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.

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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.

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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.

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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.

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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.

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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.

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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.

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医療の質・安全を保証するためには,産業界で培われてきた質マネジメントシステムを構築するのが有効である.しかし,質概念や標準化などの質マネジメントに重要な概念の理解・実践を妨げる阻害要因が多く発生しているので,効果的かつ効率的なQMS導入・推進のためには,これらの阻害要因を克服しなければならない.阻害要因は,病院を取り巻く外部環境から組織内部の行動様式に至るまで,多くの異なる要因により形成された複雑な構造を有している.しかし,このような複雑な構造を考慮した,体系的で具体的な阻害要因克服方法の導出手順は確立されていない.また,これらの阻害要因およびその構造は各病院で異なる可能性もあるので,まずは個々の病院単位で阻害要因克服方法を導出する必要がある.そこで,本報ではある病院へのQMS導入・推進における阻害要因克服方法の導出手順を提案した.そして,A病院に適用し,その有効性の検証を行った.本提案法を用いることで,個々の病院に適した阻害要因克服方法が明らかになり,医療の質・安全保証に必要な組織基盤を構築することができると考えられる.

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本論文では,工程における要因系変数群と品質特性間の因果関係が非巡回的有向グラフと対応する線形構造方程式モデルにより記述できる状況を考える.このとき,処理変量に対する外的操作が適切に行われない場合において,この外的操作が品質特性のばらつきに与える影響を推測する問題を扱う.この目的を達成するために,外的操作による品質特性の分散を処理変量,品質特性,制御のための共変量に関する共分散行列と総合効果を用いて定式化する.また,この定式化に基づいて黒田他[13]や宮川[15]の結果が統一的に議論できることを示すとともに,品質特性のばらつきに関するいくつかの性質を明らかにする.さらに,適用例をとおして外的操作によって処理変量にかかる誤差分散が低減できるという仮定の下では,反応変量の分散の上限が定量的に評価できることを示す.

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半導体ウエーハ処理工程では,フィードバックによるチューニングとチューニングシステムの維持管理が必要不可欠である.一方ではばらつきの原因を突き止めアクションをとることも必要である.したがって,半導体ウエーハ処理工程の管理にはSPCとAPCを融会したアプローチが求められている.本研究では,フィードバックによるチューニングが多用される半導体ウエーハ処理工程を取り上げ,SPCとAPCを融合した効率的な統計的工程管理の進め方を示す.また,それに資するものとして,半導体ウエーハ処理工程の特性と要因間の関連をモデル化する.実データによって構築したモデルの妥当怪を検証した.

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