Creation of customer value is the key to sustainable growth for Japanese companies. In this article, two cases are analyzed for critical factors which make companies innovate themselves drastically and grow dramatically through creating customer values. One case is successful product innovation in Asahi brewery corporation where innovative beer "super dry" was developed by grasping customers needs, making clear concept, developing new type of beer by fermentation technology and keeping freshness by quality management. The other case is process innovation in Askul corporation which is a supplier of office products e. g. stationery, personal computer etc. where new business model is established between Askul and its customers connected by internet, fax and telephone line. This business model makes Askul supplies office products within one day after receiving orders from customers and also makes Askul meet any requests of customers on office products which is called "total solution" or "one stop shopping".
　 Based on results obtained through those case studies, the role of TQM is proposed to create customer values in the following points.
　 (1) Collaboration between suppliers and their customers through interactive customer survey
　(2) Making new and clear concepts of product and/or service
　(3) Lifecycle quality management
　(4) Continuous and speedy improvement and innovation
　(5) Innovation of sales promotion and distribution by IT
　(6) Integration of TQM with marketing

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Under any business environment changes, there are companies that continuously realize sustainable value creation by implementing corporate innovation based on knowledge. In 2004, we visited six such knowledge best practice companies in U.S. For these companies, the period of customer value creation to meet customer needs by hierarchical organization that tends to become inflexible, has ended. The new period has begun, where customer value creation that senses the changes of the time that goes beyond the customer needs, executed by cross-functional type of organization or autonomously "Communities of Practice" type of organization led by high-sensitive leaders. The similarity among these best practice companies is that they all have unique axis of viewpoint called "Customer-based process" where one dives deeper into the customer, which is different from normal business and work-flow processes. Through the dialogue with actual change agents and practitioners, we also discovered that they are generating ideas by observing the practices of customer and end user's site by themselves. They went into areas before value, which is new meaning and significance for the customers, that goes beyond relative criteria such as customer value of supplier's products and services. As a result, they enforced Knowledge Creation there. Thus, we found out the way they made contributions as a best partner that goes beyond the relationship of supplier and demander. As a result, they enhanced "Customer loyalty" and "corporate reputation" based on impression and trust, which is more than "Customer satisfaction."

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Based on the extensive industrial cryo-thermal refrigeration engineering technology, Mayekawa Mfg. Co., Ltd. has carried out numerous research and development projects over the years. Up to the present, Mayekawa has been involved in the development, production and sales of food processing systems and machinery as well as engineering improvement for the same. This book consists of four different chapters. Chapter 1 deals with Capital Property, that is the so-called property of self-manufacturing. During bull market times when many products are available, the extent of demand as well as delivery capability are difficult to estimate precisely. To overcome this, the establishment of relationships between customers and Mayekawa was regarded as most important role for forecasting future market trends. Changing in finding endeavor from the existing market as the first needs to the potential market as the second needs is now regarded as the concept far behind the times. Mayekawa is now commenced to finding the unknown market as the third needs, which is called by Mayekawa as the "Total System" or "TS". Chapter 2 of this book deals with "TS" in order to identify the latest market demands as the said third needs, observed and adjacent to the total market or the total human life cycle. Chapter 3 deals with the real operation of "TS" at the plant system site owned by the customer, including the ideal organization and a step forward. Finally, Chapter 3 deals with the real operation of "TS" at the plant system site owned by the customer, including the ideal organization and a step forward. Finally, Chapter 4 deals with the matter and details why the Capital Property is regarded as the Jointly-developed Product.

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Since 1988, Shiseido Customer Center has been serving as a pipeline between our customers and our company, promoting activities as the spokesperson for our customers, and making good use of the information provided by the customers within the organization. In 1996, we have implemented the Voice Net C, a customer information system, and began a full-scale companywide utilization of information. However, determining that a structure for utilization of information that includes organizational innovation was necessary, we began our endeavor to expand the functions of the Customer Center in 1999. In recent years, we have been working to make the structure take root, and challenging for a new innovation. We would like to introduce a case where our show room and the Web were linked in an effort to grasp not only the apparent but also potential needs of our customers so that the needs could be reflected on our products and services.

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Japanese industries always must create customer for ensuring sustainable competitive position under globalization. Customer creation is attainable with customer satisfaction and customer value creation through quality assurance and quality creation. Although TQM has focused customer satisfaction through fitness for customer needs, TQM doesn't necessarily contribute enough to customer value creation. In this article, subjects for the successful TQM are discussed from the perspective of customer value creation to establish sustainable competitive superiority, and then successful key factors are presented as follows: 1) Organizational activities are implemented with consistency, continuation and thoroughgoing. 2) Better relationships among the organization and its stakeholders are established throught customer relationship management and activation of autonomous activities. 3) Various aspects of quality are evaluated in related customer value space. 4) Requirements on competitive superiority of customer value creation and corporation value creation are defined and fulfilled. 5) Power brand strategies are deployed systematically and effective problem solving activities are implemented for realizing customer value creation under leadership and commitment of top management. 6) Contact points interacted between customer and the brand are systemized and managed. 7) Customer value creation activities are implemented through policy management and daily routine management and supported effectively by information and communication technology.

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The word "consumer insight" has been a focus of constant attention in the marketing management area. This means the importance to think whole concept of products with the development start which is set on customers, not catch customers' needs with it which is set on products, in order to create the real customer value. Therefore, this paper introduces the approach of the "consumer insight" used the methodology called "script". The "script" is to represent succession of events which is necessary to realize a certain consumption goal as a sequence. It is the greatest characteristic in taking advantage of the "script" that marketers can clear up the position of their corporation's own brand in the script as the brand relates one or more of these event sets. That is the "script" contributes to visualization of the relationship between their brand and customers. This visualization of the relationship is important to extract subjects of their own brand in the current situation and determine what the brand should be in the future. By having insights with using the "script", this paper introduces the point of view to develop customer value with zero-based thinking.

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　This paper examines the historical transition of QC Circle activities in China. The author has not only researched documents on this subject in Japan, but also actually visited China to conduct a document research there. This paper examines the historical transition of QC Circle activities in China, describing the developments made at each phase from introduction to the present, written not from technological standpoint of management engineering, but rather from comprehensive viewpoint of social science. This paper aims to provide information to those planning to initiate QC circle activity in China

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　Many error proofing solutions are implemented successfully in healthcare. Most of them, however, are generated individually without the benefit of the knowledge of the wider body of error proofing solutions in related healthcare areas. Almost no healthcare organization has the benefit of the extensive experience in error proofing in manufacturing industries or other service industries.
　 This paper provides a simple methodology for applying error proofing principles and proven healthcare solutions for systematically generating workable solutions to reduce human error.

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