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

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Table 5.4 Factor Structure Table of each Award Quality award 0.6 or more Factor Loading 0.4 or more or less Less than 0.4 or less Strategic Plan and Social Responsibility and Partner and Cross- Customer Market Management Management MBNQA Process and Information Utilization Human Resources Development Leader Philosophy Revolutionary Innovation Social Responsibility and Management Process and Cross- EQA Partner Customer Market and Responsibility and Strategic Plan Management Information Utilization Human Resources and Revolutionary Development Social Responsibility and Management Innovation Partner and Cross- Strategic Plan Responsibility and Management Customer Market and Revolutionary Innovation JQA Process Information Utilization and Human Resources Development Process and Cross- Management Partner Fundamental Management Information Utilization and Human Resources Responsibility and Development Deming Prize Feature (Speciality) Leader Philosophy and Customer Market Revolutionary Innovation Social Responsibility and Management Topmanagem Leader Philosophy Responsibility and ent Human Resources Development Partner Management Human Resources Social Responsibility and Responsibility and Development Leader Philosophy Strategic Plan and ISO9001 Customer Market and Cross-Management Information Utilization and Revolutionary Customer Market and Management Four Awards commonness Human Resources Responsibility Development Three Awards commonness Social Responsibility and Process Information Utilization Leader Philosophy Partner and Cross- Management Revolutionary Innovation Two Awards commonness Strategic Plan Strategic Plan Partner and Cross- Social Responsibility Information Utilization Only by one Awarde Management Revolutionary Innovation 159
Table 5.5 Summary of Factor Structure of each Award 160
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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
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Reference 1. Noriaki, Kano and Kozo
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Chapter 4 Development of Comparison
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Award TQM Element Deployment Table
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(2) MBNQA is recognized their requi
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Table, 4.1 Emphasis point % compari
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method. This system are structured
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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
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
Page 157 and 158: y mutual comparison of each Quality
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: the Basis of quality management is
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
Page 205 and 206: Cost-up. The Construction of Consti
Page 207 and 208: improving steadily by promoting dep
Page 209 and 210: It was decided to achieve the above
Page 211 and 212: TQM (illustration)" as a common sta
Page 213 and 214: Because TQM is company-wide activit
Page 215 and 216: information management (IT; informa
Page 217 and 218: Fig. 7.3 The Evolution of Strategic
Page 219 and 220: 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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