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

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Changes of MBNQA Criteria item is shown by expressing in figure such as Fig. 6.1 (1988), Fig. 6.2 (1989), Fig. 6.3 (1997), Fig. 6.4 (1999), Fig. 6.5 (2001), Fig. 6.6 (2003), and Fig. 6.7 (2001: former). A Bold arrow shows the amount of 0.6 or more of the Factor Loading in the absolute value and it is shown by a thin arrow has the Factor Loading of 0.4 or more (0.4 or less and expression) that 2nd place below the decimal is rounded off. The data sheet of "MBNQA Criteria item and Principal Component Structure" was put on the attached table. It is briefly explaining for relationship in 1st level element of MBNQA Criteria item of each year and each component mentioned in the above. (a) Criteria in 1988 1 Leadership 2 Information and 3 Quality of strategic plan 4 Use of human resources 5 Quality assurance of product and service 6 Result of quality assurance of products and services 7 Customer satisfaction degree Fig. 6.1 Component Structure of MBNQA 1988 About the absolute value of the Factor Loading |Ffactor Loading| ≧ 0.6: Leadership, Quality assurance of product and service, Result of quality assurance of products and services, Customer satisfaction degree 177 Management system Mission and result of organization Information system Human resources development Product and service process
|Factor Loading| ≧ 0.4 or less: Leadership, Information and analysis, Quality of strategic plan, Use of human resource (2) |Factor Loading| < 0.4 or less: Leadership (3), Information and analysis (4), Quality of strategic plan (4), Use of human resource (3), Quality assurance of products and services (4), Result of Quality assurance of products and services (4), Customer satisfaction degree (4) 26 in total. The absolute value of Factor Loading≧0.6 doesn't exist except “Leadership”, “Quality assurance of products and services”, “Result of quality assurance of products and service”, and “Customer satisfaction detgree” for Management system, and the item of
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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
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(C) Objectives (1) Exept Deming Pri
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1 Leadership (120) Leader ship (10%
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Aim of TQM Framework of TQM (10) Co
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(b) Item for Human Resource related
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Table 4.4 Comparison of Expensecost
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(3) The assessment process is that
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Functional analysis of Deming Prize
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Step 2 to Step 3 Conversion of 4 th
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(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 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: Table 6.3 Contribution Ratio of Eig
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
Page 221 and 222: Management for Policy: Development
Page 223 and 224: When settling on by 2005 visions, A
Page 225 and 226: Chapter 8 Cross-Functional Manageme
Page 227 and 228: Cross-Functional Management being c
Page 229 and 230: The left side of Fig. 8.1 is Deming
Page 231 and 232: cross-functionaly with TQM by board
Page 233 and 234: For example, a Worjing Team of Qual
Page 235 and 236: Fig.8.5 (a) Highly Developed Organi
Page 237 and 238: 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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