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

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For example, tranceformation on “Social Responsibility” is shown as Table 6.5, Table 6.5 Comparison between Criteria “Social Responsibility” in 1988-2005 Year Leadership Business Resuts 1988 1.5 Responsibility to the Public ---- 1989 1.4 Responsibility to Society ---- 1997 1.2 Company Responsibility ---and Citizenship 1999 1.2 Public Responsibility and Citizenship 2001 1.2 Public Responsibility and 7.4.6 Public Responsibility and Citizenship Citizenship Results 2003 1.2 Social Responsibility 7.6 Governance and Social Responsibility Results 2005 1.2 Governance and Social 7.6 Leadership and Social Responsibility Responsibility Results Note: Criteria in 2005 is added. Reference document 1. Kozo Koura, Tadashi Yoshizawa: Comparative Analysis of Factor Structure in the World Class Quality Award – Using the Deployment Table of TQM Elements as an Anchor -, Jpurnal of the Japanese Society for Quality Control, Quality, Vol.33, No.2, pp.86 0 96, April 2003. 187 ----
Fiscal Year 1988 1989 1997 1999 2001 2003 2001 (former) Attached Table MBNQA Criteria Item and Principal Component Structure(1988/1989,1997-2003,2001 former) Variable identifier 188 1 Principal ingredient Management system 2 Principal ingredient Mission and result of organization 3 Principal ingredient Information system 4 Principal ingredient 5 Principal ingredient Human Product and resoources service development process 1 Leadership -0.648 -0.505 0.157 -0.276 0.072 2 Information and analysis 0.391 0.038 -0.501 0.212 -0.361 3 Quality of strategic plan -0.377 -0.324 -0.379 0.058 0.472 4 Use of human resources -0.294 0.587 0.163 0.593 -0.072 5 Quality assurance of producs and service 0.746 -0.138 0.065 0.319 0.304 6 Result of quality assurance of products and services 0.619 -0.156 0.107 0.278 0.428 7 Customer satisfaction degree 0.801 -0.195 0.223 0.231 -0.042 1 Leadership -0.557 -0.256 0.366 -0.372 -0.073 2 Information and analysis 0.076 0.003 -0.587 0.061 -0.346 3 Strategic quality plan development -0.472 -0.506 -0.348 0.218 0.239 4 Human resoources use -0.23 0.641 0.173 0.643 0.068 5 Quality assurance of product and service 0.459 0.028 -0.083 0.195 0.658 6 Result of quality 0.565 -0.047 0.161 0.192 0.605 7 Customer satisfaction degree 0.62 -0.158 0.21 0.149 -0.394 1 Leadership -0.684 -0.323 0.484 0.042 -0.029 2 Strategic plannig -0.598 -0.356 -0.239 0.516 0.195 3 Customer and market focus 0.696 -0.224 0.253 0.173 -0.427 4 Information and analysis 0.072 -0.505 -0.559 0.48 -0.117 5 Human resources development and management -0.317 0.685 0.243 0.55 -0.076 6 Process management 0.72 -0.027 0.124 0.122 0.531 7 Business results 0.071 -0.606 0.564 0.237 -0.018 1 Leadership -0.705 -0.467 0.42 -0.012 0.016 2 Strategic planning -0.593 -0.381 -0.27 0.469 0.212 3 Customer and market focus 0.669 -0.239 0.239 0.171 -0.427 4 Information and analysis 0.05 -0.491 -0.549 0.453 -0.106 5 Human resources focus -0.291 0.673 0.229 0.554 -0.114 6 Process management 0.743 -0.026 0.121 0.111 0.507 7 Business results 0.002 -0.55 0.592 0.287 -0.044 1 Leadership -0.658 -0.476 0.443 -0.01 0.033 2 Strategic planning -0.598 -0.377 -0.268 0.455 0.225 3 Customer and market focus 0.681 -0.225 0.26 0.16 -0.433 4 Information and analysis 0.154 -0.49 -0.537 0.475 -0.176 5 Human resources focus -0.322 0.688 0.236 0.532 -0.086 6 Process management 0.76 -0.022 0.126 0.086 0.426 7 Business results -0.007 -0.533 0.581 0.277 0 1 Leadership -0.616 -0.454 0.504 -0.079 -0.025 2 Strategic plannig -0.621 -0.329 -0.274 0.4 0.232 3 Customer and market focus 0.681 -0.225 0.26 0.16 -0.433 4 Measurement, analysis, and knowledge management 0.212 -0.498 -0.519 0.467 -0.279 5 Human resources focus -0.326 0.687 0.239 0.537 -0.088 6 Process management 0.841 0.03 0.041 -0.002 0.271 7 Business results 0.041 -0.537 0.633 0.191 0.006 1 Leadership is established. -0.606 0.036 0.369 -0.16 0.012 2 Strategic plan is established. -0.451 -0.202 -0.028 0.318 0.244 3 Customer and market is focused. 0.52 -0.287 0.221 0.208 -0.373 4 Information is analyzed. -0.038 -0.228 -0.457 0.208 -0.351 5 Human resources is focused. -0.333 0.614 0.209 0.575 -0.06 6 Process management is established. 0.387 0.079 0.186 0.069 0.646 7 Business results is measured and evaluated. 0.032 -0.248 0.621 0.428 -0.122
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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
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of MBNQA by Table 4.8 decrease elem
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Table 4.12 TQM Elements Deployment
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that this matrix is organized by 18
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Table 4.13 is named "TQM Elements D
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anking is done, rough of the featur
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Page 149 and 150: Comparing the both, it is shown tha
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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
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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
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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: 2001 former), “Meassurement, anal
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Page 203 and 204: Table 7.1 Progress of Management an
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Page 209 and 210: It was decided to achieve the above
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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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Page 223 and 224: When settling on by 2005 visions, A
Page 225 and 226: Chapter 8 Cross-Functional Manageme
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Page 229 and 230: The left side of Fig. 8.1 is Deming
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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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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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