.aa You have either reached a page that is unavailable for viewing or reached your viewing limit for this book.aa You have either reached a page that is unavailable for viewing or reached your viewing limit for this book.aa You have either reached a page that is unavailable for viewing or reached your viewing limit for this book.aa You have either reached a page that is unavailable for viewing or reached your viewing limit for this book.aa You have either reached a page that is unavailable for viewing or reached your viewing limit for this book.aa You have either reached a page that is unavailable for viewing or reached your viewing limit for this book.aa You have either reached a page that is unavailable for viewing or reached your viewing limit for this book.aa You have either reached a page that is unavailable for viewing or reached your viewing limit for this book.aa You have either reached a page that is unavailable for viewing or reached your viewing limit for this book.aa You have either reached a page that is unavailable for viewing or reached your viewing limit for this book.Management Functions and QC 25 In the early days, it may have been that everyone performed the same sort of task, but as the number of people involved grew, group activities were organized and hierarchical divisions of labor emerged. Thus, different functions are shouldered by different groups (Figure 2-2): Executives: volition, policy, satisfaction Managers: programming (or planning), control, monitoring Workers: actual execution of productive processes and operations of will [comparison ‘with standards (uoneziennae) lw JO weudojanep concentration adjustment vis-a-vis standards (control) execution (willis transformed into material goods) FiGure 2-2. The Structure of Management26 ZERO QuaLiTy CONTROL. Like “extended individuals,” groups spiral through the seven stages of action with the aim of improving the performance of the organization as a whole. The control functions of such an organiza- tional unit may be illustrated by the tetrahedral structure shown in Figures 2-3 and 2-4. Five Categories of Executive Management Aoi / \\executives ——= processes workers (executors) operations FiGuRE 2-3. Tetrahedral Structure of Management As tasks are divided up within the cycle of action of this organi- zational unit, individuals, as members of the organization, bear part of the responsibility for the organization as a whole. As in the case of molecular activity, then, it is the sum of each individual's “seven stages of action” (i.e., volition, policy, programming [or planning], execution, control, monitoring, and satisfaction) that determines the direction of the organization as a whole.Management Functions and QC 27 FiGuRE 2-4. The Five Categories of Executive Management The results of individual management functions (programming {or planning], control, monitoring) and execution corresponding to control likewise affect the ultimate achievements of the whole organization. The Categories of Executive Management Although our examples up to this point have mainly been of production issues, we can also distinguish among five categories of executive management: Technical. The manager needs first to ensure the availability of technical capacity to carry out functional product design and to actually manufacture the product. Financial. The next requirement is capital. A finance depart- ment will be needed to handle this issue. Production, After technical capacity and capital have been secured, the next problem to come up is production. Between finances and production is situated a capital procurement function that, because28 ZERO QUALITY CONTROL. it plays an intermediate role, belongs neither to finances nor to production. Marketing. Next, a marketing department is set up to provide the goods produced to the market. Since marketing, or sales, is the ultimate aim of production, close communication links must always operate between marketing and production. Personnel. Since each of the functions above is run by people, a personnel department is needed to manage the entire business from the viewpoint of people. This group is interwoven with the four other groups because its function is comprehensive manage- ment from the point of view of everyone in the company. Each of the five categories of management outlined above forms its own “tetrahedral organization,” while together, they make up an overall tetrahedral structure. INDIVIDUAL MANAGEMENT FUNCTIONS AND THE SCIENCE OF STATISTICS As mentioned above, management functions can be categorized as programming (or planning) functions, control functions and closely related execution functions, and monitoring functions. The Programming (or Planning) Function Programming involves drawing up production plans and estab- lishing standard process and operations systems. The establishment of such standards goes beyond abstract process systems (e.g., cutting off ends, cutting inside diameters, cutting outside diameters) to determine permissible deviations in the form of tolerances. It might be determined, for example, that deviation within the range of 150 + 0.05mm is permissible for outside diameters. At this programming stage, however, when the work conditions required for the manufacture of goods are not yet established, it is extremely effective and, I think, highly recommended that one makeManagement Functions and QC 29 use of SQC (statistical quality control) techniques based on the science of statistics. Statistics can be effective in a number of situations: It is extremely helpful to use experimental planning methods based on statistics to examine what sort of conditions need to be specified. Statistical methods are extremely effective, in cases involving sev- eral work conditions, in determining significant differences when choosing optimal methods. When standard work methods are being determined, consideration of which factors need to be examined in setting up a work methods chart is another extremely effective technique for ensuring consid- eration of all factors. The construction of histograms can, of course, be quite convenient for correctly evaluating the current state of work methods and for looking into improvements. The next important issue, I think, concerns how to link the programming (or planning) function to control on the one hand and to execution functions on the other. For this, we have to compile standard work process manuals and standard operations manuals. The instructions in these manuals must be thoroughly understood by personnel in charge of control and execution, and actual instruc- tion and training should be carried out so that error-free execution can take place. If these efforts are inadequate, defects due to misun- derstandings or incomplete understandings may arise even when the standards themselves are perfectly appropriate. The Control Function and the Execution Function It is an inescapable fact that, in the real world, defects in pro- duction actually occur at the stage of control and execution. No matter how admirably the planning may have been carried out, the products are actually made at the control and execution stage, and the conceptual approach and techniques chosen have a decisive impact on the quality of the finished product. Although the actual results of production activities are ulti- mately determined by the results of the execution stage, execution is inseparably linked to, and influenced by, control. In the perform- ance of the execution function, both managers and workers are30 ZERO QUALITY CONTROL, constantly subject to the influence of the control function. Managers observe the operational methods used by workers and regulate their execution, and the workers strive to carry out their tasks in accor- dance with the standards that have been set for them. When errors occur, moreover, they carry out repairs themselves. The control function is sometimes assisted by internal devices that detect abnormal conditions and errors. This, in fact, is the significance of the poka-yoke approach we will discuss later on. The following are instances in which defects may occur during the execution stage: * Standards devised in the planning stage are flawed. * Control or execution is not carried out in accordance with stan- dards set during the planning stage because those standards were imperfectly or improperly understood. * Standards established by programs (plans) are observed, but devia- tions from permissible tolerances occur. * Standards set by the planning function are correctly understood, but inadvertent mistakes occur. Situations like these simply invite defects. Consequently, defects will occur unless preventive countermeasures are put in place. This is where the fulfillment of control functions is of considerable signifi- cance. Furthermore, since the control capacities of managers and work- ers themselves often have no effect on inadvertent mistakes, we can say that the wisest way to deal with such errors is to uncover them through the use of detection measures designed for that purpose. At Arakawa Auto Body, a 3.5 percent defect rate was cut to 0.0] percent in the space of two years —a reduction due principally to the installation of poka-yoke devices. This example, I think, shows the surprising extent to which defects due to inadvertent mistakes actually occur on the shop floor. Next, it is important to consider effective linkage between con- trol and execution functions on the one hand and the monitoring function on the other. It turns out that sampling checks are often carried out at this stage. Yet in terms of theory, even if errors occur at the control and execution stages, such errors will be overlooked. Of course, the number of samples chosen will be based on statistical theory. Even so, from the point of view of all-out efforts to attainManagement Functions and QC 31 zero defects, this approach cannot, in spite of its roots in probability theory, lead to the total elimination of defects. Feedback and action involving the results of quality checks, moreover, often take place at distant processes, and this means large control cycles and delayed improvement in the level of management. Effective measures for improving the level of management include the following: * Wherever possible, check 100 percent of the results of control and execution. + Shorten the time between control and execution results on the one hand and monitoring on the other. The Monitoring Function The role of the monitoring function is to compare the results of control and execution with the plans in order to locate flaws. Thus, if there are any deficiencies in planning or undesirable results of control and execution, it must be determined whether the flaws are in control or in execution and suitable countermeasures must be devised. It is nonsense to say merely that “appropriate monitoring, has been carried out,” for defects will be prevented in the future only by relaying information on abnormal conditions back to the processes involved (feedback) and then taking prompt and suitable countermeasures (action). Improvement efforts will come alive only when one begins to work toward obviating future defects. Such efforts will push the management cycle of planning, control, and monitoring to a higher level, producing an upward spiral of improvement. ‘The Deming Circle and Management Functions The “Deming Circle,” named for its advocate, * is widely spoken of in the field of quality control (Figure 2-5). * Dr. W. Edwards Deming is the American statistician who went to Japan in the 1950s to teach the basics of statistical quality control.32 ZERO QUALITY CONTROL FiGure 2-5. Deming Circle The circle consists of three elements: plan, do, and check. It is claimed that moving around this circle will achieve successively higher management. What I maintain, however, differs from Deming’s approach in two respects: + The execution (“do”) function exists independently of “manage- ment.” + Among management functions, the execution (“do”) function is inseparable from the control function (Figure 2-6). In real life, the control function is allotted primarily to managers, while the execution function is assigned mostly to workers. The execution function, meanwhile, is constantly influenced by the con- trol function. Sometimes the control function is assigned to the workers in charge of execution. But does the control function unquestionably belong among management functions, and must it be thought of as distinct from the execution function? Tt turns out that recognizing the existence of this control func- tion and making it more efficient is the crucial concept of a Zero QC system that will eliminate defects.Management Functions and QC 33 FIGURE 2-6. Management Cycle The argument either that the Deming Circle does not recognize the control function or that a similar control function is inherent in the Deming Circle’s “do” phase is acceptable on its own terms, but I fear many people tend to take Deming’s “do” function at face value and overlook the existence of a control function. Adherence to this approach would permit us, at the stage of control and execution, to expect quality maintenance, but not quality improvement. If we want to improve quality, then we would have to move around the cycle to do it at the planning stage. These considerations will make it easier to understand the significance of installing poka-yoke devices at the stage of control and execution. There is no doubt that poka-yoke techniques consti- tute an effective means of regulating wide variations in quality. That, however, is a quality maintenance function. Anyone wishing to improve quality will have to give consideration to poka-yoke at the planning stage.3 Inspections Don’t Reduce Defects INCREASING THE NUMBER OF INSPECTORS (QUANTITATIVE ENHANCEMENT) A plant manager at A Industries complained during one of my visits that he simply could not find any way to reduce defects. “What have you tried?” I asked. He told me that an inspector at the very end of the process in question separated the good products from the defective ones, but that about 100 units out of every 1,000 were defective. At that point, the plant manager ordered an increase in the number of inspectors. The next day, the number of defective units dropped to 80 and the second day it fell to 60. He felt somewhat relieved to be on the right track, but on the fourth day the number of defective items rose again, this time to 120 (Figure 3-1). “What on earth am I supposed to do to cut defects?” he asked. First Day Second Day Third Day Fourth Day 2@aae FiGure 3-1. Inspections and Defects This is what I told the plant manager: “Two inspectors may be able to catch defects that might slip by one inspector, and using the two inspectors may, indeed, eliminate 3536 ZERO QUALITY CONTROL such oversights and keep you from mixing defective items in with with the good ones you send to customers. “That issuc, however, is unrelated to the question of reducing defects. “In any event, there isn’t much point in inspecting goods at the end of the process. Since defects are generated during the process, all you are doing is discovering those defects. Adding inspection workers is pointless, because there’s no way you're going to reduce defects without using processing methods that prevent defects from occurring in the first place. “Tt follows, then, that when a defect shows up, you've got to send information to that effect back to the work stage so that proc- essing can be corrected. “At any rate, its an unalterable fact that processing produces defects and all that inspections can dois find those defects. That’ why approach- ing the problem only at the inspection stage is meaningless.” CONDUCTING MORE RIGOROUS INSPECTIONS (QUALITATIVE ENHANCEMENT) On a visit I made to V Industries, a manufacturer of packing materials, the inspection department head, Mr. Wakabayashi, brought up the following question. Tt seemed that after products had been shipped to the parent company, defects were sometimes found during inspections conducted when the items were received. Mr. Wakabayashi was troubled because he had even had to visit the parent company in Kyushu to repeat inspections. “Why,” I asked him, “do you think it is that your parent company finds defects when it takes delivery of your products? I can think of two possible reasons. Either your parent company is finding defects that slipped unnoticed out of your plant, or it views as defective some products that you judged to be satisfactory. “You seem to be using sensory inspections to judge the appearance and hardness of your packing materials. Have you got samples of the acceptable limits?” I told him that he ought to have such samples and that someone from the inspection department should be present when quality stan- dards were set up. I also chided him when he admitted that, althoughInspections Don’t Reduce Defects 37 the head of the technical department had gone to the meeting in question, no one from the inspection department had been there. He immediately suggested dispatching a representative from the inspection department to the parent company to reach an agreement on quality and, in particular, on samples of acceptable limits. His department was then able to pass or fail products on the basis of these samples and this completely eliminated defects found during delivery inspections at the parent company. When I left him, he told me his goal was to cut in-house defects in half. I wished him luck. When I visited V Industries the following month, Mr. Wakabayashi showed me inspection statistics and proudly announced that he had met his goal for cutting in-house defects. We congratulated one another on his achievement. Afterwards, during a tour of the plant, I noticed a great deal of #2810 packing material — the product that had caused the trouble before — discarded in waste bins beside a vulcanization press. I re- marked to the operator that there seemed to be a lot of defects. “Were the raw materials at fault?” I asked. “No,” he replied. “It’s just that management’ been getting fussy with their inspections recently, so we throw out any material thar doesnt seem right.” In the past, the defect rate had been high because all clearly defective goods were discarded and the rest of the items were submitted for inspection. Now any items that seemed the least bit odd were thrown away, including, some that were perfectly good. Despite statistics showing that defects had been cut in half, the plant’ “absolute defect rate” had not only not decreased, it had risen. Alarmed by this, I summoned Mr, Wakabayashi to the shop floor and had him take a look at what was going on. “It’s complete nonsense for you to be pleased by a 50 percent reduction in the statistical defect rate,” I told him. “Nothing at all has been accomplished unless you've lowered the plants absolute defect rate.” In response to my comments, Mr. Wakabayashi immediately made the following improvements (Figure 3-2): 1. A shared conveyor was installed along the front of several vulcanization 2. If each press handled, say, four units of packing material, the conveyor would immediately carry those four pieces together to the38 ZERO QUALITY CONTROL. next process. In the past, no items were transported to the next lot until the entire lot had been processed. 3. At the next process, deburring, surface irregularities were re- moved and units were immediately sent on to the inspection process. 4. At the inspection process, products that passed inspection were placed, along with other items of the same type, ona turntable type holder. 5. When a defect was discovered, a button was pushed and the offending operation was halted. 6. The die was then checked by an inspector, the supervisor of the operation, and the operator. After removal of the cause of the defect — e.g., the removal or grinding down of any residue or scratches on the die — the operation resumed. vulcanization turntable-type product rack COO0l== a uleanization coring inspection FIGURE 3-2. Processing and Inspection Feedback Thus, news of the discovery of a defect was immediately fed back to the operation in question and that operation did not resume until action had been taken to prevent the defect from recurring. Operating methods were altered, moreover, so that if a crack appeared in one of the four dies, that die would not be used. As a result of these changes, the plant’ absolute defect rate dropped to one-tenth of its previous level and the rate of inspection defects fell sharply as well. The crucial lesson in this episode was that it did not matter how rigorously inspections were carried out: defects are generated at the work stage and all inspections can do is find those defects.Inspections Don’t Reduce Defects 39 The example above shows that defects will not be reduced merely by making improvements at the inspection stage, although such improvements may, of course, eliminate defects in delivered goods. To reduce defects within production activities, the most funda- mental concept is to recognize that defects are generated by work and all inspections can do is to discover those defects. Zero defects can never be achieved if this concept is forgotten. This is a vital point and can never be stressed enough. The idea it expresses, moreover, is the cornerstone on which the Zero QC system is built.4 Approaching the Zero QC Method. PRELIMINARY STAGE: THE OLD METHOD (JUDGMENT INSPECTIONS) I was taught that an inspection within a process is the act of comparison with a standard, principally to eliminate defective goods. When 100 percent inspections took too much trouble, I used appro- priate sampling inspections. I imagined that the occurrence of a certain level of defects was inevitable in any work done by humans, and thought that we should pay attention so as to not produce defective items as we work. At the same time, I vaguely assumed that we could reduce defects by making inspections more and more rigorous. In short, I thought that judgment inspections were the only kind of inspections there were. STAGE 1: ENCOUNTER WITH THE STATISTICAL QUALITY CONTROL (SQC) METHOD In 1951, when I was in charge of education for the Japan Management Association, a Mr. A from Nippon Electric Company came to my office and asked me if I had heard about quality control. I replied that I understood the term to mean efforts to inspect products, make high-quality goods, and eliminate defects. “That's not good enough,” he told me. “It’s not quality control unless you use statistics.” He then proceeded to explain the American- style statistical quality control (SQC) method to me. He told me about experimental planning methods, determination of significant differences, factor charts, histograms, and control charts for informa- tive inspections. For the next several hours, I listened to him explain 4l42 ZERO QUALITY CONTROL such things as standard limits and control limits, control charts and 3 SD limits, X.R control charts, P control charts, and sampling inspections based on statistical science. What particularly impressed me was the revolutionary idea of informative inspections that could reduce defects in the future. With this approach, control charts would be drawn up and, whenever values appeared outside of the control limits, information to that effect would be fed back to the process involved and work methods would be improved. I was further struck by the truly revolutionary technique of determining whether a situation was normal or not through classification according to 3 SD control limits. At the most basic level, I was enormously impressed by the theoretical backing provided by the science of inductive statistics. It seemed to me, too, that the theory-based techniques of experimental planning methods and the determination of significant differences were extremely effective. Mr. A told me he had total confidence in this theoretical sampling. inspection system, in which sampling inspections that used to depend solely on intuition were put on a scientific, statistical footing. His final words left a powerful and lasting impression. “From now on,” he stressed, “ifit doesn*t use statistics, it not quality control.” For a long time afterwards, I believed that quality control sys- tems that used the science of statistics were the ultimate in quality control methods. I believed, furthermore, that informative inspec- tions constituted a revolutionary control system for raising quality, and inductive statistics provided the most rational technique availa- ble. I invited Dr. Eisaburo Nishibori to the Japan Management Association and devoted myself to studying the statistical quality control (SQC) method. STAGE 2: ENCOUNTER WITH POKA-YOKE METHODS In 1961, I visited Yamada Electric in Nagoya. There, the plant manager told me the following story. “One of the operations we do involves the assembly of an extremely simple push-button device that we deliver to our parent company, Matsushita Electric, in Kyushu. The device is composed of two buttons, an on button and an off button, under each of which we have to enclose a small spring. Sometimes, though, one of our workers forgets to put in a spring. When Matsushita Electric discoversApproaching the Zero QC Method 43 a switch without a spring, we have to send an inspector all the way to Kyushu to check every switch that was delivered. “This is a real pain in the neck, so whenever it happens, we tell workers to be particularly careful and for a while things improve a bit. The same thing happens again before long, though, and these chronic defects are getting to be a real nuisance. Matsushita bawls us out every time for making mistakes in such a simple operation, and recently I had to go to Kyushu myself to apologize. Is there anything we can do to keep these defects from occurring?” I immediately went into the plant to observe the assembly of the switches. The operation was an extremely simple one. A worker would insert two small springs and then install the buttons. As I watched, however, a worker neglected to put in a spring before installing the button. The head of the manufacturing department saw this, too. In a panic, he scolded the worker for forgetting the spring and then had the switch reassembled. I thought about what I had seen for a moment and then turned to Mr. Y, the manufacturing department chief. “What,” I asked him, “does it mean for a human being to ‘forget’ something?” Mr. Y looked puzzled and replied, “To forget’ means . . . well - it just means to forget, doesn’t it?” When I asked him to explain, he was unable to answer and finally fell silent. After a brief pause, I suggested to him that there were really two kinds of forgetting. The first involves simply forget- ting something. Since people are not perfect, they will, on rare occasions, inadvertently forget things. It is not that they forget things intentionally; they just happen, inadvertently, to forget now and then. “Haven't you ever, in your whole life, forgotten anything?” I asked Mr. Y. “Sure I have,” he replied. “I forget things now and then. My wife always chews me out about it.” I observed that, that being the case, he was probably in a poor position to complain to his wife that his workers were forgetting things. The other type of forgetting, I told him, involves forgetting that one has forgotten. We are all familiar with this kind of forgetting. 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