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<strong>Now</strong>, what we have to see here in the United States is that individual effort as well as the entire corporation effort. ELEMENTS OF JAPANESE SUCCESS There are five major portions that Japan has looked into in terms of industry. One is quality, two is quantity. And quality is, of course, a tradeoff between better quality versus quantity. In other words, efficiency of the industry. Number three is cost: how effectively, how cheaply. It doesn't mean, though, making a junk product. How inexpensively can you produce. morale. Number four is just what we need in the United States, Number five, we don't often see here in the United States, is safety. In Japan, if you visit Japan, there have to be always in big writing in the middle of the aisles, "Safety is Number One." I have visited quite a few companies in the States, but nowhere have I seen' a sign that says "Safety." In other words, what we're saying here is we care about the people. That is really the core of the system we have developed: care. And that means it's so important not only for the top management as well as the people on the floor. In fact, in rela- tion to TI's program, I'm sure TX has had a program. But until recently you have realized that you have quality control circles. But I suspect that basically in 1967 in Florida in terms of the U.S. Defense have developed a so-called zero-defect program. In fact, that was a really great program. However, somehow today in private industry it is diminishing. On the contrary, we're talking about a quality control circle imported from Japan. But we have to see and we have to 1 analyze the zera-defect program, how it could be implemented and how effectively it could be worked out. Well, the quality control circle itself is approaching it from one angle; that is, problem solving. How to minimize cost, how to increase the productivity j after quality goes into the product. And zero defect goes parallel i to the program. I don't know what kind of program TI has had, but basically the United States in 1962, July 20th, they had and we in had developed a system. But nonetheless, we start drifting apart, in a sense, and then we're looking for something. BUILDING IX QUALITY Another comment I'd like to make, as Fred mentioned, total quality control system, that quality has to be made a built- in, not at the end of the production line. It's got to be Suilt first with the people. The workers, fortunately or unfortunately,
know the best. So we should invite those people on the design phase with engineers, production design people, corporate head people, so we all talk and discuss it. ??len quality will be built into the product. MR. FRITTS: I'd like to ask Ralph Earra if he would give us some experiences from the Westinghouse view. QUALITY CONTROL CIRCLES MR. BARRA: Thanks, Ed. I had a chance to be part of that quality control study team last year that went to Japan. Only 10 of us went but we spent an exciting 15 days there and went through some 10 different companies in Japan and really had a chance to study the quality control circle and the Japanese total strategy of just how they got that concept to work in their culture and busi- ness environment. But I think I had my own personal interest in seeing what could be transferred from Japan to Westinghouse and the United States. I really believe at that time of the trip that most of what I saw in Japan is definitely transferrable to the United States and now I'm provinq it at Westinghouse because we are doing it. 29
Page 1: UNITED STATES GENERAL ACCOUNTING OF
Page 4 and 5: --Quality control .management's res
Page 6 and 7: PARTICIPANTS (Continued): OTHER SPE
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Page 10 and 11: GAO'S ROLE MR. STAATS: I'm Elmer St
Page 12 and 13: from House Ways and Means: Art Stei
Page 14 and 15: DR. TSURUMI: Let me make a very top
Page 16 and 17: in my opinion, the indicative econo
Page 18 and 19: a thorough examination in 1975, the
Page 20 and 21: PROVISIONAL MEASURE LAW: COMPETITIO
Page 22 and 23: you know, reorganized in March and
Page 24 and 25: WORK SIMPLIFICATION AT TEXAS IXSTRU
Page 26 and 27: JAPANESE INCENTIVES: DEBT VS. EQUIT
Page 28 and 29: The founder was spending $700,000 c
Page 30 and 31: I longer-term investments. The Japa
Page 32 and 33: position to be able to do that. The
Page 34 and 35: and the total organization of our e
Page 38 and 39: Some of you who are familiar with q
Page 41 and 42: INVEST IN EDUCATION AND TRAINING I
Page 43 and 44: other: in fact, they point fingers
Page 45 and 46: I was a believer. I was brainwashed
Page 47 and 48: to the concept of productivity and
Page 49 and 50: MR. FRITTS: I'd like to resume the
Page 51 and 52: And lastly, somewhere along the lin
Page 53 and 54: tax gas guzzlers in the United Stat
Page 55 and 56: I think that that handicap is going
Page 57 and 58: that adversary role between company
Page 59 and 60: some good words about the Oldsmobil
Page 61 and 62: In 1976, I testified at hearings co
Page 63 and 64: each side of me, or five, which was
Page 65 and 66: thing, but the channeling and the d
Page 67 and 68: UNION RECOGNITION THAT SURVIVAL DEP
Page 69 and 70: Hakata, Hakata, and so on. Thus man
Page 71 and 72: gets the devil for the other one. T
Page 73 and 74: l you don't make it better by inspe
Page 75 and 76: do is to sign it. But if I wished t
Page 77 and 78: DR. DEMING: I think t:nat other peo
Page 79 and 80: course, most of the problems, so ma
Page 81 and 82: Well, Professor Chambers and I got
Page 83 and 84: problem. They may spend two or thre
Page 85 and 86: We believe that if it' s people own
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If it turns out that the circle, af
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MR. USILMER: Yes, but the ? oint I'
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it done this way. What happens is t
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It's sort of a turning point. Most
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DR. DEMING: No, they did not gc to
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message should all, they are terly
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Well I 1972 was a watershed. Genera
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DEFIXE THE PROELEY I think 41R. CUS
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AVOID CONFSICTISG GOALS where I'm w
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would. allow good la%or-management
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that the I ‘ve hardest had some o
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304 all. of this is by wayi' cf say
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and as)cir.g fcr capital refunding
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I would LiYce to make a ccuT1e 35 c
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I thirk g0vernmer.t has ~3 oLay a s
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I think t:qere was an excellent art
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(I. aucbAter.)
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