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

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Productivity Center for Socio-Economic Development (JPC-SED). It became a main<br />

body <strong>of</strong> the CS Forum on May 14, 1994. As for the CS Forum, 100 and tens companies<br />

participated, two research groups <strong>of</strong> the evaluation system research and the criterion<br />

research started, and pilot version evaluation criteria "Customer Value Management<br />

Award" was made in 1995. In addition, the study was added <strong>from</strong> industrial sides such<br />

as industrial property, consumer property, and service property, etc. and it became<br />

"Management <strong>Quality</strong> Award Evaluation Criteria" in 1996 (Japan Productivity Center<br />

for Socio-Economic Development [18]).<br />

3.4.2 Purpose <strong>of</strong> Japan <strong>Quality</strong> Award<br />

It is preparing for the purpose that its own management is self-reviewing and<br />

promoting for identifying for reforming by use <strong>of</strong> the Management <strong>Quality</strong> Award and<br />

Evaluation Criteria book, a social contribution etc. as to reinforce by sharing the<br />

concept <strong>of</strong> the MBNQA and the EQA to match the level <strong>of</strong> the criteria to an international<br />

level to catch up to the level <strong>of</strong> other country. It is considered to make the distribution<br />

point 1000 full marks. And it is administrated by the Management <strong>Quality</strong> Council<br />

(Japan Productivity Center for Socio-Economic Development [18], [19]).<br />

As the advantage <strong>of</strong> the introduction as the centeral activities <strong>of</strong> "Management<br />

<strong>Quality</strong> Improvement Program", explain as follows;<br />

(1) To create management constitution that gives birth to a superior achievement.<br />

(2) To clarify important improvement area on the management.<br />

(3) To verify effectiveness <strong>of</strong> the management.<br />

(4) To be able to improve self-innovation ability by the continuous improvement.<br />

(5) To be upgraded for consistency and effect <strong>of</strong> various improvement activities.<br />

3.5 Development and Social Influence by <strong>Quality</strong> Award in each Country<br />

3.5.1 Malcolm Baldrige National <strong>Quality</strong> Award(MBNQA)<br />

(A) Status <strong>of</strong> MBNQA recipients<br />

Fig. 3.3 is shown for 15 years recipients status MBNQA based on the <strong>of</strong>fer data <strong>of</strong><br />

<strong>Quality</strong> Program and NIST (National Institute <strong>of</strong> Standards and Technology).<br />

It is explained further as 871 companies (average 58.1 companies per year) were<br />

applied, 183 companies were qualified (average 12.2 companies per year), and 51<br />

companies were recipients (average 3.4 companies per year). Moreover, MBNQA<br />

Criteria have been distributed about 1.86 million in 15 years (average 0.12 million<br />

copies per year) and the heighest score was 0.24 million copies in 1991. It is said that<br />

Web Site is a main distribution mechanism and there are download <strong>of</strong> 80,000 per month<br />

recently.<br />

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