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

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(L) Consideration It is summarized for GWQM activities as follow. (1) It is important to build mutual trustworththiness and round-table meeting between Top management of parent company and Top management of collaborating company, and to install a comfabulation chance for concluding on common group-wide philosophy and confirming consensus of group. It is as follows that includes creed and vision etc. of the enterprise as the one if it illustrates it. Toyota group TOYOTA 2005 VISION: Harmonious Growth All AISIN group Business Philosophy: Quality supremacy Xerox group Vision: Leadership-Through Quality NEC group Business Philosophy: C&C (Computers & Communication) In addition, the Vision Management (Management by Vision) is observed in other document (Vision Management Case Study Committee, JSQC [33]). Moreover, if being interesting in the details of “AISIN group management”, the book by the counselor of this company, Mr. Kiyoshi Ito [34] will be available for your reference very much. (2) It is highly recommended to folow “10 Principles of Vendee-Vender relation of QC” for GWQM implementation. (3) It is highly necessary for parent company to organize supporting organization for collaboration companies and physical action to support until they could be proceeding independence TQM activities, and further to have then advance for each group-wide QC Award and puresuade to challenge and receive for Deming Prize. Under the same token, cooperate companies in America and Europe are recommended to challenge either MBNQA or EQA as mentioned before. For instance, Xerox affiliates have been counted 28 companies of each country quality award recipients all over the world. (4) The support service by leading company and senior company, that is, the continuous operation of education and training, QM guidance, QM Conference, QC Circle Convention, and company evaluation system will foster the cooperation company. It is preferable to promote TQM that these programs are expanded even to the small and medium-sized company with business relationship further and promoted thick layer of TQM in the industrial world. (5) KEIRETSU and GWQM It is analized for KEIRETSU system as structured by vertical and horizontal, however the horizontal receives the criticism as violention to application side of 51
the Antitrust Law of the USA, but the vertical is recognized as a category of strategy, and the KEIRETSU of Toyota is thought the vertical type though a little characteristic difference is admitted. The specific reason is justified by “Design-to-Cost” that is enforceable in view of the management side. Accordingly, GWQM is the quality mind group corporate activities for improvement focused function that is originated from different angle to KEIRETSU but it has enough characteristics and performance for supplement to KEIRETSU effectively. (6) As for future direction of Qualiy Management, it could be heading to GLQM corresponding to the progress of the globalization of industrial development of each company. International companies are constructed their own plant in forein countries under obligation of ISO 9000, ISO 14000, and QS 9000, etc. that global concept would be necessary to disseminate for uniform quality creation in any countries. (7) Corresponding to rapid advancement of the information technology, e-business or Virtual Enterprises/shop concepts are beginig to pick up as topic now. The E-commerce are further developed into BtoB (business to business), BtoC (business to consumer), and Intranet, too that GWQM itself are necessary also to reform into product by product, or project by project and cooperation between enterprises of global network. 2.5.3 Construction of Social System around TQM A social system around TQM in Japan is as follows. (A) Social system related to TQM (Fig. 2.6) The main group related to TQM in Japan: now. (1) Japanese Society for Quality Control (JSQC; establishment in April 1971) (2) Japanese Standards Association (JSA; establishment in December 1945) (3) Japan Productivity Center for Socio-Economic Development (JPC-SED) (4) Central QC Association (CQCA: established in April 1971) (5) Union of Japanese Scientists and Engineers (JUSE; establishment in May 1946) (6) Japan Management Association (7) Japanese Plant Maintenance Association (8) Japan Production Science Association (Establishment in October 1968) The organization mentioned in the above have been functioning under the core organization QCRG suggestion with sacrificing effort by physical implementing various professional and operational group organization as shown in Fig. 2.6. The Japanese quality control concept implementation has been disseminated under a core body of QCRG guidance with professional operational organization mentioned in the above, and industrial enterprise, university, governmental organization supporting and overseas guidance. 52
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TQM Model of Elements-Deployment Ta
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3.4 Foundation of Japan Quality Awa
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8.4.2 Fundamental Concept 227 8.4.3
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Figure 4.4 View Points of examinati
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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: planning stage, and be opened the d
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
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
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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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