1. 1/25 MANAGEMENT FUNCTIONS IN TQM S tandardization & Quality Assurance Policy Management Cross- Functional Management Daily Management Suggestion System Quality Control Circle 5 S

2. 2/25 POLICY MANAGEMENT POLICY MANAGEMENT D efinition Deploy and share the direction, goals, and approaches of corporate management from top management to employees, and for each unit of organization to conduct work according to the plan. Then, evaluate, investigate, and feed back the results, or go through the cycle of PDCA (Plan, Do, Check, Act) continuously, and attempt to continuously improve the performance of the organization.” - Dr. Shigeru Mizuno

3. 3/25 POLICY MANAGEMENT POLICY MANAGEMENT D efinition “Policy Management is a mechanism that guides people to practice discipline in assuring quality in managerial processes so that the goals of the organization can be achieved “ - Kiyoshi Suzaki

4. 4/25 How is the Company Policy Shared Within the Organization ? is it like this ? or... like this ?

5. 5/25 POLICY DEPLOYMENT BOTTOM UP COMPANY POLICY PERSONAL TASK + DIVISION POLICY etc. PERSONAL TASK + DEPT. POLICY PERSONAL TASK + GROUP POLICY TOP DOWN

6. 6/25 President Director G M Manager QCDSMEQCDSME Q1 Q2 Q3 prod Q31 Q32 Q33 Q331 Q332 Q333 Q3321 Q3322 Q3323 Claim Reduction 50% Down Q3 Q31 Q32 Q33 100% Q31 Q313 Q322 Q331 Mgr.. Catchball 100% DEPLOYING COMPANY GOALS

7. 7/25 POLICY MANAGEMENT Fully Deployed Objective Level Objective Corporate Division Plant Manufacturing Department Maintenance Group Improve Customer Satisfaction Reduce Late Shipments Less than 5% Schedule Misses This Year Reduce Machine Downtime 25% This Year Less than10% Late Shipments This Year

8. 8/25 DAILY MANAGEMENT DAILY MANAGEMENT Definition All Activities That Each Department Must Perform For Itself On A Daily Basis That Are Necessary To Most Efficiently Achieve Their Departmental Goals. These Activities Are The Most Fundamental of Business Management Note: Daily Management Is No Different Than Departmental Or Functional Management

9. 9/25 HONSHIN KANRI POLICY DEPLOYMENT POLICY MANAGEMENT TOP MIDDLE MANAGEMENT OPERATORS POLICY MANAGEMENT DAILY MANAGEMENT GEMBA MANAGEMENT

10. 10/25 POLICY MANAGEMENT & DAILY MANAGEMENT Policy Mana- gement Daily Mana- gement Action to Achieve Management Policy on Priority Bases Action to Achieve Work Purpose at Each Department, Efficiently Management Policy Job Regula- tion Supervisor’s Authority, Regulation, etc. Improvement Action on Priority Items Setting of Job Standards (Control, yardstick, etc.) Critical Probkems (Improvement Action ) A CD P Standardization Chronic Problems A CD S* * S is standard

11. 11/25 A CD P A CD S MAINTENANCE A CD S A CD P IMPROVEMENT PDCA & SDCA CYCLE

12. 12/25 MANAGEMENT ACTIVITY CONTROL CYCLE S A P C ADD C As1As1 S1S1 Cs1Cs1 Ds1Ds1 Ap1Ap1 As2As2 P1P1 Cs2Cs2 S2S2 Ds2Ds2 Dp1Dp1 Cp1Cp1

13. 13/25 DAILY MANAGEMENT - FLOW CHART Intrinsic Duty (Responsibility) Vision, Mission, Program Goals Functional Flow by Macro & Micro Chart SOPOperation Maintain as it is If met with Customer Requirement But Need Improvement Quality Assured yesno Corrective Action

14. 14/25 Job Description Previous Year’s Unsolved Problems His Own Vision for His Assignment Competitor’s Status,Trend and Tech.Development HIS OWN GOAL Done by Middle Management Daily Routine Work DEFINING GOALS IN DAILY MANAGEMENT

15. 15/25 FLOW CHART (PERSONNEL DEPARTMENT) INPUTREQUEST PersonnelRecruitmentTrainingAssign Evaluation OUTPUT Review Biodata Test PR SOP Micro Flow MacroFlow

16. 16/25 CONTROL ITEM CONTROL ITEM K. Ishikawa Control Item Is A Yardstick That Measures Or Judges The Target Level, The Content Of The Work, The Process And The Results Of Each Stage Of Breakthrough And Improvement During Daily Management Activity

17. 17/25 EXAMPLES OF CONTROL ITEMS

18. 18/25 CONCEPT OF CONTROL ITEM A CD P A C P A CD P D

19. 19/25 CONTROL ITEM & CHECK ITEM CAUSERESULT CHECK ITEM CONTROL ITEM

20. 20/25 CONTROL ITEM & CHECK ITEM INTERRELATIONSHIP Control Item Check Item Control Item Check Item Control Item Check Item Department ManagerSection ManagerSupervisor

21. 21/25 DAILY MANAGEMENT - SALES MANAGEMENT CONTROL ITEMGOALDOCUMENTS Vehicles Sales300 + 15 cars/yearSales Graph 24 + 4 cars/month More than 1 cars/day New Car Sales at24 + 4 cars/event Motor Show Sales to New Customers More than 5 cars/month CHECK ITEMGOALDOCUMENTS Potential Customer Visit90 + 10 visits/weekVisit Log Card Telephone Calls to Pot.50 + 5 calls/day Customer Business Card Handed 500 + 50 cards/show Out in motor show Catalogue to Customer500 + 50 catalogue/mo Home Visit> 400 visits Success per visits90% Sales Clerk Attendance 100% Rate

22. 22/25 RELATIONSHIP AMONG STANDARDS, CONTROL POINTS, OBJECTIVES AND MISSION Mission Objectives Standards practiced on the shop floor Control Points e.g, Customer satisfaction e.g, QCDSM e.g, Process capability at station A e.g, Standard Operating Procedure (SOP), daily machine checklist, etc. Business Plans Strategies and tactics to accomplish all of these

23. 23/25 CROSS-FUNCTIONAL MANAGEMENT CROSS-FUNCTIONAL MANAGEMENT Definition Control Activities That Include Planning For Individual Business Element Like Quality, Cost and Delivery From Company Wide Point of View. These Are Then Implemented Along With Daily Management And Policy Management within Each department

24. 24/25 SupplierCustomer Cross Functional Management PolicyManagement POLICY MANAGEMENT AND CROSS FUNCTIONAL MANAGEMENT

25. 25/25 CONTROL POINTS AS VIEWED BY CROSS FUNCTION MANAGEMENT MarketingDesignManufacturing Market Research Customer Complaints Material Selection Tooling Design Fabrication Assembly Quality Products to the Customers