MANAGEMENT FUNCTIONS IN TQM Quality Control Circle Policy

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

POLICY MANAGEMENT Definition 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 2/25

POLICY MANAGEMENT Definition “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 3/25

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

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

DEPLOYING COMPANY GOALS Catchball Q President C D S M E Claim Reduction 50% Down Q 1 Director Q 2 Q 3 100% prod Q 31 Q 32 Q 33 GM Q 331 Q 332 Q 31 Q 333 Q 31 100% Q 313 Q 322 Manager Mgr. . Q 3321 Q 3322 Q 3323 Q 331 6/25

POLICY MANAGEMENT Fully Deployed Objective Level Objective Corporate Improve Customer Satisfaction Division Reduce Late Shipments Plant Manufacturing Department Maintenance Group Less than 10% Late Shipments This Year Less than 5% Schedule Misses This Year Reduce Machine Downtime 25% This Year 7/25

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 8/25

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

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

PDCA & SDCA CYCLE A P C D A S C D IMPROVEMENT MAINTENANCE 11/25

MANAGEMENT ACTIVITY CONTROL CYCLE P S Ds 2 Cs 2 S 2 As 2 D p 1 A A D D C C P 1 As 1 A p 1 S 1 C p 1 Ds 1 Cs 1 12/25

DAILY MANAGEMENT - FLOW CHART Intrinsic Duty (Responsibility) Vision, Mission, Program Goals Functional Flow by Macro & Micro Chart SOP Operation Maintain as it is If met with Customer Requirement yes Corrective Action But Need Improvement no Quality Assured 13/25

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

FLOW CHART (PERSONNEL DEPARTMENT) Macro. Flow INPUT REQUEST Personnel Review Biodata OUTPUT Recruitment Training Assign Evaluation Test Micro Flow P R SOP SOP SOP 15/25

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 16/25

EXAMPLES OF CONTROL ITEMS 17/25

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

CONTROL ITEM & CHECK ITEM CAUSE RESULT CHECK ITEM CONTROL ITEM 19/25

CONTROL ITEM & CHECK ITEM INTERRELATIONSHIP Department Manager Control Item Check Item Section Manager Control Item Check Item Supervisor Control Item Check Item 20/25

DAILY MANAGEMENT - SALES MANAGEMENT CONTROL ITEM GOAL DOCUMENTS Vehicles Sales 300 + 15 cars/year 24 + 4 cars/month More than 1 cars/day Sales Graph New Car Sales at Motor Show 24 + 4 cars/event Sales to New Customers More than 5 cars/month CHECK ITEM GOAL DOCUMENTS Potential Customer Visit 90 + 10 visits/week Visit Log Card Telephone Calls to Pot. Customer 50 + 5 calls/day Business Card Handed Out in motor show 500 + 50 cards/show Catalogue to Customer 500 + 50 catalogue/mo Home Visit > 400 visits Success per visits 90% Sales Clerk Attendance Rate 100% 21/25

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

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 23/25

POLICY MANAGEMENT AND CROSS FUNCTIONAL MANAGEMENT Supplier Cross Functional Management Customer Policy Management 24/25

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