Business

 

Value Chain Innovation

 

Performance

 

Vadim Kotelnikov Wei Di China Chinese jourbal cover

Kaizen and TQM

Continuous Improvement &
Total Quality Management

Vadim Kotelnikov, founder of 1000ventures - personal logo VadiK

Inventor Business e-Coach

Author Innoball

Founder Innompic Games icon

 

 

Kaizen & TQM
is a movement aimed at continuous improvement of managerial performance and quality at all levels.

Kaizen calls for relentless efforts for improvement involving everyone in the organization.

TQM is a management tool for improving total performance.

  TQM in Japam areas targeted by total quality management

 

 

Two Areas of Management's Job in TQM Thinking

Maintenance Management: current business performance for results and profits

Kaizen Management: improving processes and systems continuously

 

TQM Practices: Japan vs. the West

Kaizen

Kaizen Mindset

Implementation

 

 

 

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... More

 

Japanese vs. U.S. companies: competitive advantages

Kaizen Culture: 8 Key Elements

Areas Targeted by TQM in Japan

Cross-functional Management (CFM)

 

 

 

 
 

Successful Company

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 as well as cross-functionally.

 

 

 

 

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)... More

 

Deming's 14 Points for TQM

Customer-focused TQM

Questioning Culture

Kaikaku and Kaizen

 

 

Barriers to successful TQM Barriers to successful TQM e-Coach Cross-functional Management Continuous Impromvement Customer Focus Transformational Leadership Commitment Barriers to successful TQM total quality management  

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.

 

Radical Improvement (Kaikaku): KoRe 10 Tips

 

 

 

 

 

 

7 Main Features of the TQC Movement in Japan

  1. Company-wide TQC, involving all employees, organization, hardware, and software

  2. Emphasis on education and training for top management, middle management and workers

  3. Quality control (QC) circle activities by small groups of volunteers

  4. TQC audits

  5. Application of statistical methods

  6. Constant revision and upgrading of standards

  7. Nation-wide TQC promotion

 

Kaizen

Kaizen: 5 Principles

Kaizen and Innovation

Glossary Kaizen & Lean Production key definitions and concepts

Continuous Improvement Firm (CIF)

3 Basic Principles

PDSA Cycle

Suggestion Systems 

Kaizen Culture

3 Pillars of a Continuous Improvement Culture

8 Elements and Implementation in Japan and the West

Quality Management

Six Sigma

Lean Production

10 Tips

3 Broad Types of Waste    7 Wastes

5S    Just-in-Time (JIT)

Efficiency Improvement

Productivity Improvement

Enterprise Business Process Management (EBPM)

Process-managed Enterprise

Business Process Thinking

Process Innovation

Value Chain Management

Modern ICT-powered Value Chain

Supply Chain Management

Winning Organization

Culture of Questioning

Balanced Organization: 5 Basic Elements

 

Best Practices

CIF    Kaizen    JIT

The Toyota Way >> Toyota Production System

Canon Production System (CPS)

Six Sigma Implementation at GE

Fidelity Investments: Practicing Kaizen

 

TQM Requires Cultural Transformation

With TQM quality is not the product but the process. To institute the process, corporate trainers must bring about a cultural transformation wherein all employees shed their individualism for a unified set of corporate values.

TQM was the brainchild of Dr. W. Edwards Deming. TQM helped Japan with its postwar economic recovery. That was because it meshed with Japanese culture. The Japanese sense of responsibility to one's superiors and subordinates made it easier to accept Deming's message that management's role was to provide the optimal conditions for the workers to do the best job. The Japanese then extended Deming's teaching to many dimensions of management.

Success Stories Best Business Practices The Three TQM Goals at Japan Steel Works

  1. To provide products and services that satisfy customer requirements and earn customer trust

  2. 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

  3. To help employees fulfill their potential for achieving the corporate goal, with particular emphasis on such areas as policy deployment and voluntary activities

 

 

References:

  1. "Productivity Improvement in the Service Sector," Mah Lok Abdullah, APO Newsletter

  2. Kaizen: The Key To Japan's Competitive Success, Masaaki Imai

  3. Gemba Kaizen: A Commonsense, Low-Cost Approach to Management, Masaaki Imai