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

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After Maeda Construction Industry Co., Ltd was recognized as recipient of Deming Prize in 1989 and JQM in 1995, Fujimi Technology Laboratory (1998) and Miyama Industry (1999) of the collaborating companies were recognized for Deming Prize (I) Effectiveness and something consideration on promotion (1) Effectivnesses The effectiveness for their constitution improvement in cooperation companys though TQM were observed as same as other improvement schievement, but as for effectivenesses by Group-wide TQM promotion are as followed; (a) It comes to be able to mutual communication were expedite and rapid by a common terminology and conciousness improvement. (b) Human relationship throughout entire group is improved and eventually it is possible to improve with cooperation of other company of group that is now "Heading the new 21st century under all one's energy demonstrating of all xxx. " (c) Total Quality improvement and Total Cost reduction project can proceed by group-wide efforts. (d) Close cooperation by the network between individual enterprises are now possible to expedite for the speed of planning, development, production, sales, and service organization contact improves, and the group-wide activities that agility and mobility overflows brilliantly is expected by the development of information technology. (2) Something cosideration on promotion (a) It is necessary for parent company and cooperation company to proceed on self-evaluate based on "10 principles of vendee-vender relation of QC". (b) Parent company is necessary, ① The parents company show the example of the TQM promotion. ② Deepen understanding and communications of top management in group company. ③ Do not become pressing TQM, and do promote it as best suits tailored to constitution of the group company. ④ Clarify own purpose, objectives, goal, and the policy of the TQM introduction. ⑤ Do not attach, do not part, and bear an independent improvement and the ability improvement of the group Company in mind. (c) Group companies is necessary, ① Top management must have understanding and zeal of TQM and promote. ② Establish, and implement TQM promotion plan suitable for its own the realities. 43
③ Proceed to organize TQM promotion and implementing organization according to the constitution. ④Use their support of parents company and cooperation association, etc. (J) Group management and GWQM of Toyota group The KEIRETSU of Toyota group has long historical tradition. When Motomachi factory complete on 1959, concentration of the quality and amount stable supplying parts supplier was demanded around the factory in order to keep reduction of inventories effects by JIT it was promoted before. And then the Technical Guidance Policy for Special subcontracting factory under “Autoparts Control Bylaw” declared by Mr. Kiitiro Toyoda on February 1940 was similar to “Instruction of Improvement of Management and Technology, Financial Support for subcontracting factory” in “Subcontractor Certification System” of the Commerce and Industry Ministry in 1941, and this idea was considered the policy of Level Up of an affiliated factory to be raised the level until JIT is enabled and was effective (Negishi [23]). In addition to their policy, TQC introduction in Toyota would be effective for JIT processing on (Nemoto [18]). While being implementing JIT in Toyota, various strategy management such as M&A exercise and new age "KEIRETSU" construction were done corresponding to the change in the business environment flow (Nihon Keizai Shinbun [25], [26]). However, the Group Management concept didn't change. It becomes management philosophy of Toyota, and the KEIRETSU criticism of the United States also countered for. (Nihon Keizai Shinbun [27], [28]). There is a history flowed to the basis that had made an effort to the construction of Toyota Production System (TPS) with both of Toyota and Kyoho Association (Toyota Suppliers Association) member enterprise since Motomachi factory completion, and the construction of the cross promotion of neither mutual development and nor mutual exchange through TQM are forgotten in the backing. The way of GWQM program of the Toyota group is similar in the USA. On the other hand, Toyota that aims to achieve “Best Procurement in the World” is maintaining the affiliate in the meaning "Both are firmly lied with for achieving Coexistence and Co-prosperity " now. However, it can be asserted, "There is no fact of business relationship have only been with the manufacturer of affiliated company while being shared the stocks by each other". Fig. 2.4 are "Division of labor structure chart of the car production" issued by JAMA (Japan Automobile Manufacturers Association) Report in 1991 [29], and which are explained affiliated structure of Japan Car Industry is shown. According this report, “A” company was produced 30% in-house and 70% suppliers, and For in-house production: 2nd sub – contractors; 500 – 600 For suppliers : 1st sub – contractors; 156 : 2rd sub- contractors; 2000 – 3000 For both : 3rd sub- contractors; 7000 – 10000 44
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 and 52: Table 2.13 Educational Course of gr
Page 53: (G) Company Evaluation System (1) Q
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
Page 103 and 104: 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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