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

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Reference document 1. Kozo Koura: Introduction, Promotion, Development, and Advancement of TQM in the Companies awarded the Deming Application Prize and the Japan Quality Control Medal, 39th EOQ Annual Congress, Lausanne, Switzerland, Proceedings, Vol.2, pp.83-88, June, 1995 2. Kozo Koura: History of TQC and its consideration (4) - For TQM -, Asahi Business Review, Asahi University, Academy of Business Administration, Vol. 11, No. 2, pp.85-98, December, 1996. 3. Kozo Koura: Genealogy of the vision management in TQM (completion) - Chapter 4, From strategic policy management to the vision management – Asahi Business Review, Asahi University, Academy of Business Administration, Vol. 14, No. 2, pp.39-61, December, 1999. 4. Kiyoshi Ito: TQC promotion of ALL AISIN, the 25th QS Conference Proceedings, pp.245-248, Japanese Standards Association, May, 1991 of Orlishin 5. Yoji Akao and Kozo Koura: Quality Month Text No.277, "Basis of TQM and development in the future" Quality Monthh Committee, pp. 57-63, October 1998. 6. Yoshinori Iizuka: ISO 9000, TQC restructuring, JUSE Publishers, October, 1995 7. Maria Gisella Conca: A Strategic Approach to the Use of Self-assessment and Benchmarking, 40th Annual EOQ-Congress, Berlin, Germany, Proceedings, Vol.2, pp.41-52, September, 1996 8. Tadashi Yoshizawa, Kozo Koura: Part 7; Environmental Management and TQM, Chapter 1, Basic Concept of TQM and Environmental Management, Yoichi Kaya supervision, Tadashi Yoshizawa, ISO 14000 Environmental Management Handbook, pp.997-1013, Japanese Standards Association, September, 1999 9. Kozo Koura: Environmental Management and TQM; Norihiro Jidai edited: Asahi University, Industrial Information Laboratory, Vol. 3, "Global Environment and Corporate Activities", pp.57-88, Seibundo, October 1998. 20. Masao Syukuya, Kozo Koura, Yusuke It, Naoki Tanaka, Yasutaka Kato: Investigation and Research on Integration of ISO 9000/14000/ Responcible Care and TQM - As Dainippon Ink And Chemicals, Industry Ltd., Kashima factory - the 61st Research Conference, Research Announcement Summary, pp.21-24, May, 1999. 11. Vision Management in TQM Case Study Committee: Vision Management Guideline, Vision Management in TQM Case Study Committee final report, pp.6-22, pp.39-45, Japanese Society for Quality Control, September, 2003 213
Chapter 8 Cross-Functional Management and Cross-Management Factor In this chapter, it is to clarify the feature and the effect of Cross-Organizational Management activities (Cross-Functional Management activities or Cross-Business Elemental Management) of Japan by Cross-Management Factor that is the original structure factor of Deming Prize clarified in Chapter 5 based on Koura [1], that is used for such as “DF 2 Product development and the business are reformed” and “DF 4 QCDS management system”. 8.1 Cross-Management Factor The Cross-Management Factor is a feature only of the Deming Prize though it is mentioned in Chapter 5. The feature is in "Cross-Functional Management (It is being called Cross-Business Elemental Management now)" that the Deming Prize recipient enterprise advanced (Koura [1], [2], [3]). This chapter sets the following three research subjects, and investigates the activitis of Deming Prize recipient enterprises. Research subject 1: Why did Cross-Functional Management composed the Cross-Management Factor is bone as the feature only of Deming Prize? Research subject 2: What kind of management is Cross-Functional Management? Research subject 3: What are the effects of Cross-Functional Managements? 8.2 What is Cross-Functional Management? 8.2.1 Difinition of Cross-Functional Management It is explained the difinition of Cross-Functional Management first of all. "Management activities that develope the program about each business element of quality, cost, and delivery date, etc. from standpoint of company-wide (Or, Division-wide) functionally, executes through Daily Management and Policy Management of each execution division, evaluates the execution result from company-wid standpoint, and takes any necessary action" (Shin Miura, Noriaki Kano, Yoshikazu Tsuda, Yasuo Ohashi [4]). Various management functions are, for instance, as for quality assurance, cost and profit management, and quantity and delivery date management, etc. and the one here to manage according to crossing the division and total management (Horizontal Management) is carried on to Division Management (Vertical Management) according to management emphasis item which are chosen by function. 214
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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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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
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
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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
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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
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Page 237 and 238: 8.3.2 Role and Duty of Cross-Functi
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Page 245 and 246: department become secretariat thoug
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Page 251 and 252: After 1960's, most of the Deming Pr
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Page 255 and 256: Table 8.7 Problems before Introduct
Page 257 and 258: Table 8.9 Main Problem before Intro
Page 259 and 260: Table 8.10 Effects after Introducti
Page 261 and 262: (4) It becomes easy for the Bottom
Page 263 and 264: Reference 1. Kozo Koura: Developmen
Page 265 and 266: September 1999 32. Michiteru Ono: J
Page 267 and 268: Table 9.1 Summary of Comarison Anal
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Page 271 and 272: That is, ISO proposed the process f
Page 273 and 274: 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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