Abstract
Management for value creation is a cyclic management method of providing value to customers, profiting from it, and reinvesting to provide new value. If quality is defined as satisfying the requirements of customers, management for value creation is synonymous with quality-centered management. A typical management activity centered on quality is Total Quality Management (TQM). TQM presents a framework to support management for value creation, and is not a passing fad.
As for the activity elements of TQM, the evaluation items of the Deming Prize are well organized. In this lecture, I will focus on the outline of the activity elements as well as element “6. Development and active utilization of human resources and organizational capability,” which is at the core of TQM. In addition, since it is necessary for each organization to think about how to operate according to the TQM framework, I will also touch on future issues related to human resources.
