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

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12 QM Manager meeting with member companies Name/Year Toyota QC Award 1970-1994 Komatsu QC Award 1976-1995 Takenaka QC Award 1984-1994 Fuji Xerox QC Award 1985-1995 Table 2.14 Three Sub-meetings and its Objectives Design and evaluation Sub-section Process design sub-section Process control sub-section 41 Training of how to calculate Reliability and Optimum design elements concerning design and evaluation. Training of Production Engineering for Process Design. Training of Maintenance, improvement inspection of process, and Table 2.15 Quality Control Award of GWQM enterprise group Type: * 1 QC Award Excellent Prize QC Award Excellent prize Excellent prize Superior prize QC Award Quality Recognition Factory No. of recipient companies 84 6 20 4 2 7 *1: The QC Award give to object that passed three years (Takenaka is five years) after receiving the Excellemt Prize. There is an aim of continuously improving the business structure setting a high target. *2: It is object companies of the Komatsu QC Award. *3: The shop relation is excluded. 43 11 No. of group companies Kyohokai 245 Eihokai 78 Total 323 Midorikai, Komatsu Object companies 93 * 2 Takewakai 1394 Kyoeikai 133
(G) Company Evaluation System (1) Qualification System for membership in Group-wide industries Takenaka Corporation was established a qualification system for membership into Chikuwa Association by investigation, selection, and evaluation system to accept for member among about 10000 companies of business relationship (The source: From the Takenaka Corporation Ltd. offer material). (2) Evaluation System for Company Constitution Improvement To promote for self-propelled own constitution improvement by themselves at corporation companies, Komatsu established this recognition system for the mentioned Constitution Improvement encouragement in 1980. This system was organized for persuading to have self-evaluated its own business performancfe index, management index, and management system to stand objectively verify its own level (rank) and identify own problem at the same time, then to settle on company constitution improvement program, to proceed on by themselves, and Komatsu was concentrated for planning of assistance, support and guides of improvement to the cooperation company. When these entrprise reaches at the level of “A” rank by the Company Constitution Improvement Evaluation System, it is recommended to challenge to the Komatsu Quality Control Award (Oura [16], Uchida [21], Tamura [22]). (H) Application of Deming Prize and JQM It was observed that Group-wide Quality Award recipient in each group member company were eventually challenging to Deming Prize and JQM applicatication. Such cases were observed in the Toyota group (from the Toyota prize to Deming Prize), AISAN Industry (1992 from 1970), Toyoda Gosei (1985 from 1971), and the Tokai Rika Electric Machine (1978 from 1976). In the AISIN group concern, after AISIN Co., Ltd. and AISIN AW Co., Ltd. were recognized as recipient, late Mr. Minoru Toyota Honored Counselor (Deming Prize Individual Prize recipient in 1983) proposed "Let’s challenge for improving to the management level of Deming Prize recipient", and 6 companies top management were responding for TQM implementation under close preparation of scenario for processing. And then, JQM recipient became supporter for guidance recently, the TQM implementation proguram in small and medium-sized company began, and finally AW Industry (1994) and Koritsu Industry (1994) were hornored for Deming Prize recipient company. In Komatsu, each plant were supporting for guidance of their member company of Komatsu Midori Association, then, the Deming Prize does apply according to the classification of each cooperation company. 42
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 and 50: education outside the company, and
Page 51: Table 2.13 Educational Course of gr
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
Page 101 and 102: 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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