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

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(d) Guidance system for group members company (e) Establishment for evaluation system and recognition with evaluation criteria with referring Deming Prize, JQM, and JQA, etc. (f) Installation of mutual information interchanging system by way of IT (2) Organization and management (a) Establishment for organization and operation within group (Komatsu [14], Oura [16]) ① Senior Manager Informal Social Meeting and Top Management Exchange Meeting (mutual exchange between presidents) ② Establishnebt of GWQM Secretary Meeting (to discuss project promotion and corrective action for problem, and the management in the future of GWQM Program/ once a month.) ③ Liason TQM Committee between cooperation companies (example: Komatsu Midori Association TQM committee) ④ Various Liason Meetings with company in leading company and group member companies (Quality Management Technical Committee and QC Circle Liason Meeting, etc.) (b) Establishment of organization and operation in leading company (Komatsu [14], Oura [16]) ① Establishment of TQM promotion committee ② Establishment of Xxx (parents company name) Quality Management prize committee (A leading company commends TQM promotion excellent company in the group every year. ) ③ Establishment of Liason Division to company in group (Purchase Management Division, Engineering Division and Consulting Division, etc.) (c) TQM implementation under one world-wide group In the Xerox group, it encourages it as the Xerox company in each country such as Xerox (U.S.A.), Rank Xerox (UK), and Fuji Xerox (Japan) be challenging to own country Quality Award under vision "Leadership-Through Quality" (Akiba [13]) (Table 2.10) (The source: From the Fuji Xerox Co., Ltd. offer material). Its main back ground for persuasion on such challenging were based on confronting with Xrox in U.S.A. were facing with sluggish performance from 1970’s later portion to 1980’s, that the Fuji Xrox was implementing TQC in 1976 and recognized as recipient of Deming Prize 1980. 35
Table 2.10 Main Quality Awards that Xerox group had won 1980 Fuji Xerox, Japan, Deming Prize 1984 Rank Xerox U.K., Mitcheldean British Quality Award 1986 Rank Xerox U.K., Welwyn Garden City British Quality Award 1987 Rank Xerox France, French Government Citation 1989 Xerox Canada Inc., National Quality Award 1989 Rank Xerox U.K., British Standards Institute Mark of Quality 1989 Xerox Corp. (U.S.), Malcolm Baldrige National Quality Award 1990 Rank Xerox Netherlands, Netherlands Quality Award 1990 Rank Xerox Australia, Australian National Quality Award 1990 Rank Xerox Mexico, Mexican National Quality Award 1992 Rank Xerox Limited, European Quality Award 1992 Rank Xerox Ireland, Irish Quality Association Quality Mark 1992 Rank Xerox Belgium, National Quality Award 1992 Rank Xerox Hong Kong, Hong Kong Management Association Quality Award 1992 Xerox de Columbia, Columbia Quality Award 1993 Xerox do Brazil, Brazilian Quality Award 1993 Rank Xerox Denmark, Danish Quality award 1993 Rank Xerox Ltd,. Qimpro Platinum Standard Award for TQM 1994 Rank Xerox Norway, Norwegian Quality Award 1994 Rank Xerox Portugal, Portuguese Quality Award 1994 Xerox de Argentina, Argetine National Quality Award 1995 Xerox de Uruguay, Uruguay Natonal Quality Award 1995 Rank Xerox Scotland, Scotland Business Excellece Quality Award 1996 Rank Xerox Middle East/Africa, Dubai Quality Award 1997 Xerox Business Service, Malcolm Baldrige National Quality Award ox Maryland Virginia, CBU Gold Medallion U.S. Senate Productivity and Quality Award for the State of Virginia 1999 Servetique Network Service France, European Quality Award 1999 The First Centeral Sales Headquarters Fuji Xerox, Japan Quality Award 28 companies in total 36
Page 1 and 2: TQM Model of Elements-Deployment Ta
Page 3 and 4: 3.4 Foundation of Japan Quality Awa
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: As shown in Table 2.9, Toyota Group
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
Page 81 and 82: 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
Page 93 and 94: (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
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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
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Reference 1. Kozo Koura, Tadashi Yo
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1 Partner factor 6 Customer Market
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Criteria Element into each crossing
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Table 6.1 MBNQA Criteria Item Ttime
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It is summarized that the criteria
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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
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2001 (former) Table 6.4 Summary of
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2001 former), “Meassurement, anal
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Fiscal Year 1988 1989 1997 1999 200
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management" for the future and "Qua
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Table 7.1 Progress of Management an
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Cost-up. The Construction of Consti
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improving steadily by promoting dep
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It was decided to achieve the above
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TQM (illustration)" as a common sta
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Because TQM is company-wide activit
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information management (IT; informa
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Fig. 7.3 The Evolution of Strategic
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7.4 Management at which TQM aims Wh
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Management for Policy: Development
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When settling on by 2005 visions, A
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Chapter 8 Cross-Functional Manageme
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Cross-Functional Management being c
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The left side of Fig. 8.1 is Deming
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cross-functionaly with TQM by board
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For example, a Worjing Team of Qual
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Fig.8.5 (a) Highly Developed Organi
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8.3.2 Role and Duty of Cross-Functi
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(1) All mutual agreement is obtaine
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It is understood that the compositi
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And, if it is company-wide problem,
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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
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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
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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
Page 289 and 290:
Reference 1. Masao Nemoto, Kozo Kou
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for receiving the material offer fr
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