Describe The Difference Between Chance, Cause, And Assignabl

Describe The Difference Between Chance Cause And Assignable Cause

Describe the difference between chance cause and assignable cause. How do these terms relate Deming's system of profound knowledge? 2) According to the text, why did the quality of manufactured goods decline in the US after World War II, and how did Japan take advantage of that situation? 3) Describe the four Japanese terms used in TQM and give an example of how they might apply to particular project. Required 2-3 paragraphs for each question.

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The distinction between chance causes and assignable causes is fundamental in quality management and process control. Chance causes, also referred to as common causes, are inherent in the process and represent natural variability that exists within any process. These causes are unpredictable, stable over time, and are typically related to the overall system or environment in which the process operates. They are considered normal variations that can be managed through statistical control methods without identifying specific root causes. In contrast, assignable causes, or special causes, are not part of the process's normal variability. They usually result from specific, identifiable factors such as equipment malfunctions, human errors, or material defects. When an assignable cause is detected, it indicates that the process is out of control, and corrective action can be taken to eliminate the cause and restore stability (Evans & Lindsay, 2014).

In W. Edwards Deming's system of profound knowledge, the concepts of chance and assignable causes are integral to his understanding of variation and system improvement. Deming emphasized that recognizing the difference between these causes enables managers to target improvements effectively. Chance causes reflect the natural variability within a process, which should be minimized and controlled through system-wide improvements. Assignable causes signal abnormal variations stemming from specific issues requiring investigation and correction. Deming’s approach advocates for understanding these causes to foster continuous improvement, reduce variability, and enhance quality. By focusing on system optimization rather than merely addressing individual incidents, organizations can achieve higher stability and predictability in their processes, leading to better quality outcomes (Deming, 1986).

Post-World War II, the decline in the quality of manufactured goods in the United States can be attributed to a variety of factors, including diminished focus on quality control and over-reliance on inspection rather than prevention. During this period, American industries became complacent, often producing goods that met superficial standards but lacked durability and reliability. The competitive edge diminished as American manufacturers failed to prioritize process improvements or adopt systematic quality management practices. Japan, observing this decline, took advantage by implementing Total Quality Management (TQM) principles borrowed from earlier American ideas but applied more rigorously and systematically. Japanese companies emphasized continuous improvement, employee involvement, and defect prevention, which allowed them to produce higher-quality goods competitively. By fostering a culture of quality from the ground up, Japanese manufacturers regained their reputation for excellence, eventually surpassing American industries in various sectors (Ishikawa, 1985).

The four Japanese terms used in TQM—Kaizen, Jidoka, Heijunka, and Poka-yoke—each play a crucial role in the Japanese approach to quality and continuous improvement. Kaizen refers to continuous, incremental improvement involving everyone from top management to frontline workers. For example, a project team might implement small daily adjustments to manufacturing processes to enhance efficiency and reduce waste. Jidoka, or automation with a human touch, emphasizes designing machines and processes to detect defects automatically and halt production for immediate correction. In a particular project, this could involve automated quality checks integrated into production lines. Heijunka, or leveling, focuses on smoothing production schedules to prevent overburdening workers and machinery, which can be applied to project planning by evenly distributing workload and resources. Poka-yoke, or mistake-proofing, involves designing processes to prevent errors before they occur, such as implementing checklists or fixtures that make incorrect assembly impossible. Together, these terms exemplify how Japanese companies embed quality at every stage—enhancing customer satisfaction and operational efficiency (Liker, 2004).

In summary, the concepts of chance and assignable causes underpin quality control strategies by enabling the differentiation between normal process variability and abnormal deviations requiring intervention. Deming’s profound knowledge emphasizes leveraging this understanding to foster systemic improvements. The historical shift in American industry post-World War II versus Japanese success in adopting TQM principles demonstrates the importance of systematic quality management and cultural commitment, as reflected in the Japanese terms. These concepts continue to influence contemporary quality practices, guiding organizations toward more effective and sustainable improvements (Juran & De Feo, 2010).

References

• Deming, W. E. (1986). Out of the Crisis. Massachusetts Institute of Technology, Center for Advanced Educational Services.
• Evans, J. R., & Lindsay, W. M. (2014). Managing for Quality and Performance Excellence (9th ed.). Cengage Learning.
• Ishikawa, K. (1985). What is Total Quality Control? The Japanese Way. Prentice Hall.
• Liker, J. K. (2004). The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer. McGraw-Hill Education.
• Juran, J. M., & De Feo, J. A. (2010). Juran's Quality Handbook: The Complete Guide to Performance Excellence (6th ed.). McGraw-Hill Education.