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

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esponsible function (Functional Instruction Authority by the staff function). The division manager were directly reporting to the president (Command Authority by line functions). Each Cross-Function were managed by own Cross-Functional Management Committee and the division concerned function were charged as a secretariat. Affiliates Organization Sales (office and service) Production (include inspection) Geneal Planning Purchase Product Project Product Design Production Preparation Human Resources & Administrative Management, etc. (Process) Project QA Cost Mgt. Design & Trial Experiment General Planning Production Preparation 217 Product Project Product Design Production Preparation Purchase Production (include inspection) Sales (shop, service) Mass Production Sales Customer (Quality) (Project) (Maintenance) (Quality Assurance Regultion) (Improvement) (Quality Project Registration) Fig. 8.1 Concept Chart of Functions under Company-wid Deployment (Toyota Motor, 1962) Division Assurance Quality Cost Magt/ Function Mgt. Administrative Resources Mgt. Human
The left side of Fig. 8.1 is Deming cyclel of the flow of the line function as called "Process" (in lower portion), and which processes are surrunding by “General Planning”, “Human Resources Management” and “Administrative Management” as service/ supporting function, and “Quality Assurance” and “Cost Management” are located in the central area, which are shown the concept for business core is located in the center. General Planning Quality Cost Human Resources, Administrative Commodity Project Production Procurement Sales Overseas Project Housing Industry Product Planning Technology Project, Product Project Product Design Design, Trial Experiment Production Preparation Production Planning, Production Engineering 218 Purchase Manufacturing Sales Purchasing Management, Purchase Division Management Head Office, Motomachi Plant : Large relation : Relation : Little relation Overseas Operation, Business Fig. 8.2 Cross-Functional Management Organization in Toyota (1989) (Suzuki [12]) Cross-Functional Management
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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
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Table 5.6 Common factor and Factor
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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
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: Cross-Functional Management being c
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
Page 239 and 240: (1) All mutual agreement is obtaine
Page 241 and 242: It is understood that the compositi
Page 243 and 244: And, if it is company-wide problem,
Page 245 and 246: department become secretariat thoug
Page 247 and 248: (3) Do not think that Division Mana
Page 249 and 250: is clarified though the business jo
Page 251 and 252: After 1960's, most of the Deming Pr
Page 253 and 254: Management (10.5) Auxiliary functio
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
Page 269 and 270: (a) Processes that benefit customer
Page 271 and 272: That is, ISO proposed the process f
Page 273 and 274: Table 9.2 Comparison of Leaderships
Page 275 and 276: of joint collaboration work beween
Page 277 and 278: 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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