While until recently there has been little discussion in terms of the concept, theory and definition regarding organizational driving ability, driving ability of work-place and one of actual operations-place, it seems that many Japanese firms are trying to improve these three abilities. In this paper, the author first discusses some academic researches and firm's actual activities on improving organizational performance from the mid-1970s through 1980s. He then investigates not only the reasons why many companies began their programs or initiatives in order to increase three abilities mentioned above after around 2002, but the meanings of those terms. Finally he recommends learning the process of Japan's introduction of QC and the experience of implementing the Hoshin Kanri, namely management by policy deployment.
Japanese corporations which successfully gain a global reputation and enjoy high performance have built strong Gemba-Power to execute a strategy efficiently and effectively. "Gemba" is any work place and business process which creates and deliver a value to a customer. Gemba-Power can be recognized as a fundamental organizational capability which is basic but indispensable to establish operational excellence as a sustainable differentiating factor. In the field of quality control, Gemba-Power is the essential part of competence since quality excellnece is only realized through the strong ownership and capability of Gemba. Gemba-Power consists of five key elements ; problem-solving capability, Connectibility, Agility, Flexibility, and Stickiness. Japanese corporations are currently facing the new challnege to transform its Gemba-Power into more global and group-wide capability since they are expanding its operation worldwide to pursue the further growth.
Now, in the 21st century, attention is particularly focused on the organization's power and worksite's power between excellent companies. This paper reviewed these powers as competencies in TQM perspectives. It is shown that the company's core-competencies are constructed of the management resources such as human, technologies, and knowledge which are driven through problem-solving activities in policy management and/or cross-functional management. And it is introduced that an excellent worksite's power is resulted from certain sort of QC circle activities such as R-CATS in Sharp Corporation.
In order to produce high quality automobile, it is indispensable to gain motivation and skill in each one of the employees with the will to pursue excellence in manufacturing. Not only that but to possess a power to encourage and to cultivate such factors on the shop floor by all members who work at the site are also essential. We call this Gemba-ryoku, power of the shop floor. As a way to enhance Gemba-ryoku, improvement activity includes QC Circle activity is being practiced as part of TQM activity. We take an original approach to grasp the progress of Gemba-ryoku by referring to the degree of change made in the level of QC Circle.
SRF-JRMC has been conducted Kaizen Activity since 1992. At that time it was named TQL (Total Quality Leadership). Most of NAVY Shipyards were implemented PAT (Process Action Team) Kaizen Team as way of improve our process and working environment, but SRF-JRMC was a different. It is a mix cultural working environment of both Japanese and U.S. Military. In accordance with that environment SRF-JRMC Commanding Officer had decided to apply Japanese way of Kaizen such as QC Circle and Hoshin Kanri as a TQL deployment. Since then SRF-JRMC is a only organization that has been continuing unrelenting Kaizen efforts. It was started for Process Improvement and 5S method but now it is turn to our Organizational culture. Military people and Japanese worker were really encouraged way of SRF-JRMC and willing to participate all Kaizen activities. They are cooperating together and try to improve all our processes.
I present you how young women's staff members belonging to each shop of our company are grown up and improved their skill and ability in the service industry, as not only information clerks but also head office workers. At first, we drew up "Information clerks' standard" and "Information clerks' plan" as an idea of management. And we made the independent project to aim at improvement of business as the enforcement plan for the strengthening of potential. We thought better of the way of fair estimation, too. I consider what is the motive power in a series of process. It's the desire of self-realization that women have peculiarly. They always observe themselves whether they are improving as charming women. When they are supplied the field connected with their self-realization, they can keep high-leveled motivation. They should be recognized their possibility of growth, in an organized supporting system. It's the system they can settle the problem they face by themselves and learn the knowledge and technical skill they want spontaneously.
Maeda Corporation tried the new type publicity activity. It was the realization of imaginary buildings in the Japanese animation. Our Challenge was popular among students, young civil engineers and architects. It also worked as the new structure which activated organizations from different companies. This paper describes details of our new activities and the results.
Establishing a quality management system that has developed for industry into a hospital is very useful to assure the quality and safety in healthcare services. But it is necessary to overcome the difficulties that disturb the understanding and implementing quality management concepts such as quality concept, standardization in order to introduce and promote QMS effectively. The difficulties have a complicated structure that includes various types of elements from in external environment to in internal behavior pattern. However, a systematic method that corresponds to the date structure has not been yet established. As the overcoming measures of the difficulties may have some difference among hospitals, they should be clarified in each hospital. Therefore, this paper proposed the extraction procedure for measures of overcoming the difficulties in introducing and promoting QMS by using the difficulties' date in hospital A. And effectiveness of this method was verified by applying the method into hospital A. This proposed method makes it possible for each hospital to clarify the overcoming measures which are suitable for its characteristic and to establish the organizational foundation to assure the quality and safety in healthcare services.
Consider a case where cause effect relationships between variables can be described as a directed acyclic graph and the corresponding linear structural equation model. This paper deals with the problem of clarifying how the variance of a response variable would have changed if an ambiguous linear control plan were conducted. In order to achieve this aim, we reformulate the formulas of the causal effects on the variance through both the total effects and a covariance matrix of a treatment, a response and a set of covariates for control. In addition, we show that the past results regarding the causal effects on the variance can be discussed systematicaly based on this formulation. Furthermore, some properties of the causal effects on the variance are clarified. The results of this paper enable us to clarify both the properties and the usefulness of the causal effects in the field of quality control.
In semiconductor manufacturing, feedback adjustment and its control are essential, and action must be taken to delete the cause of variability. Therefore, combining SPC and APC is needed to control semiconductor manufacturing. In this paper, we propose how to implement effective SPC combined with APC in semiconductor manufacturing ; in addition, we build the useful model for the implementation of SPC. It can represent the relationship between the causes and effects in semiconductor manufacturing. The proposed model is verified by analyzing real data.