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

Table 8.12 Main Effects after Introduction of Cross-Functional Management (1960-1990) 102 companies
Division Step
Effect
Common Cooperation between divisions was strengthened. 53
Idea and consideration of market in, quality first and quality assurance 30
Quality assurance system was maintained. 25
General Mutual trust with customer has become strong. 15
Improvement of product quality and strengthening ofquality leadership 15
Design making
Standardization concerning quality assurance has advanced. 15
Quality for trial Trouble numbe decrease in post-process by design factor 18
assurance purposes
Purchase and
subcontract
Decrease of delivery inspection failure rate (defective rate) 22
Manufacturing
Decrease of defective in process and defective loss
Maintenance of process control system
37
15
Sales service
Decrease of complaint and customer trouble
Improvement of customer satisfaction degree
45
15
Profit/cost
Management
consideration
Improvement of management and improvement consideration of profit
and cost
16
management Improvement
activity
Profit and cost improvement activity are persisted and have been
activated.
14
Amount and Sales and
delivery amount of Stock amount decrease and running out of stock rate decrease 18
date stock
management Productivity Improvement of productivity 17
New product
development
Achievement
Expansion of new product and improvement of new product sales
Increase in new product development number
37
25
Retail
management
Achievement
Business
posture
Increase in sales, number of products, and number of customers
It came to be able to do sales activity of data/process oriented.
24
9
Management
Safety healthcare accident none 4
for safety
Strengthening of safety and healthcare management system 3
Remarks
The figure of each column is an effect number. Because the cooperation between divisions
appeared at each division, they are put in "Commonness".
If the effects of the above-mentioned Cross-Functional Management are brought
together, it is thought as follows.
(1) Cross-Functional decision making and execution like Quality Assurance, Cost/
Profit Management, and Quantity/ Delivery Date Management, etc. become
prompt, and company-wide management is smooth and activated.
(2) Cross-Functional Management consciousness disseminates to the front-line
workshop level, comunication and ooperation between divisions are improved, and
human relation is improved.
(3) The number of the department and section need not be so increased because the
problem is examined cross-functionaly.
247