Policy management was developed as a tool that contributes to organizational management in order to improve and innovate the products, services, processes, and systems of organizations.
　However, it is becoming increasingly important to use policy management to promote the resolution of essential issues in response to drastic changes in the business environment, to establish policy management processes and systems that can respond quickly to sudden major changes, and to combine and utilize policy management and daily management to create synergistic effects.
　This paper reports the results of research into policy management and daily management in order to effectively and efficiently achieve management goals and strategies, and proposes a guide for combining and utilizing policy management and daily management to appropriately respond to change.

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　Recently, “Organizational capability” became to be discussing points in TQM after “Reiwa Ooiso declaration” in 2019 December. Research and discussing topic of WG1 in “Policy management study group” was the followings, focusing on the “Organizational capability”
　1, “Policy management” to realize “Medium term management plan”
　2, “Organizational capability” required for execution of “Policy management”
　3, TQM activity to acquire or improve “Organizational capability”
　The real examples of method or thinking way etc. used in each member’s company on the above topics were placed in WG1 discussion and several thinking ways or methods were consented after deep discussion.

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　“Policy Management Study Group” WG2 researched “How to link customer value creation and policy management”. We focused and discussed are as follows.
　- Customer value creation is often promoted by project teams. Therefore, policy management aimed at creating customer value is often promoted through internal and external collaboration.
　- In the early stages of customer value creation activities, the issues are unclear, making it difficult to set managing points. Therefore, we devised a method for evaluating the activities in the early stages.
　- Policy management aimed at creating customer value requires flexible management that is not bound by fiscal years.

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　タグチのT 法は田口玄一博士が開発した，入力に対して出力の予測式を推定するMTシステムの1 つの手法である．また，改良型T法と呼ばれる2つの手法は，T法の単位空間の選択の問題を解消する方法として提案されており，T法よりも優れる精度を示すことが報告されている．一方で，これら2 つの手法の精度の優劣は条件により異なるが，その理由については解明が進んでいない．
　本稿では，改良型T 法の優劣が規準化の相違に起因していると考え，まず，改良型T法の1つであるTb法の規準化の性質に関する考察を行う．そして，Tb法は縮小推定量としての性質を有する可能性があることを示す．さらに，Tb法の縮小推定は必ずしも良い推定にはならないと考えられることから，改良型T法とは異なる規準化の方法を3つ提案する．次に，Tb法が実際に縮小推定量としての性質を有するかについてシミュレーションにより検証し，出力の推定値が理論値よりも小さく，ばらつきが安定していることが確認された．加えて，2つの改良型T法と，提案した3つの手法の精度をシミュレーションにより比較し，多くのモデルにおいて，提案した手法の精度は改良型T法と同等もしくは優越する精度を示した．

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