Developing a Global Quality Management System to...
Transcript of Developing a Global Quality Management System to...
Developing a Global Quality Management System to Transforming
Technology into Effective Management Strategy
KAKURO AMASAKA
School of Science and Engineering
Aoyama Gakuin University 5-10-1 Fuchinobe, Chuo-ku, Sagamihara-shi, Kanagawa-ken, 252-5258
JAPAN
Abstract: - To be successful in the future a global marketer must develop an excellent quality management
system that can impress consumers and continuously provide excellent quality products in a timely manner
through corporate management for manufacturing in the 21st century. The author proposes a Global Quality
Management System for transforming technology called “New JIT, new management technology principle”
into effective management strategy. This system contains hardware and software systems, as next generation
technical principles, for transforming management technology into a management strategy. The hardware
system consists of the Total Development System (TDS), Total Production System (TPS) and Total Marketing
System (TMS). These are the three core elements required for establishing new management technologies in
the marketing, engineering, and production divisions. To improve the work process quality of all divisions
concerned with development, production, and sales, the author hereby proposes “Science TQM” (TQM by
utilizing “Science SQC”) as a software system. In addition as a management technology strategy that enables
sustainable growth, the author has proposed a ”Strategic Stratified Task Team” that will become the driving
force of Science TQM. The author believes that the effectiveness of New JIT for the advanced management
strategy using High Linkage Model “Advanced TDS, TPS & TMS” has been demonstrated as described herein
based on the author’s verification conducted at Toyota.
Key-Words: - Global Quality Management System, New JIT, three core elements “TDS, TPS & TMS”, High
Linkage Model “Advanced TDS, TPS & TMS, Science TQM, Science SQC, Customer Science,
Strategic Stratified Task Team
1 Introduction The Japanese administrative management
technology that contributed the most to the world in
the latter half of the 20th century is typified by the
Japanese production system represented by the
Toyota Production System (TPS). This system was
kept at a high level by a manufacturing quality
management system generally called JIT (Just in
Time) [1].
However, a close look at recent corporate
management activities reveals various situations
where an advanced manufacturer, which is leading
the industry, is having difficulty due to unexpected
quality related problems. Some companies have
slowed down their production engineering
development, and are thus facing a crisis of their
own survival as a manufacturer. Against this
background, improvement of the Japanese
administrative management technology is sorely
needed at this time [2-4]. In the remarkable technologically innovative
competition seen today, in order to realize
manufacturing that ensures customer first QCD
(Quality, Cost and Delivery), it is indispensable to
first create a core technology capable of reforming
the business process used for the technological
development of divisions related to engineering
designing. Equally important, even for production
related divisions, is to develop new production
technologies and establish new process management
which, when combined, enable global production
[5].
In addition, even the product promotion, sales,
and service divisions are expected to carry out
rationalized marketing activities that are not merely
based on past experiences, so that they can
strengthen ties with their customers. It is believed
that the foundation of corporate survival is to
establish a new quality centered management
technology that can link the management of the
activities carried out by the divisions above with a
view to enhance the quality of their business
processes [6-7]. Today’s Toyota is not an exception
when it comes to the necessity described above.
Given this context and by predicting the form of
next generation manufacturing, the author hereby
Advances in Data Networks, Communications, Computers and Materials
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proposes a Global Quality Management System for
transforming technology called “New JIT, new
management technology principle” which contains
hardware system - three core elements “TDS, TPS,
TMS”, and software system – Science TQM by
utilizing Science SQC for transforming management
technology into management strategy [6]. This
system is the basis of “Manufacturing Fundamentals
21C” accomplished by innovating the conventional
JIT system. The effectiveness of New JIT for the
advanced management strategy using High Linkage
Model “Advanced TDS, TPS & TMS” is
demonstrated in this paper.
2 Conventional Japanese Production
System and Quality Control - JIT The system of Just in Time (JIT), a Japanese
production system typified by the current Toyota
Production System (TPS), is a manufacturing
system developed by Toyota Motor Corporation that
adopts TQM (Total Quality Management) into its
manufacturing process. TQM recognizes the
principle of cost reduction, and it also pursues
improvement of product quality and productivity
simultaneously by pursuing maximum efficiency
(optimal streamlining). TQM can also be considered
the essential concept behind JIT [7]. For this reason,
Toyota positioned this production system as the
management technology of Toyota, and often draws
an analogy of the two systems being like the two
wheels of a vehicle [1,5]. In order to cater to the customers’ needs and to
conduct “manufacturing” successfully, a study into
the timely “simultaneous achievement of QCD” is
the top priority. To accomplish this, Toyota has
been viewing the two technologies above as the dual
pillars of its management technology [6]. As shown
in Fig. 1, through the combination of these two
pillars, a rational management attitude has been
consistently maintained so that deviations like
“large tidal waves” can be reduced to small
fluctuations similar to “gentle ripples” which enable
average values to be constantly improved.
This involves the continuation and improvement
of QCD research activities while incorporating the
statistical quality control method (SQC) from the
standpoint of the hardware technology- based TPS
and the software technology-based TQM, which are
represented on the vertical and horizontal axis
respectively. As can be seen from the figure, SQC
constitutes the basis for maintaining and improving
product quality, and the starting point of TQC
(TQM) from a historical standpoint. However, in
order to prevail in the difficult global quality
competition in the future, the technological
capability of manufacturers must be urgently
reinforced and reformed [7].
The concept of JIT [1,8] and its approach have
reformed automobile production at Toyota. As a
result of its effectiveness being highly praised all
over the world, JIT has been established as a core
concept of the world’s manufacturing in the 20th
century [9].
3 Management Tasks of Advanced
Companies Shifting To
Globalization
3.1 Progress of Production Control in the
Manufacturing Industry Advanced companies in the world, including Japan
are shifting to global production to realize “uniform
quality worldwide and production at optimum
locations” for survival in fierce competition. To
attain successful global production, technical
administration, production control, purchasing
control, sales administration, information system
and other administrative departments should
maintain close cooperation with clerical and indirect
departments while establishing strategic cooperative
and creative business linkages with individual
development, production and sales departments, as
well as with outside manufacturers (suppliers).
Today when consumers have quick access to the
latest information in the worldwide market thanks to
the development of IT (Information Technology),
strategic organizational management of the
production control department has become
Use of SQC reduces fluctuations and raises
the average level of manufacturing quality.
Fig. 1 Relation between TPS and TQM
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Progress of production control in the manufacturing industry
Production control of plants: Expanding tasks (domestic suppliers overseas)
Prod. control technology 1900 1950 2000
Industrial
engineering
Qualitycontrol
Operationsresearch
IT
Management
Taylor
system
Supply chain
management
TQC
Operations
research
Organizationtheory
Collaborationpartnership
Simulation
JIT/Toyota Production System
Marketing
scienceMarketing research
Productioncontrol
Ford
system
Production &
stock control
System
engineering
SCM
Digital
engineering
CAE CAD CAM
CIM
CEAutomation
Marketingresearch
TQM
Global
production
SQC
Fig. 1 Progress of Production Control in the Manufacturing Industry
Progress of production control in the manufacturing industry
Production control of plants: Expanding tasks (domestic suppliers overseas)
Prod. control technology 1900 1950 2000
Industrial
engineering
Qualitycontrol
Operationsresearch
IT
Management
Taylor
system
Supply chain
management
TQC
Operations
research
Organizationtheory
Collaborationpartnership
Simulation
JIT/Toyota Production System
Marketing
scienceMarketing research
Productioncontrol
Ford
system
Production &
stock control
System
engineering
SCM
Digital
engineering
CAE CAD CAM
CIM
CEAutomation
Marketingresearch
TQM
Global
production
SQC
Fig. 1 Progress of Production Control in the Manufacturing IndustryFigure 1 Progress of Production Control in the Manufacturing Industry
Progress of production control in the manufacturing industry
Production control of plants: Expanding tasks (domestic suppliers overseas)
Prod. control technology 1900 1950 2000
Industrial
engineering
Qualitycontrol
Operationsresearch
IT
Management
Taylor
system
Supply chain
management
TQC
Operations
research
Organizationtheory
Collaborationpartnership
Simulation
JIT/Toyota Production System
Marketing
scienceMarketing research
Productioncontrol
Ford
system
Production &
stock control
System
engineering
SCM
Digital
engineering
CAE CAD CAM
CIM
CEAutomation
Marketingresearch
TQM
Global
production
SQC
Fig. 1 Progress of Production Control in the Manufacturing Industry
Progress of production control in the manufacturing industry
Production control of plants: Expanding tasks (domestic suppliers overseas)
Prod. control technology 1900 1950 2000
Industrial
engineering
Qualitycontrol
Operationsresearch
IT
Management
Taylor
system
Supply chain
management
TQC
Operations
research
Organizationtheory
Collaborationpartnership
Simulation
JIT/Toyota Production System
Marketing
scienceMarketing research
Productioncontrol
Ford
system
Production &
stock control
System
engineering
SCM
Digital
engineering
CAE CAD CAM
CIM
CEAutomation
Marketingresearch
TQM
Global
production
SQC
Fig. 1 Progress of Production Control in the Manufacturing IndustryFigure 1 Progress of Production Control in the Manufacturing Industry Fig. 2 Progress of Production Control in the Manufacturing Industry
incre
asingl
y
impor
tant.
Simul
taneo
us
attain
ment
of
QCD
requir
emen
ts is
the
most
impor
tant mission for
developing highly reliable new products ahead of
competitors [7]. This requires the urgent
\establishment of an innovative production control
system for the next generation (called next-
generation production control system). Fig. 2 summarizes the progress of production
control in the manufacturing industry to ascertain
the desirable form of the Japanese Society of
Production Control for it’s future progress [10]. In
the figure, the flow from IE (industrial engineering)
to recent IT is shown as major technologies
contributed to production engineering in the vertical
direction. In the transverse direction, major
elementary technologies, control methods and
scientific methodologies that contribute to
production control are listed in time series for
mapping.
For the production control department, the key to
success in global production is modelling strategic
SCM (supply chain management) for domestic and
overseas suppliers with a systematization of its
management methods. In the implementation stage,
deep-plowing studies of the Toyota Production
System, TQM, partnering, and digital engineering
will be needed in the future.
3.2 Today’s Management Technology Issues For manufacturers to be successful in the future
global market, they need to develop products that
give strong impressions to consumers and supply
such items in a timely fashion through effective
corporate management. In recent years however, the
Toyota Production System representing Japanese
manufacturing has been adopted as a so-called Lean
System [11] and further developed in various
systems shared internationally.
Therefore, it is no longer Japanese (or Toyota’s)
exclusive technology. In the United States and
European countries also, the importance of quality
control has been increasingly recognized through
studies of Japanese TQM (or TQC, Total Quality
Control). TQM has thus been actively promoted,
and recently began encroaching on the Japanese
style quality superiority which Japanese products
have previously enjoyed [12-13].
What can be deduced from these facts is that it is
clearly impossible to continue to lead the next
generation simply by adhering to and maintaining
the Toyota Production System and TQM, which are
the dual-pillars of traditional Japanese management
technology. In order to overcome these problems, it
is essential not only to advance the Japanese
Production System, a core technology of the
production processes, but to also establish a core
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technology for
the sales,
designing, and
development
related
divisions [6]. Given the
above, the
author [6,14]
has conducted
an awareness
survey of
general
management
personnel and
executives (a
total of 72
people) from
12 advanced
companies
belonging to
the Toyota Group. Similarly, based on another
awareness survey of the companies (Fuji Xerox and
Daikin among others, with a total of 153
participants) participating in the “Study Group for
Manufacturing Quality Management (aka “The
Amasaka Forum”),” management technology issues
have been investigated from the standpoint of
corporate management.
As shown in Fig. 3, by incorporating
Quantification Class III, the overall management
technology issues have been plotted in a chart. From
the figure, it can be confirmed that managers
responsible for development give the highest
priority to
“suggestion-
based new
merchandise
and product
developmen
t” as a
global
merchandise
strategy,
whereas
production
managers
put efforts
into
establishing
the “next
generation
production
system” in
view of
global production. Sales managers, on the other
hand, prioritize the “development of new marketing
methods” in order to be successful in global
marketing. Moreover, the issue common to all was
how to respond to globalization.
Therefore, in order to overcome these
management issues, it will be necessary to reform
the organization and system and innovate the human
resources cultivation system through intelligent
sharing of information and to create a new
management technology for closer ties among the
company’s divisions. The above awareness
surveys and analysis clarified the core technologies
necessary for the next generation management
technology principle, the basis for new management
technologies, and the technological elements
required for linking these core technologies.
Consequently, what will be important in the
future is the creation of management technology
equipped with a new concept that enables a total
linkage of QCD research conducted by each of the
aforementioned divisions from the standpoint of
strategic corporate management, and by so doing,
the creation of “New JIT” will be deemed possible.
In order to promote excellent quality management
capable of contributing to global manufacturing, the
quality of the business processes of all divisions
needs to be enhanced through clear-cut, rational JIT
activities [6-7].
Speed and efficiency
Marketing staff
Development of new merchandise and products of proposal type
Application of information
Customer's voice
Production staff
Inheritance of technology and skill
Development of
human resources
Innovation of organization and system
Formation of vision
Adjustment to changes
Strengthening of cooperation
Mono axial
Bi axial Development staff
Global environmental measures
Development of marketing method
“Customer First" point of view
Priority input of resources Next generation production system
Priority direction of problem
TMS Analysis; Quantification Class III
The Production division
The Marketing division
Analysis: Quantification Class III
Supply chain management and most suitable supply
The Development division
Global products strategy
Global marketing strategy
Global production strategy
Fig. 3 Management Technology Problems
(Positioning of Opinion)
The Development Division
The Production Division
The Marketing Division
Bi axial
Mono axial
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4 New JIT
for
Innovating Management
Technology
4.1 Concept of New JIT for Innovating
Management Technology The “new deployment of global marketing” for
prevailing in today’s “global quality competition” is
the most important issue for the manufacturing
industry. Particularly for Japanese manufacturers, in
order to survive in the global market, the urgent
management issue is “global quality and
simultaneous launching (optimal production)”
which is a prerequisite for succeeding in global
production [7,14].
In order to create attractive products, it is
necessary to implement “Customer Science” [15]
which is designed to scientifically grasp customers’
preferences. In order to carry this out reliably, it will
be vital for each of the development/designing,
production divisions, and business/sales to carry out
management in such a way as to link the entire
organization of their own divisions.
Furthermore, all of these divisions need to be
organically linked together by the Management
Section (technology control, production control,
procurement control, sales control, information
systems, and quality assurance), General Affairs
Section, and Supervising Section (human resources,
TQM promotion, etc.) which manages the activation
as well as the systematic and organizational
operation of human resources in each division as a
whole.
Therefore,
what is
needed is a new, next generation management
technology that can become a unifying force for
optimizing (strongly linking) the business process
cycles of all divisions, in other words, providing a
new organizational and systematic behaviour
principle. Given this background, the author [6,16]
hereby proposes a new management technology
principle, New JIT, as indicated in Fig. 4. This
management principle is equipped with a “hardware
system” and a “software system” as a next
generation management technology and aims to
strengthen management technology up to the level
of management strategy.
The hardware system for the strategic
management technology system is made up of five
core principles: TDS (Total Development System),
TPS (Total Production System), and TMS (Total
Marketing System). These three core systems are
each a core technology required for establishing the
new management technology in each of the
Toyota
Marketing
System
Toyota
Development
System
Service
Inspection
Production engineering
Evaluation by examination
development
Engineering design
design
Product planning Product
management
Market research
Manufacturing
TQM by utilizing
Science SQC
TMS
TDS
TPS
Preparation for production
How to
sell?
Was production
satisfactory ?
How to produce ?
What is to be produced ? Sales
What is
needed ? How was
the result ?
Toyota
Production
System
Science SQC
TQM-S Research and
Profile
What is the
expected state ?
Fig.4. New JIT, new management technology principle
Software science
Hardware science
Design Process
Behavioral Science
Design Review
Design Philosophy
Customer-in
Past data on use
environment
Preceding and next processes
Design Technology
System engineering
Phenomenon analysis by using CAE and SQC
TDS Shared use of Informaion
Optimized design Technology creation
(b) Management-based design
(d) Designer's decision-based design
Planning
(a) Information-based design
(c) Technology-based design
Elemental technology
Design Behavior
Fig. 5 TDS Concept
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divisions: business/sales, development designing,
production engineering/production, and general
affairs/management.
For the software system of the strategic quality
management system, the author [16-19] proposes
“Science TQM, new quality management principle”
called TQM-S (TQM promotion incorporating
Science SQC), in order to improve the business
process quality of all divisions depicted in the
figure. More specifically, this is an operation strategy for
next generation quality management that was
developed to promote a more scientific approach,
and its validity has been demonstrated in recent
years. The aim is to rationally systemize and
organically organize the application of new quality
management through parallel use of Information
Technology (IT) and Science SQC. As shown in the
figure, implementation of the organic linkages
between the related divisions can contribute to the
further growth and development of the five core
technologies, that is, the main elements of New JIT.
4.2 Tree Core Principles of New JIT 4.2.1 The First Principle: TDS [6]
Taking a close look at recent product recall
incidents, it is clear that a crisis in reliability, which
stems from technological development and design
evaluation, is rapidly arising. What is required is not
simply the solution for a single isolated
technological problem, but the creation of the kind
of core technology which leads to the innovation of
the business process for technological development,
as well as the establishment of a core technology
that induces an improvement in human reliability.
Given the above, the role and expectation of the
second principle, TDS, is the systemization of the
“design management method” as can be seen in
Fig. 5. This includes the following elements: (a)
collection and analysis of internal and external
information which places priority on the design
philosophy, (b) development of design processes
and their management, (c) creation of a design
method that incorporates a strengthened design
technology to obtain universal solutions (general
solutions), and (d) drafting of design guidelines for
nurturing designers (theory → action → decision-
making).
Here, also, the author [20-21] has been
demonstrating that Science TQM is effective for
strategic deployment of New JIT in the development
and designing activities. For example, when
designing a vehicle body (design profile), which is
an important factor for inducing the motivation to
buy, the application of Science SQC to improve the
quality of the designing process in order to ensure
the “designing conduct code” is called Design SQC
[20].
In order to advance designing in response to the
advancement of technology, it is necessary to
strategically implement Design SQC and to proceed
with technological development with a view to
obtaining intellectual property rights for the
continuation and further advancement of such
technology.
What is vital here is to establish a universal
technological solution, not simply “individual
solutions” created from the accumulation of partial
solutions. The real aim of establishing TDS is to
create technology via optimal designing that is
enabled through information sharing [22].
4.2.2 The Second Principle: TPS [6]
Fig.6 TPS Concept
Human
management Generator Mentor
Promoter
Behavioral science
Production Philosophy
Inspection
information
Market
information
Preceding and next processes
Production Technology
System engineering
Element engineering
Quality Cost
Delivery
TPS Customer-oriented
Employee-oriented
Process control
(d)Production based on workshop formation
(b) Production based on management
Planning
(a)Production based on information
(c) Production based on engineering
Process design
Production Process
Fig. 6 TPS Concept
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In the midst of the recent drastic changes in
manufacturing methods caused by the introduction
of digital engineering, it is vital to reconstruct a
world-leading next generation production control
technology, so that the core part of manufacturing
does not lag behind the “advancement of production
control.” Given the above, the roles and expectations of the
third principle, TPS, includes the following
elements, as shown in Fig. 6: (a) innovation to
introduce a customer-oriented production control
system which puts the highest priority on the quality
of information obtained from inside and outside the
company, (b) creation of a rational production
process and management of its workplace
implementation, (c) a QCD research activity using
the latest production technology, and (d) creation of
a dynamic workplace capable of managing
partnerships proactively.
In order to achieve these goals, the application of
Science TQM for the strengthening of the overall
production system is extremely effective. Here, the
scientific conduct code for strategically
implementing Science SQC is also called
Production SQC [23-25].
The purpose of TPS through application of
Production SQC is first, to solve technical
bottlenecks such as problems with production
preparation and production operation. Second, it is
to establish an intelligent and scientific process
control method in order to realize a highly reliable
production system. The real target of TPS is to
create a next generation Japanese production system
free from the restraints of the conventional system
[26].
4.2.3 The Third Principle: TMS [6] As more and more emphasis is given to CS
(Customer Satisfaction), CD (Customer Delight),
and CR (Customer Retention), the sales and service
divisions are expected to play new roles. What is
needed are the kind of marketing activities which
are not merely based on past experiences, but which
promote the strengthening of ties with the
customers, and the building of reliability into the
products and corporate activities, as well as
information gathering which will be helpful in
creating next generation products. This will be the
basis for quality management activities in the future.
The roles and expectations of the first principle,
TMS, include the following items, as shown in Fig.
7. These are: (a) a market creation activity through
gathering and utilizing customer information, (b)
improvement of the product value through
understanding the essential elements that enhance
the product value, (c) establishment of a marketing
system from the standpoint of creating trusting ties
with the customer, and (d) the creation of a code of
corporate conduct to develop an intelligent network,
which continually increases customer satisfaction,
as well as the recognition of the elements necessary
for creating the code.
The author [27,28] has been demonstrating that
Science TQM is effective in strategic deployment of
New JIT in the market. At the implementation stage,
in order to establish TMS that is capable of
contributing to sales and product planning, it is
important to deploy Marketing SQC supported by
Science SQC and to set up business linkages
between each of the divisions related to product
planning and development designing. It has become
increasingly important, even from the standpoint of
forming a “total business linkage” between TDS,
TPS and TMS to implement Customer Science that
places the customer first while also carrying out
market investigation scientifically.
This is done in order to avoid overemphasis of
immediate sales results, and instead, to become
capable of recognizing the importance of strategic
utilization of Marketing SQC, which contributes to
future product development [29,30].
4.3 New JIT Driven by Science SQC Supplying products that satisfy consumers
(customers) is the ultimate goal of companies that
desire continuous growth. Customers generally
evaluate existing products as good or poor, but they
do not generally have concrete images of products
they will desire in the future. For new product
development in the future, it is important to
precisely understand the vague desires of customers.
Proposal of Customer Science model [6,15] as
shown in Fig. 8 makes it possible to concretize
(b) Product value improvement
(c) Building Ties with customer
(a) Market creating activities
Customer Focus
Product value
Quality, cost and delivery
Customer Information
Development and
production
Sales and marketing
Marketing System TMS
Customer-oriented
Quality assurance
(d) Customer value improvement
Shop appearance Brand Reliability
Service Merchandise Product planning and design
Customer
delight
Customer
satisfaction
Customer
retention
Fig. 7 TMS Concept
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cus to
m e r
desire
s
“Wan
t s ” .
T o
realiz
e this,
t h e
furthe
r
expan
s i o n
of the
N e w
J I T ,
“Scie
n c e
S QC ,
new quality control principle” by utilizing the four
core principles as shown in Fig. 9 is a new principle
for a next generation quality management
technique for the manufacturing business, aiming at
providing a universal “general solution” and thus
creating a technology for problem solving [17,19,26]
.
The first of the four principles, “Scientific SQC”
is a scientific quality control approach, and the
second principle, “SQC Technical Methods” is a
methodology for problem solving. The third
principle, Total SQC Technical Intelligence System,
“TTIS”, is integrated SQC network by using
technical wealth that deal with proprietary
technologies or business processes into owned
assets.
The fourth principle, “Management SQC”,
interprets the gap between the theory and reality of
technical problems, as the problems existing
between departments and organizations, and
verbalizes the implicit understanding inherent in the
business process, thus further presenting it as
explicit knowledge and as a general solution for the
technical problem.
Subjective Information
y ∧∧∧∧ y Subjectification of
Objectivity
Implicit Knowledge Explicit Knowledge
言葉言葉言葉言葉 Language
(Customers) イメージイメージイメージイメージ Image
(Concept) 図面図面図面図面 Drawings
(Engineering)
Market Merchandise
Objective Information
Objectification
of Subjectivity
Lingual Knowledge
Fig. 8 Customer Science Model Fig. 9 Science SQC, new quality control principle
Science SQC “Science SQC”
Scientific SQC
-Scientific Approach-
SQC Technical Methods -Mountain Climbing of
Problem Solution-
Integrated SQC
Network “TTIS”
- Technical Wealth -
Management SQC -Systematic and Organizational-
Task-2
Task-1
Task-6 Joint A
Task-7
Joint B
Field division
Whole company
Inter-company B Cooperative company
Department group
Task-8
Joint C
Overseas
Task team
Large
Figure 3. Structured Model of Strategic Stratified Task Team [3]
Product development strategy I
Bottleneck technology
Improving problem solving
capability
Product development strategy II
New technology, new process
Quality management strategy I
CS, ES and SS
Quality management strategy II
Important management-technology
-related task
Global marketing- platform type SCM
Task-4 Task management
Task-3 team
Task-5 Total task management team
Engineering level
Domestic Inter-company A Capital tie-up
Inter-company C Cooperative company
Strategic level
Team composition
Fig. 10 Structured Model of Stratified Task Teams
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4.4 A Strategic Stratified Task Team, the
Driving Force Behind New JIT In addition as a management technology strategy
that enables sustainable growth, the author [16] has
proposed a ”Strategic Stratified Task Team” that
will become the driving force of Science TQM. This
is shown in Fig. 10.
The expected role of the strategic stratified task
team and the benefits it will provide are not limited
only to cooperation among the departments inside
the company. It will also contribute to the
strengthening of the ties among group
manufacturing companies, non-group companies,
and even overseas manufacturers.
Two measures must be taken in order to realize
this proposal. First, is eliminate cast the work
methods that rely too heavily on the techniques and
exper iences of individua ls . Second, is to
revolutionize the business process through the
proposed “structural model of a stratified task team
(Task 1 to Task 8)” that places emphasis on
cooperation among the departments, with suppliers,
and others.
As the technology level involved expands to
include higher strata, for example moving from
Production Strategy I to Production Strategy II, and
from to Quality Management Strategy I to Quality
Management Strategy II, the structure of the task
team extends its boundaries (cooperation) upward
starting from the level of groups/sections, to
divisions/departments, to the entire company, and
finally to suppliers (group companies, non-group
companies, and overseas companies).
5 High Linkage Model “Advanced
TDS, TPS & TMS” for the
Advanced Management Strategy of
New JIT A future successful global marketer must develop an
advanced management system that impresses users
and continuously provides excellent products of
high quality in a timely manner through corporate
management. Since providing what customers desire
before they notice their wants will become a more
essential part of any successful manufacturing
business, the author has constructed a Customer
Science principle [6,15] that utilizes New JIT.
In this section, the author [14] proposes a high
linkage model that is composed of a “triple
management technology system”. This system
combines Advanced TDS, Advanced TPS and
Advanced TMS for the advanced management
strategy of New JIT principle as shown in Fig. 11.
5.1 Advanced TDS, Total Development
Design Model Currently, to continuously offer attractive,
customer-oriented products, it is important to
establish a “new development design model” that
predicts customer needs. In order to do so, it is
crucial to reform the business process for
development design [26]. Manufacturing is a battle
against irregularities, and it is imperative to renovate
the create a technology so that serious market
quality problems business process in the
development design system and to can be prevented
in advance by means of accurate prediction/control.
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ISBN: 978-1-61804-118-0 27
For example, as a solution to technical problems,
approaches taken by design engineers, who tend to
unreasonably rely on their own past experience,
must be clearly corrected. In the business process
from development period is prolonged due to the
“scale-up effect” between design to production, the
development cost is high and time the stages of
experiments (tests and prototypes) and mass
production.
In order to tackle this problem, it is urgently
necessary to reform the conventional development
design process. Focusing on the successful case
mentioned above, the authors [31,32] deem it a
requisite for leading manufacturing corporations to
balance high quality development design with lower
cost and shorter development time by incorporating
the latest simulation (CAE, Computer-aided
Engineering) and Science SQC.
Against this background, it is vital not to stick to
the conventional product development method, but
to expedite the next generation development design
business process in response to a movement toward
digitizing design methods. Having said the above,
the author [14] proposes “Advanced TDS, Total
Development Design Model” as described in Fig.
11-1, and further updates TDS, a core technology of
New JIT. New JIT is aimed at the simultaneous
achievement of QCD by high quality manufacturing
which is essential to realize CS (Customer
Satisfaction), ES (Employee Satisfaction), and SS
(Social Satisfaction).
For realization, (1) customers’ orientation
(subjective implicit information) must be
scientifically interpreted by means of Customer
Science model, namely, converting the implicit
information to explicit information by objectifying
the subjective information using Science SQC so as
to (2) create High reliable development design
system, thereby (3) eliminating prototypes with
accurate prediction and control by means of
Intelligence Simulation.
To this end, it is important to (4) introduce the
“Intellectual Technology Integrated System” which
enables a sharing of knowledge and the latest
technical information possessed by all related
divisions.
5.2 Advanced TPS, Total Production
Management Model
Fig. 11 High Linkage Model “Advanced TDS, TPS & TMS” for Strategic Development of New JIT
The Key of the strategic Development of “New JIT”
(1)Customer Science -Customer Orientation
Science-ization-
Global Production
ualityWorldwide, and Production
at OpHighQuality Assurance
Fig. 3-1 Advanced TDS, Strategic Development Design Model
SimultaneousAchievement of QCD
(E) Innovation of
Employee Images
(D) High Accuracy of
the Prediction & Control
(B) Development Design
System Reform
(C) Super-short-term
Process System Reform
(A) Degitized
Design
(2) High reliabilityDevelopment Design
System
(3) Intelligence
Simulation
(4) Intellectual Technology
Integrated System
Global Development Strategy-Same Quality Worldwide, and Development at
Optimum Locations-
The Key of the strategic Development of “New JIT”
(1) New Sales
Office Image
Advanced TMS-Evolution of MarketCreating Activities -
Global Production
me Quality Worldwide, and Pr
HighQuality Assurance
Fig. 3-3 Advanced TMS, Strategic Development Marketing Model
Innovating Dealers’Sales Activities
(E) Innovation of
Employee Images
(D) Innovation of
After-sale Service
(B) Reform of Office/shop
Appearance & Operation
(C) Strengthening of
Merchandise Power
(A) Innovation for Building Bond with
Customer
(2) Intelligent Customer
Information Network
(3) RationalAdvertisement
Promotion System
(4) Intelligent Sales Marketing System
Global Marketing Strategy-Same Quality Worldwide, and Marketing at
Optimum Locations-
The Key of the Strategic Development of “New JIT”
(1) Intelligent QualityControl System
Advanced
TPS,
(2) Highly ReliableProduction System
(3) Renovating Work Environment
(4) Bringing up
Intelligent Operators
(A) Digitized
Production
(D) Increasing Older & Female
Workers
(C) Creating
Attractive Workshop
Environment
Global Production
-Same Quality Worldwide, and Production
at Optimum Locations- CS, ES & SSSimultaneous
Achievement of QCD
High Quality Assurance
Advanced TPS-Evolution of
Quality Assurance Activities-
Global Production Strategy- Same Quality Worldwide, and Production at
Optimum Locations -
Fig. 3-2 Advanced TPS, Total Production Management Model
(B) Renewal of
Production
Management System
Advanced TDS-Evolution of Design
Reliability Activities-
The Key of the strategic Development of “New JIT”
(1)Customer Science -Customer Orientation
Science-ization-
Global Production
ualityWorldwide, and Production
at OpHighQuality Assurance
Fig. 3-1 Advanced TDS, Strategic Development Design Model
SimultaneousAchievement of QCD
(E) Innovation of
Employee Images
(D) High Accuracy of
the Prediction & Control
(B) Development Design
System Reform
(C) Super-short-term
Process System Reform
(A) Degitized
Design
(2) High reliabilityDevelopment Design
System
(3) Intelligence
Simulation
(4) Intellectual Technology
Integrated System
Global Development Strategy-Same Quality Worldwide, and Development at
Optimum Locations-
The Key of the strategic Development of “New JIT”
(1) New Sales
Office Image
Advanced TMS-Evolution of MarketCreating Activities -
Global Production
me Quality Worldwide, and Pr
HighQuality Assurance
Fig. 3-3 Advanced TMS, Strategic Development Marketing Model
Innovating Dealers’Sales Activities
(E) Innovation of
Employee Images
(D) Innovation of
After-sale Service
(B) Reform of Office/shop
Appearance & Operation
(C) Strengthening of
Merchandise Power
(A) Innovation for Building Bond with
Customer
(2) Intelligent Customer
Information Network
(3) RationalAdvertisement
Promotion System
(4) Intelligent Sales Marketing System
Global Marketing Strategy-Same Quality Worldwide, and Marketing at
Optimum Locations-
The Key of the Strategic Development of “New JIT”
(1) Intelligent QualityControl System
Advanced
TPS,
(2) Highly ReliableProduction System
(3) Renovating Work Environment
(4) Bringing up
Intelligent Operators
(A) Digitized
Production
(D) Increasing Older & Female
Workers
(C) Creating
Attractive Workshop
Environment
Global Production
-Same Quality Worldwide, and Production
at Optimum Locations- CS, ES & SSSimultaneous
Achievement of QCD
High Quality Assurance
Advanced TPS-Evolution of
Quality Assurance Activities-
Global Production Strategy- Same Quality Worldwide, and Production at
Optimum Locations -
Fig. 3-2 Advanced TPS, Total Production Management Model
(B) Renewal of
Production
Management System
Advanced TDS-Evolution of Design
Reliability Activities-
Fig.11-1 Advanced TDS, Strategic Development Design Model
Fig.11-3 Advanced TMS, Strategic Development Marketing Model Fig.11-2 Advanced TPS, Strategic Production Management Model
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As digital engineering transforms manufacturing in
workshops, a reduction in the engineering capability
of members is often a result. This weakens the
scientific production control that ensures that quality
is incorporated in processes. Therefore, despite
conventional success from the viewpoint of global
production, it is an urgent task to strategically
advance TPS (Advanced TPS) [14, 26] in order to
enable.
The author, considering the necessity of including
and organically integrating these four elements in
the strategic application of Advanced TPS towards
global production, has clarified the “Total
Production Management Model” as shown in Fig.
11-2. This model is an advanced production
management principle designed to be applied as a
global production technology and management
model. The mission of Advanced TPS in the global
deployment of New JIT is to realize CS, ES, and SS
through production with high quality assurance.
In implementing New JIT for uniform quality
worldwide and production at optimal locations
(concurrent production), the fundamental
requirements are (i) the renewal of production
management systems to accommodate digitized
production (see (A) and (B) in Fig. 11-2) and (C)
the creation of attractive workshop environments
tailored to (D) the increasing number of older and
female workers (see (C) and (D) in Figure 11-2).
In more definite terms, what is needed is to (1)
strengthen process capability maintenance and
improvement by establishing an intelligent quality
control system, (2) establish a highly reliable
production system for high quality assurance, (3)
reform the work environment in order to
enhancement intelligent productivity, and (4)
develop intelligent operators (skill level
improvement) and establish an intelligent
production operating system.
Accomplishing these objectives will achieve
higher-cycled next-generation business processes,
enabling earlier implementation of uniform quality
worldwide and production at optimum locations.
5.3 Advanced TMS, Strategic Development
Marketing Model When the author views recent changes in the
marketing environment, what is needed now is to
develop “Innovative business and sales activities”
that are unconventional and correctly grasp the
characteristics and changes of customers’ tastes.
“Contact with customers” has never called for more careful attention and practice and to offer an
appealing, customer-oriented marketing strategy, it
is important to evolve current market creation
activities [14,29].
Therefore, the author proposes “Advanced TMS,
Strategic Development Marketing System” as described in Fig. 11-3, that further updates TMS.
Advanced TMS is aimed at the implementation of a
successful “Global Marketing Strategy” by
developing “Same Quality Worldwide, and
Marketing at Optimum Locations”.
As shown in the figure, Advanced TMS aims to
achieve" a high cycle rate for market creation
activities" and is composed of four core elements
(1)-(4) : Core element (1), a “new vehicle sales
office image” to achieve a high cycle rate for market
creation activities by, (A) innovative bond building
with the customer and (B) shop appearance and
operation, is particularly important, These constitute
the basis for the innovation of (C) business talk, (D)
after sale service, and (E) images of the employee
image.
At a certain stage of execution, for example, it is
more important to construct and develop (2) an
“Intelligent customer information network”, (3) a
“Rational advertisement promotion system” and (4)
an “Intelligent Sales Marketing System” that
systematically improves “Customer information
software application know-how” about users who
patronize vehicles of various makes.
This information network turns customer
management and service into a science by utilizing
“TMS” according to customers’ involvement with
their vehicles in daily life. The strategic new
marketing model which applies the proposed
"Advanced TMS" is presented in the next section.
6 Application - Strategic Development
of New JIT Principle and Its Effects
at Toyota Introduced in this section are case studies where
management technology was enhanced at a leading
manufacturer, Toyota. In each case, Science TQM
was systematically and organizationally
incorporated to verify the validity of New JIT,
which was proved effective in improving quality
management technology.
6.1 The Effectiveness of Advanced TDS For example, among the case studies utilizing
Advanced TDS that contributed to the establishment
of the development designing core technology,
TDS, are the establishment of the “Concrete Design
Conception Support Method” [20,22] that assists the
idea formation process of a designer, and also the
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establishment of the “Automotive Aerodynamic
Prediction Model” [33]
which incorporates high
precision CAE for highly reliable designing and a
shorter development period. Moreover, through
cooperation between suppliers and the development
designing, production, sales service, and purchasing
procurement divisions, the mechanism of such
worldwide technical difficulties as brake squealing
[34,35] and oil seal leakage on the transaxle [21]
were clarified.
Then these technical results were used to
enhance the prediction precision of the CAE
numerical simulation, thus bringing about a
landmark success in quality improvement.
These cases were the fruits of the “Total Task
Management Team” activity, which is a
cooperative activity where members of the top
management class take the lead and set the
pattern as a supervisor for resolving these
management technology issues. Through
company-wide cooperation and partnering
based on the platform formed with affiliated
and non-affiliated suppliers, and also by
realizing the simultaneous achievement of
QCD, the strategic innovation of quality
management was accomplished [7,16,36].
6.2 The Effectiveness of Advanced TPS Next, some of the case studies utilizing Advanced
TPS that contributed to the establishment of TPS, a
core technology for production engineering and
manufacturing, are the establishment of the “Quality
Control System - TPS-QAS” [25] . This is a system
compatible with global production that intelligently
integrated TPS and IT through full use of intelligent
“In Line-On Line SQC” [23], as well as the “Facility
Operation & Maintenance Control System - ARIM-
BL” [24]. Another example is the next generation,
“Reform of the Work Environment” [37] in which
all divisions cooperated together.
Here, divisions related to safety, health, and
human resources development cooperated with one
another in promoting the “AWD-6P/J” (Aging &
Work Development 6 Programs Project), a program
to reform the work environment so that it responds
to the increase in older and female members of the
work force in an attempt to adapt the automotive
assembly process to these aging workers. Because
the desired results were obtained, this project is now
being actively deployed at production plants both
inside and outside of Japan.
6.3 The Effectiveness of Advanced TMS
Similarly, one of the case studies utilizing Advanced
TMS that contributed to the establishment of the
core technology for sales, TMS, is the establishment
of the “Toyota Sales Marketing System” [27-29]. Its
aim is to reinforce the “ties with customers” through
scientific verification of the customers’ buying
behaviour patterns, and thereby enhance the mixture
effect of TV ads, newspaper ads, radio ads, flyers,
and DM/DH (direct mail / direct handing). It also
aims to raise the dealer visit ratio of the customers,
and thereby achieve the desired “market creation”
that improves business, sales, and service at the
dealer [38].
6.4 The Global Management Strategy of
Toyota At the moment, study results attained through the
cooperation of the manufacturing, production
engineering, production control, and information
system divisions in order to realize “global quality
and simultaneous global launch (optimal
production)”, which are the keys to success in
“global production”, are being integrated and
developed to generate further results [39-41].
The first accomplishment was cultivating “highly
skilled intelligent production operators” who can
handle a highly advanced production system [42-43].
This system realizes high quality assurance to
improve efficiency and reformed the facility
maintenance system. Second, the establishment of
the “New Japan Production Model” is also being
promoted. This includes the optimization of an
entire production plant via CAE numerical
simulation, as well as the arrangement of production
processes, including the production operators,
robots, logistics, and transport [44-47]. Third, the
establishment of the “platform based partnering
chain”, with Quality Management as its core is also
being promoted.
In this chain, divisions such as purchasing
procurement, production control, TQM promotion,
and quality assurance play the leading roles in
cooperating with other divisions such as technology
control, production engineering, production control,
manufacturing inspection, and sales, which in turn
systematically and organizationally collaborate with
suppliers. Through the means of this business
approach, the establishment of the Quality
Management Strategy Model is being promoted for
the strategic simultaneous achievement of QCD at
both the affiliated and non-affiliated suppliers [7, 48-
52].
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7 Conclusion In this paper, the Advanced Management Strategy
of New JIT, was proposed and its validity was
verified through demonstrative case studies
conducted at a leading manufacturer, Toyota Motor
Corporation. The New JIT proposed by the author is
now being subjected to verification of its validity at
a number of Japanese manufacturers with a view to
it being further developed and established as a New
World Management Technology Model that realizes
strategic quality management [53-56].
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Advances in Data Networks, Communications, Computers and Materials
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