Chapter 8
Prof. Ishikawa and Quality Control

8.1 Contribution to the Quality Enhancement of Japanese Industrial Products
Professor Ishikawa’s greatest achievement was in the dissemination anddevelopment of quality control.
Quality control techniques were introduced into Japan from the United States ofAmerica just after the end of World War II. Through the activities described below,
Professor Ishikawa worked to disseminate quality control to Japanese industry, together
with like-minded quality control specialists, Professors Shigeru Mizuno, Tetsuichi
Asaka and Masao Kogure. He conducted research into developing a quality control
system that would be better suited to Japanese industry. He originated the idea of Total
Quality Control (TQC), a system of company-wide quality control in which all thecompany members participate, from the top management to the workers on the actual
work place. By this system, he brought an innovative change to business management
philosophy and styles of operation.
Just after World War II up to these days, the quality of Japanese industrial products
has made dramatic improvement. Nobody can deny the fact that quality control
activities have been greatly contributing to this improvement. Japanese quality control
is now attracting not only developing countries but also developed countries of theWest.
In the autumn of 1948, the Union of Japanese Scientists and Engineers (JUSE) set
up a quality control research group. Upon the request of the Economic Stability Board,
the group started investigation and research into statistical quality control. Based on the
results by this research group, the first Quality Control Basic Course (BC) was held in
September 1949. With the start of the Seminar, a monthly meeting came to be held toprepare the materials and exercises for it. The meetings were not only concerned with
the Seminar, but they also discussed the reconstruction of Japanese industry through thepractice of quality control, based on the idea that quality control should be researchedmore deeply, analyzed and presented in such a way to disseminate it throughout theJapanese industry. Thus around the autumn of that year, those people who were gathered

PART III Accomplishments of Prof. Kaoru Ishikawa

to these meetings are called the Quality Control Research Group (QCRG). Professor
Ishikawa participated and dedicated his effort into investigating and researchingstatistical quality control that was introduced from the United States of America. His
philosophy was that corporate quality control activities should be undertaken not only
by a small group of specialists but also by all classes and departments. Based on that
idea, Professor Ishikawa vigorously engaged in a very wide range of activities withfellow of the QCRG.
Professor Ishikawa offered the Union of Japanese Scientists and Engineers to holddiverse seminars on quality control. He realized the seminars, and moreover he served
as a chairman of the most of QC seminars, as a member of the administration, or as alecturer. He showed his ability to build the TQC philosophy and its realization.
Professor Ishikawa taught courses on quality control for the Chemical Society of Japan,
Nihon Shortwave Broadcasting, NHK Radio, and NHK Educational TV (See Chapter
9).
Furthermore, in the process of realizing TQC, Professor Ishikawa proposed theformation of QC Circle in order to educate the workers of the front line. He served as achief editor of Genba To QC-magazine (Foremen and QC) (changed the title to FQC,
then QC Circle) from the first edition in 1962 until his death. He made immense
contribution to the dissemination of TQC (See Chapter 10).
In order to disseminate quality control, Professor Ishikawa was the chief editor
from 1952 to 1978 of Hinshitsu Kanri (Statistical Quality Control), which is a monthly
magazine published by JUSE since 1950. Through this periodical, he dedicated himself
to the diffusion of quality control. The journal’s circulation has reached approximately
10,000 copies each.
To commemorate the contribution and friendship of Dr. W. E. Deming in lasting
way and to promote the continued development of the quality control in Japan, theDeming Prize was established to award individuals and companies that havedemonstrated outstanding quality control in Japan in 1951. In order to administer thePrize, Deming Prize Committee was organized and JUSE was engaged as its Secretariat.
Professor Ishikawa served as the vice chairman of the Deming Application Prize
Subcommittee along with Professor Shigeru Mizuno for a long time (Mizuno until 1980,
Ishikawa 1985). While the chairman is the head of Agency of Industrial Science andTechnology of Ministry of International Trade and Industry, the vice chairmen is
responsible for the committee’s management and administration. Both professors took
the leadership to install a suitable examination system and made great exertions to174

Chapter 8 Prof. Ishikawa and Quality Control

award such companies that achieved outstanding performance in quality control. Theirwork has made a huge contribution to the quality improvement of Japanese companies.
Professor Ishikawa thought that the mutual enlightenment among industry,
government and academia was important for the dissemination of quality control. Since
1951, he organized quality control conferences sponsored by JUSE, including the QC
Conference (now the QC Conference for Mangers and Staffs), the QC Spring
Conference, QC Conference for Foremen (now the QC Conference for Managers andSupervisors), QC Conference for Top Management, and the All Japan QC Circle
Conference. Notably, he served as a conference chairman from the 1st QC Conference
to the 11th QC Conference.
He proposed also to have the Quality Month every November, co-sponsored by
JUSE, Japan Standards Association and the Japan Chamber of Commerce and Industry.
Ever since the first Quality Month in 1960, as a chairman of the Quality MonthCommittee, he devoted his energy to organizing and holding the monthly special events,
with the support of the Science and Technology Agency, the Ministry of Trade andIndustry, and other relevant government agencies,
In 1965, he proposed the hosting of the Quality Control Symposium as a common
forum for research discussion for public, private and academic sectors. He worked toorganize the event and served on the organizing committee until 1978 alongside bothProfessor Shigeru Mizuno and Professor Tetsuichi Asaka. The Symposium has been
held each year since its inception and is contributing greatly to improve quality control
levels in Japan.
In 1971, he was an active member of the preparatory committee for the founding of
the Japanese Society for Quality Control. From 1971 to 1974, he was the Vice Chairman
and from 1974 to 1975 he was elected to be the President, serving the society to build
its foundation. For his contributions, he was given an honorary member of the society in
1982.
In 1980, he was appointed the Chairman of MITI’s Nuclear Power Plant Quality
Assurance Review Committee. In this role, he contributed to improving the availabilityof a nuclear power generation in Japan.
Professor Ishikawa also engaged in a wide range of research concerning quality
control. He published his findings in many books and papers. His books have received
many awards. For Sampling in Manufacturing Plants and three other publications, hereceived the Nikkei Quality Control Literature Prize from Nikkei Inc. For What is Total
Quality Control? The Japanese Way (JUSE Press, 1981), he received the Management
Book Award from the Nippon Omni-Management Association (See Chapter 15,
175PART III Accomplishments of Prof. Kaoru Ishikawa

chronology at end of chapter).
He contributed to the promotion of sampling research (Chapter 13) and thepromotion of industrial technology (Chapter 14) as the infrastructure of quality control.
In addition to all these successful activities in Japan, he was also very active in theworld (See Chapters 11 and12).
In 1952, he was awarded the Deming Prize for Individuals by the Deming Prize
Committee for his early achievements as a QC Research Group member.
Note: This section is an edited version of Professor Ishikawa’s profile given in his medal
award celebration program (Chairman, Prof. Hitoshi Kume). We are indebted to Mr.
Eizo Watanabe for his valuable comments that assisted us in preparing this edited
profile.

The True Value of Dr. Kaoru Ishikawa†J. M. JuranMy encounter with Dr. Ishikawa was in the summer of 1954, when I visited Japanfor the first time at the invitation of the Japan Business Federation (Keidanren) and theUnion of Japanese Scientists and Engineers (JUSE). At the time, Dr. Ishikawa was amember of the QC Research Group of JUSE, engaging in research and dissemination
activities such as making educational materials and operating training courses for the
purpose of building quality of Japan being competitive in the world. The ResearchGroup was very cooperative, translating lecture materials I had sent in advance,planning and managing the lectures, and also assisting me in my providing guidance tocompanies.
For 35 years since 1954, I had the opportunity to meet and work with Dr. Ishikawa
not only in Japan but also in various countries around the world. During this time, Dr.
Ishikawa progressed greatly as the designer of Japan’s quality revolution. Dr. Ishikawa
became the leader of quality improvement through his dedication to the mission of
improving Japanese quality, and later, quality around the world. His dedication broughtamazing results.
Dr. Ishikawa wrote and edited a wide range of publications. These include valuablebooks and papers on quality control. A huge number of translations of these have been
published.
†

This article has been translated from the Japanese version back into English, as the original one
written in English is missing.
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Chapter 8 Prof. Ishikawa and Quality Control

Dr. Ishikawa contributed widely to the education of two generations of Japanesemanagers, engineers, workers and even managers outside Japan. Both in Japan andinternationally, he left great achievements in the activities of standardizationcommittees.
In addition, Dr. Ishikawa gave us many innovative ideas including the philosophyof QC Circle and the cause and effect diagram.
For these contributions, Dr. Ishikawa is known internationally as the distinguishedJapanese quality plenipotentiary. There are a lot of things to learn from his study likehow Dr. Ishikawa managed so many things during his life. In my opinion, he did it withan exact way by applying his natural gift. He was dedicated to serving society rather
than serving himself. His manner was so modest that many people cooperated with him.
He followed his own way to teach by confirming the facts and analyzing them strictly.
He was very serious, that’s why everybody trusted him completely.
I would like to share my sorrow with the Japanese people at the death of Dr.
Ishikawa. I liked working with him. I am proud of being his friend during his time. I
want to express my deepest respect to Dr. Ishikawa for many contributions to quality
around the world and for the dedication he showed towards our society.
(Honorary Chairman, Juran Institute, Inc.)

What I Learned from Prof. Ishikawa
Yutaka Kume
It is universally recognized that Dr. Ishikawa was, by far, a great person. He wasalso an unforgettable person for Nissan Motors, and for me. Recalling, my first meetingwith Dr. Ishikawa was long time back.
In 1959, our company decided to challenge the Deming Prize through introductionof Company-wide Quality Control; in order to overcome issues of trade liberalizationand exports having shifted into full swing to the U.S.A., and further to establish a strong
constitution for the future. At that time, I was based in the headquarter plant (currently,
Yokohama Plant) as the schedule section manager, in the production department. I was
assigned by our President Kawamata, the role of the promoter of this journey, for which
I received guidance directly from Dr. Ishikawa. As one of the memories, I still
remember that Dr. Ishikawa told me, “You’d better not to do it, if it is for the sake of the
Deming Prize.” Afterwards, we received guidance from time to time, and especially
recently, we are very thankful of his guidance as to the planning to implementation of177

PART III Accomplishments of Prof. Kaoru Ishikawa

the in-house quality control training programs of the executives and senior managers.
For this reason, there are a large number of people who have directly met Dr.
Ishikawa for real in the company. I would like to tell you something how we make useof Dr. Ishikawa’s doctrine these days.
I established the corporate philosophy a few years ago. The purpose of which, wasto change the mindset of all employees, and to enhance the centripetal force. The outline
is “customer satisfaction is always of primary importance.” While it is exactly the
essence of QC, which Dr. Ishikawa repeatedly taught us, I reflect that it took a long time
to take root. By thoroughly extending this philosophy into each level of the company
across all departments, I was often told, by external people, “Nissan has changed” thesedays. I think our QC is becoming real.
I have recalled part of my memories of Dr. Ishikawa above. We hope to, further
strive, as the leading company, by taking advantage of his teachings.
(President, Nissan Motor Corp.)

Thinking of Prof. Kaoru Ishikawa
Shoichiro Toyoda
I would like to convey my sincere condolences on the sudden demise of Professor
Ishikawa. This New Year, we were all able to celebrate together the award of the Orderof the Sacred Treasures, Second Class to Professor Ishikawa. He looked happy and wellon that occasion but this became the last time I saw him.
At the celebration, I was given his book, Introduction to Quality Control. The
Foreword carries his assertion, what he always used to tell us: “The new system of
quality control is an ideological revolution of management. If the new system of quality
control can be implemented throughout the company, we can achieve an improvementof company constitution…” Professor Ishikawa left great achievements by following
this belief, dedicating himself to the development of Japanese quality control. This goes
without saying, but he had an active approach to Japanese quality control. He was awareof the issues and he taught and guided us as occasion demanded. Looking back on thisgreat leadership that he showed, I am steeped in sorrow that we have no further
opportunity to benefit from his wisdom.
The companies that received his guidance have succeeded in improving theircompanies’ constitution by practicing quality control, thereby strengthening theinternational competitiveness of their products and firming up the infrastructure of178

Chapter 8 Prof. Ishikawa and Quality Control

Japan’s present-day economy. His achievements are the focus of attention of companies
not only of Japan but also of the world over. Professor Ishikawa stressed the“implementation” of quality control in the education and training he gave. Thisemphasis is being embraced worldwide.
“QC starts and ends with education.” This is what he taught us. We must not forget
this in our effort to further the development of quality control.
With a prayer that his soul may rest in peace, I conclude this tribute.
(President, Toyota Motor Corporation)

The TQC Advice of Prof. Ishikawa
Made the Bridgestone Corp. of Today
Kanichiro Ishibashi
Japan today has the most excellent industrial technology in the world. However, inaround 1950, the standard of technology well and far lagged behind the world. The
products we manufactured were random in quality and utterly shoddy.
All these products broke down quickly when put to use and no one would repair
them.
Even so, the Japanese somehow had to build up their country in strength, despitelacking natural resources.
At that time, Professor Ishikawa not only took the lead in introducing the methodsof total quality control (TQC) that originated in the United States as the very means of
rescuing Japan but he also created and devoted himself to disseminate a superior systemof quality control that Americans could not compete with. The QC Circle system isparticularly well known. I believe this was the brainchild of Professor Ishikawa. This
became a tremendous impetus.
In 1964, I was 43 years old. As the president, I introduced TQC into my company
at Professor Ishikawa’s strong recommendation, in order to unify ideas within mycompany and to focus our drive towards success. This is how we managed to arrive at
the Bridgestone of today. I am truly grateful.
(Director and Honorary Chairman, Bridgestone Corporation)

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PART III Accomplishments of Prof. Kaoru Ishikawa“QC Fails Unless the Company President
Takes the Lead”
Ichiro Shinji
It seems quite recent that Professor Ishikawa gave us his guidance, but in fact it is aquarter of a century ago. How fast months and years flying by!
Going back to the period, the JUSE Quality Month slogan one year was to theeffect, “Improve product quality and massively increase export.” Japan was short offoreign currency then. It was being said, “When America sneezes, Japan catches cold.”
The JUSE slogan was a straightforward encapsulation of the simple goal of those who
worked in quality control: if we can produce high quality goods, people around theworld will buy them – but how do we turn this theoretical truth into reality? What held
the key was this: we had to put our heads together and work hard.
“QC will only succeed when the president himself takes the lead and starts bydeciding to study it himself, not just delegating it to the staff in charge.”
This is what Professor Ishikawa said to me when I met him for the first time. As
the Quality Control Division Manger I had my eye on the Deming Prize and wanted tobring QC into my company.
I later took part in the 5QCT (QC Team) led by Dr. Mizuno and spent forty days
visiting top American and European companies. I had the opportunity to visit thesecompanies and to hold discussions. All the companies we visited were the world’s
leading giants. However, we could not see any trace of the concept of TQC that
Professor Ishikawa had spoken of.
Today, Japan is a global economic superpower. It is in trade friction with thedeveloped countries of the West. How far Japan has come! I strongly feel this is due toJapanese companies practicing what Professor Ishikawa and his colleagues had created,“QC led by the president,” and “QC that is a company-wide effort, that everyone works
for.”(Special Honorary Member, former Chairman, JVC)

8.2 Prof. Kaoru Ishikawa and the JUSE GroupAs mentioned in Section 8.1, the relationship between Professor Ishikawa and theJUSE Group began when Professor Ishikawa participated in a QC Research Group(QCRG) activity.
180Chapter 8 Prof. Ishikawa and Quality Control

In 1952, the Deming Prize for individuals was awarded to 8 QCRG members,
including Professor Ishikawa. The reason for awarding these individuals was described
as below, as well as the background behind the formation of quality control activities inJapan based on QCRG activities.
“From 1948 onward, these eight people: Shigeru Mizuno, Tetsuichi Asaka,
Masao Goto, Hidehiko Higashi, Kaoru Ishikawa, Masao Kogure, Shin Miura, andEizo Watanabe worked together to research and study Statistical Quality Control.
Their efforts led to the establishment of a quality control educational curriculumthat firmly spread these theories and techniques and made a vital contribution to
the introduction of Statistical Quality Control to major industries in Japan.
Although it was very difficult to obtain written materials about quality control in
1948, some members of this Group were able to complete a translation ofAmerican standards, a matter of great importance to the field of quality control inJapan. Then, from the first time JUSE held quality control seminars in 1949, led
by Shigeru Mizuno, the Group cooperated as a team, using time off from theirregular duties to teach others. Without question, this seminar still remains to thisday the foremost authority in the field of quality control education in Japan and it
is widely recognized that people who have been through this seminar are now
leading the implementation of these quality control principles in today’s industries.
Needless to say, the resulting achievements are due to the efforts made by thisGroup.
This Group carried out activities over a period of more than three years, overa wide range of fields. It would not be an exaggeration to say that through these
JUSE training courses, there was no one in Japan in any field that had someconnection to quality control, whether it be academia, industry, specific businesses,
universities or government institutions, who did not either directly or indirectly
undergo their instruction.
This Group is the main editing committee for the monthly journal Hinshitsu
Kanri (Statistical Quality Control), the only journal of its kind, which provides
guidance in quality control. In the near future, Courses on Quality Control will bemade available to the public.
Statistical quality control covers a broad range of fields, branching out into
many areas, so no matter how great the scholar or engineer may be, it is
impossible for one person to devise ways to implement all of it on his own. It was
only through this Group led by Shigeru Mizuno, made up of experts from various
different fields and their close-knit cooperation, that they were able to produce
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such great achievements.”
Professor Ishikawa strove to promote the awareness, spread and development ofquality control to support the growth of industry, pouring his unflagging efforts into thepromotion of QC activities. In the end, he succeeded in creating a unique Japaneseapproach to quality control. When writing about Professor Ishikawa, the words must not
be limited to describing him as an expert in quality control techniques, but rather,should describe him as an organizer who developed a national quality control movementthat involved many people throughout a wide range of disciplines.
Professor Ishikawa’s achievements as a member of the JUSE Group are shown
below:
1.

2.
3.

4.
5.

6.

7.

Cultivation of QC colleagues and the training of instructors: committee
activities carrying out QC Basic Course, continuation of the co-teachingsystemUtilization of QC methods: Basic Course (BC) Small Group Workplaces, QC
counseling to companies
Seminars held for different levels: Basic Course → QC Seminar for Managers→ QC Seminar for Executives → QC Seminar for Senior Management → QC
Seminar for Foremen
Horizontal expansion of education and training: QC Seminar for
Sales/Purchasing Divisions.
Spreading awareness among companies: Hinshitsu Kanri (Statistical Quality
Control), Genba To QC-magazine (Job Site and Quality Control journal),
Quality Month events, publications, Reports of Statistical Application
Research, JUSE, lectures
Self-development / Mutual development QC Circle activities, QC Circle
Symposium, each of various QC conference for Manager and Staff, QC Circle
Cruising Seminar
Qualitative improvement of QC, Responding to change: Quality Control

Symposium
8. Expansion of QC methods: Seminar on Design of Experiments, Introductory
course for DOE
9. Award system: Deming Prize, Japan Quality Control Medal, Ishikawa Award,
SQC Award, FQC Award (currently called the QC Circle Kaoru Ishikawa
Award), Nikkei QC Literature Prize
10. International Cooperation: Overseas mission teams, overseas trainee seminars,
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lectures, ICQC (International Conference on Quality Control), ICQCC(International Convention on QC Circle)
11. Ishikawa Prize: member of the examination committee
12. Cooperation with publishers: Author, chief editor, chairman of editing
committee, advisor
Moreover, Professor Ishikawa provided his guidance and cooperation as a Directorof JUSE from June 1971 and a member of the Board of Directors for JUSE Press, Ltd.
from February 1976, serving in both positions until he passed away.
(Yoshihito Soma)

Prof. Kaoru Ishikawa and JUSE
Kohei Suzue
I would like to describe the relationship between Dr. Kaoru Ishikawa and JUSE, as,presumably, many people will contribute articles about his grand achievements andfootsteps, in the field of Quality Control.
Dr. Ishikawa assumed the post of the Board director at JUSE for over 16 years, till
he passed away. His father, Dr. Ichiro Ishikawa also had continued to serve as thechairman from the time of establishment of JUSE in May 1946 to 1970, until hedeceased. The relationship between JUSE and the Ishikawas are long, and we owe themgreat obligations over two generations. JUSE, with consent of the Ishikawa family,
established the Ishikawa Prize, in commemoration of Dr. Ichiro Ishikawa, to award
ingenuity in the field of management engineering, for the development andmodernization of the industry, which has already extended for over 19 years.
As is widely known, Dr. Kaoru Ishikawa’s major at University was fuelengineering. Dr. Kaoru Ishikawa first encountered quality control from a story that his
father started at JUSE. Mr. Yujiro Katsuta, the 4th President and CEO of JUSE, told methat Dr. Ichiro Ishikawa requested to let Dr. Kaoru Ishikawa, join the Quality Control
Research Group. In 1952, Dr. Kaoru Ishikawa was awarded the Deming Prize for
Individuals, along with Dr. Mizuno and others. It is widely known that he contributed
largely to the development of Quality Control from then on. We, at JUSE, are more than
thankful for his dedicated efforts as the founder and responsible head of manybusinesses, including the QC Circle, the QC Seminar Senior Management Course in
Karuizawa, the QC Circle-monthly magazine, etc. Dr. Kaoru Ishikawa worked
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extensively as an international man and had many acquaintances even in overseas.
JUSE owes largely to Dr. Kaoru Ishikawa for the successes of ICQC and ICQCC andother programs that have been conducted by JUSE.
Although it was a great loss for JUSE that Dr. Kaoru Ishikawa passed away, it is
our responsibility to further develop the path he opened up and cultivated, from now.
(President and CEO, JUSE)

8.3 Incubator of Hinshitsu Kanri (Statistical Quality Control)
The Hinshitsu Kanri (Statistical Quality Control) magazine was published by JUSE
in March of 1950 as Statistical Quality Control, Vol. 1, No. 1, with Prof. Masao Goto as
the chairman of the editing committee, and it is still widely used today as a journal thatprovides pertinent information about TQC. As mentioned in Section 9.1 (1), thepredecessor to this journal was the Monthly Report of QC Basic Course of JUSE thatstarted from September of 1949. It is the only journal by which we can examine theevolving history of Japanese QC, from its enlightenment period and its development
responding to the changes of the times. In 1952, two years after the first edition,
Professor Ishikawa took on the important responsibility of the chairman of the editing
committee and he remained in this post for 26 years, until 1978. Later on, he provided
guidance from a broad perspective as editing advisor (please see Section 9.1 (1)).
At the time the first edition of this journal was published, the editing team included
leader: Ichiro Ishikawa; editing advisors; Harushige Inoue (the first secretary of the
Agency of Industrial Science and Technology of the Ministry of International Trade andIndustry); Hyoe Ouchi (Professor Emeritus of the University of Tokyo, Chairman of theStatistics Committee of the Prime Minister’s Office); Naoto Kameyama (Professor of
The University of Tokyo, President of the Science Council of Japan); Takeo Kato
(Director, Mitsubishi Electric); Koji Kobayashi (Director, NEC); Jiro Yamauchi(Professor of The University of Tokyo); and others. Members of the editing committee
included: Saburo Ohkita (Economic Stabilization Board, Secretariat Investigation
Section Chief); Tatsuo Kawata (Professor at Tokyo Institute of Technology); Takeshi
Kayano (Ministry of Posts and Telecommunications, Communications ResearchLaboratory, Applied Equipment and Materials, Control Section Chief); Toshio Kitagawa(Professor of Kyushu University); Masao Kogure (Associate Professor at Tokyo
Institute of Technology); Motosaburo Masuyama (Ministry of Transport Engineering
Official, Lecturer at the University of Tokyo); and Sigeiti Moriguti (Associate Professor
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Chapter 8 Prof. Ishikawa and Quality Controlof the University of Tokyo). The executive head was Masao Goto (Administration
Office for the Statistics Committee of the Prime Minister’s Office, No. 2 Investigations
Section Chief), with managers under him including Shigeru Mizuno (Associate
Professor at Tokyo Institute of Technology); Shin Miura (Mitsui Chemical Industry,
Research Division); Heihachi Sakamoto (Kobe University); Eizaburo Nishibori (JUSE
Councilor); Hidehiko Higashi (Ministry of International Trade and Industry, Industrial
Technology Bureau); Eizo Watanabe (Ohira Mining Laboratory, No. 1 Metals Section
Chief); and others. From today’s perspective, these groups were a gathering ofprominent people from government, academia, and industry, many of who were theleaders of their field in Japan. Professor Ishikawa was a member of this prominentgroup, working as the deputy head of the publication.
The following is a list of “Preface to the First Number” by the JUSE Chairman,
Ichiro Ishikawa, (Professor Kaoru Ishikawa’s father and Chairman of Keidanren(Japanese Business Federation) at the time).
“1. The building of a peace-loving, civilized and democratic nation is thesteadfast guideline for rebuilding our country and it is also our national
policy.
2. We must improve the qualitative level of our country’s products so thatthey will gradually be able to withstand the competition in the world’s
3.

4.

markets.
From the aspect of statistical and technical quality control in the
production process, it is most effective to promote the reduction of
consumption rate, improvement of quality and sustainment of theuniformity.
Due to the cooperation from almost all of the pioneering experts ingovernment, private, and academic sectors, there has been a tremendous
number of applicants for the seminar related to quality control we started
and this journal is being printed for the purpose of addressing that
popularity.”

Along with these words spoken with respect to the origins of the journal, he also
spoke about editing policy:“5. Thus, with this journal, I hope to build a foundation for the fundamental
streamlining of enterprises by gradually raising manager, engineer, as wellas employee interest in quality control, through not just the basic premiseof interpreting high level theories, but also through our mission of raising185

PART III Accomplishments of Prof. Kaoru Ishikawa

awareness about quality control and providing actual guidance so that fromthe standpoint of executing this theory, we first start with areas close athand where we can actually put quality control theory into practice.”
Furthermore, he also made the following comments on the way of Quality Control
based on the voices from participants while the process of the First QC Basic Course
was implemented.
“6. In introducing quality control, we should consider human factors anddevelop a system with a Japanese style of approach.”
It is thought that the underlying philosophy behind the founding of the Hinshitsu
Kanri (Statistical Quality Control) magazine, its editing policy and ideals for the futureof quality control later determined the directions taken in the development of quality
control. If we look at the editing of the journal later on, we see that:
1.

2.
3.

As quality control developed, the Hinshitsu Kanri (Statistical Quality Control)
made constant efforts to provide people involved in quality control with thelatest information.
Work progressed based on a partnership between industry and academia.
Rather than just combining it with theory, practical application was aimed atareas that would truly be useful.
4. Efforts were made to attract the interest of not just quality control experts, butalso of top management, managers, general engineers and also workers on site.
In particular, as shown below, the journal became the basis of Quality Control
Circle toward work places.
The journal has moved forward mainly in line with these policies. Also, whenlooking at quality control in Japan up to now and its future development, there is a focus
on creating a Japanese essence within the approaches and we can see that today we havefirmly reached a point where a Japanese style of quality control has been achieved andthat these policies have largely been adhered to. If a bold inference may be forgiven, we
could even say that Professor Kaoru Ishikawa constantly had the above policies in mind
as he moved forward with activities later on.
After assuming the position of Chairman of the editing committee from Masao
Goto in 1952, Professor Ishikawa poured his efforts into ensuring that the journal took
the lead in the field of quality control in Japan. For example, the issue of promoting free
trade had taken on considerable importance in Japan at the end of 1950s, so under the
famous slogan of “Use quality control to liberalize trade,” efforts were made to take a
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positive stance in the face of what seemed a more defensive stance on the part ofindustry. Again in 1960, with the publishing of the TQC lecture series “Quality Control
Carried Out by Everyone,” the journal took the initiative in moving from statisticalquality control (SQC) to TQC, exhibiting leadership in pushing in this direction.
In addition to his role as the Chairman of the editing committee, Professor
Ishikawa also contributed 262 papers to the journal over a span of 38 years, including
papers related to methodology, such as sampling, production process analysis, andcontrol charts, as well as papers about quality assurance, the shaping of QC approaches
for each era, ideal QC approaches in response to changing times, QC Circle activities,
problems of globalization, and consumer problems. Professor Ishikawa’s ideas andphilosophy about QC were introduced through the journal, influencing the field ofquality control in Japan.
Based on the idea that even if management and engineers know about quality
control, it will not be successful unless workers at the job site also understand it,
Professor Ishikawa aggressively pursued this idea in the 1960’s through the publicationof a text aimed at job sites and articles about round table discussions aimed at the jobsite. Upon seeing the strong reaction to these efforts, Professor Ishikawa said, “Ifworkers at the job sites are this interested, let’s make a publication for them,” and theHinshitsu Kanri (Statistical Quality Control) editing committee members immediately
decided to publish a quarterly journal called Genba To QC-magazine (Foremen and QC,
currently called QC Circle-monthly magazine), starting in April 1962. Thus, spawned by
Hinshitsu Kanri (Statistical Quality Control), Genba To QC became the base for QC
Circle activities (please see Section 10.1 and 10.2)
Today, although the Hinshitsu Kanri (Statistical Quality Control) has grown frombeing called a statistical quality control (SQC) journal to one that is called a TQC
journal, this can be seen as a result of the strong efforts made by quality control leaders
whose base can be found in the editing committee members led by Professor Ishikawa.
Furthermore, as the Chairman of the editing committee, Professor Ishikawa did not
restrict himself to merely filling the role of the person responsible for issuing a journal;
he also helped develop many excellent leaders in QC through the editing, planning andcommittee discussions, a valuable achievement that we cannot forget.
(Ikuro Kusaba, Kozo Koura, Noriaki Kano)

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When Hinshitsu Kanri Was Born
Masao Goto
The eight people who pioneered the promotion of quality control in Japan (Shigeru
Mizuno, Tetsuichi Asaka, Kaoru Ishikawa, Masao Kogure, Masao Goto, Hidehiko
Higashi, Shin Miura, and Eizo Watanabe) took action in 1949 based on their beliefs that,
because of its lack of natural resources, in order to survive Japan would need tosuccessfully compete with other countries on the basis of quality. Thus, working fromtheir base at JUSE in the summer of that year, they were beginning the preparations forthe initiation of the SQC basic course seminar (QC Basic Course). The President of
JUSE at that time was Mr. Ichiro Ishikawa, who was the president of Showa Electricand Chairman of the Council for Japanese Industry (a forerunner of the current
Keidanren (Japan Business Federation), in Japanese, it was Nihon Sangyo Kyogikai andoften abbreviated to Nissankyo). Mr. Ishikawa had enormous expectations for quality
control and he was delighted that his son Kaoru was participating in the research group.
Very soon after the start of the Basic Course, we began studying the possibility of
publishing a monthly journal called “Hinshitsu Kanri (Statistical Quality Control).” A
lively discussion ensued, with some voicing very cautious views, wondering if such anundertaking could withstand operating risks, but with managing director Kenichi
Koyanagi at the lead, we in the research group aggressively pushed forward with thisidea. I became the first editing committee chairman and together with Kaoru Ishikawa
and Shigeru Mizuno, the research group came together as a team to work on
preparations for the journal. At the time, Mr. Ishikawa, who would later become thesecond chairman of the editing committee and serve for many years, made especiallystrong efforts to ensure that the papers, reports and other items printed in the Hinshitsu
Kanri (Statistical Quality Control) would be of the highest quality, and he became thedriving force behind the implementation of this project.
As chairman of the editing committee, I had to ensure that the quality of thejournal was suitable to its “Hinshitsu Kanri (Statistical Quality Control)” name. For thisreason, we decided on the policy of creating a journal with an overall design that people
would not be tired of even after 5 or 10 years. Hence, we used the highest quality paper,
ensured that in principle, it did not include advertisements, even if that meant a higher
price, and made sure of a consistent usage of modern kana orthography.
However, it took much more time and effort than we had imagined to accomplishthese goals and in a freezing room on the third floor of the Osaka Shosen Building, I, as
Chairman, along with Mr. Ishikawa, the rest of the research group, and Shoichiro Niki,
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from the administration office continued to work well past 9:00 pm for days. Soon
Haruko Mitsuaki, whose editing experience helped speed up our work considerably,
joined us. It truly was very hard work, but the times we spent eating special orders of
hot curry rice brought from a nearby shop helped us forget our fatigue, as everyone
gathered to talk about our dreams, we were entrusting ourselves to the growth of quality
control. I still remember the spirited passion of Mr. Ishikawa at that time and theinspiration he was to us all.
Hinshitsu Kanri (Statistical Quality Control) was first published with the target ofobtaining 1,000 subscribers, but at that time we only had around 500. In addition to thepolicy of no advertising and corresponding lack of advertising income, the use of highquality paper naturally increased cost as well and the 200-yen price was a heavy burden
for the average salaried worker’s pay level. Thus, we had to rely on companies as our
main subscribers, but because at that time, there were still few companies with interestin quality control, it took quite a long time to reach our target of 1,000 subscribers.
I believe that the internationally high economic level that we enjoy in Japan today
can be traced to the new hopes and goals that company-wide quality control provided tothe management of companies and many managers of various organizations. Including
the Hinshitsu Kanri (Statistical Quality Control), we wrote or compiled many
publications related to quality control, and as I recall the struggles to establish theHinshitsu Kanri (Statistical Quality Control) that we went through during that time, I
would like to express the heartfelt gratitude I feel towards the towering achievements of
Kaoru Ishikawa, and the incredible passion he always showed towards the promotion ofcompany-wide quality control.
(Member of the House of Councilors, former Minister of Justice)

When Hinshitsu Kanri (Statistical Quality Control)
Was First Published
Shin Miura
The monthly journal Hinshitsu Kanri (Statistical Quality Control) was firstpublished in March of 1950.
Mr. Kenichi Koyanagi, President of JUSE at the time, was able to reach this point
after struggling mightily with the project since 1949. This was the time when JUSE waslocated on the third floor of the Osaka Shosen Building at Tokyo Station’s Yaesu exit.
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When Mr. Harushige Inoue, Head of the Industrial Technology Bureau at the
Ministry of International Trade and Industry was invited to JUSE for an explanation
about the idea of starting a monthly journal, he did not agree, stating that it was too
early for such an undertaking. However, we pushed ahead under the decisive guidanceof President Koyanagi and the first edition was issued in March. The chief editor was
Masao Goto (Administration Office for the Statistical Committee of the Prime
Minister’s Office, No. 2 Investigations Section Chief) and the deputy head was Kaoru
Ishikawa and it was at this time that I began working together with Mr. Ishikawa on the
QC journal.
Opening the first number, we can see that it was a brilliant start, including the“Comments on the Establishment of the Journal” (Ichiro Ishikawa), “On the Occasionof the Publication of the First Edition” (Hyoe Ouchi), “Industry Management and QC”(Kenichi Koyanagi), “The Ideal Engineer of the Future” (Eizaburo Nishibori), as well asa case study by Seikichi Miyagi, “QC for Ammonium Sulfate” (Shinji Nakai,
Mitsubishi Kasei), and QC lectures (Eizo Watanabe, Shin Miura, Shigeru Mizuno, andothers). This was when I began my long association with Professor Ishikawa that lasted
40 years until his death in 1989. I had thought that our long association would continue
much longer into the future and I am saddened that this will not be so.
I have so many memories of times spent with Professor Ishikawa on overseas trips,
study trips in Japan, working on research, his guidance, and playing golf together.
When considering the order of our ages, I feel that we have lost someone whoshould have been around much longer.
(Former Professor of Tamagawa University)

8.4 Exhibiting Leadership in the Development of the Deming Prize
To commemorate the contribution and friendship of Dr. W. E. Deming in lasting
way and to promote the continued development of the quality control in Japan, theDeming Prize was established to award individuals and companies that havedemonstrated outstanding quality control in Japan in 1951.
The Deming Prize:“The Deming Prize for Individuals, which is given to individuals who havemade outstanding contributions to the study of Company-wide Quality Control or
statistical methods used for Company-wide Quality Control, or those who havemade outstanding contributions in the dissemination of Company-wide Quality
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Control; The Deming Application Prize which is given to organizations or divisionsof organizations that have achieved distinctive performance improvement throughthe application of Company-wide Quality Control utilizing statistical and othermethods; and the Quality Control Award for Factory by Deming Prize Committee
which is given to an operations unit of an organization that has achieved distinctive
performance improvement through the application of quality control/managementin the pursuit of Company-wide Quality Control.” (From the Deming Prize Guide)
Apart from these, the Deming Prize committee also oversees the Japan Quality
Control Medal and the Nikkei Quality Control Literature Prize.
As one of the 8 members of a QC research group, Professor Ishikawa was awarded
the Deming Prize for Individuals in 1952. The Nikkei Quality Control Literature Prize,
awarded by the Deming Prize committee in cooperation with Nikkei Inc., was presented
for the first time in 1954 and it was awarded to Professor Ishikawa for his Sampling in
the Factory (published by Maruzen). Altogether, Professor Ishikawa won this award
four times.
The history of the Deming Prize initiation is recorded in the following excerpt
from a Deming Committee report made at the time the Prize was established.
“Dr. W. Edwards Deming, Advisor to the American Budget Office, came to
Japan as a consultant for GHQ ESS (The Economic and Scientific Section ofGeneral Headquarters in then occupied Japan) to provide assistance for apreliminary sampling survey being carried out in July – September 1950 for theJapanese Census. Accepting an invitation from JUSE, he began a series of lecturesat the Auditorium of the Japan Medical Association in Kanda starting from August
13, in what came to be called the “Eight-Day Course on Quality Control.” These
lectures had a revolutionary impact on the discipline of quality control in Japan.
The transcript of the eight-day course, Dr. Deming’s Lectures on Statistical Controlof Quality, was compiled from stenographic records in both English and Japaneseand distributed for a charge, but Dr. Deming donated his royalties to the managing
director of JUSE, Kenichi Koyanagi. In appreciation of Dr. Deming’s generosity,
Mr. Koyanagi, proposed to JUSE's board of directors that they use the donatedroyalties and profits to fund a prize, and the establishment of the Deming Prize wasannounced. In brief, the JUSE Board’s resolution stated that:1.
2.

In commemoration of Dr. W. Edwards Deming’s generosity andachievements,
And in order to promote the development of quality control in Japan,
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3.

4.

Persons who have made outstanding contributions to statistical quality
control theory, practical application studies, and education will be selectedannually and presented with an award.
In addition, an application prize shall also be established, which is given
to a company or plant chosen from candidates who have achieved
distinctive performance improvement through the application of statisticalquality control methods.”

Owing to the efforts of Ichiro Ishikawa (Professor Kaoru Ishikawa’s father), who
was both Chairman of Keidanren (Japan Business Federation) and JUSE at the time,
and with the approval of the economic community and the support of the Ministry ofInternational Trade and Industry (MITI), the media and others, the Deming Prize wasestablished and has continued to operate through the voluntary cooperation of experts
from academia and industry. As one of these members, Professor Kaoru Ishikawa
worked on the Deming Prize committee over a span of 39 years, from the time the prize
was being formulated in preparatory discussions until 1989, enhancing the reputation of
the Prize and in order to preserve its authority, constantly assumed a role of guiding andinstructing industry in the dissemination and promotion of quality control, as well as
establishing a firm examination system and together with the efforts made to improveand develop examination committee members, he also made dedicated efforts to award
companies who achieved distinctive performance related to quality control. These
actions significantly affected the level of quality control in Japanese companies.
It can be said that the level of quality control in Japan has been enhanced by thecompanies who have won the Japan Quality Control Medal, the Deming Application
Prize, or the Quality Control Award for Factory by Deming Prize Committee. The
Deming Prize system is still relevant today and has been able to maintain its highreputation due to both the diligent study of the examination committee members, which
has been handed down in the spirit and technical skill of the examination process andthe planned development of younger examination committee members. These activities
have mainly revolved around the application prize sub-committee. Although it iscustomary to ask the head of the Agency of Industrial Science and Technology in the
Ministry of International Trade and Industry to take on the position of Chairman of thissub-committee, the substantive operation of the committee centers are processed by the
deputy chairman. Together with Professor Shigeru Mizuno (1951–82), Professor
Tetsuichi Asaka (1951–84), and Professor Ikuro Kusaba (1956–89), Professor Ishikawa
worked on the application prize sub-committee for 35 years, from its inception in 1951
until his retirement from the committee in 1985 at the age of 70, with 24 of those years
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spent as deputy chairman of the committee (1962–85). During that time, Professor
Ishikawa made profound contributions not only to the establishment of the Deming
Application Prize for Small Enterprise (1958), the Deming Prize for company divisions(1966), the Quality Control Award for Factory by Deming Prize Committee (1973) andthe Japan Quality Medal (1970), but also to the administration of these awards later on.
Further, starting with the examinations for these prizes, he also actively
participated in the QC diagnosis by the Deming Prize committee member (establishedin 1971), and through the examinations and quality diagnoses of the candidate
companies, he not only provided pertinent advice in the examination opinion report anddiagnosis report for the purpose of improving company performance, but also
implemented on the job training for committee members by indicating model examples.
Younger committee members accompanying him to examinations were advised thatwhether it was an examination or a quality diagnosis, it must be done for the benefit of
the company. “Do not simply write words of praise, rather you must write about what
can be done to make the company even better,” he would add.
Professor Ishikawa helped make improvements through his many proposals andcomments about the Deming Prize system, the way in which examinations wereconducted and other issues. His other accomplishments include the introduction of asystem for examination committee member retirement at the age of 70 (1980) and therevision of the checklist used in the application prize examination process (1984).
In 1981, as part of the opening up of the Japanese economy, Professor Ishikawa
also suggested that there was a need for an open door policy for Deming Prizeapplications from overseas companies. Initially, many in the sub-committee and in
administration expressed negative opinions, but in the end, people were swayed by what
could be called Professor Ishikawa’s tenacity and his determination, leading to theestablishment of a sub-working group on overseas issues and in 1984, the regulations
for accepting applications from overseas organizations were formulated and work on aninternational guide began.
Professor Ishikawa’s dream was realized in 1989, when Florida Power and Light
Company became the first overseas company to win the Deming application prize,
followed by Philips Taiwan who won the prize in 1991. I would also like to mention asa sequel to this, that I heard from the committee member in charge of the historic
examination of the first overseas applicants that he made a report in front of Professor
Ishikawa’s grave about the excellent exchange that occurred between the two countries
of Japan and the US through the examination process.
Moreover, just before he retired, Professor Ishikawa published “On QC Counseling193

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to Companies” (1985) and “Attitude Necessary for Members of the Application Prize
Sub-committee” (1985), which offer a crystallized view of his 35 years of experience on
the Deming Prize Examination Committee and these books are still used as important
guidelines by members of the same sub-committee even today.
Professor Ishikawa also made significant contributions to the growth anddevelopment of the entire Deming Prize Committee, in addition to his position as
Deputy Chairman of the Application Prize Sub-committee, he also served successively
as a member of the Deming Prize for Individuals for Individuals sub-committee, amember of the Prize System sub-committee, and Chairman of the Nikkei Quality
Control Literature Prize sub-committee.
Furthermore, even in overseas there has been a quiet boom in establishing prizes
modeled after the Deming Prize. One such prize is the Malcolm Baldrige National
Quality Award in the United States. Deliberation in Congress about this award began in1986 with Dr. Joseph Juran and John J. Hudiburg (Chairman of Florida Power and Lightat that time) being asked to speak at a public hearing. Both gentlemen emphasized therole played by the Deming Prize in promoting quality control and stated opinions that a
prize like the Deming Prize was necessary for the US. As a result, such a law was
passed in the lower House in August of 1987 and enacted in 1988. The award wasnamed after Malcolm Baldrige, the Secretary of Commerce who was a strong supporterof free trade and suddenly passed away in 1987.

Thinking of Prof. Ishikawa
Saburo Ohnishi
Great Achievements
Professor Ishikawa, Japan has recovered from the suffering and devastation of its
defeat in the war and grown into the economic superpower that it is today. The passionthat you poured into quality control contributed hugely to this phenomenal growth,which was nothing short of miraculous. Since the first Deming Prizes was awarded in
1951, the number of companies (including small and medium-sized businesses) winning
the Deming Prize has grown to over 100 companies. These companies have turned in a
performance of 44 trillion yen in combined sales and ordinary profits far exceeding 2
trillion yen in FY1988. This amazing success is blooming today as a result of the seeds
planted through the strong efforts of your younger days and spanning long years
thereafter. It is difficult to properly express the contributions you have made and I am
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filled with deep respect and gratitude towards you.
New Product Development
New product development is an area that you focused on more than any other. The
Special Rubber ZP (hydrogenated nitrile rubber) developed by our company isunmatched anywhere else in the world and it was born and completed under the direct
guidance from you. At the time, you were giving us strict, thorough instructions in
upstream management and our company’s engineering team was impressed with theessence of TQC. Our specialized rubber product called ZP became a core product of ourcompany and with production plants now in Japan, Europe and the US, we are the top
producer in the world. Last April, I was in England observing one of our plants when I
was stunned to hear the news of Professor Ishikawa’s death. My dream of showing
Professor Ishikawa, the father of our success, the plants we had built in each region wasshattered with that news. I could only stand dumbfounded and bow in prayer for him.
Thank you so much Professor Ishikawa.
Memories
Professor Ishikawa, I have endless memories of you.
“Just your presence calmed us.”“Just your presence stimulated us.”“Just your presence drew out lively exchanges of opinion.”
That is the kind of teacher you were to us…
“Don’t start off by saying you can’t. Think about how you can.” I will always
value this teaching from you.
But now, we will no longer be able to see your kind face or hear your characteristic
hoarse voice. Professor Ishikawa, your ideas and your QC legacy will live on. Pleaserest in peace.
Thank you so very, very much.
(Chairman of Board of Directors, Nippon Zeon)“The Deming Prize Is Not the Goal”
Keizo Saji
Once, sometime around 1985 when our company first started TQC activities, we
had a meeting for a QC Diagnosis by the President and we were told, “Suntory has no195PART III Accomplishments of Prof. Kaoru Ishikawa

TQC plan to speak of.” We didn’t even have the “P” of the PDCA cycle and when
Professor Ishikawa said this, I wondered what on earth would be in store for us.
I say this because, in fact, at the end of the 1950’s, sometime after we had begun
seriously taking up a scientific quality control approach in our Production Division, we
asked Professor Ishikawa for guidance in our efforts. However, we decided to create ourown QC system and even before we could reach the stage where we could begin to soak
up knowledge from the environment created by Professor Ishikawa, we had alreadydistanced ourselves from his teachings.
Years later, as we entered the 1980’s, we decided to take up TQC once again andupon consulting with Professor Ishikawa, he once again readily agreed to help. Then,just as we were getting started, he uttered the words I mentioned a moment ago. It wasdifficult for us to hear those words, but at the same time, I also keenly felt that Professor
Ishikawa had said this out of his conviction that we should “once again drill ourselves inthe basics and start again.”
Then, on December 16, 1987, a day that I will never forget, I accompanied
Professor Ishikawa on a diagnosis of the Musashino Brewery. We were in the midst of
preparing for the examination for the Deming Prize and Professor Ishikawa offeredstrong words of encouragement to our nervous members, telling them to haveconfidence and do their best. This was the last QC Diagnosis that we ever had from
Professor Ishikawa.
In the following year of 1988, the Musashino Brewery became the first company inthe food industry to win the Deming Prize and Professor Ishikawa shared our joy at
winning the prize. Our Yamanashi Winery was the first agriculturally related business to
win the prize in 1990 and I regret that we could not report this directly to Professor
Ishikawa.
Professor Ishikawa often said that winning the Deming Prize was not the goal. I
believe that our TQC program is still only halfway there. Through our TQC activities,
we will continue to develop and grow even further based on the ideas we learned from
Professor Ishikawa.
(Chairman of the Suntory Board of Directors)

8.5 Working Hard for the Development of QC Conferences
Today, “QC Conference” is annually held in November as an event to summarize
the year’s activities in quality control, and is attended by a total of about 4,000 people.
This Conference started with an event held at the Osaka Chamber of Commerce
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Lecture Hall on September 22, 1951, which was planned as an event where quality
control activities taken up at the work place could be presented and participants could
learn from each other. It only lasted for one day, but it was the first Quality Control
Conference ever held. As an activity that paralleled with the recovery in Japan after thewar, it was the first step taken in creating Japanese product quality.
Based on the response in Osaka, the content was further refined and from 1952
onward, the conference was held every year in November. Later on, the “Quality Month”
was created and this event became a central part of the Conference that is still carriedout today. Professor Ishikawa took command as Chairman from the first to the 11th
conference and after that, continued to participate in planning and setting the path tofollow from a broader perspective as chairman of the Quality Month committee.
During this time, the conference was called the Quality Control Conference until
1963 when it was changed to the Quality Control Conference (Staff) from 1964, Quality
Control Conference (Staff/Managers) from 1968, changing again to QC Conference forManager and Staff from 1978, and finally in 1991, to the Manager/Staff Quality Control
Conference (held over 3 and a half days).
From 1957 onward, a second conference was added to spread quality control
practices to local regions, and this Spring Quality Control Conference (3 days) is held
sometime in May or June each year at a venue in a major city other than Tokyo.
Along with the growing interest in quality control activities, the Quality Control
Conference for Foremen was held in 1962 (called the Quality Control Conference forManagement since 1990 (3 days)) and in the following year of 1963, the Top
Management Quality Control Conference (half day) was established. With theintroduction of quality control into the service industry, the Service Industry Quality
Control Conference was established in 1985 (2 days) and it continues to this day.
For the past ten years, the conference style has been standardized, but in the
beginning, there was no set style or pattern upon which the conference was based, rather,
it was organized with Professor Ishikawa at the top and the cooperation of many people.
The rules were based on Professor Ishikawa’s belief in the infinite potential of humanbeings, including his ideas of “Don’t say you can’t, think about how you can,” “Do it
and then think about it,” and “Think on your own, an improvement is something thatyou want to present to others,” with the conference coming together under his dynamic
behavior that at times, he could be like a bulldozer. He was able to extract theknowledge of committee members and get them to take action, and in order to pullthings together, Professor Ishikawa did not just rely on his gentle nature, but delegatedissues, and in a manner that could seem forceful at times, exhibited strong leadership in
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critical matters such as scheduling related to the Conference or seminar meetings. At
planning meetings, there was an authoritative atmosphere, which created the feeling that
if Professor Ishikawa said it, it must be followed. This was rooted in his basic rules ofconduct that if you said something, you must carry it out and the understanding that forany meetings that were called, absence was not an option. I was deeply struck by bothhis kindness and the strong sense of responsibility he felt towards himself, committee
members and society at large, which were reflected in his actions.
Although quality control activity levels will improve with continuous
implementation of a company’s kaizen activities, relying on internal formulaic
approaches and methods tends to cause people to become stuck in a rut of imitative andoverused approaches. At some point, external stimulation is necessary to keep up thiscontinuous implementation. At the same time, in order to ensure universality of a new
method taking root, running trials at many companies will be necessary to hone andpolish it. The Quality Control Conference has not only provided the opportunity topresent a company’s improvement activities, exchange opinions, and stimulate
participants; it has also contributed to the development of many ideas and methods.
Furthermore, because all of the presentation papers from this meeting are published in a
special edition of the Hinshitsu Kanri (Statistical Quality Control) journal, they are readby many people who did not attend the Conference, doubling the results of spreading
practical applications of new approaches and methods, which goes hand in hand withthe holding of this Conference.
For example, at the Matsuyama Conference held in 1964, the presentations andpanel discussions about “control points” had a significant impact on later thinking about
control. At the 1972 Fukuoka Conference, the presentation by Mitsubishi Heavy
Industries Kobe Shipyard and Machinery Works introducing the “Quality Table” waslater adopted by many other companies to the point where today it is an indispensable
technique in quality and quality function deployment for new product development andit is now used in the US and other countries around the world as QFD (Quality Function
Deployment). In this way, the holding of these Conferences on a regular basis like thisis a special feature of national quality control activities in Japan.
At the same time, for quality control researchers, the special edition of the journal
is an important reference material when conducting research about Japanese quality
control.
During Professor Ishikawa’s lifetime, i.e. up until 1988, the number of papers
presented at the Manager/Staff Quality Control Conference totaled 4,375.
(Teruo Okubo, Manager of JUSE Division 3)
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8.6 Implementation of Quality Month
It was during the time when “cheap but inferior quality” was synonymous withJapanese exports. Since improvement in product quality was not possible without public
understanding, Professor Kaoru Ishikawa had the idea of creating an event that would
plead the case for the importance of quality and raise quality awareness. So in 1960, theQuality Month committee was established with Professor Ishikawa as its Chairman andmembers from industry, government, and academia who were active in the field ofquality control. It was decided that November of that year would be “Quality Month”
and the preparations began.
This event was sponsored and run by three organizations: the Union of Japanese
Scientists and Engineers (JUSE), the Japan Standards Association (JSA), and theJapanese Chamber of Commerce and Industry. Activities were widely being
implemented nationwide under the sponsorship of these institutions and organizations as
the Science and Technology Agency, Economic Planning Agency, Ministry of Welfare,
Ministry of Agriculture, Forestry, and Fisheries, Ministry of International Trade andIndustry’s Agency of Industrial Science and Technology, Ministry of Transport,
Ministry of Posts and Telecommunications, the Tokyo Metropolitan Government, theJapan Productivity Center (JPC), the Japan Management Association (JMA), and theJapan Broadcasting Corporation (NHK) (participation in later years: Japan Consumers’
Association and the Japan Society for Quality Control).
It was determined that the first jobs of the Quality Month committee would be toestablish the “Q flag” which became a symbol of the Quality Month and was put on sale,the holding of regional public lectures in 11 regions, the preparation and sale of Quality
Month text materials, and the making and sale of Quality Month posters. Later on, theaddition of the solicitation for, preparation of and sale of ideas for the Quality Monthslogan completed the list of events for the Quality Month, which are still being carriedout today.
From 1969, with the aim of arousing consumer interest in quality problems andquality control, lectures for consumers were held, which provide free education andtraining for consumer groups and housewives of individual households, and events topresent the results of research done by groups are also held. These lectures were also theresult of a suggestion from Professor Ishikawa.
In line with his strong belief that the wisdoms and actions of each individual werenecessary for the recovery and growth of Japan and that this philosophy needed to be
spread widely among the people, Professor Ishikawa himself made an appeal about the199

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Quality Month to the reporters in the press pool at the Chamber of Commerce andrequested their cooperation. In the Quality Month committee, he was always speakingof quality, presenting a clear view that with this country’s reliance on exports to develop
and grow the economy, problems with quality were critical problems for Japan and hetook the initiative to raise awareness about this. In the meantime, his superb sense oftiming allowed him to always be on top of the issues of the times such as globalizationand environmental changes, and lead the way in taking action. I think that for people
living in those times, the question of what Japan’s recovery should be based on was a
crucial issue, but it was the idea of using quality control ideas to improve quality inorder to help Japan grow and develop that we JUSE members were always hearing from
Professor Ishikawa.
As a leader, Professor Ishikawa was always instilling in the committee members
the importance of not hiding within a shell and maintaining a spirit of acceptance,
utilizing good ideas without fixed or preconceived ideas. This was indeed the spirit of
the Quality Month and I believe that it is an important code of conduct that we should
perpetuate.
The Quality Month system has also been adopted by some countries overseas,
including the United States. Professor Ishikawa’s idea has been recognizedinternationally (please see Section 12.1 (4)).
(Teruo Okubo)

8.7 Supporting QC Symposiums
JUSE proposed that an International Conference on Quality Control be held inTokyo in the autumn of 1965 to commemorate the 15th anniversary of the Deming Prize.
To prepare for the undertaking, top experts in quality control from the fields ofacademia, government and industry gathered at Hakone from August 28–30 in 1964 (for2 days and three nights) to attend preparatory meetings and exchange opinions. These
preparatory meetings lasted late into the night with lively exchange of opinions anddiscussions, creating an opportunity for mutual development. Unfortunately, due tovarious circumstances (see Section 11.4), the planned international conference was notheld in 1965, but because of the meaningful exchanges participants experienced in the
preparatory meetings, three professors, Shigeru Mizuno, Tetsuichi Asaka, and Kaoru
Ishikawa formed the QCS (QC Symposium) organizing committee and in June of 1965,
the first QC Symposium (QCS) was held at the Hakone Hotel Kowaki-en. Professor
Ishikawa strongly advocated the holding of this Symposium. Because of the history
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described above, the meetings that were first held in 1964 are commonly known as “The0th QCS”.
The theme of the first symposium was “Introducing, Promoting and Establishing
Quality Control” and 43 people from universities, government agencies and industry
participated. The following is an excerpt from the preface to the symposium
Proceedings, which was jointly written under the names of the three professors andexplained the intent in holding the symposium. The reader of these sentences will feelthe passion towards QC that the professors felt at the time.
“…although on the one hand we see the base expanding, unfortunately there is
still inadequate effort being put into seeking higher summits to scale. To my regret,the effort for developing the present problems of QC to the new direction with theinvestigation of implementation and method is not enough. Thus, when we
recognized this issue and thought that it would be desirable to renew our study ofquality control, the decision JUSE made to bear the high expense that comes withholding a Quality Control Symposium has given us great courage by providing astrong driving force in the field of quality control in Japan…”
Since then, the biannual QC Symposium has been held 53 times (as of December
1991), with each one providing opportunities for lively discussions.
Professor Ishikawa was a QCS organizing committee member from the first time it
was held until the 24th one in 1977, continuing his cooperation as an advisor after that.
During this time, he worked as the main committee member in charge 4 times, gave
presentations 7 times and he never missed attending a single symposium from the firstto the 46th one. Of the hundreds of people who have attended this symposium in thepast, Professor Ishikawa is the only one to attend every single one while he was alive. It
could be said that this fact is a vivid example of one side of Professor Ishikawa, which
was his belief that except in the case of extraordinary circumstances, once a decision is
made, it should not be changed; that a promise made must always be kept.
Professor Ishikawa emphasized the value of participating in the QCS and for every
QCS that was held, he would carefully compare the list of invited guests with the list of
attending guests from the day of the symposium, checking for people who had been
invited but did not show up, who were late, who left in the middle, or who canceled at
the last minute. Professor Ishikawa’s QCS memo is still the stuff of legend today andhas been kept on file by the administration office. This principle lives on today in theunwritten rule that when an invited guest misses the symposium three times in a row, heor she is not invited back.
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At the QCS, after the presentations and discussions during the day and the small
group discussion meetings in the evening, it was customary to get together for a drink
and conversation, and Professor Ishikawa was at the center of this. It was said that thiswas how QC colleagues came together. Now practiced widely around the world, thepractice of nomunication (communication through drinking = compound word made from theJapanese word “nomu” (to drink) and “communication”) was born at the QCS. (Tatsuo Sugimotoin Section 5.2)

Scene from past nomunication event: The person naked to
the waist is Prof. Ishikawa.
Steeped in such an atmosphere, the QC Symposium has contributed immeasurably
to the forming of a consensus among quality control experts, particularly for those at theadvisor or instructor level, with respect to technical innovations and various
environmental changes. Although the US has many great quality control experts, manyof them tend to be lone wolves and it is often pointed out that the US does not have aquality system based on common concepts. It is thought that a significant factor in thisis the lack of an opportunity to exchange and share views like the one provided by the
QCS.
It should be added however, that although the common concepts of TQC in Japanare on firm ground, if we look at the procedures, we find that they have not been clearly
documented and it has been said that transferring techniques is difficult. With thisrealization, it was suggested many times in the past that something like a guideline
should be made, but no actions about this have ever been taken and this problem still
remains today. With regard to this point, it was Professor Ishikawa’s belief that quality
control was not something that would produce good effects simply by following a202

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manual, in that the background and circumstances will differ in each case and therefore,
each company would need to devise the best ways to fit its circumstances, otherwise,
people become trapped in preconceived formalities. For this reason, Professor Ishikawa
had a negative view about making manuals and it is true that we cannot deny that thishad some braking effect on any efforts in this area. This is a point of deep interest as we
wait to see how this will unfold with the advancement of globalization in the future.
I would like to remember Professor Ishikawa by publishing a photo of him as he
was at the QCS.
(Masami Mita, JUSE No. 1 Division Manager)
Note: This section was compiled by referring to valuable insight provided by Ikuro Kusaba,
Professor Emeritus of the Nagoya Institute of Technology.

A Teacher of “Kisama”†(Memories of the Quality Control Symposium)
Akira Harada
When Professor Ishikawa was a member of the QCS (Quality Control Symposium)organizing committee, after the formal discussions had ended, it was customary forpeople seeking further discourse to voluntarily gather in Professor Ishikawa’s room,
relaxing in cotton kimonos (yukata) and freely discussing a wide range of topics. Held
twice a year, the next QCS will be the 52nd symposium and these traditions still live on.
However, the heated, red-faced arguments that took place in Professor Ishikawa’s roomand the passion that seemed to ignite from them now seems to be of a bygone era.
For people connected with quality control who experienced the overnight stays for
the QCS or Quality Control Circle, the free discussions that went on late at night inProfessor Ishikawa’s room are the most nostalgic and worthwhile memories we have of
the younger days of the quality control movement.
In the beginning, Professor Ishikawa would sit quietly in his yukata (cotton
kimono) with a cup of Sake in his hand, listening to people freely speaking their minds.
However, eventually he would say, “Kisama (You idiot), there is something wrong withthat opinion!” for Professor Ishikawa was never one to accept half-baked compromises.
Suddenly stripping his yukata to the waist in making a point, he was a genius at igniting†

Kisama (“貴様” in Japanese Kanji, the pronoun “kisama”) means “you” in English. Kisama is aformal expression used by officers of the Imperial Japanese Navy addressing each other. Outside theNavy it was considered a very rough but friendly expression, therefore seldom used. Prof. Ishikawa
favored the use of this word among friends even outside the Navy.
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an atmosphere of passion and excitement.
Whether a QC veteran or a younger participant, whether a university professor or
member of private industry, he was content to let people speak their minds freely, and at
the same time, he himself had an air of childlike naiveté as he strove to make his points
with youthful passion. Even with someone like me from the private business sector who
was an outsider with no teacher-student relationship with him, he approached ourinterchanges impartially. He truly was a professor who possessed both fairness andhumanity.
These free-wheeling discussions often ran way past midnight and there were often
times when even though we yearned to retire to our own rooms to sleep, we would becaught up in the moment and Professor Ishikawa’s desire to thoroughly pick apart the
subject until there was nothing left to discuss. Looking back on it now, I suppose that
Professor Ishikawa and the rest of us were young enough in spirit to last throughdiscussions that lasted almost the entire night. Even now, sometimes out of nowhere I
feel as if I can hear Professor Ishikawa’s hoarse voice saying “Kisama (You idiot…!)”
The wonderful thing about Professor Ishikawa was that in each and every situation,
he would always look the other person in the eye and speak with sincerity. He always
listened to what others said and began discussions with the belief that what they said
was true, holding the view that humans are inherently good, discussing with warmth andtaking enough time to discuss it, and I think that this is the reason so many people, notjust in the field of QC, but in a wide range of fields, were so willing to follow hisleadership.
From now on, it will be up to us to choose the actions we feel sure that Professor
Ishikawa would have taken had he been here, sharing the responsibility to grow anddevelop TQC activities in Japan.
(President, Ohken Associates)

8.8 Contribution to the Establishment and Development of the JapaneseSociety for Quality Control (JSQC)
The need to establish an academic society that would become the core of quality
control research in Japan was recognized early on. As deputy head of the first QC team(Japan Productivity Center, Delegation Head, Mr. Yamaguchi) in 1958, Professor
Ishikawa visited the US and upon his return, offered the following advice in hissummary report of the visit. “The activities and ability of the American Society for
Quality Control (ASQC) to spread QC principles within the US are remarkable. We
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should establish a quality control society of our own in Japan as soon as possible.”
However, with the energetic efforts of the Union of Japanese Scientists andEngineers (JUSE) and the Japan Standards Association (JSA) to spread awareness andresearch also being based in these organizations, the establishment of an academic
society was not a compelling or immediate demand. The presentation of research was
also carried out at quality control conferences held by these organizations, so needs
were almost all being met.
The time was finally ripe for this type of society in 1969 and the first meeting of
the committee in charge of preparing for the establishment of a society was held on May
24th. Attended by 44 people, Professor Mizuno of the Tokyo Institute of Technology
was made chairman of the committee and preparations for the founding of the society
moved forward. Professor Ishikawa was a member of this founding committee.
In the following year of 1970, 49 people gathered on February 7th at the JUSE
Lecture Hall to hold a founder’s meeting and the founding executive committee wasformed. Eighteen committee members were chosen with Professor Mizuno as Chairman
and Professor Ishikawa as Deputy Chairman. On November 18th of the same year, theInaugural Meeting was held at the Hibiya Public Hall.
The next year, on April 24th of 1971, the first general meeting was held with 383
people attending (including proxies) where society regulations were approved and thesociety officially began its activities.
From the time the society was founded, Professor Ishikawa was involved in its
operation from various aspects as one of its prominent members. He held the position of
Deputy Chairman for the first three years (April 1971–September 1974) and theposition of Chairman during the fourth year (October 1974–September 1975). He wasalso a trustee in the 5th, 6th, 10th and 11th years of the organization.
At the 12th general meeting on October 18, 1982, a recommendation was made to
make Professors Asaka, Kogure, Mizuno, and Yamaguchi honorary members.
Professor Ishikawa gave a lecture entitled “The Ideal Status of Quality Control in
the Future” at the First Special Public Lecture (April 22, 1972) and another lecture
entitled “Rapidly Changing QC” at the First Public University Lecture (June 1, 1974). It
was typical of Professor Ishikawa that his turn would come about at the first holding ofthese events. Later on, he gave a Special Public Lecture entitled “Getting throughTurbulent Times with Quality Control” at the fourth annual society meeting (November
8, 1974), a lecture entitled “Quality Control Trends Overseas” (July 22, 1978) for the
6th Public University Lecture, and a special presentation entitled “Is Japanese Quality
Control (CWQC) a Concept Revolution for Management?” at the 17th Research
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Presentation Conference (April 25, 1980), presenting highly stimulating lectures forsociety members from the standpoint of a leading expert in quality control and urging
them on in their work.
(Shinsuke Furuya)

JSQC: “What Counts Is Quality Not Quantity”
Kenichiro Imai
It has been said that Dr. Ishikawa is looked up as one of the four greatest gurus of
QC in the world. He should be valued highly for his achievement of proving theeffectiveness of TQC as a management tool.
Japan’ TQC is the amazing achievement of the cooperation between father and son,and the industry and academia rarely seen in the world. Dr. Ishikawa’s father had
founded the Japan Business Federation and Union of Japanese Scientists and Engineers.
As a professor for applied chemistry at the University of Tokyo, Dr. Ishikawa
turned his attention to a theme apart from his profession. He focused on quality, thefoundation of onsite manufacturing. He picked this theme in engineering, formed it into
a control technique for achieving actual improvement. Furthermore, he developed it into
management techniques such as quality circle and TQC.
Dr. Ishikawa was one year senior to me in Tokyo High School, and his younger
brother Kiyoshi was my classmate. As a great senior of mine, I think he had known me
casually by sight.
I began to receive Dr. Ishikawa’s guidance more around the time the Aerospace
Business Group of Ishikawajima Harima Heavy Industries Co. Ltd. was awarded theDeming Application Prize in 1976.
When we asked for Dr. Ishikawa’s counsel during his golden years, I could see
from his body that he had strained himself to come. He expressed his opinion on
reinforcing our members. He stated quite strongly, it’s the quality, not numbers. This left
deep impression on me.
In recent years, the quality of educational institutions such as universities in the
United States of America has come into question, and introduction of TQM (theJapanese TQC) has been proposed to improve the quality of education in the USA.
Furthermore, it seems that the USA has decided to treat TQM as the key tool for therecovery of its international competitiveness. In Japan, I learnt that Dr. Ishikawa also
tried to use TQM as an approach for recovering Japan’s international competitiveness. I
am recalling anew the magnitude of his foresights.
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Chapter 8 Prof. Ishikawa and Quality Control(Vice President, Japanese Society for Engineering Education,
Former Managing Director, Ishikawajima Harima Heavy Industry Co., Ltd,
Former President, Japanese Society for Quality Control)

8.9 Dr. Kaoru Ishikawa and JUSE Press, Ltd.
Publication activities began at the same time the Union of Japanese Scientists andEngineers (JUSE) was founded in May of 1946, but activities did not begin in earnest
until June of 1955, when JUSE Press Ltd. was formed by splitting up the JUSE editing
and publication divisions forming separate independent entities.
The significance of establishing a publishing company lay in the role that it playedin publicizing the various activities of JUSE. The editing of the JUSE Bulletin called
Engineer Club (currently: ENGINEERS), and the creation of various seminar text
materials and documents formed the core of the JUSE Press activities, with thecompany releasing more than 7–8 new publications annually.
On the other hand, the work on journals such as the Hinshitsu Kanri (Statistical
Quality Control) was done through each of the various committees, all the way from theproduction of the journal to its sale, as they were inheriting work from the initial JUSE
era. Because the various works related to QC Circle was started by the initiative of theediting committee of the journal, all of the working level activities starting with editing
related to the Genba To QC-magazine journal (currently: QC Circle-monthly magazine)
were the responsibility of JUSE Press. Upon entering the year 1965, reorganization of
JUSE moved forward and with the needs to create an independent publication entity,
projects outside the realm of publishing were gradually returned to JUSE, although sales
aspects were left with JUSE Press. During this time, the relationship between the
publication company and Professor Ishikawa went far beyond the cooperation of an
external advisor, as he was like an internal member of JUSE Press.
Professor Ishikawa used to say, “Make books that will provide steady sales” and“That will lead to the development of Japanese enterprises...”When he retired from the University of Tokyo, he assumed the post of part-time
Director for the publishing company, providing guidance for all management relatedareas until his death.
(Katsuharu Arai)

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Memories of Publishing“Introduction to Quality Control”
Katsuharu Arai
Introduction to Quality Control, Prof. Ishikawa’s representative literary work, firstpublished on 15 May, 1954, was merely a 109-page-long booklet which cost 180 yen.
Many people studied with this booklet as there was little comprehensive literature, withregard to quality control, at that time. It was Mr. Kenichi Koyanagi, Managing Director
at JUSE (Deceased in January, 1965) who appointed me, the newly-arrived, andintroduced me to Prof. Ishikawa as the editor of this publication.
Prof. Ishikawa was young, in his late 30’s and an associate professor at the
University of Tokyo, at that time. I had the impression of a young officer who wasfearless and dependable, as he sedately made rebuttal to Mr. Koyanagi, who was sovehement and tried to debate about QC.
This publication, which was planned as a part of the QC textbook series, andfollowed by Prof. Asaka’s Introduction to Sampling Inspection etc., played a significant
role in promoting and disseminating QC, as educational textbooks, in a variety of fields.
This book was well-received, parts of which were incorporated into What is
Quality Control (1960), Introduction to Quality Control (A) (2nd Edition) (1964) andIntroduction to Quality Control (B) (2nd Edition) (1966). Maybe it was fated, however I
was involved in the third edition of this book, as the editor in chief. It was on 30 January,
1989 when the mighty work, Introduction to Quality Control (3rd Edition) was
published, with a volume of 424 pages, which was nearly 4 times as long as the firstedition.
When I visited Prof. Ishikawa at Saint Luke's International Hospital, with Prof.
Hitoshi Kume from the University of Tokyo, at the end of 1988, I was requested to thinkof a way to have the book in time, for his conferment party, held at the Hotel Okura on
31 January, as a commemorative gift. I was able to get credit and have the special-edited
version, with his autograph ready as requested, by shortening the emendation process,on very short notice.
A number of memories crossed my mind, when I think of this book which will
never be revised, owing to Prof. Ishikawa’s passing, and I recollect the image of histhirty plus years at the first meeting, which will not fade away, forever.
(Director, Editing Department, JUSE Press, Ltd.)

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8.10 Prof. Kaoru Ishikawa and Quality Assurance Activities

The Nuclear Power Plant Quality Assurance
Review Committee, MITI
Kunio Inoue
The Three Mile Island nuclear power plant accident that occurred on March 28,
1979 in the United States had a significant impact on people involved in the nuclear
power industry in Japan. What is more, several accidents occurred after that at Japanese
nuclear power plants. The results of the investigations into the causes of these accidents
showed that there were inadequacies in the quality control at nuclear power plants. Thus,
recognizing the need to raise the level of quality assurance in domestic nuclear power
plants, the Ministry of International Trade and Industry (MITI) set up the Nuclear
Power Plant Quality Assurance Review Committee to study this issue.
Professor Ishikawa was asked to chair this board, which was made up of members
from electric companies, heavy electric machinery manufacturers, and people withexperience or academic standing. The Board was inaugurated in January of 1980 andissued its report in September of 1981. During this time, a fact-finding trip was made toEurope and the United States in February of 1981.
Along with the analysis of accidents and equipment failures, the Board also
investigated the actual state of quality assurance activities in the industry at each of thefollowing stages:
1.

the manufacturing of plant component elements stage at heavy electricmachinery manufacturers and others,
2. the building construction and plant installation stage at nuclear power plant
construction sites, and3. the operational stage after the nuclear power plant was completed.
The Board then studied what the desired quality assurance system should be inlight of this.
The results of these studies showed that while in general, the nuclear power plantquality assurance was appropriate, to ensure an even more comprehensive approach, theplants needed several improvement measures for better organizational strength. These
improvement measures included the establishment of systems involving company
management executives and managers, supplier control and individual quality assurance
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activities such as education and training.
This advice had a tremendous impact on later improvements in the area of quality
assurance for nuclear power related industries, as it led people in the industry, including
top management in such industries as electric power and heavy electric equipment
manufacturing, to gain a better awareness of quality assurance as it related to nuclear
power plants and along with the individual improvement activities in quality assurance,it also provided the opportunity for actions that would upgrade the status of quality
assurance divisions as more and more companies began taking up TQC in earnest.
Until the establishment of this Board, nuclear power plant problems in areas suchas safety and reliability were mainly reviewed by people from the nuclear powerindustry or with experience or academic backgrounds in nuclear power, but in a numberof the case studies involving accidents or equipment failure, MITI recognized that thequality control problems were not peculiar to the nuclear power industry, rather they
were general quality control problems and Professor Ishikawa was asked to chair thereview board. Professor Ishikawa himself also seemed to hold the same view, indicatinga strong desire to introduce quality assurance philosophy to the nuclear power industry.
Professor Ishikawa aggressively addressed the issues involved, introducing us toProfessor Hajime Makabe and Professor Hitoshi Kume, experienced academic
professionals in the field of quality assurance and visiting the Fukushima Nuclear
Power Plant himself in the survey of that plant. His philosophy on TQC and the way inwhich he addressed quality assurance had a tremendous effect on the people involved
with nuclear power plants.
(At that time: MITI Agency of Natural Resources and Energy, Public Utilities
Department, Nuclear Power Plant Section, Nuclear Power Plant specialist
Currently: MITI Agency of Industrial Science and Technology,
Standards Department, International Standards Office, Director)

Prof. Ishikawa and Reliability
Hiroshi Shiomi
From the time I joined the Electrical Testing Laboratory in 1952, I began research
on AGREE (Advisory Group on Reliability of Electronic Equipment), which was wellknown in the United States. Weibull’s paper had been presented in 1951 and was being
further developed by Professor Kao and his colleagues at Cornell University at that time,
and this is when they began research on Weibull probability paper. One group I was
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involved with was the sub-committee on Reliable Tube Testing Methods at the Instituteof Electrical Engineers of Japan, but in order to study statistical methods, a colleague atthe Electrical Testing Laboratory, Hideo Yoshikawa, introduced me to the 14th QC
Basic Course, where I took on the role of note-taken in 1957. It was this opportunitythat proved to be the starting point for my relationship with JUSE. Later on, I studied in
the Statistical Methods Committee and the Sampling Committee, of which Professor
Ishikawa was Chairman, where I introduced a paper related to reliability. At that time,the materials were in mimeograph form.
When Professor Ishikawa went on a study mission to the United States in 1958, hebrought back a souvenir: the just published AGREE report (June 1957). “Study this,” hesaid as he handed it over to me. It was a fat, orange jacketed document about 3 cm thick.
I remember sitting under a mosquito net just before the summer started, working on an
abridged translation of the document. The report became known as the bible ofreliability and the systematic reliability engineering theories discussed in that document
proved to be eye opening for me. The First and Second abridged translations were
presented to the Sampling Committee in January of 1959 as Ishikawa Committee
Document No. 59-3 and No. 59-4.
Meanwhile, the JUSE Reliability Study Group (T committee) had its first meetingin September of 1958, under the stewardship of Professor Noboru Takagi as Chairman
and Professor Hajime Karatsu as Executive Secretary. I think I attended this group for
the first time at their fourth meeting (January 1959). I submitted the above-mentioned
materials to the fifth meeting (February 1959) of the T committee and gave an
explanation. (This was summarized in the T committee document No. 7 for the seventhmeeting in May of 1959.)
The following is an itemized list of examples where Professor Ishikawa played an
active role in pioneering the field of reliability:
1.

2.

3.

Lecturer for “Quality Control and Reliability” based on effects from theReliability Study Group at the short seminar in reliability at the 1st JUSE
Industrial Production Conference held in Japan (September 1960). He
continued to give talks after this as well.
Lectured in “Quality Control and Reliability Problems” at the short seminar inreliability at the first Seminar on Design and Reliability in Industrial
Production held in the Chubu area of Japan by the Central Japan Industries
Association (January 1964).
Through the strong efforts of Professor Ishikawa, we were able to have aglossary of reliability terms (21 entries), which had been compiled and211

PART III Accomplishments of Prof. Kaoru Ishikawa

4.

reviewed by the T committee since 1962, included as a reference at the back of
the 1963 JIS Z 8101 Quality Control Glossary of Terms. Later on, heparticipated as a member of an expert panel that drafted the JIS Z 8115
Reliability Glossary of Terms (established in 1970 and revised in 1981). I still
remember well his admonition to “use Japanese words wherever possible”(rather than relying on imported foreign language terms).
As the person primarily responsible for the organizing committee of the 7th
JUSE Quality Control Symposium in 1967, he took up the topic of “Quality
Assurance and Reliability.”

5.

From the first time it was held in 1971, he took on the role of Deputy
Chairman of the Organizing Committee for the JUSE Reliability Symposium(the name was changed to Reliability and Maintainability Symposium from the
4th Symposium held in 1974).
6. In 1970, he addressed “Reliability” in Hinshitsu Kanri (Statistical Quality
Control) magazine lecture series, editing and compiling the lecture series
manuscripts, which were published as Reliability Activities in Companies in1971.
7. As a member of the committee (chaired by Professor Takagi) for the Ishikawa
Prize named after his father and established in 1970, he worked hard for the“modernization of management and improvement of product and service
quality” (upon his death, Kiyoshi Ishikawa succeeded him).
A man with a wide ranging, inclusive vision and the ability to get things done,
Professor Ishikawa was a major force behind the creation and further development of
the connection between quality control and reliability and I am once again filled withgratitude towards him.
(Chuo University Professor,
Faculty of Science and Technology, Industrial Engineering Department)212