Journal of The Japanese Society for Quality Control
Online ISSN : 2432-1044
Print ISSN : 0386-8230
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Volume 43, Issue 4
Displaying 1-12 of 12 articles from this issue
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Features
  • Prevention by Prediction and Up-stream Management based on Top Event Mode
    Kazuyuki SUZUKI
    Article type: Features 〔Lessons Learned for Preventing Troubles from Successful Cases against the Great Earthquake〕
    2013 Volume 43 Issue 4 Pages 6-13
    Published: October 15, 2013
    Released on J-STAGE: August 30, 2017
    DOIhttps://doi.org/10.20684/quality.43.4_6
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    We must make every effort to prevent serious problems of reliability and safety. The key to such prevention is "prediction" and "up-stream management." There are two approaches to prediction: induction and deduction. The induction approach includes (1) sharing experiences and histories, (2) abstraction and generalization of individual problems, and implementation of the PDCA cycle, and (3) application of Heinrich's law. The deduction approach is based on scientific theory and engineering technology. And these two approaches are integrated by "up-stream management" of top-managers, and "systems approach" which consists of seven viewpoints for prediction: objectives (desired functions), input items, mechanisms needed to achieve desired functions, internal and external stresses, failure mechanism, failure mode/top event mode, and effect. Especially, the importance of "top event mode" and "failure mode" is stressed on the paper.
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  • Cause Analysis of Success Case
    Ryuzo KANEKO
    Article type: Features 〔Lessons Learned for Preventing Troubles from Successful Cases against the Great Earthquake〕
    2013 Volume 43 Issue 4 Pages 14-20
    Published: October 15, 2013
    Released on J-STAGE: August 30, 2017
    DOIhttps://doi.org/10.20684/quality.43.4_14
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    We often experience a deviation from the expected-positive (success case) and/or negative (failure case). Success case analysis technology and failure case analysis technology are able to analyze the causes (risk sources) of these deviation. It is effective to do the organization learning so that the organization may succeed constantly. Each organization can do the organization learning from recent great earthquake by applying these technologies. The success case cause analysis is especially effective. This report explains the success case cause analysis for the organizational ability improvement cases, analysis for the threat treatment cases, analysis for the challenge case of the chance, and analysis for continued and long-term prosperity cases.
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  • Idea for Trouble Prevention Learned from The Cases of BCM those Worked Well in the Great East Japan Earthquake
    Koichi OHO
    Article type: Features 〔Lessons Learned for Preventing Troubles from Successful Cases against the Great Earthquake〕
    2013 Volume 43 Issue 4 Pages 21-27
    Published: October 15, 2013
    Released on J-STAGE: August 30, 2017
    DOIhttps://doi.org/10.20684/quality.43.4_21
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    Due to huge energy of earthquake and followed big Tsunamis, "The Great East Japan Earthquake of March 11, 2011 caused serious damages to the whole country. And many companies not only in Tohoku area but also in the whole country had many troubles in their business operation for a longtime. The Reliability and Safety Workshop of JSQC was realized in its supporting activity of those troubled companies that quite a few companies foresaw risks to cause troubles to their business operation and took measures against the risks prior to this huge earthquake. And based on the measures, they made minimize of troubles due to this earthquake and could reopen in a short time after the earthquake. This report made several examinations on those companies why they could reopen their business operation in a short time and how to operate their BCM. And also this report examined to suggest a process and a system how to foresee risks those an assumed huge earthquake might cause troubles to their business operation and to prevent them from having those troubles.
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  • Wisdom on Prevention Learned from Successful Cases in Risk Identification and Evaluation against Great Earthquake
    Makoto ITOH
    Article type: Features 〔Lessons Learned for Preventing Troubles from Successful Cases against the Great Earthquake〕
    2013 Volume 43 Issue 4 Pages 28-33
    Published: October 15, 2013
    Released on J-STAGE: August 30, 2017
    DOIhttps://doi.org/10.20684/quality.43.4_28
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    This article addresses the issue of risk management against a virtually impossible but catastrophic event, such as the tsunami due to the Great East Japan Earthquake in 2011. Such events are often ignored intentionally/unintentionally because of its small value of the probability of occurrence. In order for organizations to prepare against such a less possible event, lessons learned not from unsuccessful cases but from successful cases are useful because the failure of the risk management may be caused by no preparation. At the Great East Japan Earthquake in 2011, there were several cases in which the organization's risk management was successful based on prior, often continual, preparation against the risk. This article focuses on the case of Onagawa nuclear power plant, which was the nearest from the epicenter. The ground level was set at 14.8 m when the 1^<st> reactor was planned to build in 1970. The height was determined to be tsunami-proof by the Tohoku Electric Power Company. This article discusses why such decision could be done, and shows several implications obtained from the investigation.
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Serial
  • Management Strategy for Over 150 Years in Business at AWA SPINDLE CO., LTD.
    Masaaki KANEKO
    Article type: Serial [Understand the Specialty Skills for the Small and Medium -Sized Companies to Survive this Age of Change]
    2013 Volume 43 Issue 4 Pages 34-38
    Published: October 15, 2013
    Released on J-STAGE: August 30, 2017
    DOIhttps://doi.org/10.20684/quality.43.4_34
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    In this serial, the management strategy of AWA SPINDLE Co., LTD. in this age of change is presented through the two interviews with Mr. Masahiko KIMURA who is the CEO of AWA SPINDLE. AWA SPINDLE is established in 1868 that is celebrating its 150^<th> year in 2018, and provides "Spindle" products on to textile machine makers and clothing manufacturers from 16 countries of the world. First of all, the history and the profile are explained. Then, the business environment surrounding AWA SPINDLEin china that is one of major markets in the world is described from the viewpoints of customer market, competitive situation and its own technologies. Based on the business environment, the following four aspects to understand the specialty skill of AWA SPINDLE are presented. ● What kinds of customer values are provided? ● What is the key organizational capability to provide the customer value compared with competitors? ● Which of characteristics of the management resources in AWA SPINDLE are utilized to fulfillment the key organizational capability? ● How did AWA SPINDLE establish the quality management system in order to utilize the management resources to fulfillment the key organizational capability effectively and exactly?
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Report of the Research Group
Research Papers
Quality Report
  • Factors for Computing Shewhart Control Chart Lines
    Taichi INABA, Itsuro TANAKA
    Article type: Quality Report
    2013 Volume 43 Issue 4 Pages 84-85
    Published: October 15, 2013
    Released on J-STAGE: August 30, 2017
    DOIhttps://doi.org/10.20684/quality.43.4_84
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    In Quality Control, factors computing for control chart lines are indispensable. These calculating formula and computational method have been established. However, the display digit is different depending on the publisher, and the digit of the end differs in the table of figures. Therefore, the result of the judgment changes by the table of figures used, and confusion is caused in part. In this paper, the table which actually calculated the true value of these figures is given.
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  • Prevention of Information Leakage Accidents in Information System Development : A Proposal of FMEA for Preventing Accidents due to Unintentional Human Error
    Kei SAOTOME, Masami TAKAMISAWA, Hiroshi ISHIZAKI, Kiyohiro KAWAI, Take ...
    Article type: Quality Report
    2013 Volume 43 Issue 4 Pages 86-93
    Published: October 15, 2013
    Released on J-STAGE: August 30, 2017
    DOIhttps://doi.org/10.20684/quality.43.4_86
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    Most of information leakage accidents are caused by unintentional human errors. Because occurrence probability of each human error is very low and it may occur in every operation, it is necessary to identify hidden risks and take necessary countermeasures before hands. However, FMEA has not been used well for preventing information leakage accidents. In this paper, software development process was focused, the difficulties in applying FMEA to the process and how to overcome them was investigated, and a concrete procedure for applying FMEA for preventing information leakage accidents was proposed. Moreover, the procedure was applied to the actual software development process in company A and its effectiveness was evaluated. As the results, it was found the proposed procedure can overcome the difficulties which traditional methods have.
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  • A Consideration on Current Status and Issues in Preventive Activity : Comparison between Manufacturing, Healthcare and Transportation Service
    Takeshi NAKAJO, Miho OOTSUKA, Akihisa SOYAMA, Tomonori YAMADA
    Article type: Quality Report
    2013 Volume 43 Issue 4 Pages 94-101
    Published: October 15, 2013
    Released on J-STAGE: August 30, 2017
    DOIhttps://doi.org/10.20684/quality.43.4_94
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    Most of troubles/accidents that recently occur are caused by inappropriate human behaviors. To suppress troubles/accidents due to these inappropriate behaviors, preventive activity is essential. Although several models of preventive activity have already been proposed, current status and issues of preventive activity in typical fields have not sufficiently been studied. This paper focused on three fields, i. e., manufacturing, healthcare and transportation service, investigated current status of preventive activity, compared the results and identified issues to be tackled in future. As the result, it was found that implementation level of preventive activity, activity elements that affect number of trouble/accident, and difficulties in improving the level and countermeasures for overcoming them are different in these three fields, and therefore approaches that depend on situations in each field are needed to promote preventive activity further more.
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