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

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Chapter 5 Comparison between Criterias of each Quality Award This chapter is to identify TQM Quality Award Element Comparison Matrix (synthesis) data developed in Chapter 4, and Criterias of each Quality Award are quantitatively compared by using the Multivariate Analysis, and the feature is clarified. The content of this chapter is based on Koura and Yoshizawa [1]. 5.1 Purpose of Research The past comparison researchs on each Award made the contrast of announced Criteria compared or the one to locate other Award based on seven major categories of the MBNQA, as for the common standard (It is said the anchor) that became the base, was insufficient for the comparison of system of a lot of Award and the TQM model from the early research result of Para. 4.2. Then, the overall TQM Elements Deployment Table used for comparison as a common anchor according to the procedure described by Para. 4.4 is prepared. It was organized matrix table as vertical (line side of left) is ssigned TQM Element Deployment Table and holizontal (row side of top) is each Quality Award 1st level elements, and each crossing cell are individually evaluate their Relation Degree (Relation Strength) by quantitative points. Then, this Relation Degree and Distribution Evaluation Points (name at the following) of each Quality Award are multiplied each other, which is accumulated for numerical multivariate data (as “Relationship Index” in cell of TQM Qualitity Award Element Comparison Matrix). Now to study further, this qualitative and subjective TQM Element Deployment Table are evaluated by objective and statistical stand-points, these TQM Elements are restructuring by Cluster Analysis, and finally 180 × 46 TQM Element Quality Award Element Comparison Matrix (synthesis) is prepared. In this chapter, after this matrix data is analysed by the Principal Factor Analysis (Yanai [2]), factor structure of each Award is clarified, and the feature of each Award is clarified from the difference of the factor structure. Quality Award Criteria is used not only for the examination for recognition but also the self-assessment at the management level of the organization and the ideal way is confirmed, and the directionality is referred to it. Moreover, the Quality Award Criteria is as always changeable. Then, it is expected this research will contribute for the development of TQM in the future through identifying inherent or potential factor structure that exists inside each Award by the comparative study approach. Based on the above, the following stated research subjects were established; Research subject 1: Is it possible to mutually compare between each Quality Award by synthesis and systematized TQM Elements? Research subject 2: Is it possible for identification of each features and characteristics 145
y mutual comparison of each Quality Award? The outline of the composition of the TQM Quality Award Element Comparison Matrix is described in Para. 5.2, and hereafter, the extraction of factor, the rotation of the factor by the Principal Factor Analysis, and after it rotates is interpreted, the factor structure of MBNQA, EQA, JQA, Deming Prize, and ISO 9001 is shown in the figure based on it, and it explains in Para. 5.3. The study of the analysis results in Para. 5.4 and the conclusion of the research are described in Para. 5.5. 5.2. Struturing of TQM Quality Award Element Comparison Matrix TQM Quality Award Element Comparison Matrix Ttable (Fig. 4.13 and Fig. 4.14) that is made in Chaprter 4, TQM Elements Deployment Table that 180 items of their is deployed as “Case” is in vertical (line, table side of left)[, each TQM Elenent Table of the criteria of MBNQA, the EQA, the JQA, the Deming Prize and the ISO 9001 are in holizontal (row, table side on top) as “Variance”, the product of ” Relation degree” and “Distribution Evaluation Ppoint” in forth level items of each Quality Award TQM Element Deployment Table such as “Relationship Index” is calculated, weighted, and the table of total 46 items of 7 iems (MBNQA), 9 items (EQA), 8 items (JQA), 17 items (Deming Prize), and 5 items (ISO 9001) by first level of major items of four Quality Awards that is summurlized is shown in Table 5.1. Moreover, they are 17 items as a whole because the Criteria item divides into three of Foundation item, feature of TQM item, and Topmanagement item about the Deming Prize. "TQM Quality Award Element Comparison Matrix" used as multivariate data is appended as Appendix E. 5.3. Factor Extraction of in Quality Award and ISO 9001 5.3.1 Extraction and Rotation of Factors by Principal Factor Analysises There was not a case that had to be excluded especially as specific didpersed value, and either it was tried to extract a common, potential factor by using Factor Analysis Software (JUSE/ Stat Works) though the data for the comparison prepared in the process explained by Para 5.2 was examined closely by basic statistic and the multivariate relation chart, etc. However, the rotation was done by the Normal Vari-max Method using the Principal Factor Analysis in this thesis. The Principal Factor Analysis used here does the Eigenvalue resolution by using the one that the corner element of the Correlation Coefficient Matrix between variables was replaced as departure matrix by the square of the Multiple Correlation Coefficient between all other variables of the corresponding variable and requests the factor. The factor at that time is called Principal Factor, and the situation of the Eigenvalue is seen, the number of factors is decided, and it rotates. The situation of the Eigenvalue decreased gradually as 146
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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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③ Proceed to organize TQM promoti
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Grancing over such status report, w
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And, there is part delivery manufac
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planning stage, and be opened the d
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the Antitrust Law of the USA, but t
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These social systems were planned a
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concept dessemination and rearing Q
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Reference 1. Noriaki Kano and Kozo
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36. J.M. Juran: Up-coming century o
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and individual visited to JUSE from
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EQA propagated to all Europe and Af
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Middle East, and Asian countries. M
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management-led and customer-oriente
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September 15, 1988, and the quality
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Then, EU (European Union) and EFTA
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No. of Companies 120 100 80 60 40 2
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This observation was further mentin
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further than we could have done on
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for business result/performance eva
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(C) Social influence of Malcolm Bal
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Sum of Winners 70 60 50 40 30 20 10
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④ Create a succinct decription of
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Award was won at the international
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The social influence of JQA is summ
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the TQM activities is concentrated
Page 105 and 106: Reference 1. Noriaki, Kano and Kozo
Page 107 and 108: Chapter 4 Development of Comparison
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
Page 135 and 136: (Deming Prize Committee [7]), “Ma
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
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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: Attached Table: TQM Quality Award E
Page 159 and 160: In the Principal Component Analysis
Page 161 and 162: correlation with element related to
Page 163 and 164: Quality Award, as shown in Fig. 5.1
Page 165 and 166: About the absolute value of Factor
Page 167 and 168: Fundamental Feature (Speciality) To
Page 169 and 170: the Basis of quality management is
Page 171 and 172: Table 5.5 Summary of Factor Structu
Page 173 and 174: Table 5.6 Common factor and Factor
Page 175 and 176: technology utilization, To develop
Page 177 and 178: Reference 1. Kozo Koura, Tadashi Yo
Page 179 and 180: 1 Partner factor 6 Customer Market
Page 181 and 182: Criteria Element into each crossing
Page 183 and 184: Table 6.1 MBNQA Criteria Item Ttime
Page 185 and 186: It is summarized that the criteria
Page 187 and 188: Table 6.3 Contribution Ratio of Eig
Page 189 and 190: |Factor Loading| ≧ 0.4 or less: L
Page 191 and 192: esults |Factor Loading| ≧ 0.4 or
Page 193 and 194: (f) criteria in 2003 About the abso
Page 195 and 196: 2001 (former) Table 6.4 Summary of
Page 197 and 198: 2001 former), “Meassurement, anal
Page 199 and 200: Fiscal Year 1988 1989 1997 1999 200
Page 201 and 202: management" for the future and "Qua
Page 203 and 204: Table 7.1 Progress of Management an
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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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