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

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e collapsed in short time" (Refer to p.44 and Para. 2.5.2 (J)) in "Affiliate that the try one's skill with a follower of a different school forges”, and "Non-Toyota (sales excluding Toyota Motor)” was DENSO 50 % and AISIN 30 % on the other hand. Mechanism (Karakuri in Japan and Gimmick) that Toyota planned to forge the affiliate of non-Toyota is explained Para. 2.5.2, (K), and (5) "It is encouraged to extend independence by the self-help effort, that is, to develop new product, and to maintain the product sales share delivered to the parent company by less than 50% of all sales”. The Sub-chairman Mr. Hiroshi Okabe are describing this, "It is consequentially connected with the profit of Toyota that repeat to try one's skill with a follower of a different school and to improve competitive edge". In those situations, AISIN AW Co., Ltd. succeeded in the AW-Z project and developed first four-speed AT for FF in the world. And, it received first order of "Parking assistance system" from German Daimler Chrysler today. That is, AISIN Co., Ltd. also is walking on the same road "Enterprise-creating toward the future that is trusted and respected in the world " as Toyota Motor as a member of the group enterprise and GWQC (GWQM). 7.1.2 Summary of AISIN Co., Ltd. Case Study Chairman of AISIN Co., Ltd. Mr. Kiyoshi Ito [4] is describing as follows though it took a general view of the history of the TQM introduction, the promotion, development, and advancement for 33 years from 1965 to 1998 above. 『The fundamental principle of ALL AISIN Group Management is (A) Basis of Group Management It is established under self-managing independent management, from Group-wid assembly to All AISIN which is not to pursue frofit, but all equally treated under Holon concept without any boss. (B) Common Concept of Management (1) Basic philosophy: “Quality Supremacy" (2) Vision management (Management by Vision) (3) Improvement and strengthening of enterprise constitution by TQM (4) Cooperative activities as AII AISIN Cooperation activities through various meetin body of management planning, technology, development, sales, and production functions as top of 9 Companies Round Table Meeting.』 It is thought that it is a model as one of the vision and strategic managements that face to the violent days of the future. 7.2 Process of Introduction, Promotion, Development, and Advancement of TQM "Fig. 7.2: Process of introduction, promotion, development, and advancement of 199
TQM (illustration)" as a common standard was prepared from Passage of TQM activities of process of TQM development of Japan and AISIN Co., Ltd. and the footprint of the Deming prize recipient enterprises and proposed reference of the introduction and the promotion of TQM in the enterprise. This step may try the vision management from the beginning rather than order by the one to show the level. It is thought that it becomes reference of Self Assessment in the stage of the advancement of its own TQM at the level such as Fig. 7.2. The step of the introduction and the promotion was brought together as follows, and it related it to 11 factors of Chapter 5 (Yoji Akao, Kozo Koura [5]). Step 0: Motive and trigger (Leader philosophy) Step 1: Preparation for TQM Introduction (Leader philosophy and management responsibility) Step 2: Construction of TQM Promotion System (Management responsibility and human resources development) Step 3: Establishment of Division Management System (Customer market and process) Step 4: Establishment of Total Management System (Customer and market, cross-management, and information utilization) Step 5: Enhancement and strengthening of Total Management System (Social responsibility and partner) Sstep 6: Establishment of Strategic TQM Systems (Strategic plan) Step 7: Establishment of Vision Management System (Revolutionary innovation) Step 8: Establishment of Global QM System (Revolutionary innovation) Step 9: Enterprise-creating toward futur that is trusted and respected in the world Note: It is necessary to introduce Revolutionary Innovation factor gradually depending on degree of advancement after Step 4. Next, it explains in detail by steps. Step 0: Motive and Trigger In the enterprise, it could be found various motives to introduce of TQM is determined. When enumerating it, (1) A severe economic emvironment like the recession etc. is forecast and overcome. (2) TQM introduction by competitive enterprise (3) Recommendation by parent enterprise (4) Recognition for necessity of breakthrough of its company by top management. (5) Establishment of successor system (6) Establishment of vision management 200
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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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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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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 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
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Page 209: It was decided to achieve the above
Page 213 and 214: Because TQM is company-wide activit
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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 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
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Page 253 and 254: Management (10.5) Auxiliary functio
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Page 257 and 258: Table 8.9 Main Problem before Intro
Page 259 and 260: 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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