#Ishikawa vs. #Deming: A #Comparative #Analysis from the #Lens of a #Seasoned #Project #Manager, and #Business #Systems #Analyst, #Professional

With 27 years in the fields of Project Management and Business Systems Analysis, I've come to appreciate the myriad of methodologies, principles, and thought processes that inform our work. Two of the most prominent figures in the world of quality management and continuous improvement are Kaoru Ishikawa and Edward E. Deming. Both have left an indelible mark on the industry, but how do their teachings stack up against each other?

#Shared #Vision: A #Commitment to #Quality

Both #Ishikawa and #Deming were pioneers in the post-war quality movement, with a profound influence on Japanese manufacturing. Their core belief was simple yet transformative: organizations should prioritize quality to achieve success.

• Customer Focus: Both emphasized the importance of focusing on the customer. Deming, in particular, highlighted that the purpose of any business was to create and retain a customer [1].

• Continuous Improvement: Ishikawa introduced the concept of "Kaizen" or continuous improvement, which Deming further elaborated upon with his Plan-Do-Study-Act (PDSA) cycle [2].

#Divergent #Paths: #Methodologies and #Approach

While they shared many core beliefs, their methodologies and focuses had nuances:

• Ishikawa’s Fishbone Diagram: One of Ishikawa's most recognized contributions is the Cause-and-Effect diagram, also known as the Fishbone or Ishikawa diagram[3]. It’s a visual tool that helps teams identify, explore, and display the potential causes of a specific problem or quality variance.
• Deming’s 14 Points: Deming proposed a comprehensive set of management practices, known as the "14 Points for Management" to guide companies in promoting quality and productivity [4]. These principles range from eliminating quotas to fostering pride in workmanship.
•  Role of Management: While both believed in the role of management in quality assurance, their emphasis differed. Deming argued that 85% of a company's problems come from processes controlled by management [5], placing a significant onus on leadership. Ishikawa, however, believed in the "next operation as a customer" concept, emphasizing quality at every step and every level of the organization.
• Training and Education: Ishikawa was an advocate for company-wide quality control training, emphasizing that all employees, from top management to front-line workers, should be involved [6]. Deming, while agreeing on the importance of training, also accentuated the necessity of transforming the leadership to drive change.

#Legacy and #Impact

Both Ishikawa and Deming left a lasting impact on quality management and are foundational figures in the realms of Six Sigma, Lean Manufacturing, and Total Quality Management (TQM).

Japan's Transformation: Deming’s teachings are credited with being a major driver behind Japan’s post-war economic miracle [7]. Ishikawa, on the other hand, helped cultivate the quality circles and bottom-up approaches to quality improvement in Japan [8].

Conclusion

While Ishikawa and Deming shared a vision of quality and continuous improvement, their paths, tools, and emphases have unique nuances. As a seasoned Project Manager and Business Systems Analyst, I believe it’s not about choosing between them, but rather synthesizing their teachings to create a holistic approach to quality and improvement in our projects.

References:

[1]: Deming, W. E. (1982). Quality, productivity, and competitive position. MIT Center for Advanced Engineering Study.

[2]: Moen, R., & Norman, C. (2009). The history of the PDSA cycle. In Proceedings from the 21st Annual Conference of the American Society for Quality, 9.

[3]: Ishikawa, K. (1985). What is total quality control? The Japanese way. Prentice-Hall.

[4]: Deming, W. E. (1986). Out of the crisis. MIT press.

[5]: Walton, M. (1986). The Deming management method. Perigee Books.

[6]: Ishikawa, K. (1985). How to operate QC circle activities. Tokyo: QC Circle Headquarters, Union of Japanese Scientists and Engineers.

[7]: Kusaba, K. (1988). Dr. Deming: The American who taught the Japanese about quality. Seibundo-shinkosha Publishing.

[8]: Imai, M. (1986). Kaizen: The key to Japan’s competitive success. Random House Business Division.

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