Managing Quality:

Kaizen

Kaizen and Total Quality Management (TQM)

A movement aimed at improvement of managerial performance at all levels

 

Vadim Kotelnikov personal logo Vadim Kotelnikov

Founder, Ten3 Business e-Coach Inspiration and Innovation Unlimited!

"Everybody in an organization has to believe their livelihood is based on
the quality of the product they deliver."
~ Lee Iacocca

Total Quality Management (TQM) Corporate Vision, Mission, Goals

Two Areas of Management 's Job in TQM Thinking

  1. Maintenance Management: current business performance for results and profits

  2. Kaizen Management: improving processes and systems

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

Areas Targeted by TQM in Japan

Management

 

 

Kaizen

Kaizen Mindset

Quick and Easy Kaizen (Mini-Kaizen)

Kaizen: 5 Principles

Kaizen vs. Kaikaku and 10 Kakaku Commandments

Implementing Kaizen: 7 Conditions

Kaizen and Innovation

Glossary Kaizen & Lean Production key definitions and concepts

Continuous Improvement Firm (CIF)

3 Basic Principles of Continuous Improvement

PDSA Cycle

Suggestion Systems    Japanese-style Suggestion System

Kaizen Culture

3 Pillars of a Continuous Improvement Culture

8 Elements and Implementation in Japan and the West

Quality Management

Total Quality Management (TQM)

TQM Practices: Japan vs. the West

Deming's 14 Points of TQM

Areas Targeted by TQM in Japan

14 TQM Slogans at Pentel, Japan

Six Sigma

Lean Production

3 Broad Types of Waste    7 Wastes

Lean Enterprise: 13 Tips

5S

Just-in-Time (JIT)

Efficiency Improvement

Productivity Improvement

Enterprise Business Process Management (EBPM)

Cross-functional Management (CFM)

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

The Toyota Way: 14 Principles

Toyota Production System (TPS)

Canon Production System (CPS)

Six Sigma Implementation at GE

Fidelity Investments: Practicing Kaizen

 

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.

Kaizen Mindset

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.

Kaizen Culture: 8 Key Elements

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.

Implementing Kaizen: 7 Conditions

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.

Cross-functional Management (CFM)

Cross-functional management (CFM) manages business processes across the traditional boundaries of the functional areas. CFM relates to coordinating and synergizing the activities of different units for realizing the superordinate cross-functional goals and policy deployment. It is concerned with building a better system for achieving such cross-functional goals as innovation, quality, cost, and delivery... More

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 cost,  safety and productivity.

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

 

Success Stories Best Business Practices Survey by NPC, Malaysia

A survey on quality control circles (QCCs) by the National Productivity Corporation of Malaysia (MPC) 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, value innovation, and cost optimization. MPC organizes the ICC Conventions annually in order to promote and sustain ICC activities. These conventions provide a platform for the industries to learn best practices of other circles as well as to exchange ideas and knowledge on ICC 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