Developing a Global Quality Management System to...

Developing a Global Quality Management System to Transforming

Technology into Effective Management Strategy

KAKURO AMASAKA

School of Science and Engineering

Aoyama Gakuin University 5-10-1 Fuchinobe, Chuo-ku, Sagamihara-shi, Kanagawa-ken, 252-5258

JAPAN

[email protected]

Abstract: - To be successful in the future a global marketer must develop an excellent quality management

system that can impress consumers and continuously provide excellent quality products in a timely manner

through corporate management for manufacturing in the 21st century. The author proposes a Global Quality

Management System for transforming technology called “New JIT, new management technology principle”

into effective management strategy. This system contains hardware and software systems, as next generation

technical principles, for transforming management technology into a management strategy. The hardware

system consists of the Total Development System (TDS), Total Production System (TPS) and Total Marketing

System (TMS). These are the three core elements required for establishing new management technologies in

the marketing, engineering, and production divisions. To improve the work process quality of all divisions

concerned with development, production, and sales, the author hereby proposes “Science TQM” (TQM by

utilizing “Science SQC”) as a software system. In addition as a management technology strategy that enables

sustainable growth, the author has proposed a ”Strategic Stratified Task Team” that will become the driving

force of Science TQM. The author believes that the effectiveness of New JIT for the advanced management

strategy using High Linkage Model “Advanced TDS, TPS & TMS” has been demonstrated as described herein

based on the author’s verification conducted at Toyota.

Key-Words: - Global Quality Management System, New JIT, three core elements “TDS, TPS & TMS”, High

Linkage Model “Advanced TDS, TPS & TMS, Science TQM, Science SQC, Customer Science,

Strategic Stratified Task Team

1 Introduction The Japanese administrative management

technology that contributed the most to the world in

the latter half of the 20th century is typified by the

Japanese production system represented by the

Toyota Production System (TPS). This system was

kept at a high level by a manufacturing quality

management system generally called JIT (Just in

Time) [1].

However, a close look at recent corporate

management activities reveals various situations

where an advanced manufacturer, which is leading

the industry, is having difficulty due to unexpected

quality related problems. Some companies have

slowed down their production engineering

development, and are thus facing a crisis of their

own survival as a manufacturer. Against this

background, improvement of the Japanese

administrative management technology is sorely

needed at this time [2-4]. In the remarkable technologically innovative

competition seen today, in order to realize

manufacturing that ensures customer first QCD

(Quality, Cost and Delivery), it is indispensable to

first create a core technology capable of reforming

the business process used for the technological

development of divisions related to engineering

designing. Equally important, even for production

related divisions, is to develop new production

technologies and establish new process management

which, when combined, enable global production

[5].

In addition, even the product promotion, sales,

and service divisions are expected to carry out

rationalized marketing activities that are not merely

based on past experiences, so that they can

strengthen ties with their customers. It is believed

that the foundation of corporate survival is to

establish a new quality centered management

technology that can link the management of the

activities carried out by the divisions above with a

view to enhance the quality of their business

processes [6-7]. Today’s Toyota is not an exception

when it comes to the necessity described above.

Given this context and by predicting the form of

next generation manufacturing, the author hereby

Advances in Data Networks, Communications, Computers and Materials

ISBN: 978-1-61804-118-0 19

proposes a Global Quality Management System for

transforming technology called “New JIT, new

management technology principle” which contains

hardware system - three core elements “TDS, TPS,

TMS”, and software system – Science TQM by

utilizing Science SQC for transforming management

technology into management strategy [6]. This

system is the basis of “Manufacturing Fundamentals

21C” accomplished by innovating the conventional

JIT system. The effectiveness of New JIT for the

advanced management strategy using High Linkage

Model “Advanced TDS, TPS & TMS” is

demonstrated in this paper.

2 Conventional Japanese Production

System and Quality Control - JIT The system of Just in Time (JIT), a Japanese

production system typified by the current Toyota

Production System (TPS), is a manufacturing

system developed by Toyota Motor Corporation that

adopts TQM (Total Quality Management) into its

manufacturing process. TQM recognizes the

principle of cost reduction, and it also pursues

improvement of product quality and productivity

simultaneously by pursuing maximum efficiency

(optimal streamlining). TQM can also be considered

the essential concept behind JIT [7]. For this reason,

Toyota positioned this production system as the

management technology of Toyota, and often draws

an analogy of the two systems being like the two

wheels of a vehicle [1,5]. In order to cater to the customers’ needs and to

conduct “manufacturing” successfully, a study into

the timely “simultaneous achievement of QCD” is

the top priority. To accomplish this, Toyota has

been viewing the two technologies above as the dual

pillars of its management technology [6]. As shown

in Fig. 1, through the combination of these two

pillars, a rational management attitude has been

consistently maintained so that deviations like

“large tidal waves” can be reduced to small

fluctuations similar to “gentle ripples” which enable

average values to be constantly improved.

This involves the continuation and improvement

of QCD research activities while incorporating the

statistical quality control method (SQC) from the

standpoint of the hardware technology- based TPS

and the software technology-based TQM, which are

represented on the vertical and horizontal axis

respectively. As can be seen from the figure, SQC

constitutes the basis for maintaining and improving

product quality, and the starting point of TQC

(TQM) from a historical standpoint. However, in

order to prevail in the difficult global quality

competition in the future, the technological

capability of manufacturers must be urgently

reinforced and reformed [7].

The concept of JIT [1,8] and its approach have

reformed automobile production at Toyota. As a

result of its effectiveness being highly praised all

over the world, JIT has been established as a core

concept of the world’s manufacturing in the 20th

century [9].

3 Management Tasks of Advanced

Companies Shifting To

Globalization

3.1 Progress of Production Control in the

Manufacturing Industry Advanced companies in the world, including Japan

are shifting to global production to realize “uniform

quality worldwide and production at optimum

locations” for survival in fierce competition. To

attain successful global production, technical

administration, production control, purchasing

control, sales administration, information system

and other administrative departments should

maintain close cooperation with clerical and indirect

departments while establishing strategic cooperative

and creative business linkages with individual

development, production and sales departments, as

well as with outside manufacturers (suppliers).

Today when consumers have quick access to the

latest information in the worldwide market thanks to

the development of IT (Information Technology),

strategic organizational management of the

production control department has become

Use of SQC reduces fluctuations and raises

the average level of manufacturing quality.

Fig. 1 Relation between TPS and TQM


ISBN: 978-1-61804-118-0 20

Progress of production control in the manufacturing industry

Production control of plants: Expanding tasks (domestic suppliers overseas)

Prod. control technology 1900 1950 2000

Industrial

engineering

Qualitycontrol

Operationsresearch

IT

Management

Taylor

system

Supply chain

management

TQC

Operations

research

Organizationtheory

Collaborationpartnership

Simulation

JIT/Toyota Production System

Marketing

scienceMarketing research

Productioncontrol

Ford

system

Production &

stock control

System

engineering

SCM

Digital

engineering

CAE CAD CAM

CIM

CEAutomation

Marketingresearch

TQM

Global

production

SQC

Fig. 1 Progress of Production Control in the Manufacturing Industry




Industrial

engineering

Qualitycontrol

Operationsresearch

IT

Management

Taylor

system

Supply chain

management

TQC

Operations

research

Organizationtheory


Simulation


Marketing


Productioncontrol

Ford

system

Production &

stock control

System

engineering

SCM

Digital

engineering

CAE CAD CAM

CIM

CEAutomation

Marketingresearch

TQM

Global

production

SQC

Fig. 1 Progress of Production Control in the Manufacturing IndustryFigure 1 Progress of Production Control in the Manufacturing Industry




Industrial

engineering

Qualitycontrol

Operationsresearch

IT

Management

Taylor

system

Supply chain

management

TQC

Operations

research

Organizationtheory


Simulation


Marketing


Productioncontrol

Ford

system

Production &

stock control

System

engineering

SCM

Digital

engineering

CAE CAD CAM

CIM

CEAutomation

Marketingresearch

TQM

Global

production

SQC

Fig. 1 Progress of Production Control in the Manufacturing Industry




Industrial

engineering

Qualitycontrol

Operationsresearch

IT

Management

Taylor

system

Supply chain

management

TQC

Operations

research

Organizationtheory


Simulation


Marketing


Productioncontrol

Ford

system

Production &

stock control

System

engineering

SCM

Digital

engineering

CAE CAD CAM

CIM

CEAutomation

Marketingresearch

TQM

Global

production

SQC

Fig. 1 Progress of Production Control in the Manufacturing IndustryFigure 1 Progress of Production Control in the Manufacturing Industry Fig. 2 Progress of Production Control in the Manufacturing Industry

incre

asingl

y

impor

tant.

Simul

taneo

us

attain

ment

of

QCD

requir

emen

ts is

the

most

impor

tant mission for

developing highly reliable new products ahead of

competitors [7]. This requires the urgent

\establishment of an innovative production control

system for the next generation (called next-

generation production control system). Fig. 2 summarizes the progress of production

control in the manufacturing industry to ascertain

the desirable form of the Japanese Society of

Production Control for it’s future progress [10]. In

the figure, the flow from IE (industrial engineering)

to recent IT is shown as major technologies

contributed to production engineering in the vertical

direction. In the transverse direction, major

elementary technologies, control methods and

scientific methodologies that contribute to

production control are listed in time series for

mapping.

For the production control department, the key to

success in global production is modelling strategic

SCM (supply chain management) for domestic and

overseas suppliers with a systematization of its

management methods. In the implementation stage,

deep-plowing studies of the Toyota Production

System, TQM, partnering, and digital engineering

will be needed in the future.

3.2 Today’s Management Technology Issues For manufacturers to be successful in the future

global market, they need to develop products that

give strong impressions to consumers and supply

such items in a timely fashion through effective

corporate management. In recent years however, the

Toyota Production System representing Japanese

manufacturing has been adopted as a so-called Lean

System [11] and further developed in various

systems shared internationally.

Therefore, it is no longer Japanese (or Toyota’s)

exclusive technology. In the United States and

European countries also, the importance of quality

control has been increasingly recognized through

studies of Japanese TQM (or TQC, Total Quality

Control). TQM has thus been actively promoted,

and recently began encroaching on the Japanese

style quality superiority which Japanese products

have previously enjoyed [12-13].

What can be deduced from these facts is that it is

clearly impossible to continue to lead the next

generation simply by adhering to and maintaining

the Toyota Production System and TQM, which are

the dual-pillars of traditional Japanese management

technology. In order to overcome these problems, it

is essential not only to advance the Japanese

Production System, a core technology of the

production processes, but to also establish a core


ISBN: 978-1-61804-118-0 21

technology for

the sales,

designing, and

development

related

divisions [6]. Given the

above, the

author [6,14]

has conducted

an awareness

survey of

general

management

personnel and

executives (a

total of 72

people) from

12 advanced

companies

belonging to

the Toyota Group. Similarly, based on another

awareness survey of the companies (Fuji Xerox and

Daikin among others, with a total of 153

participants) participating in the “Study Group for

Manufacturing Quality Management (aka “The

Amasaka Forum”),” management technology issues

have been investigated from the standpoint of

corporate management.

As shown in Fig. 3, by incorporating

Quantification Class III, the overall management

technology issues have been plotted in a chart. From

the figure, it can be confirmed that managers

responsible for development give the highest

priority to

“suggestion-

based new

merchandise

and product

developmen

t” as a

global

merchandise

strategy,

whereas

production

managers

put efforts

into

establishing

the “next

generation

production

system” in

view of

global production. Sales managers, on the other

hand, prioritize the “development of new marketing

methods” in order to be successful in global

marketing. Moreover, the issue common to all was

how to respond to globalization.

Therefore, in order to overcome these

management issues, it will be necessary to reform

the organization and system and innovate the human

resources cultivation system through intelligent

sharing of information and to create a new

management technology for closer ties among the

company’s divisions. The above awareness

surveys and analysis clarified the core technologies

necessary for the next generation management

technology principle, the basis for new management

technologies, and the technological elements

required for linking these core technologies.

Consequently, what will be important in the

future is the creation of management technology

equipped with a new concept that enables a total

linkage of QCD research conducted by each of the

aforementioned divisions from the standpoint of

strategic corporate management, and by so doing,

the creation of “New JIT” will be deemed possible.

In order to promote excellent quality management

capable of contributing to global manufacturing, the

quality of the business processes of all divisions

needs to be enhanced through clear-cut, rational JIT

activities [6-7].

Speed and efficiency

Marketing staff

Development of new merchandise and products of proposal type

Application of information

Customer's voice

Production staff

Inheritance of technology and skill

Development of

human resources

Innovation of organization and system

Formation of vision

Adjustment to changes

Strengthening of cooperation

Mono axial

Bi axial Development staff

Global environmental measures

Development of marketing method

“Customer First" point of view

Priority input of resources Next generation production system

Priority direction of problem

ＴＭＳ Analysis; Quantification Class III

The Production division

The Marketing division

Analysis: Quantification Class III

Supply chain management and most suitable supply

The Development division

Global products strategy

Global marketing strategy

Global production strategy

Fig. 3 Management Technology Problems

(Positioning of Opinion)

The Development Division

The Production Division

The Marketing Division

Bi axial

Mono axial


ISBN: 978-1-61804-118-0 22

4 New JIT

for

Innovating Management

Technology

4.1 Concept of New JIT for Innovating

Management Technology The “new deployment of global marketing” for

prevailing in today’s “global quality competition” is

the most important issue for the manufacturing

industry. Particularly for Japanese manufacturers, in

order to survive in the global market, the urgent

management issue is “global quality and

simultaneous launching (optimal production)”

which is a prerequisite for succeeding in global

production [7,14].

In order to create attractive products, it is

necessary to implement “Customer Science” [15]

which is designed to scientifically grasp customers’

preferences. In order to carry this out reliably, it will

be vital for each of the development/designing,

production divisions, and business/sales to carry out

management in such a way as to link the entire

organization of their own divisions.

Furthermore, all of these divisions need to be

organically linked together by the Management

Section (technology control, production control,

procurement control, sales control, information

systems, and quality assurance), General Affairs

Section, and Supervising Section (human resources,

TQM promotion, etc.) which manages the activation

as well as the systematic and organizational

operation of human resources in each division as a

whole.

Therefore,

what is

needed is a new, next generation management

technology that can become a unifying force for

optimizing (strongly linking) the business process

cycles of all divisions, in other words, providing a

new organizational and systematic behaviour

principle. Given this background, the author [6,16]

hereby proposes a new management technology

principle, New JIT, as indicated in Fig. 4. This

management principle is equipped with a “hardware

system” and a “software system” as a next

generation management technology and aims to

strengthen management technology up to the level

of management strategy.

The hardware system for the strategic

management technology system is made up of five

core principles: TDS (Total Development System),

TPS (Total Production System), and TMS (Total

Marketing System). These three core systems are

each a core technology required for establishing the

new management technology in each of the

Toyota

Marketing

System

Toyota

Development

System

Service

Inspection

Production engineering

Evaluation by examination

development

Engineering design

design

Product planning Product

management

Market research

Manufacturing

TQM by utilizing

Science SQC

TMS

TDS

TPS

Preparation for production

How to

sell?

Was production

satisfactory ?

How to produce ?

What is to be produced ? Sales

What is

needed ? How was

the result ?

Toyota

Production

System

Science SQC

TQM-S Research and

Profile

What is the

expected state ?

Fig.4. New JIT, new management technology principle

Software science

Hardware science

Design Process

Behavioral Science

Design Review

Design Philosophy

Customer-in

Past data on use

environment

Preceding and next processes

Design Technology

System engineering

Phenomenon analysis by using CAE and SQC

TDS Shared use of Informaion

Optimized design Technology creation

(b) Management-based design

(d) Designer's decision-based design

Planning

(a) Information-based design

(c) Technology-based design

Elemental technology

Design Behavior

Fig. 5 TDS Concept


ISBN: 978-1-61804-118-0 23

divisions: business/sales, development designing,

production engineering/production, and general

affairs/management.

For the software system of the strategic quality

management system, the author [16-19] proposes

“Science TQM, new quality management principle”

called TQM-S (TQM promotion incorporating

Science SQC), in order to improve the business

process quality of all divisions depicted in the

figure. More specifically, this is an operation strategy for

next generation quality management that was

developed to promote a more scientific approach,

and its validity has been demonstrated in recent

years. The aim is to rationally systemize and

organically organize the application of new quality

management through parallel use of Information

Technology (IT) and Science SQC. As shown in the

figure, implementation of the organic linkages

between the related divisions can contribute to the

further growth and development of the five core

technologies, that is, the main elements of New JIT.

4.2 Tree Core Principles of New JIT 4.2.1 The First Principle: TDS [6]

Taking a close look at recent product recall

incidents, it is clear that a crisis in reliability, which

stems from technological development and design

evaluation, is rapidly arising. What is required is not

simply the solution for a single isolated

technological problem, but the creation of the kind

of core technology which leads to the innovation of

the business process for technological development,

as well as the establishment of a core technology

that induces an improvement in human reliability.

Given the above, the role and expectation of the

second principle, TDS, is the systemization of the

“design management method” as can be seen in

Fig. 5. This includes the following elements: (a)

collection and analysis of internal and external

information which places priority on the design

philosophy, (b) development of design processes

and their management, (c) creation of a design

method that incorporates a strengthened design

technology to obtain universal solutions (general

solutions), and (d) drafting of design guidelines for

nurturing designers (theory → action → decision-

making).

Here, also, the author [20-21] has been

demonstrating that Science TQM is effective for

strategic deployment of New JIT in the development

and designing activities. For example, when

designing a vehicle body (design profile), which is

an important factor for inducing the motivation to

buy, the application of Science SQC to improve the

quality of the designing process in order to ensure

the “designing conduct code” is called Design SQC

[20].

In order to advance designing in response to the

advancement of technology, it is necessary to

strategically implement Design SQC and to proceed

with technological development with a view to

obtaining intellectual property rights for the

continuation and further advancement of such

technology.

What is vital here is to establish a universal

technological solution, not simply “individual

solutions” created from the accumulation of partial

solutions. The real aim of establishing TDS is to

create technology via optimal designing that is

enabled through information sharing [22].

4.2.2 The Second Principle: TPS [6]

Fig.6 TPS Concept

Human

management Generator Mentor

Promoter

Behavioral science

Production Philosophy

Inspection

information

Market

information

Preceding and next processes

Production Technology

System engineering

Element engineering

Quality Cost

Delivery

TPS Customer-oriented

Employee-oriented

Process control

(d)Production based on workshop formation

(b) Production based on management

Planning

(a)Production based on information

(c) Production based on engineering

Process design

Production Process

Fig. 6 TPS Concept


ISBN: 978-1-61804-118-0 24

In the midst of the recent drastic changes in

manufacturing methods caused by the introduction

of digital engineering, it is vital to reconstruct a

world-leading next generation production control

technology, so that the core part of manufacturing

does not lag behind the “advancement of production

control.” Given the above, the roles and expectations of the

third principle, TPS, includes the following

elements, as shown in Fig. 6: (a) innovation to

introduce a customer-oriented production control

system which puts the highest priority on the quality

of information obtained from inside and outside the

company, (b) creation of a rational production

process and management of its workplace

implementation, (c) a QCD research activity using

the latest production technology, and (d) creation of

a dynamic workplace capable of managing

partnerships proactively.

In order to achieve these goals, the application of

Science TQM for the strengthening of the overall

production system is extremely effective. Here, the

scientific conduct code for strategically

implementing Science SQC is also called

Production SQC [23-25].

The purpose of TPS through application of

Production SQC is first, to solve technical

bottlenecks such as problems with production

preparation and production operation. Second, it is

to establish an intelligent and scientific process

control method in order to realize a highly reliable

production system. The real target of TPS is to

create a next generation Japanese production system

free from the restraints of the conventional system

[26].

4.2.3 The Third Principle: TMS [6] As more and more emphasis is given to CS

(Customer Satisfaction), CD (Customer Delight),

and CR (Customer Retention), the sales and service

divisions are expected to play new roles. What is

needed are the kind of marketing activities which

are not merely based on past experiences, but which

promote the strengthening of ties with the

customers, and the building of reliability into the

products and corporate activities, as well as

information gathering which will be helpful in

creating next generation products. This will be the

basis for quality management activities in the future.

The roles and expectations of the first principle,

TMS, include the following items, as shown in Fig.

7. These are: (a) a market creation activity through

gathering and utilizing customer information, (b)

improvement of the product value through

understanding the essential elements that enhance

the product value, (c) establishment of a marketing

system from the standpoint of creating trusting ties

with the customer, and (d) the creation of a code of

corporate conduct to develop an intelligent network,

which continually increases customer satisfaction,

as well as the recognition of the elements necessary

for creating the code.

The author [27,28] has been demonstrating that

Science TQM is effective in strategic deployment of

New JIT in the market. At the implementation stage,

in order to establish TMS that is capable of

contributing to sales and product planning, it is

important to deploy Marketing SQC supported by

Science SQC and to set up business linkages

between each of the divisions related to product

planning and development designing. It has become

increasingly important, even from the standpoint of

forming a “total business linkage” between TDS,

TPS and TMS to implement Customer Science that

places the customer first while also carrying out

market investigation scientifically.

This is done in order to avoid overemphasis of

immediate sales results, and instead, to become

capable of recognizing the importance of strategic

utilization of Marketing SQC, which contributes to

future product development [29,30].

4.3 New JIT Driven by Science SQC Supplying products that satisfy consumers

(customers) is the ultimate goal of companies that

desire continuous growth. Customers generally

evaluate existing products as good or poor, but they

do not generally have concrete images of products

they will desire in the future. For new product

development in the future, it is important to

precisely understand the vague desires of customers.

Proposal of Customer Science model [6,15] as

shown in Fig. 8 makes it possible to concretize

(b) Product value improvement

(c) Building Ties with customer

(a) Market creating activities

Customer Focus

Product value

Quality, cost and delivery

Customer Information

Development and

production

Sales and marketing

Marketing System TMS

Customer-oriented

Quality assurance

(d) Customer value improvement

Shop appearance Brand Reliability

Service Merchandise Product planning and design

Customer

delight

Customer

satisfaction

Customer

retention

Fig. 7 TMS Concept


ISBN: 978-1-61804-118-0 25

cus to

m e r

desire

s

“Wan

t s ” .

T o

realiz

e this,

t h e

furthe

r

expan

s i o n

of the

N e w

J I T ,

“Scie

n c e

S QC ,

new quality control principle” by utilizing the four

core principles as shown in Fig. 9 is a new principle

for a next generation quality management

technique for the manufacturing business, aiming at

providing a universal “general solution” and thus

creating a technology for problem solving [17,19,26]

.

The first of the four principles, “Scientific SQC”

is a scientific quality control approach, and the

second principle, “SQC Technical Methods” is a

methodology for problem solving. The third

principle, Total SQC Technical Intelligence System,

“TTIS”, is integrated SQC network by using

technical wealth that deal with proprietary

technologies or business processes into owned

assets.

The fourth principle, “Management SQC”,

interprets the gap between the theory and reality of

technical problems, as the problems existing

between departments and organizations, and

verbalizes the implicit understanding inherent in the

business process, thus further presenting it as

explicit knowledge and as a general solution for the

technical problem.

Subjective Information

y ∧∧∧∧ y Subjectification of

Objectivity

Implicit Knowledge Explicit Knowledge

言葉言葉言葉言葉 Language

(Customers) イメージイメージイメージイメージ Image

(Concept) 図面図面図面図面 Drawings

(Engineering)

Market Merchandise

Objective Information

Objectification

of Subjectivity

Lingual Knowledge

Fig. 8 Customer Science Model Fig. 9 Science SQC, new quality control principle

Science SQC “Science SQC”

Scientific SQC

－Scientific Approach－

SQC Technical Methods －Mountain Climbing of

Problem Solution－

Integrated SQC

Network “TTIS”

- Technical Wealth -

Management SQC －Systematic and Organizational－

Task-2

Task-1

Task-6 Joint A

Task-7

Joint B

Field division

Whole company

Inter-company B Cooperative company

Department group

Task-8

Joint C

Overseas

Task team

Large

Figure 3. Structured Model of Strategic Stratified Task Team [3]

Product development strategy I

Bottleneck technology

Improving problem solving

capability

Product development strategy II

New technology, new process

Quality management strategy I

CS, ES and SS

Quality management strategy II

Important management-technology

-related task

Global marketing- platform type SCM

Task-4 Task management

Task-3 team

Task-5 Total task management team

Engineering level

Domestic Inter-company A Capital tie-up

Inter-company C Cooperative company

Strategic level

Team composition

Fig. 10 Structured Model of Stratified Task Teams


ISBN: 978-1-61804-118-0 26

4.4 A Strategic Stratified Task Team, the

Driving Force Behind New JIT In addition as a management technology strategy

that enables sustainable growth, the author [16] has

proposed a ”Strategic Stratified Task Team” that

will become the driving force of Science TQM. This

is shown in Fig. 10.

The expected role of the strategic stratified task

team and the benefits it will provide are not limited

only to cooperation among the departments inside

the company. It will also contribute to the

strengthening of the ties among group

manufacturing companies, non-group companies,

and even overseas manufacturers.

Two measures must be taken in order to realize

this proposal. First, is eliminate cast the work

methods that rely too heavily on the techniques and

exper iences of individua ls . Second, is to

revolutionize the business process through the

proposed “structural model of a stratified task team

(Task 1 to Task 8)” that places emphasis on

cooperation among the departments, with suppliers,

and others.

As the technology level involved expands to

include higher strata, for example moving from

Production Strategy I to Production Strategy II, and

from to Quality Management Strategy I to Quality

Management Strategy II, the structure of the task

team extends its boundaries (cooperation) upward

starting from the level of groups/sections, to

divisions/departments, to the entire company, and

finally to suppliers (group companies, non-group

companies, and overseas companies).

5 High Linkage Model “Advanced

TDS, TPS & TMS” for the

Advanced Management Strategy of

New JIT A future successful global marketer must develop an

advanced management system that impresses users

and continuously provides excellent products of

high quality in a timely manner through corporate

management. Since providing what customers desire

before they notice their wants will become a more

essential part of any successful manufacturing

business, the author has constructed a Customer

Science principle [6,15] that utilizes New JIT.

In this section, the author [14] proposes a high

linkage model that is composed of a “triple

management technology system”. This system

combines Advanced TDS, Advanced TPS and

Advanced TMS for the advanced management

strategy of New JIT principle as shown in Fig. 11.

5.1 Advanced TDS, Total Development

Design Model Currently, to continuously offer attractive,

customer-oriented products, it is important to

establish a “new development design model” that

predicts customer needs. In order to do so, it is

crucial to reform the business process for

development design [26]. Manufacturing is a battle

against irregularities, and it is imperative to renovate

the create a technology so that serious market

quality problems business process in the

development design system and to can be prevented

in advance by means of accurate prediction/control.


ISBN: 978-1-61804-118-0 27

For example, as a solution to technical problems,

approaches taken by design engineers, who tend to

unreasonably rely on their own past experience,

must be clearly corrected. In the business process

from development period is prolonged due to the

“scale-up effect” between design to production, the

development cost is high and time the stages of

experiments (tests and prototypes) and mass

production.

In order to tackle this problem, it is urgently

necessary to reform the conventional development

design process. Focusing on the successful case

mentioned above, the authors [31,32] deem it a

requisite for leading manufacturing corporations to

balance high quality development design with lower

cost and shorter development time by incorporating

the latest simulation (CAE, Computer-aided

Engineering) and Science SQC.

Against this background, it is vital not to stick to

the conventional product development method, but

to expedite the next generation development design

business process in response to a movement toward

digitizing design methods. Having said the above,

the author [14] proposes “Advanced TDS, Total

Development Design Model” as described in Fig.

11-1, and further updates TDS, a core technology of

New JIT. New JIT is aimed at the simultaneous

achievement of QCD by high quality manufacturing

which is essential to realize CS (Customer

Satisfaction), ES (Employee Satisfaction), and SS

(Social Satisfaction).

For realization, (1) customers’ orientation

(subjective implicit information) must be

scientifically interpreted by means of Customer

Science model, namely, converting the implicit

information to explicit information by objectifying

the subjective information using Science SQC so as

to (2) create High reliable development design

system, thereby (3) eliminating prototypes with

accurate prediction and control by means of

Intelligence Simulation.

To this end, it is important to (4) introduce the

“Intellectual Technology Integrated System” which

enables a sharing of knowledge and the latest

technical information possessed by all related

divisions.

5.2 Advanced TPS, Total Production

Management Model

Fig. 11 High Linkage Model “Advanced TDS, TPS & TMS” for Strategic Development of New JIT

The Key of the strategic Development of “New JIT”

(1)Customer Science -Customer Orientation

Science-ization-

Global Production

ualityWorldwide, and Production

at OpHighQuality Assurance

Fig. 3-1 Advanced TDS, Strategic Development Design Model

SimultaneousAchievement of QCD

(E) Innovation of

Employee Images

(D) High Accuracy of

the Prediction & Control

(B) Development Design

System Reform

(C) Super-short-term

Process System Reform

(A) Degitized

Design

(2) High reliabilityDevelopment Design

System

(3) Intelligence

Simulation

(4) Intellectual Technology

Integrated System

Global Development Strategy-Same Quality Worldwide, and Development at

Optimum Locations-


(1) New Sales

Office Image

Advanced TMS-Evolution of MarketCreating Activities -

Global Production

me Quality Worldwide, and Pr

HighQuality Assurance

Fig. 3-3 Advanced TMS, Strategic Development Marketing Model

Innovating Dealers’Sales Activities

(E) Innovation of

Employee Images

(D) Innovation of

After-sale Service

(B) Reform of Office/shop

Appearance & Operation

(C) Strengthening of

Merchandise Power

(A) Innovation for Building Bond with

Customer

(2) Intelligent Customer

Information Network

(3) RationalAdvertisement

Promotion System

(4) Intelligent Sales Marketing System

Global Marketing Strategy-Same Quality Worldwide, and Marketing at

Optimum Locations-

The Key of the Strategic Development of “New JIT”

(1) Intelligent QualityControl System

Advanced

TPS,

(2) Highly ReliableProduction System

(3) Renovating Work Environment

(4) Bringing up

Intelligent Operators

(A) Digitized

Production

(D) Increasing Older & Female

Workers

(C) Creating

Attractive Workshop

Environment

Global Production

-Same Quality Worldwide, and Production

at Optimum Locations- CS, ES & SSSimultaneous

Achievement of QCD

High Quality Assurance

Advanced TPS-Evolution of

Quality Assurance Activities-

Global Production Strategy- Same Quality Worldwide, and Production at

Optimum Locations -

Fig. 3-2 Advanced TPS, Total Production Management Model

(B) Renewal of

Production

Management System

Advanced TDS-Evolution of Design

Reliability Activities-


(1)Customer Science -Customer Orientation

Science-ization-

Global Production

ualityWorldwide, and Production

at OpHighQuality Assurance

Fig. 3-1 Advanced TDS, Strategic Development Design Model

SimultaneousAchievement of QCD

(E) Innovation of

Employee Images

(D) High Accuracy of

the Prediction & Control

(B) Development Design

System Reform

(C) Super-short-term

Process System Reform

(A) Degitized

Design

(2) High reliabilityDevelopment Design

System

(3) Intelligence

Simulation

(4) Intellectual Technology

Integrated System

Global Development Strategy-Same Quality Worldwide, and Development at

Optimum Locations-


(1) New Sales

Office Image

Advanced TMS-Evolution of MarketCreating Activities -

Global Production

me Quality Worldwide, and Pr

HighQuality Assurance

Fig. 3-3 Advanced TMS, Strategic Development Marketing Model

Innovating Dealers’Sales Activities

(E) Innovation of

Employee Images

(D) Innovation of

After-sale Service

(B) Reform of Office/shop

Appearance & Operation

(C) Strengthening of

Merchandise Power

(A) Innovation for Building Bond with

Customer

(2) Intelligent Customer

Information Network

(3) RationalAdvertisement

Promotion System

(4) Intelligent Sales Marketing System

Global Marketing Strategy-Same Quality Worldwide, and Marketing at

Optimum Locations-

The Key of the Strategic Development of “New JIT”

(1) Intelligent QualityControl System

Advanced

TPS,

(2) Highly ReliableProduction System

(3) Renovating Work Environment

(4) Bringing up

Intelligent Operators

(A) Digitized

Production

(D) Increasing Older & Female

Workers

(C) Creating

Attractive Workshop

Environment

Global Production

-Same Quality Worldwide, and Production

at Optimum Locations- CS, ES & SSSimultaneous

Achievement of QCD

High Quality Assurance

Advanced TPS-Evolution of

Quality Assurance Activities-

Global Production Strategy- Same Quality Worldwide, and Production at

Optimum Locations -

Fig. 3-2 Advanced TPS, Total Production Management Model

(B) Renewal of

Production

Management System

Advanced TDS-Evolution of Design

Reliability Activities-

Fig.11-1 Advanced TDS, Strategic Development Design Model

Fig.11-3 Advanced TMS, Strategic Development Marketing Model Fig.11-2 Advanced TPS, Strategic Production Management Model


ISBN: 978-1-61804-118-0 28

As digital engineering transforms manufacturing in

workshops, a reduction in the engineering capability

of members is often a result. This weakens the

scientific production control that ensures that quality

is incorporated in processes. Therefore, despite

conventional success from the viewpoint of global

production, it is an urgent task to strategically

advance TPS (Advanced TPS) [14, 26] in order to

enable.

The author, considering the necessity of including

and organically integrating these four elements in

the strategic application of Advanced TPS towards

global production, has clarified the “Total

Production Management Model” as shown in Fig.

11-2. This model is an advanced production

management principle designed to be applied as a

global production technology and management

model. The mission of Advanced TPS in the global

deployment of New JIT is to realize CS, ES, and SS

through production with high quality assurance.

In implementing New JIT for uniform quality

worldwide and production at optimal locations

(concurrent production), the fundamental

requirements are (i) the renewal of production

management systems to accommodate digitized

production (see (A) and (B) in Fig. 11-2) and (C)

the creation of attractive workshop environments

tailored to (D) the increasing number of older and

female workers (see (C) and (D) in Figure 11-2).

In more definite terms, what is needed is to (1)

strengthen process capability maintenance and

improvement by establishing an intelligent quality

control system, (2) establish a highly reliable

production system for high quality assurance, (3)

reform the work environment in order to

enhancement intelligent productivity, and (4)

develop intelligent operators (skill level

improvement) and establish an intelligent

production operating system.

Accomplishing these objectives will achieve

higher-cycled next-generation business processes,

enabling earlier implementation of uniform quality

worldwide and production at optimum locations.

5.3 Advanced TMS, Strategic Development

Marketing Model When the author views recent changes in the

marketing environment, what is needed now is to

develop “Innovative business and sales activities”

that are unconventional and correctly grasp the

characteristics and changes of customers’ tastes.

“Contact with customers” has never called for more careful attention and practice and to offer an

appealing, customer-oriented marketing strategy, it

is important to evolve current market creation

activities [14,29].

Therefore, the author proposes “Advanced TMS,

Strategic Development Marketing System” as described in Fig. 11-3, that further updates TMS.

Advanced TMS is aimed at the implementation of a

successful “Global Marketing Strategy” by

developing “Same Quality Worldwide, and

Marketing at Optimum Locations”.

As shown in the figure, Advanced TMS aims to

achieve" a high cycle rate for market creation

activities" and is composed of four core elements

(1)-(4) : Core element (1), a “new vehicle sales

office image” to achieve a high cycle rate for market

creation activities by, (A) innovative bond building

with the customer and (B) shop appearance and

operation, is particularly important, These constitute

the basis for the innovation of (C) business talk, (D)

after sale service, and (E) images of the employee

image.

At a certain stage of execution, for example, it is

more important to construct and develop (2) an

“Intelligent customer information network”, (3) a

“Rational advertisement promotion system” and (4)

an “Intelligent Sales Marketing System” that

systematically improves “Customer information

software application know-how” about users who

patronize vehicles of various makes.

This information network turns customer

management and service into a science by utilizing

“TMS” according to customers’ involvement with

their vehicles in daily life. The strategic new

marketing model which applies the proposed

"Advanced TMS" is presented in the next section.

6 Application - Strategic Development

of New JIT Principle and Its Effects

at Toyota Introduced in this section are case studies where

management technology was enhanced at a leading

manufacturer, Toyota. In each case, Science TQM

was systematically and organizationally

incorporated to verify the validity of New JIT,

which was proved effective in improving quality

management technology.

6.1 The Effectiveness of Advanced TDS For example, among the case studies utilizing

Advanced TDS that contributed to the establishment

of the development designing core technology,

TDS, are the establishment of the “Concrete Design

Conception Support Method” [20,22] that assists the

idea formation process of a designer, and also the


ISBN: 978-1-61804-118-0 29

establishment of the “Automotive Aerodynamic

Prediction Model” [33]

which incorporates high

precision CAE for highly reliable designing and a

shorter development period. Moreover, through

cooperation between suppliers and the development

designing, production, sales service, and purchasing

procurement divisions, the mechanism of such

worldwide technical difficulties as brake squealing

[34,35] and oil seal leakage on the transaxle [21]

were clarified.

Then these technical results were used to

enhance the prediction precision of the CAE

numerical simulation, thus bringing about a

landmark success in quality improvement.

These cases were the fruits of the “Total Task

Management Team” activity, which is a

cooperative activity where members of the top

management class take the lead and set the

pattern as a supervisor for resolving these

management technology issues. Through

company-wide cooperation and partnering

based on the platform formed with affiliated

and non-affiliated suppliers, and also by

realizing the simultaneous achievement of

QCD, the strategic innovation of quality

management was accomplished [7,16,36].

6.2 The Effectiveness of Advanced TPS Next, some of the case studies utilizing Advanced

TPS that contributed to the establishment of TPS, a

core technology for production engineering and

manufacturing, are the establishment of the “Quality

Control System - TPS-QAS” [25] . This is a system

compatible with global production that intelligently

integrated TPS and IT through full use of intelligent

“In Line-On Line SQC” [23], as well as the “Facility

Operation & Maintenance Control System - ARIM-

BL” [24]. Another example is the next generation,

“Reform of the Work Environment” [37] in which

all divisions cooperated together.

Here, divisions related to safety, health, and

human resources development cooperated with one

another in promoting the “AWD-6P/J” (Aging &

Work Development 6 Programs Project), a program

to reform the work environment so that it responds

to the increase in older and female members of the

work force in an attempt to adapt the automotive

assembly process to these aging workers. Because

the desired results were obtained, this project is now

being actively deployed at production plants both

inside and outside of Japan.

6.3 The Effectiveness of Advanced TMS

Similarly, one of the case studies utilizing Advanced

TMS that contributed to the establishment of the

core technology for sales, TMS, is the establishment

of the “Toyota Sales Marketing System” [27-29]. Its

aim is to reinforce the “ties with customers” through

scientific verification of the customers’ buying

behaviour patterns, and thereby enhance the mixture

effect of TV ads, newspaper ads, radio ads, flyers,

and DM/DH (direct mail / direct handing). It also

aims to raise the dealer visit ratio of the customers,

and thereby achieve the desired “market creation”

that improves business, sales, and service at the

dealer [38].

6.4 The Global Management Strategy of

Toyota At the moment, study results attained through the

cooperation of the manufacturing, production

engineering, production control, and information

system divisions in order to realize “global quality

and simultaneous global launch (optimal

production)”, which are the keys to success in

“global production”, are being integrated and

developed to generate further results [39-41].

The first accomplishment was cultivating “highly

skilled intelligent production operators” who can

handle a highly advanced production system [42-43].

This system realizes high quality assurance to

improve efficiency and reformed the facility

maintenance system. Second, the establishment of

the “New Japan Production Model” is also being

promoted. This includes the optimization of an

entire production plant via CAE numerical

simulation, as well as the arrangement of production

processes, including the production operators,

robots, logistics, and transport [44-47]. Third, the

establishment of the “platform based partnering

chain”, with Quality Management as its core is also

being promoted.

In this chain, divisions such as purchasing

procurement, production control, TQM promotion,

and quality assurance play the leading roles in

cooperating with other divisions such as technology

control, production engineering, production control,

manufacturing inspection, and sales, which in turn

systematically and organizationally collaborate with

suppliers. Through the means of this business

approach, the establishment of the Quality

Management Strategy Model is being promoted for

the strategic simultaneous achievement of QCD at

both the affiliated and non-affiliated suppliers [7, 48-

52].


ISBN: 978-1-61804-118-0 30

7 Conclusion In this paper, the Advanced Management Strategy

of New JIT, was proposed and its validity was

verified through demonstrative case studies

conducted at a leading manufacturer, Toyota Motor

Corporation. The New JIT proposed by the author is

now being subjected to verification of its validity at

a number of Japanese manufacturers with a view to

it being further developed and established as a New

World Management Technology Model that realizes

strategic quality management [53-56].

References: [1] Ohno. T., Toyota Production System, Diamond-sha,

1977.

[2] Goto. T., Forgotten Management Origin-

Management Quality Taught by GHQ,

Seisansei Shuppan, 1999.

[3] Amasaka, K., The TQM Responsibilities for

Industrial Management in Japan- The Research

of Actual TQM Activities for Business

Management, The Japanese Society for

Production Management, The 10st Annual

Technical Conference, Kyushu-Sangyo

University, Fukuoka, Japan, 1999, pp. 48-54.

[4] Nihon Keizai Shinbun: (1) Corporate Survey

(68QCS) – Strict Assessment of TQM (July 15,

1999), Worst Record: 40% Increase of Vehicle

Recalls (July 6, 2000), (2) Risky "Quality":

Apart from production increase, it is recall rapid

increase (February 8, 2006), and Asahi Shinbun:

(3) The Manufacturing Industry – Skill Tradition

Feels Uneasy (May 3, 2005).

[5] Hayes, R.H. and Wheelwright, S. C., Restoring

Our Competitive Edge: Competing Through

Manufacturing, Wiley, New York, 1984.

[6] Amasaka, K., New JIT, A New Management

Technology Principle at Toyota, International

Journal of Production Economics, Vol. 80, 2002,

pp. 135-144.

[7] Amasaka, K., Strategic QCD Studies with

Affiliated and Non-affiliated Suppliers utilizing

New JIT, Encyclopedia of Networked and Virtual

Organizations, Vol. III, PU-Z, 2008, pp. 1516-

1527.

[8] Roos, D., Womack, J.P. and Jones, D., The Machine

that Change the World – The Story of Lean

Production, Rawson / Harper Perennial, New York,

1990.

[9] Womack, J. P. and Jones, D., From Lean Production

to the Lean Enterprise, Harvard Business Review,

March-April, 1994, pp. 93-103.

[10] Amasaka, K., (keynote lecture) The Past,

Present, Future of Production Management, The

Japan Society for Production Management, The

20th Annual Technical Conference, Nagoya

Technical College, Aichi, Japan, 2004, pp. 1-8.

[11] Taylor, D. and Brunt, D., Manufacturing

Operations and Supply Chain Management- The

Lean Approach-, First edition published by

Thomson Leaning, 2001.

[12] Gabor, A., The Man Who Discovered Quality;

How W. Edwards Deming Brought the Quality

Revolution to America- The Stories of Ford,

Xerox, and GM, Random House, Inc., 1990.

[13] Joiner, B. L., Fourth Generation Management:

The New Business Consciousness, Joiner

Associates, Inc., 1994.

[14] Amasaka, K., High Linkage Model “Advanced

TDS, TPS & TMS” - Strategic Development of

“New JIT” at Toyota -, International Journal

of Operations and Quantitative Management,

Vol. 13, No. 3, 2007, pp. 101-121.

[15] Amasaka, K., Constructing a Customer Science

Application System “CS-CIANS”-

Development of a Global Strategic Vehicle

“Lexus” Utilizing New JIT-, WSEAS

Transactions on Business and Economics, Vol.

3, No. 2, 2005, pp. 135-142.

[16] Amasaka, K., Development of “Science TQM”

, A New Principle of Quality Management:

Effectiveness of Strategic Stratified Task

Team at Toyota-, International Journal of

Production Research, Vol. 42, No. 17, 2004,

pp. 3691-3706.

[17] Amasaka, K., Science TQM, A New Quality

Management Principle: The Quality

Management Strategy of Toyota, The Journal

of Management & Engineering Integration,

Vol. 1, No. 1, 2008, pp. 7-22.

[18] Amasaka, K., Proposal and Implementation of

the “Science SQC” Quality Control Principle,

International Journal of Mathematical and

Computer Modelling, Vol. 38, No. 11-13, 2003,

pp. 1125-1136.

[19] Amasaka, K., Science SQC, New Quality

Control Principle: Quality Control Strategy of

Toyota, Springer, 2004.

[20] Amasaka, K. et al., Studies on “Design SQC”

with the Application of “Science SQC”, Japanese

Journal of Sensory Evaluations, Vol. 3, No. 1,

1999, pp. 21-29.

[21] Amasaka, K. and Osaki, S., A Reliability of Oil

Seal for Transaxle - A Science SQC Approach

in Toyota, Case Studies in Reliability and

Maintenance, John Wiley & Sons, Inc., 2002,

pp. 571-581.

[22] Amasaka, K., The Validity of "TDS-DTM", A

Strategic Methodology of Merchandise-


ISBN: 978-1-61804-118-0 31

Development of New JIT, Key to the

Excellence Design “LEXUS”, The International

Business & Economics Research Journal, Vol.

6, No. 11, 2007, pp. 105-115.

[23] Amasaka. K. and Sakai, H., Improving the

Reliability of Body Assembly Line Equipment,

International Journal of Reliability, Quality

and Safety Engineering, Vol. 3, No. 1, 1996,

pp. 11-24.

[24] Amasaka, K. and Sakai, H., Availability and

Reliability Information Administration System

"ARIM-BL" by Methodology in "Inline-Online

SQC", The International Journal of Reliability

and Safety Engineering, Vol.5, No.1, 1998, pp.

55-63.

[25] Amasaka, K. and Sakai, H., TPS-QAS, New

Production Quality Management Model: Key

to New JIT, Toyota’s Global Production

Strategy, International Journal of

Manufacturing Technology and Management,

Vol. 18, No. 4, 2006, pp. 409-426.

[26] Amasaka, K., New Japan Production Model, An

Advanced Production Management Principle:

Key to Strategic Implementation of New JIT, The

International Business and Economics Research

Journal, Vol. 6, No. 7, 2007, pp. 67-79.

[27] Amasaka, K., Proposal of “Marketing SQC” for

Innovating Dealers’ Sales Activities,

Proceedings of 16th International Conference on

Production Research, Czech Republic, 2001, pp.

1-8 (CD-ROM).

[28] Amasaka, K., The Effectiveness of Flyer

Advertising Employing TMS: Key to Scientific

Automobile Sales Innovation at Toyota, The

journal of China-USA Business Review, Vol. 8,

No. 3, 2009, pp. 1-12.

[29] AAmmaassaakkaa,, KK..,, The Validity of Advanced TMS, A

Strategic Development Marketing System

Utilizing New JIT – The International Business

and Economics Research Journal, Vol. 6, No. 8,

2007, pp. 35-42.

[30] Amasaka, K., Watanabe, M. and Shimakawa,

K., Modeling of Strategic Marketing System to

Reflect Latent Customer Needs and Its

Effectiveness, The Magazine of Research &

Development for Cosmetics, Toiletries and Allied

Industries, Vol. 33, No. 1, 2005, pp. 72-77.

[31] Amasaka, K., Highly Reliable CAE Model, The

Key to Strategic Development of New JIT,

Journal of Advanced Manufacturing Systems,

Vol. 6, Issue. 2, 2007, pp. 159-176.

[32] Amasaka, K., An Integrated Intelligence

Development Design CAE Model Utilizing New

JIT, Application to Automotive High Reliability

Assurance, Journal of Advanced Manufacturing

Systems, Vol. 7, No. 2, 2008, pp. 221-241.

[33] Amasaka, K., Nakaya, H., Oda, K., Oohashi, T.,

and Osaki, S., A Study of Estimating Vehicle

Aerodynamics of Lift- Combining the Usage of

Neural Networks and Multivariate Analysis,

Transaction of the Institute of Systems, Control

and Information Engineers, Vol. 9, No. 5, 1996,

pp. 227-235.

[34] Amasaka, K. and Osaki, S., The Promotion of

New Statistical Quality Control Internal

Education in Toyota Motor- A Proposal of

“Science SQC” for Improving the Principle of

TQM, The European Journal of Engineering

Education, Vol. 24, No. 3, 1999, pp. 259-276.

[35] Amasaka, K., A study on “Science SQC” by

Utilizing “Management SQC - A Demonstrative

Study on a New SQC Concept and Procedure in

the Manufacturing Industry, International

Journal of Production Economics, Vol. 60-61,

1999, pp. 591-598.

[36] Amasaka, K., An Intellectual Development

Production Hyper-cycle Model: New JIT

Fundamentals and Applications in Toyota, The

International Journal of Collaborative

Enterprise, Vol. 1, No. 1, 2009, pp. 103-127.

[37] Amasaka, K., Applying New JIT- Toyota's

Global Production Strategy- Epoch-making

Innovation in the Work Environment, Robotics

and Computer- Integrated Manufacturing, Vol.

23, No. 3, 2007, pp. 285-293.

[38] Nikkei Business, Renovation of Shop, Product

and Selling Method-Targeting Young Customer

by “NETS”, pp. 46-50 (March 15, 1999).

[39] Sakai, H. and Amasaka, K., Strategic HI-POS,

Intelligence Production Operating System:

Applying Advanced TPS to Toyota’s Global

Production Strategy, WSEAS Transactions on

Advances in Engineering Education, Vol. 3, No.

3, 2006, pp. 223-230.

[40] Sakai, H. and Amasaka, K., V-MICS, Advanced

TPS for Strategic Production Administration:

Innovative Maintenance Combining DB and CG,

Journal of Advanced Manufacturing Systems,

Vol. 4, No. 6, 2004, pp. 5-20.

[41] Ebioka, K., Sakai, H., Yamaji, K., and

Amasaka, K., A New Global Partnering

Production Model “NGP-PM” utilizing

“Advanced TPS”, Journal of Business &

Economics Research, Vol. 5, No. 9, 2007, pp. 1-

8.

[42] Sakai. H. and Amasaka, K., Proposal and

Demonstration of V-MICS-EM by Digital

Engineering: Robot Operation and Maintenance

by Utilizing Visual Manual, International


ISBN: 978-1-61804-118-0 32

Journal of Manufacturing Technology and

Management, Vol. 18, No. 4, 2009, pp. 344- 355.

[43] Sakai, H. and Amasaka, K., Human

Intelligence Diagnosis Method Utilizing

Advanced TPS, Journal of Advanced

Manufacturing Systems, Vol. 6, No. 1, 2007,

pp.77-95.

[44] Sakai, H. and Amasaka, K., TPS-LAS Model

Using Process Layout CAE System at Toyota:

Advanced TPS, Key to Global Production

Strategy New JIT, Journal of Advanced

Manufacturing Systems, Vol. 5, No. 2, 2006, pp.

1-14.

[45] Sakai, H. and Amasaka, K., Human Digital

Pipeline Method using Total Linkage through

Design to Manufacturing, Journal of Advanced

Manufacturing Systems, Vol. 6, Issue. 2, 2007,

pp. 101-113.

[46] Sakai, H. and Amasaka, K., The Robot

Reliability Design and Improvement Method and

the Advanced Toyota Production System,

Industrial Robot: International Journal, Vol. 34,

No. 4, 2007, pp. 310-316.

[47] Sakai, H., and Amasaka, K., Development of a

robot control method for curved seal extrusion

for high productivity in an advanced Toyota

production system 、 International Journal of

Computer Integrated Manufacturing, Vol. 20,

Issue 5, 2007, pp. 486-496.

[48] Amasaka, K., (Editor), New Japan Model- Science

TQM: Theory and Practice of Strategic Quality

Management, Maruzen, 2007.

[49] Amasaka, K., Partnering chains as the platform

for Quality Management in Toyota, Proceedings

of the 1st World Conference on Production and

Operations Management, Seville, Spain, 2000,

pp. 1-13 (CD-ROM).

[50] Amasaka, K., Evolution of TPS Fundamentals

Utilizing New JIT Strategy - Proposal and

Validity of Advanced TPS at Toyota, Journal of

Advanced Manufacturing Systems, Vol. 9, Issue.

2, 2010, pp. 85-99.

[51] Amasaka, K., The Foundation for Advancing

the Toyota Production System Utilizing New

JIT, Journal of Advanced Manufacturing

Systems, Vol. 80, No. 1, 2009, pp. 5-26.

[52] Amasaka, K., Proposal and Effectiveness of a

High Quality Assurance CAE Analysis Model:

Innovation of Design and Development in

Automotive Industry, Current Development in

Theory and Applications of Computer Science,

Engineering and Technology, Vol. 2, No. 1/2,

2010, pp. 23-48.

[53] Amasaka, K., Kurosu, S., and Morita, M., New

Theory of Manufacturing - Surpassing JIT:

Evolution of Just-in- Time. Morikita-Shuppan,

2008.

[54] Amasaka, K., Ito, T. and Nozawa, Y., A New

Development Design CAE Employment Model,

The Journal of Japanese Operations

Management and Strategy, Vol. 3, No.1,

(decided to be published, 2012).

[55] Amasaka, K. and Sakai, H., The New Japan

Global Production Model “NJ-GPM”: Strategic

Development of Advanced TPS, The Journal of

Japanese Operations Management and Strategy,

Vol. 2, No. 1, 2011, pp. 1-15.

[56] Amasaka, K., Changes in Marketing Process

Management Employing TMS: Establishment of

Toyota Sales Marketing System, China-USA

Business Review, Vol. 10, No.7, 2010, pp.539-

550.


ISBN: 978-1-61804-118-0 33

Developing a Global Quality Management System to...

Documents

Transcript of Developing a Global Quality Management System to...