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

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Contents Page Chapter 1 Background of Researches and its Purpose 1 1.1 Purpose of Thesis and Composition 1 1.2 Background of this Thesis: Development of TQM in Japan 3 Chapter 2 Deming Prize and its Influence 8 2.1 Transition Status of Deming Prize and Japan Quality Medal Recipient 8 2.2 Motive of TQM Introduction, Purpose of Promotion, and Content of Promotion Activities 9 2.2.1 Motive of TQM Introduction 10 2.2.2 Purpose of TQM Promotion 13 2.2.3 Content of Activities of TQM Promotion 15 2.3 Tangible Effects and Intangible Effects of TQM Activities 18 2.3.1 Tangible Effects of TQM Activities 18 2.3.2 Intangible Effects of TQM Activities 21 2.4 Multi Time Recipient Companies 23 2.5 Social Influence Process of Deming Prize 26 2.5.1 Social Influence of QC Circle Activities 26 2.5.2 Social Influence of Group-wide Quality Management (GWQM) 32 2.5.3 Construction of Social System around TQM 52 2.5.4 Various Activities supported for TQM 55 2.6 Consideration 56 Chapter 3 Quality Awards in each Country and its Social Influence 61 3.1 Propagation of Quality Award 61 3.1.1 TQM Activities Verification Visit Status to Japan from each Country 61 3.1.2 Propagation of Quality Award to each Country 62 3.1.3 Type of National Quality Awards in each Country 64 3.2 Foundation of Malcolm Baldrige National Quality Award 66 3.2.1 Malcolm Baldrige National Quality Improvement Act in 1987 66 3.2.2 Origin of referring as TQM and Malcolm Baldrige National Quality Award 69 3.3 Foundation of European Quality Award 69 3.3.1 European Foundation for Quality Management (EFQM) 69 3.3.2 Purpose of Establishment of European Quality Award 71 3.3.3 Quality Status in Europe Nations 71 i
3.4 Foundation of Japan Quality Award 72 3.4.1 Starts of Japan Quality Award 72 3.4.2 Purpose of Japan Quality Award 73 3.5 Development and Social Influence of Quality Award in each Country 73 3.5.1 Malcolm Baldrige National Quality Award (MBNQA) 73 3.5.2 European Quality Award (EQA) 83 3.5.3 Japan Quality Award (JQA) 88 3.6 Consideration summarized 91 Chapter 4 Development of Comparison Methodology of Quality Award 96 4.1 Purpose and Methodology of Research 96 4.1.1 Purpose of Research 96 4.1.2 Research Methodology 97 4.2 Previous Research 98 4.2.1 Research in U.S.A. and Europe 98 4.2.2 Research in Japan 103 4.3 Qualitative Comparison among Malcolm Baldrige National Quality Award, European Quality Award, Japan Quality Award, and Deming Prize 105 4.3.1 General Description 105 4.3.2 Comparison of Criteria 106 4.3.3 Management on Awarding Operation 115 4.4 TQM Element in Quality Award Criteria Item and ISO 9001 119 4.4.1 Development of Comparison Research Method 119 4.4.2 Step of Development of TQM Quality Award Element Comparison Matrix 121 4.4.3 Comparison of each award by TQM Quality Award Element Comparison Matrix (synthesis) 133 4.5 Conclusion and Residual Problems 139 Chapter 5 Comparison between Criteria of each Quality Award 145 5.1 Purpose of Research 145 5.2 Structuring of TQM Quality Award Element Comparison Matrix 146 5.3 Factor Extraction of Quality Awards and ISO 9001 146 5.3.1 Extraction and Rotation of Factor by Principal Factor Analysis 146 5.3.2 Interpretation of Factors after Rotation 148 5.4 Study of Analysis Result 151 5.4.1 Factor Structure of each Award 151 ii
Page 1: TQM Model of Elements-Deployment Ta
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 and 20: Chapter 2 Deming Prize and its Infl
Page 21 and 22: overseas companies and except 15 JQ
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
Page 71 and 72:
36. J.M. Juran: Up-coming century o
Page 73 and 74:
and individual visited to JUSE from
Page 75 and 76:
EQA propagated to all Europe and Af
Page 77 and 78:
Middle East, and Asian countries. M
Page 79 and 80:
management-led and customer-oriente
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September 15, 1988, and the quality
Page 83 and 84:
Then, EU (European Union) and EFTA
Page 85 and 86:
No. of Companies 120 100 80 60 40 2
Page 87 and 88:
This observation was further mentin
Page 89 and 90:
further than we could have done on
Page 91 and 92:
for business result/performance eva
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(C) Social influence of Malcolm Bal
Page 95 and 96:
Sum of Winners 70 60 50 40 30 20 10
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④ Create a succinct decription of
Page 99 and 100:
Award was won at the international
Page 101 and 102:
The social influence of JQA is summ
Page 103 and 104:
the TQM activities is concentrated
Page 105 and 106:
Reference 1. Noriaki, Kano and Kozo
Page 107 and 108:
Chapter 4 Development of Comparison
Page 109 and 110:
Award TQM Element Deployment Table
Page 111 and 112:
(2) MBNQA is recognized their requi
Page 113 and 114:
Table, 4.1 Emphasis point % compari
Page 115 and 116:
method. This system are structured
Page 117 and 118:
The EQA was further expanded the co
Page 119 and 120:
(C) Objectives (1) Exept Deming Pri
Page 121 and 122:
1 Leadership (120) Leader ship (10%
Page 123 and 124:
Aim of TQM Framework of TQM (10) Co
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(b) Item for Human Resource related
Page 127 and 128:
Table 4.4 Comparison of Expensecost
Page 129 and 130:
(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
Page 147 and 148:
There is neither "3 Customers and M
Page 149 and 150:
Comparing the both, it is shown tha
Page 151 and 152:
ut the coparison possibility can be
Page 153 and 154:
5. EFQM: The EFQM Excellence Model
Page 155 and 156:
Attached Table: TQM Quality Award E
Page 157 and 158:
y mutual comparison of each Quality
Page 159 and 160:
In the Principal Component Analysis
Page 161 and 162:
correlation with element related to
Page 163 and 164:
Quality Award, as shown in Fig. 5.1
Page 165 and 166:
About the absolute value of Factor
Page 167 and 168:
Fundamental Feature (Speciality) To
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the Basis of quality management is
Page 171 and 172:
Table 5.5 Summary of Factor Structu
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Table 5.6 Common factor and Factor
Page 175 and 176:
technology utilization, To develop
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Reference 1. Kozo Koura, Tadashi Yo
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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
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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
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
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TQM (illustration)" as a common sta
Page 213 and 214:
Because TQM is company-wide activit
Page 215 and 216:
information management (IT; informa
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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
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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
Page 235 and 236:
Fig.8.5 (a) Highly Developed Organi
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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
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(3) Do not think that Division Mana
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is clarified though the business jo
Page 251 and 252:
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
Page 271 and 272:
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
Page 281 and 282:
His interest never waned. If the mo
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preparation processing in a new age
Page 285 and 286:
William A. Golomski cooperated behi
Page 287 and 288:
And, this relates to the civilizati
Page 289 and 290:
Reference 1. Masao Nemoto, Kozo Kou
Page 291:
for receiving the material offer fr
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