Transcript Document

The evolution edition
For S & A areas
TQM
ADVANCED COURSE
= Introduction =
Aim
Thinking
Actions
Method
© Honda Motor 2003
All Rights Reserved
TQM Promotion Office
August 2003
4. Confirming the Basics of TQM
TQM BASIC COURSE
What is TQM?
1. The Definition of TQM
2. What is Quality?
The basics of TQM
1. Market-in
2. Customer-focused Role & Responsibility
3. DST-PDCA Cycle
4. Based on Facts
5. Control Items
6. Process Control & Improvement
7. Two-way Communication
8. Self-controlled Daily Management
9. Initiative-based Policy Management
10. QC Tools
Check the level of your understanding
What is TQM?
1. The Definition of TQM
2. What is Quality?
1) The Definition of TQM
TQM: Total Quality Management
Customer-focused activities to improve the
quality of all aspects of work
i.e.,
Each individual and organisation should, from the
viewpoint of the customer, carry out Honda-wide
activities to enhance the corporate constitution and
ensure continued growth in reasonable ways on one’s
own initiative, based on The Three Reality Principle
and through prioritisation, by repeatedly rotating the
DST-PDCA cycle.
“Spirited Independence” for both individuals and
organisations
TQM Overall View
Realise the joy of our customers
Concept
Customer-focused
activities to improve
the quality of all
aspects of work
Procedure
Methods
DST-PDCA Cycle
- Two-way
communication
- Daily Management &
Policy Management
- Action Plan &
PDCA Chart
- Monthly report &
Diagnosis
TQM Evolution
Carry Out the Work Processes by Drawing
on the Skills of Spirited Individuals
Accumulate and pass on the acquired skills and techniques
Share the Honda Philosophy
2) What is Quality?
Meaning of Quality in TQM
Quality
Quality of products
Quality of service
Quality of work
Quality of supervision
Quality of corp. management
Particular about quality
120% quality perfection by Soichiro Honda (quotation from Honda Monthly, March 1953)
We try hard to bring 120% quality perfection to not only completed products but also even
to parts. You might feel it is a bit strange if I say ‘120% perfection,’ but simply because,
unfortunately, it is impossible to deliver products ‘perfect 100%.’ Aiming at 100% perfection,
you actually cannot avoid a 1 or 2 % defect rate because we are only human and we make
mistakes. For example, we are aiming to produce 2,200 units of Dream and 10,000 units of
Cub in February. For every single one of the customers for those products, it is not one of
2,200 units or one of 10,000 units. It is absolutely the only product for each of the customers
and each product carries with it the trust in Honda and the Honda technique. For a customer, a
delivered product shows everything about Honda. If it has any problem, they will not simply
accept it as an accident that happens only once out of a thousand or million units. To ensure
that no defect ever occur, even if it is only a one in a million occurrence, we must achieve 120%
quality perfection.
The Basics of TQM
1) Market-in
2) Customer-focused Role & Responsibility
3) DST-PDCA Cycle
4) Based on Facts
5) Control Items
6) Process Control & Improvement
7) Two-way Communication
8) Self-controlled Daily Management
9) Initiative-based Policy Management
10) QC Tools
1) Market-in
Definition: Carry out your work based on the customers’
point of view
1) Listen to customers
- Find out what
customers want
- Find out what people
in the next upstream
and downstream
process need
3) Raise the customer
satisfaction index
2) Set objectives
- Review what has
been taken for
granted both
generally and by
yourself
- Gain an accurate
understanding of what
customers want
The downstream process
is your customer
Customer
Customer
Listen to
customers
Research
&
Development
Customer
Sell
Downstream
process
Your
process
Upstream
process
Upstream
process
Produce
Customer
Customer
The upstream process
is also your customer
Is Your Customer Satisfied?
＝
Honda Principle
Level of
fulfillment
Level of
expectation
Level of fulfillment
CSI: Customer Satisfaction Index
It is important to
continuously raise the level
of customer satisfaction
- Expectations increase with the
passage of time.
- Competitors will also try harder.
Level of expectation
2) Customer-focused Role & Responsibility
Define your role based on the customers’ point of view
1. What is the role?
State what sort of products or services an organisation or individual who offers and
to whom (what sort of customers) as well as for what purpose.
2. The role of Honda
Realise “The Three Joys” based on “Respect for the individual.”
The Honda Company Principle shows more concrete role to us:
Maintaining a global viewpoint,
・・・ How
we are dedicated to supplying
products of the highest quality
yet at a reasonable price
for worldwide customer
satisfaction.
・・・ Who
・・・ What service
・・・ Whom
・・・ For What purpose
3. The role of the organisation
Each organisation’s role links to the role of the company or upper level organisation.
e.g., TQM Promotion Office
Based on a policy that promotes TQM throughout the whole company, it offers the
following services to each operation and contributes to company business
development.
- Development of TQM education and training activities.
- Promotion and checking of company-wide policy.
- Research and development for new work processes.
- Provision of support for organising BIM and other company-wide meetings.
3) DST- PDCA Cycle
- In the Beginning, There is a Dream
(Honda Management Policy-1: Proceed always with ambition and youthfulness)
- The DST-PDCA Cycle
Three stages of an ideal state
Difficulty
A Honda work style is to proceed with work by picturing
your ideal state such as ‘want to do this, want to be like
this.’
Innovating
level
Draw, See and Think –PDCA Cycle
Problem
solving level
Theme finding/setting
Draw
Picture ones’
Ideal State
See
Recognise Reality
Think
Consider what
needs to be done
Improving
level.
Want to do this
Grasp and analyze Draw out themes of
what should do
Want to be like this current situation
D
A
C
S
Plan
Do
Make action plan
Plans &
standards
Ｐ T
D
By adding the DST cycle, we can keep
the PDCA cycle rotating on one’s own
initiative.
Check
Time
Act
Put plans into
action
Check by actual
results
Take responsive
countermeasures
Training &
implementation
Analysis &
learning
Improvement &
standardization
Action Plan Implementation
DST Cycle
- What is the DST Cycle for?
To add your own ideas to your action planning
- DST cycle
See
Draw Picture Ones’ Ideal State
Express your ideas of
‘want to do this, want to be
like this.’
Plan
Action Planning
D
Ｐ T
Recognise the reality by the
Three Reality Principle, Gap
Analysis of Plan vs. Actual,
Future Prediction and
Comparison with Competitors.
Think
Action plan with 5W2H to
implement activities of
what the theme requires.
5W2H: Why, what, when, who,
where, how to and how much
(or how many)
S
Recognise the Reality
Consider what needs to be done
Do
Check
Act
Based on the gap analysis of
your ideal and actual state, draw
out themes of ‘what needs to be
done.’
PDCA Cycle – the purpose and process
- What is the PDCA Cycle for?
Achieving objectives effectively and efficiently by rotating the
PDCA cycle of Action Plan.
StandarTake
responsive
dization
countermeasures Improve
ACT
(IMPROVE)
CHECK
Study/ (STUDY)
Learn
Check by
actual result
Analyze
Make
Action Plan
Plan
PLAN
Standard
Clarify
Operation
Standard
（STANDARD）
DO
Train
Implement
Put plans into
action
4) Based on Facts
Three Reality Principle
Go to the
actual place
+
Know the
actual situation
+
Be realistic
Observe the facts
Know the facts
It is necessary to be fact based
to rotate the PDCA cycle!!
Are you sure it’s a fact? Are you certain its not an opinion,
something imagined or a preconception?
5) Control Items
Definition:
A control item is a yardstick that shows the ongoing work level.
Two Kinds of Control Items:
- Result related Control Item:
For measuring the achievement level of an objective
- Cause related Control Item:
For measuring the level of progress and effectiveness of the
implemented measures
Keys to set up:
- Set up the control item with which you can
able to rotate the PDCA cycle between your
team members/subordinates and yourself.
- Express the achievement level in numerical
terms as much as possible.
Case Study: Control Items
Measures
Meals
Objectives
Favorites
Health
Exercise
Rest
Cause Related Control Items
Total calorie intake
Total salt intake
Total sugar intake
Amount of drinking
Amount of smoking
Amount of
sweets/pastries
Total number of
steps taken
Total distance travelled
by walking
Total hours of
exercise
Result Related
Control Items
Weight
Blood Pressure
Blood Cholesterol
Neutral fat
Hours of sleep
Blood Sugar level
Frequency of
shower/bath
Hepatic (liver) function
6) Process Control & Improvement
To achieve objectives or
enhance company
constitution,
not only
seeking results,
but also improving
the process.
Then you can see that
objectives have been
achieved or company
constitution has been
enhanced.
Case study: Golf
Case study: Football
Relation between
process and result
Process 1
Process 2
Job process
Process 3
Process 4
Results
7) Two-way communication
Purpose of the Two-way Communication:
Facilitate mutual understanding between managers and
subordinates, interpersonal, or inter-organisation, and put work
plan and its deployment forward in effective and efficient manner.
Two-way communication concepts;
Subordinates 個人
Mutual Understanding
Mutual Trust
What subordinates
want to know:
What managers should tell:
• What is expected of them
• Evaluation of their performance
• Future jobs, etc.
What subordinates want to tell:
• Achievements, opinions,
ideas about work
• Problems with work or the
workplace
• Hopes for the future, etc.
所属長Managers
Two-way
Communication
• Roles of department and Roles
of individual, and expectations
• Performance appraisal and follow-up
guidance
• Next stage of work, etc.
What managers want to know:
• Opinions and Ideas about work
• Problems with work, the workplace,
etc., and what guidance is needed
• Hopes for the future, etc.
8) Self-controlled Daily Management
Definition: An activity which carries out the continuous improvement of
the daily operation based on your self-control.
In accordance with the following process,
manage your daily operations on your own initiative.
the Purpose, Objective and the
DST- Plan Confirm
Operation Standards of your daily operations,
(Standard) and set the control levels.
Do
Carry out daily operations completely according
to the planned schedule.
Check
Check the day-to-day status by control items and
control levels.
Act
Whenever the control levels are not met, take
countermeasures and then revise the Operation
Standards to prevent its recurrence.
Rotate the CAP-Do Cycle of Daily Management
-Rotate in the order of Check, Act, Plan and Do (CAP-Do), because
daily operations are carried out as planned in advance.
-Daily operations will tend to go downhill if you don’t keep rotating the
CAP-Do cycle.
-Rotate the CAP-Do cycle to continuously improve aiming an ideal
state.
Rotate the cycle of
management
*
Check Act
Do
Plan
Continuous
Improvement
9) Initiative-based Policy Management
Policy Definition
- Policy means the direction or the course that the company is heading in.
- Policy is strategy, too.
Definition of the initiative-based Policy Management
- Policy Management means an activity to achieve objectives (goals) on one’s own
initiative.
Clearly indicate the policy and, set and deploy the objectives and measures to achieve the goal.
Goal
Companywide policy
Policy Management
Objectives (Goals)
&
Measures
Current direction
The process of the Policy Management
e.g., in Honda Motor Co., Ltd.
Policy Deployment
Share an annual or mid-term policy
among all associates
（by Pole Position）
P
P
Regional Operation Meeting
P
Regional Operation Meeting
S
D
P
T
Share the policy
and ideas
between GM and
managers.
Division Y-gaya meeting
Individual
Action Plan
Dept.
Action Plan
Share
Department Person in
Manager
charge
Share the policy
and ideas
between
S
manager and
team members. D
TP
Mid-term Policies
T
Share
T
D
Annual Div. Policy Statement
D
Share
Division
General Manager
S
Div. mid-term
Policy Statement
BIM
S
Share
T
Annual Regional Operation
Policy Statement
D
Share
S
Regional Operation
mid-term
Policy Statement
Mid-term
Company-wide
Policy framework
Corporate vision
President & Regional Operation
Director
Exec. Council
BIM
Team Y-gaya meeting
Annual Policies
Two-way communication
10)-1 7 QC Tools
Purpose: These are to be used to classify, process or graph data for fact based management
No.
Method
Image
Main use
1 Pareto Diagram
Singling out the really serious problems
from among all the lesser ones.
2 Cause-and-effect
Diagram
Picking up and arranging all possible
causes without any omissions.
3
Graphs and
charts
4
Check sheets
5
Histograms
6
Scatter
diagrams
7
Control charts
Making data visual.
n＝520
不良合計
機材不良個所 ＡＭ月ＰＭ ＡＭ ＰＭ ＡＭ土ＰＭ 小計
合計
型くずれ
26
No１ 肉 厚
34 70
肉 薄
10
型くずれ
27
No２ 肉 厚
54 119
肉 薄
28
不良 小
計 19
17 9 17 11 189
189
計
32
26
28
189
総計 合
Simplifying data collection and ensuring
that no items are omitted when
inspecting.
Plotting the shape of a distribution and
comparing it with specifications.
Finding correlation between paired sets
of data.
.
.
.
..
Checking whether or not a process is in
control.
Quotation from ‘THE QC PROBLEM SOLVING APPROACH’ by Katsuya Hosotani
10)-2 7 New QC Tools
Purpose: To be used to clarify the root causes from information congested
No
Method
1
Relations
diagram
2
Systematic
Diagram
Image
Elucidating complex problems by
identifying logical connections.
デ
ー
評価点×１
共 取 タ
組
通
項目
ー
の み と
テ や り
問題点
ー す や
マ
１．○○の△△が出来ない
○ さ
△ す
×
２．○○の不良が多い △ × さ
○
３．××の処理時間が長い
○ △ ○
４．××の生産が遅れる○ × ×
５．△△の苦情が多い △ × △
項目の重みづけ
3 Matrix diagrams
4 Affinity diagrams
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
Systematically searching for the most
effective means of accomplishing
given objectives.
評価点×２
部
緊 重 門 期
待
急 要 の 効
度 度 方 果
針
○ △ × ○
△ ○ × △
○ ○ ○ ○
△ △ × ○
○ ○ ○ △
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
●ーーーーーーー
③→④
総
合
点
37
33
53
23
43
①→②→⑤→⑧→⑪→⑭→ ⑮
⑦
⑩
⑥
⑨
←
会社へ電話し
遅刻を連絡する
6
Process decision
program chart
取りに帰る
家へ連絡
Determining the process to be used to
achieve the desired results.
取りに帰る
***……
***……
***……
***……
遅刻して出社
Arranging data in matrix form for easy
.. ..
...
.
.. ..
. ...
. . .. visualization and comprehension.
..
.
. .. ... .
***
***
***
***
***
***
***
7
会社へ電話し
遅刻を連絡する
Controlling schedules by expressing
relationships among tasks in the form
of a network.
家人が定期券持参
遅刻して出社
Matrix data
analysis
Clarifying problems through
multidimensional thinking.
Unearthing by organizing data on
chaotic situations.
⑫→⑬
←
5 Arrow diagrams
Main Use
****
****
****
*****
****
Quotation from ‘THE QC PROBLEM SOLVING APPROACH’ by Katsuya Hosotani
You are expected to
understand the concepts
used in TQM and to put
them into practice in the
workplace to be good role
models for your members.