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

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course and Foreman course, all of an in-house course of every year are enforceable by themseves. In addition of the above, further continual in-house courses, fresh man courses for TQC ability development and register every employee's promotions and raise by TQC education, are expenditing for prevention of obsolescence of TQC implementatin by continual in-house education, and total human resources development is carried out by combining with the necessary professional education and the culture course, etc. Table 2.12 QC Education Courses in Toyota Motor For Course Name Kinds of Course In-house Dispatch Course outside Director special course ◯ Directors Senior management course ◯ Directors training meeting ◯ Manager Reliability Manager course ◎ Section ChiefQC Circle training of Manager & Chief ◯ SQC special staff course ◯ SQC advanced course ◎ Sensory Evaluation seminar ◯ Reliability seminar special course ◯ Engineer Reliability Professional course ◎ Multivariate analysis method ◎ special course Design of experiment method seminar ◯ Design of experiment method ◎ special course QC Basic course ◯ SQC Basic course ◎ SQC Introduction course for ◯ new employee Supervisor QC Circle Facilitator course ◎ Problem Solving Instructor course ◎ Tchnician (Educational course of department) ◯ Remarks ◎: participates from the Toyota group. 39
Table 2.13 Educational Course of group enterprises (example of Komatsu) Course name Object person Lecture-time Lecturer Frequency Top management course: KTMC Director 11 hrs:1.5days outside 1/2 years Section chief of Related co. course Ssection chief 28h:3days in-house 12/year : KMC(B) * Basic course of related co. QC staff 119h/12days in-house 2/year : KBC(B) * Instructor training course Candidate 26h:3days in-house 2/year : QCIT of instructor /outside Multivariate analysis Manager 32h:4days in-house 4/year method course: KNV and staff Design of Experiment needed 32h:4days in-house 2/year method course :KDE . a special Reliability management course technique 36h:4days in-house 3/year : KRM (*: special course, besides it is executed jointly with our company. ) (3) Problem solving practice training “All Toyota SQC Study and Training Guidance” in Toyota Motor was organized for fostering of key personel at each workshop who can practically be instructing Quality Control concept at each workshop in 1966. The members were selected from staff in 12 companies that were QM Liaison Group and assigned to three sections as "Design and evaluation", "Process design", and "Process control" under monthly session (Table 2.14) (The source: From the TOYOTA MOTOR CORPORATION offer material). In addition case, Fuji Xerox has installed "Southeast Asian trainee supporting system" since 1977 (Akiba 19). (4) QM Conference and QC Circle Convention Most of QM and QC Circle activities implementing companies have organized for encouragement and recognition of employee and middle managers, following type of assembly were organized by annual or semi-annual program. All xxx QM Conference (section chiefs and managers) All xxx QC Circle Convention (F) Quality Control Award in-group enterprise To encourage the TQM promotion and implementation of a related company, each company enacts the xxx Quality Control Award. If one example is enumerated, it is as shown in the Table 2.15. 40
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 and 46: As shown in Table 2.9, Toyota Group
Page 47 and 48: Table 2.10 Main Quality Awards that
Page 49: education outside the company, and
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
Page 97 and 98: ④ Create a succinct decription of
Page 99 and 100: 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
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Reference 1. Masao Nemoto, Kozo Kou
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for receiving the material offer fr
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