![]() In 1978, he was appointed as President of the Musashi Institute of Technology at Tokyo City University. Ishikawa became Chief Executive Director of Quality Control Circle Headquarters at the JUSE, and editor of two books produced by the JUSE on quality circles, entitled “QC Circle Koryo” and “How to Operate QC Circle Activities.” In 1960, Kaoru Ishikawa was promoted to Professor, and he received a doctorate of philosophy (PhD) degree in engineering from the Musashi Institute of Technology that same year. ![]() Juran, and incorporating their innovative quality concepts into Japan’s quality improvement system. It was through this experience that he was first exposed to the Total Quality Management (TQM) system after translating and expanding upon the concepts of two quality management experts, W. In 1949, Ishikawa joined the Japanese Union of Scientists and Engineers (JUSE) quality control research group as an instructor. As an academic, Ishikawa began his study of statistical methods. By 1947, Ishikawa had begun an academic track as associate professor and researcher at the University of Tokyo, his alma mater. It was here that Ishikawa cut his teeth in research, design, construction, and operations ( ASQ, 2019 Best & Neuhauser, 2008 Hessing, 2018). In 1941, Ishikawa joined the Nissan Liquid Fuel Company, working in coal liquefaction. He has noted how valuable this experience was to his career as a quality expert. After graduation, Ishikawa found work as a Naval Technical Officer and led over 600 construction workers in the development of a factory. This future expert and father of Japanese quality control received an engineering degree in applied chemistry from the University of Tokyo in 1937. ![]() Kaoru Ishikawa was born on Jin Tokyo, Japan as the eldest of eight sons to Ichiro Ishikawa. An adequate analysis of Kaoru Ishikawa requires an in-depth investigation of his background, his contributions to quality improvement, and the potential benefits of his philosophy to healthcare.Īlthough Ishikawa’s quality management techniques and innovations have had an enduring impact on modern quality control, his youth and professional background played a vital role in the development of his quality management philosophy. His quality management techniques and innovations have revolutionized industrial processes in the manufacturing industry, and healthcare organizations may find it worthwhile to understand how his philosophy may be applied to improve healthcare quality. More notably, Ishikawa developed a visual tool for determining the root cause(s) of specific low-quality events, known as the “Ishikawa diagram,” in 1982 ( Kaoru Ishikawa, 1976). Kaoru Ishikawa, considered by many as “the father of Japanese quality control,” believed in the value of extending quality training to all levels of an organization and supported the Company-wide Quality Control (CWQC) strategy ( Kaoru Ishikawa, 1985). However, the NAHQ’s all-inclusive quality training method is not an original concept. The NAHQ suggests that healthcare organizations “hardwire” this industry-standard healthcare quality competency framework into their daily practice of healthcare quality, increase training and education to improve performance, and focus on workforce development ( NAHQ, 2019). The National Association for Healthcare Quality (NAHQ) has crafted a framework of 486 behavior-based competencies across 29 core competencies and 8 dimensions, which outlines the key workforce competencies for quality-driven healthcare within an organization. From a healthcare management perspective, this begins with training ( Knowles, 2019). ![]() In order to advance a healthcare organization’s level of quality, the entire healthcare staff must “buy in” to continual quality improvement and be on equal footing regarding industry-standard healthcare quality competencies.
0 Comments
Leave a Reply. |