ABSTRACT
We have tried to introduce simply the ideas, methods, and examples of actual use of the seven new QC tools. Since the first meeting of the QC Methods Research Division at the Osaka office of the Japanese Union of Scientists and Engineers, study and use of the seven new QC tools has been considerable. We hope to see this trend continue. Here are some of our hopes for the future of the seven new QC tools:
To supply more case studies of the seven new QC tools. In order for more people to understand and use the seven new QC tools we need to provide many examples of their application in different fields. Over the years JUSE has promoted this goal by sponsoring symposia and conferences to present case studies prepared by members as well as nonmembers in many different fields. Since many examples involve proprietary information, it is unfortunate that more case studies cannot be made available. For the future, however, we are 294content to hope that we will see more examples that effectively combine both the old and new QC methods.
To incorporate the seven new QC tools into the QC system. In the second section of Chap. 3, we reported the results of the application of the seven new tools in process control. We hope to see similar efforts made in each system of quality assurance, new product research, product liability, and so on. These efforts, combined with a union of new and traditional QC methods should facilitate more efficient establishment of corporate quality control systems.
To use the seven new QC tools more comprehensively. We have observed over the years that isolated use of individual QC tools does not produce significant results. Like the seven traditional tools, the seven new tools will become essential parts of quality control as the time and effort is taken to apply them companywide and to apply them consistently and in effective combinations with other tools.
To promote the seven new QC tools to top management. Top management understanding of the new tools and leadership is very important. To realize the first three goals, the chief executive officer of each corporation or division and the person in charge of corporate quality control must firmly direct the application of the seven new tools along with the traditional tools in the development of their processes and in every new product developed.
To see more use of the relations diagram method and the PDPC method. Some Japanese observers have commented that drawing up these charts is particularly difficult, because there is no formalized procedure for their preparation. Because of the very freedom with which they can be drawn, however, we anticipate wide and successful application. We are promoting this goal through our continuing course offerings and research.
To discover and add new, effective methods to the seven new QC tools. Our current concept of seven new tools does not preclude the development of additional tools. This means that we will continue to seek new methods applicable to the various control techniques, such as operations research, value engineering, creative techniques, management, and economics. In addition, we will initiate their application to quality control. The Osaka office of the Japanese Union of Scientists and Engineers has established the N Seminar, which grew from the QC Methods Research Seminar in April of 1978. We are 295studying in the techniques (as described above) and their systematic use (as shown in item 2).
To introduce the QC circle to the seven new QC tools. The relations diagram, systematic diagram, matrix diagram, and program decision process chart (PDPC) do not have complicated rules; hence, they are not difficult to use. We promote the introduction of these methods specifically to QC circles as industrial problem-solving tools.
