1. MANAGEMENT FUNCTIONS IN TQM Policy Management Quality Control Circle Suggestion System Standardization & Quality Assurance Cross- Functional Management Daily Management 5 S

2. 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 POLICY MANAGEMENTDefinition

3. “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 POLICY MANAGEMENTDefinition

4. How is the Company Policy Shared Within the Organization ? is it like this ? or ... like this ?

5. POLICY DEPLOYMENT COMPANY POLICY PERSONAL TASK + DIVISION POLICY TOP DOWN PERSONAL TASK + DEPT. POLICY PERSONAL TASK + GROUP POLICY etc. BOTTOM UP

6. Catchball Q C D S M E President Claim Reduction 50% Down Q1 Q2 Q3 100% Director prod Q3 Q31 Q32 Q33 Q31 Q32 Q33 G M 100% Q331 Q332 Q333 Q31 Q313 Q322 Q331 Manager Q3321 Q3322 Q3323 Mgr.. DEPLOYING COMPANY GOALS

7. POLICY MANAGEMENTFully Deployed Objective Level Objective Corporate Improve Customer Satisfaction Division Reduce Late Shipments Plant Less than10% Late Shipments This Year Manufacturing Department Less than 5% Schedule Misses This Year Maintenance Group Reduce Machine Downtime 25% This Year

8. 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 DAILY MANAGEMENTDefinition

9. POLICY MANAGEMENT POLICY DEPLOYMENT HONSHIN KANRI POLICY MANAGEMENT TOP MIDDLE MANAGEMENT DAILY MANAGEMENT GEMBA MANAGEMENT OPERATORS

10. Standardization Action to Achieve Management Policy on Priority Bases Management Policy Improvement Action on Priority Items Policy Mana- gement A P C D Critical Probkems Chronic Problems (Improvement Action ) Action to Achieve Work Purpose at Each Department, Efficiently • Job Regula- • tion • Supervisor’s • Authority, • Regulation, • etc. Setting of Job Standards (Control, yardstick, etc.) Daily Mana- gement A S* C D * S is standard POLICY MANAGEMENT & DAILY MANAGEMENT

11. A P C D A P A S C D C D IMPROVEMENT A S C D MAINTENANCE PDCA & SDCA CYCLE

12. MANAGEMENT ACTIVITYCONTROL CYCLE P Cs2 S Ds2 As2 S2 Dp1 A A D D P1 Cp1 Ap1 S1 Ds1 As1 C Cs1 C

13. 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 no Corrective Action But Need Improvement Quality Assured

14. Job Description Previous Year’s Unsolved Problems HIS OWN GOAL Daily Routine Work Done by Middle Management His Own Vision for His Assignment Competitor’s Status,Trend and Tech.Development DEFINING GOALS IN DAILY MANAGEMENT

15. MacroFlow INPUT REQUEST OUTPUT Personnel Recruitment Training Assign Evaluation Review Biodata Test Micro Flow P R SOP SOP SOP SOP SOP SOP FLOW CHART (PERSONNEL DEPARTMENT)

16. 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 CONTROL ITEMK. Ishikawa

17. EXAMPLES OF CONTROL ITEMS

18. A P A P C D C D A P C D CONCEPT OF CONTROL ITEM

19. CONTROL ITEM & CHECK ITEM CAUSE RESULT CHECK ITEM CONTROL ITEM

20. Control Item Check Item Control Item Check Item Control Item Check Item CONTROL ITEM & CHECK ITEM INTERRELATIONSHIP Department Manager Section Manager Supervisor

21. DAILY MANAGEMENT - SALES MANAGEMENT CONTROL ITEM GOAL DOCUMENTS Vehicles Sales 300 + 15 cars/year Sales Graph 24 + 4 cars/month More than 1 cars/day New Car Sales at 24 + 4 cars/event Motor Show 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. 50 + 5 calls/day Customer Business Card Handed 500 + 50 cards/show Out in motor show Catalogue to Customer 500 + 50 catalogue/mo Home Visit > 400 visits Success per visits 90% Sales Clerk Attendance 100% Rate

22. RELATIONSHIP AMONG STANDARDS, CONTROL POINTS, OBJECTIVES AND MISSION Mission e.g, Customer satisfaction Objectives e.g, QCDSM Strategies and tactics to accomplish all of these Business Plans Control Points e.g, Process capability at station A Standards practiced on the shop floor e.g, Standard Operating Procedure (SOP), daily machine checklist, etc.

23. 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 CROSS-FUNCTIONAL MANAGEMENTDefinition

24. POLICY MANAGEMENT AND CROSS FUNCTIONAL MANAGEMENT Supplier Customer Cross Functional Management Policy Management

25. Customer Complaints Market Research Tooling Design Assembly Material Selection Fabrication Quality Products to the Customers Marketing Design Manufacturing CONTROL POINTS AS VIEWED BY CROSS FUNCTION MANAGEMENT