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Main Differences between TQM Practices in Japan the
West |
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Japan:
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deals with quality of
people
-
customer-oriented
-
upstream
-
process-oriented, aimed at
improving the total performance
-
company-wide, everybody's
responsibility |
The West:
-
deals with quality of
products
-
manufacturer-oriented
-
downstream
-
product-oriented, aimed at
detecting and eliminating defective parts
-
responsibility of quality
control managers |
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The Seven Main Features of the TQC
Movement in Japan |
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Company-wide TQC, involving all
employees, organization, hardware, and software
-
Emphasis on education and training for top
management, middle management and workers
-
Quality
control (QC) circle activities by small groups of
volunteers
-
TQC audits
-
Application of statistical methods
-
Constant revision and
upgrading of standards
-
Nation-wide TQC promotion
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The Three TQM Goals at Japan Steel
Works |
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To provide products and
services that satisfy
customer requirements and earn customer trust
-
To steer the corporation
toward higher profitability through such measures as
improved work procedures, fewer defects, lower costs, lower
debt service, and more advantageous order filling
-
To help employees fulfill their
potential for achieving the corporate goal, with particular
emphasis on such areas as policy deployment and voluntary
activities |
|
Areas Targeted by TQM in
Japan |
|
Product
Quality Improvement
Improvements
in the Workplace
Management
Supply,
Production, and Selling Chain
| |
What is TQM
Concept in Japan?
TQM,
also known as Total Quality Control (TQC), is a management tool for
improving total performance. TQC means organized Kaizen
activities involving everyone in a company – managers and workers –
in a totally systemic and integrated effort toward improving
performance at every level. It is to lead to increased customer
satisfaction through satisfying such corporate cross-functional
goals as quality,
cost, scheduling, manpower development, and new product
development.
In Japan, TQC
activities are not limited to quality control only. Elaborate system
of Kaizen strategies has been developed as management tools within
the TQC approach. TQC in Kaizen is a movement aimed at improvement
of managerial performance at all levels.
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According to
the Japan Industrial Standards, "implementing quality control
effectively necessitates the cooperation of all people in the
company, including top management, managers, supervisors, and
workers in all areas of corporate activities such as market research
and development, product planning, design, preparation for
production, purchasing, vendor management, manufacturing,
inspection, sales and after-sale services, as well as financial
control, personnel administration, and training & education.
Quality control carried out in this manner is called company-wide
quality control or total quality control (TQC)."
Quality
control in Japan deals with quality of people. It is the fundamental
concept of the Kaizen-style TQC. Building quality into its people
brings a company a half-way towards producing quality
products.
Education and
Training
As a natural
follow-up to the concept of building quality into people, TQC starts
with education and training of managers and workers. The major aim
of these awareness and training programs is to implant TQC thinking
in all employees.
TQC education
and training is a continuous process. Separate courses for different
organizational levels are organized to reach everyone in the
company.
Quality Control Circles (QCCs)
To involve
employees in productivity and efficiency
improvement activities, a team-based
environment must be developed in which they can participate actively
in improving their process, product, or service performance. One
such employee participation program is quality control circles
(QCCs).
QC-circle
activities are usually directed towards improvements in the
workplace. They focus on such areas as:
Case Studies: Survey by NPC, Malaysia
A 2002 survey on
quality control
circles (QCCs) by the National Productivity Corporation (NPC) of
Malaysia revealed that the majority of the respondents were from the
manufacturing (42.0%) and service (31.0%) sectors. Most of the
projects undertaken were related to members' own workplaces, work
processes, service delivery, and product development. The vast
majority (95.1%) of the respondents said that QCC activities had
helped reduce operational costs, with savings reported ranging from
US$125.00 to US$2 million, with the median of US$50,000.
In 2004, the NPC launched
the Innovative and Creative Circle (ICC) Program, which expanded the
QCC approach to focus on innovation.
It aims at promoting knowledge
sharing, creative
thinking, innovation
for value creation, and cost optimization. The first National
ICC Convention was held in September 2004.1
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