MANAGEMENT FUNCTIONS IN TQM
Quality
Control
Circle
Policy
Management
Suggestion
System
Standardization
&
Quality Assurance
CrossFunctional
Management
Daily
Management
5S
1/25
POLICY MANAGEMENT
Definition
Deploy and share the direction, goals, and approaches of
corporate management from top management to
employees, and for each unit of organization to conduct
work according to the plan. Then, evaluate, investigate,
and feed back the results, or go through the cycle of
PDCA (Plan, Do, Check, Act) continuously, and attempt to
continuously improve the performance of the
organization.”
- Dr. Shigeru Mizuno
2/25
POLICY MANAGEMENT
Definition
“Policy Management is a mechanism
that guides people to practice
discipline in assuring quality in
managerial processes so that the goals
of the organization can be achieved “
- Kiyoshi Suzaki
3/25
How is the Company Policy
Shared Within the Organization ?
is it like this ?
or ... like this ?
4/25
POLICY DEPLOYMENT
COMPANY POLICY
PERSONAL TASK +
DIVISION POLICY
TOP DOWN
PERSONAL TASK +
DEPT. POLICY
PERSONAL TASK +
GROUP POLICY
BOTTOM UP
etc.
5/25
DEPLOYING COMPANY GOALS
Catchball
Q
President
C
D
S
M
E
Claim Reduction 50% Down
Q1
Director
Q2
Q3
100%
prod
Q3
Q31
Q32
Q31
Q32
Q33
Q33
GM
100%
Q331
Q332
Q333
Q31
Q313
Q322
Manager
Mgr..
Q3321
Q3322
Q3323
Q331
6/25
POLICY MANAGEMENT
Fully Deployed Objective
Level
Objective
Corporate
Improve Customer Satisfaction
Division
Reduce Late Shipments
Plant
Manufacturing
Department
Maintenance
Group
Less than10% Late
Shipments This Year
Less than 5% Schedule
Misses This Year
Reduce Machine Downtime
25% This Year
7/25
DAILY MANAGEMENT
Definition
All Activities That Each Department
Must Perform For Itself On A Daily Basis
That Are Necessary To Most Efficiently
Achieve Their Departmental Goals.
These Activities Are The Most
Fundamental of Business Management
Note: Daily Management Is No Different Than Departmental Or
Functional Management
8/25
POLICY MANAGEMENT
POLICY DEPLOYMENT
HONSHIN KANRI
TOP
MIDDLE
MANAGEMENT
OPERATORS
POLICY MANAGEMENT
DAILY MANAGEMENT
GEMBA MANAGEMENT
9/25
POLICY MANAGEMENT & DAILY MANAGEMENT
Standardization
Policy
Management
Action to Achieve
Management Policy
on Priority Bases
Management
Policy
Improvement
Action on
Priority Items
Critical Probkems
A
P
C
D
Chronic
Problems
(Improvement
Action )
Daily
Management
Action to Achieve
Work Purpose at
Each Department,
Efficiently
• Job Regulation
• Supervisor’s
Authority,
Regulation,
etc.
Setting of Job
Standards
(Control,
yardstick,
etc.)
A
S*
C
D
* S is standard
10/25
PDCA & SDCA CYCLE
A P
C D
A P
C D
A S
C D
A S
C D
IMPROVEMENT
MAINTENANCE
11/25
MANAGEMENT ACTIVITY
CONTROL CYCLE
P
S
Ds2
Cs2
S2
As2
Dp 1
A A
D D
C
C
P1
As1
Ap1
S1
Cp1
Ds1
Cs1
12/25
DAILY MANAGEMENT - FLOW CHART
Intrinsic Duty
(Responsibility)
Vision,
Mission,
Program Goals
Functional
Flow by
Macro &
Micro Chart
SOP
Operation
Maintain as it is
If met with
Customer
Requirement
yes
Corrective
Action
But Need
Improvement
no
Quality
Assured
13/25
DEFINING GOALS IN DAILY MANAGEMENT
Previous Year’s
Unsolved Problems
Job
Description
Daily
Routine Work
His Own
Vision for
His Assignment
HIS OWN GOAL
Done by
Middle Management
Competitor’s
Status,Trend and
Tech.Development
14/25
FLOW CHART
(PERSONNEL DEPARTMENT)
MacroFlow
INPUT
REQUEST
Personnel
Review
Biodata
OUTPUT
Recruitment
Training
Assign
Evaluation
Test
Micro
Flow
P R
SOP
SOP
SOP
SOP
SOP
SOP
15/25
CONTROL ITEM
K. Ishikawa
Control Item Is A Yardstick That
Measures Or Judges The Target Level,
The Content Of The Work, The Process
And The Results Of Each Stage Of
Breakthrough And Improvement During
Daily Management Activity
16/25
EXAMPLES OF CONTROL ITEMS
17/25
CONCEPT OF CONTROL ITEM
A
P
C
D
AP
CD
AP
CD
18/25
CONTROL ITEM & CHECK ITEM
CAUSE
RESULT
CHECK
ITEM
CONTROL
ITEM
19/25
CONTROL ITEM & CHECK ITEM
INTERRELATIONSHIP
Department Manager
Control
Item
Check
Item
Section Manager
Control
Item
Check
Item
Supervisor
Control
Item
Check
Item
20/25
DAILY MANAGEMENT - SALES MANAGEMENT
CONTROL ITEM
GOAL
DOCUMENTS
Vehicles Sales
300 + 15 cars/year
24 + 4 cars/month
More than 1 cars/day
Sales Graph
New Car Sales at
Motor Show
24 + 4 cars/event
Sales to New Customers
More than 5 cars/month
CHECK ITEM
GOAL
DOCUMENTS
Potential Customer Visit
90 + 10 visits/week
Visit Log Card
Telephone Calls to Pot.
Customer
50 + 5 calls/day
Business Card Handed
Out in motor show
500 + 50 cards/show
Catalogue to Customer
500 + 50 catalogue/mo
Home Visit
> 400 visits
Success per visits
90%
Sales Clerk Attendance
Rate
100%
21/25
RELATIONSHIP AMONG STANDARDS, CONTROL
POINTS, OBJECTIVES AND MISSION
Mission
Objectives
e.g, Customer satisfaction
e.g, QCDSM
Business
Plans
Control Points
Standards practiced
on the shop floor
Strategies
and tactics to
accomplish all
of these
e.g, Process capability
at station A
e.g, Standard Operating
Procedure (SOP), daily
machine checklist, etc.
22/25
CROSS-FUNCTIONAL MANAGEMENT
Definition
Control Activities That Include Planning
For Individual Business Element Like
Quality, Cost and Delivery From
Company Wide Point of View.
These Are Then Implemented Along
With Daily Management And Policy
Management within Each department
23/25
POLICY MANAGEMENT AND CROSS FUNCTIONAL MANAGEMENT
Supplier
Cross Functional Management
Customer
Policy
Management
24/25
CONTROL POINTS AS VIEWED BY
CROSS FUNCTION MANAGEMENT
Market
Research
Customer
Complaints
Tooling
Design
Material
Selection
Marketing
Assembly
Fabrication
Design
Manufacturing
Quality
Products
to the
Customers
25/25