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

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U.S.A. in 1994, Sundaram Clayton Ltd. Brake Division, India in 1998, Sundaram Brake Linings Ltd. India, Thai Acrylic Fiber Co., Ltd. and Thai Carbon Black Public Co., Ltd., of Thailand three companies in 2001, in addition The Siam Cement (Thung Song) Co., Ltd., Thailand, TVS Motor Co., Ltd. and Hi-Tech Carbon GMPD, of India in 2002, Brakes India Limited, Foundry Division, Mahindra & Mahindra Limited. Farm Equipment Sector, Rane Brake Linings Ltd., Sona Koyo Steering System Ltd. of India, Siam Refractory Industry Co., Ltd., Thai Paper Co., Ltd. of Thailand, and Birla Cellulosic (A Unit of Grasim Industries) India in 2003. CCC Polyolefins Company Limited, Indo Gulf Fertilisers Limited, Lucas-TVS Limited, Siam Mitsui PTA Company Limited, SRF Limited - Industrial Synthetics Business, and Thai Ceramic Company Limited in 2004. In the JQM recipient company, Philips Taiwan Ltd. in 1997, Sundaram-Clayton Ltd., Brakes Division of India in 2002 are recognized. As the one of 3.3 companies a year on the average in 1950's got depressed down to 1.7 companies a year on the average in 1960's, the status change in ups and downs were observed by evry years. However, it was recovered to 3.6 companies a year on the average in 1970's, the TQC activity in Japan was taken up as a source of the global competitiveness in 1980's in American National Broadcasting Co. "If Japan Can, Why Can't We?" and the TQM boom of the USA was caused. This boom influenced to Japan and had improved up to 5.2 companies a year on the average in 1980’s. Afterwards, the concern for TQC were decreased by burst of the economic bubble and economic stagnation, and the restructuring needs of TQM are came into us today. It will be able to be said that it is a steady pace though 1990 year decreased with 4.3 companies on the average. However, the recipient enterprises were decreasing continuously for three years from 1994 to 1997, and a domestic recipient company decreases, but the overseas enterprises such as India and Thailand increase after 2001. This shows the anxiety about the direction of the TQM activity of Japan in the future though an overseas evaluation to the quality control operation of our country is high. It is enumerated that the TQC criticism and the TQC decline theory etc. having happened in Japan and newly founded the JQA in addition. The trend in the future like the activity etc. of "Japan Organization for Quality Innovation (JOQI)" is expected while entering "TQM Declaration" age (Akao [3]) from the restructuring of TQC as described in Chapter 1. And JOQI reports the 8 kinds proposals on May 2004. 2.2 Motive of TQM Introduction, Purpose of Promotion, and Contents of Promotion Activities The number of the Deming Prize and JQM recipient companies are counted 193 companies from 1951 to 1999. And the number of Deming Prize enterprises (The Application Prize, the Small and Medium-sized Enterprise Prize, the Quality Control Award for Operation Division, and Business Units are included) is 178 included four 9
overseas companies and except 15 JQM companies (After the Deming Prize is won, enterprise can apply after five years). The motive of TQM introduction (Table 2.1) and the purpose of promotion (Table 2.2) and the content of promotion activity (Table 2.3) of these companies were shown. Each table was separately divided at the age in 1950's every ten years. However, 1990 year is data for 1991-1999 years. These data is the one having been extracted it from the Deming Prize recipient Report Lecture Summary (Deming Prize Committee, JUSE). As for the development of TQM in Japan, the contribution of the Deming Prize and the JQM recipient company was very large. Also the Cooperation between Industrial, Aacademic, Governmental Sector described in Para 2.5.3 is additionally great contribution. The companies that aims at the Deming Prize and the JQM have demonstrated its own originality and developed its idea and technique in addition of learning the idea and the technique of TQM that was researched and developed till then from the exchange with senior company that has already won the Deming Prize and the TQM guidance lecturer. Next, it is explained that what purpose, and what activity were done in the TQM promotion process by each enterprises. Please agree to use commingly QC and TQC terminology, etc. depending on the age in sentences though the title was assumed to be TQM. 2.2.1 Motive of TQM Introduction The motives of the TQM introduction are possible devided into 3 types (Table 2.1). A: Quality Consciousness Type (management modernization and rationalization) B: Crisis Consciousness Type (forecasting and overcoming of management crisis) C: Vision Type (management vision challenge) In 1950, the introduction of the management technology of the USA was quite an active age, and the motive of the TQM introduction were rather "Ignorance to the importance of the QC and scientific management", and was called SQC (Statistical Quality Control) age in 1950's. Moreover, while the production activity were active in the market by the Special Procurement Boom (By Korean War, November, 1951 - January, 1954) and continually to the Jinmu Business Boom (June, 1957 - December, 1954) and the Iwato Business Boom (July, 1957 - December, 1961) the quality problems had been happened frequently, and the market competition has changed from the quantity oriented problem to the quality. On the other hand, it was suffering from deficit problem (for instance, 1955, - 54 million dollars) in Japanese economy on the trade in balance, and be necessary to export promotion, accordingly the maximum problem were located in the necessity for how to wipe out the unfavorable criticism of "Cheap and Bad Quality of Made in Japan" was 10
Page 1 and 2: TQM Model of Elements-Deployment Ta
Page 3 and 4: 3.4 Foundation of Japan Quality Awa
Page 5 and 6: 8.4.2 Fundamental Concept 227 8.4.3
Page 7 and 8: Figure 4.4 View Points of examinati
Page 9 and 10: Table 2.13 Education Courses of gro
Page 11 and 12: Table 8.5 Execution Rate of each Fu
Page 13 and 14: global competitiveness and manageme
Page 15 and 16: is called the Process Control Empha
Page 17 and 18: started in the same year in 1987 to
Page 19: Chapter 2 Deming Prize and its Infl
Page 23 and 24: In 1960, manufacturing industries w
Page 25 and 26: Purpose of promotion 1 Managem ent
Page 27 and 28: method of promotion, and all compan
Page 29 and 30: A new product and new technological
Page 31 and 32: Table 2.5 Criteria for Tangible Eff
Page 33 and 34: Table 2.6 Intangible Effects of TQM
Page 35 and 36: It is actually feeling of all emplo
Page 37 and 38: In addition, there is an company gr
Page 39 and 40: Contributing to the quality improve
Page 41 and 42: Management Theory and the IE introd
Page 43 and 44: . 2.5.2 Social Influence of Groups-
Page 45 and 46: As shown in Table 2.9, Toyota Group
Page 47 and 48: Table 2.10 Main Quality Awards that
Page 49 and 50: education outside the company, and
Page 51 and 52: Table 2.13 Educational Course of gr
Page 53 and 54: (G) Company Evaluation System (1) Q
Page 55 and 56: ③ Proceed to organize TQM promoti
Page 57 and 58: Grancing over such status report, w
Page 59 and 60: And, there is part delivery manufac
Page 61 and 62: planning stage, and be opened the d
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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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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There is neither "3 Customers and M
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Comparing the both, it is shown tha
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ut the coparison possibility can be
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5. EFQM: The EFQM Excellence Model
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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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