TQM Model of Elements-Deployment Table Developed from Quality ...

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17. Ichiro Miyauchi: Circumstances concerning quality in European nations (2), ENGINEERS, No.565, pp.1-5, November 1995 18. Japan Institute of Productivity and Socio – Economy: Japan Quality Award, pp.8-12, Productivity Publication, March 1996 19. Japan Management Quality Award Council: Japan Quality Award Assessment Criteria, version 2001, July 2001 20. Hiroshi Odashima: Special edition, the feature globalization, the current state, and in the future (2) - Aiming at "Esteem of piece" and "Symbiosis" - "Deming Prize and each country national quality award" -, Quality Control, Vol.48, No.10, pp.27-34, October 1997. 21. Baldrige Quality Program, “Why Apply?" NIST, 2003 22. Karen Bemoski, Bred Strathon: How Do People Use the Baldrige Award Criteria? Quality Progress, Vol.28, No.5, pp.43-47, May 1995 23. Kenneth G. Best: The Criteria: A Looking Glass to Americans' Understanding of Quality, Quality Progress, Vol.30, No.12, pp.59-64, December 1997 24. Susan E. Daniel: Check Out This Baldrige Winner, Quality Progress, Vol.35, No.8, pp.41-47, August 2002 25. EFQM: "Appendix 4", EFQM Level of Excellence, European Quality Award Information for Applicants-2002, pp.22, 2002 26. EFQM: “4. Why you should apply for The European Quality Award", EFQM Level of Excellence, European Quality Award Information for Applicants-2002, pp.8-9, 2002 27. Pal Molnar: Hungary's Journey To Business Excellence, Quality Progress, Vol.36, No.2, pp.55-64, February 2003 95
Chapter 4 Development of Comparison Methodology of Quality Award As for mentioned in the previous Chapter 3, the Quality Awards in each country are developed to evaluates the best practice of TQM implementation in each country concerted efforts now, and it is possible to contribute to systematic understanding of basic philosophy and objectives on TQM implementation through comparison of the criterias. In this chapter, it is proposed the criterias comparison method developed by Koura and Yoshizawa [1]. The proposal method in this chapter can be applied to not only the comparison of National Quality Awards related to TQM but also the comparison of more general criteria. 4.1 Purpose and Methodology for Research 4.1.1 Purpose of Research The purpose of this research is firstly to qualitative comparison between MBNQA, EQA, JQA, Deming Prize and ISO 9001:2000, to identify TQM element from each award criteria item and to arrange “Quality Award TQM Element Deplyment Table” by QFD, to isolate their common and non-common elements by classification system consideration and to prepare for Systematic Deployment Table of TQM element (this is called as “TQM Elements Deployment Table”) by KJ Method and QFD which TQM element of each award criteria item is included overall. TQM Element Deployment Table is assumed to be a common standard (It is said the anchor). The comparison matrix table of the TQM Elements Deployment Table and each Quality Award TQM Elements Deployment Table (It is called as “TQM Quality Award Element Comparison Matrix”) is arranged to compare characteristics of each award in Factor Structures, and to prepare for the characteristic comparisons of each Quality Award in Chapter 5 by Principal Factor Analysis. The reason to select four Quality Awards and ISO 9001:2000 as a research target is as follows. While explaining, four Quality Award and ISO 9001:2000 are bridged to simply as "Award" or “each award” only. The MBNQA was constituted as National Quality Award by President Reagan's Policy by the resolution of the United States Diet, based on the research results of overall studyimg and examining of Deming Prize by United States industrial group and scholars in 1987. This award motivated EQA establishment and further was adopted in North and South America Continental countries and Asian countries as a model of National Quality Award with worldwide influences (NIST [2], [3]). The EQA was enacted by EFQM (European Foundation for Quality Management) referring to the MBNQA in 1991 under the cooperation of EC (European Commission) and EOQ (European Organization for Quality). Each country in Europe enacts their own National Quality Award based on the EFQM model which are reflected into own 96
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TQM Model of Elements-Deployment Ta
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3.4 Foundation of Japan Quality Awa
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8.4.2 Fundamental Concept 227 8.4.3
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Figure 4.4 View Points of examinati
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Table 2.13 Education Courses of gro
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Table 8.5 Execution Rate of each Fu
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global competitiveness and manageme
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is called the Process Control Empha
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started in the same year in 1987 to
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Chapter 2 Deming Prize and its Infl
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overseas companies and except 15 JQ
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In 1960, manufacturing industries w
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Purpose of promotion 1 Managem ent
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method of promotion, and all compan
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A new product and new technological
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Table 2.5 Criteria for Tangible Eff
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Table 2.6 Intangible Effects of TQM
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It is actually feeling of all emplo
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In addition, there is an company gr
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Contributing to the quality improve
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Management Theory and the IE introd
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. 2.5.2 Social Influence of Groups-
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As shown in Table 2.9, Toyota Group
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Table 2.10 Main Quality Awards that
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education outside the company, and
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Table 2.13 Educational Course of gr
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(G) Company Evaluation System (1) Q
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Page 57 and 58: Grancing over such status report, w
Page 59 and 60: And, there is part delivery manufac
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Page 63 and 64: the Antitrust Law of the USA, but t
Page 65 and 66: These social systems were planned a
Page 67 and 68: concept dessemination and rearing Q
Page 69 and 70: Reference 1. Noriaki Kano and Kozo
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Page 75 and 76: EQA propagated to all Europe and Af
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Page 81 and 82: September 15, 1988, and the quality
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Page 87 and 88: This observation was further mentin
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Page 91 and 92: for business result/performance eva
Page 93 and 94: (C) Social influence of Malcolm Bal
Page 95 and 96: Sum of Winners 70 60 50 40 30 20 10
Page 97 and 98: ④ Create a succinct decription of
Page 99 and 100: Award was won at the international
Page 101 and 102: The social influence of JQA is summ
Page 103 and 104: the TQM activities is concentrated
Page 105: Reference 1. Noriaki, Kano and Kozo
Page 109 and 110: Award TQM Element Deployment Table
Page 111 and 112: (2) MBNQA is recognized their requi
Page 113 and 114: Table, 4.1 Emphasis point % compari
Page 115 and 116: method. This system are structured
Page 117 and 118: The EQA was further expanded the co
Page 119 and 120: (C) Objectives (1) Exept Deming Pri
Page 121 and 122: 1 Leadership (120) Leader ship (10%
Page 123 and 124: Aim of TQM Framework of TQM (10) Co
Page 125 and 126: (b) Item for Human Resource related
Page 127 and 128: Table 4.4 Comparison of Expensecost
Page 129 and 130: (3) The assessment process is that
Page 131 and 132: Functional analysis of Deming Prize
Page 133 and 134: Step 2 to Step 3 Conversion of 4 th
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Page 137 and 138: of MBNQA by Table 4.8 decrease elem
Page 139 and 140: Table 4.12 TQM Elements Deployment
Page 141 and 142: that this matrix is organized by 18
Page 143 and 144: Table 4.13 is named "TQM Elements D
Page 145 and 146: anking is done, rough of the featur
Page 147 and 148: There is neither "3 Customers and M
Page 149 and 150: Comparing the both, it is shown tha
Page 151 and 152: ut the coparison possibility can be
Page 153 and 154: 5. EFQM: The EFQM Excellence Model
Page 155 and 156: Attached Table: TQM Quality Award E
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y mutual comparison of each Quality
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In the Principal Component Analysis
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correlation with element related to
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Quality Award, as shown in Fig. 5.1
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About the absolute value of Factor
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Fundamental Feature (Speciality) To
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the Basis of quality management is
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Table 5.5 Summary of Factor Structu
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Table 5.6 Common factor and Factor
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technology utilization, To develop
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Reference 1. Kozo Koura, Tadashi Yo
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1 Partner factor 6 Customer Market
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Criteria Element into each crossing
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Table 6.1 MBNQA Criteria Item Ttime
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It is summarized that the criteria
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Table 6.3 Contribution Ratio of Eig
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|Factor Loading| ≧ 0.4 or less: L
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esults |Factor Loading| ≧ 0.4 or
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(f) criteria in 2003 About the abso
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2001 (former) Table 6.4 Summary of
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2001 former), “Meassurement, anal
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Fiscal Year 1988 1989 1997 1999 200
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management" for the future and "Qua
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Table 7.1 Progress of Management an
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Cost-up. The Construction of Consti
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improving steadily by promoting dep
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It was decided to achieve the above
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TQM (illustration)" as a common sta
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Because TQM is company-wide activit
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information management (IT; informa
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Fig. 7.3 The Evolution of Strategic
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7.4 Management at which TQM aims Wh
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Management for Policy: Development
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When settling on by 2005 visions, A
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Chapter 8 Cross-Functional Manageme
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Cross-Functional Management being c
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The left side of Fig. 8.1 is Deming
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cross-functionaly with TQM by board
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For example, a Worjing Team of Qual
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Fig.8.5 (a) Highly Developed Organi
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8.3.2 Role and Duty of Cross-Functi
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(1) All mutual agreement is obtaine
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It is understood that the compositi
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And, if it is company-wide problem,
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department become secretariat thoug
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(3) Do not think that Division Mana
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is clarified though the business jo
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After 1960's, most of the Deming Pr
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Management (10.5) Auxiliary functio
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Table 8.7 Problems before Introduct
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Table 8.9 Main Problem before Intro
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Table 8.10 Effects after Introducti
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(4) It becomes easy for the Bottom
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Reference 1. Kozo Koura: Developmen
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September 1999 32. Michiteru Ono: J
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Table 9.1 Summary of Comarison Anal
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(a) Processes that benefit customer
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That is, ISO proposed the process f
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Table 9.2 Comparison of Leaderships
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of joint collaboration work beween
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It was President TQM Diagnosis in D
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classes are sent with at the top th
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His interest never waned. If the mo
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preparation processing in a new age
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William A. Golomski cooperated behi
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And, this relates to the civilizati
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Reference 1. Masao Nemoto, Kozo Kou
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for receiving the material offer fr
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