Jsa has been the main provider of technical

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Unformatted text preview: panese International Cooperation Agency (JICA) and the Association for Overseas Technical Scholarships (AOTS) who provided training in Japan. JSA has been the main provider of technical assistance to the Project. The implementation has been overseen by a TQM Project Committee (TQMC). The chart in Figure 1 shows the structure of the Cooperation Programme, and the position and structure of the Project within this Programme. 4. Implementation of the TQM Project Implementation began with TQM seminars for CEOs from companies in the seven participating countries. TQM is essentially a management-led approach to quality improvement and must have the active engagement of top management. The aim of these seminars was to raise the CEOs‘ awareness of TQM, help them recognise its relevance to their companies, and gain their commitment to its implementation. Japanese experts then visited each candidate company and carried out a diagnosis, using check-sheets corresponding to the TQM Handbooks. On the basis of these diagnoses two model companies were chosen to participate in the Project in each of five countries and one each in Brunei and Singapore. A TQM steering committee was formed in each company, usually consisting of Heads of Departments, and a JSA expert came from Japan to initiate the implementation of TQM. This implementation of the Project in the model companies, and the transfer of technology to them, was based strongly on the TQM Handbooks. The JSA experts began implementation by introducing the first 5 Handbooks in each of the model companies, giving a full day of instruction in applying them. Each company then put these Handbooks into practice. The experts returned at a later stage and used the Handbook-related check-sheets to assess progress. Any problems were identified and guidance given in solving them. On some occasions this would mean that the company would again work through items in this set of Handbooks. Then, when they judged the time right, the JSA experts introduced and gave training in the next set of Handbooks. This cycle of planning what to do, putting it into practice, checking how it has progressed, and incorporating the results of this check into further implementation, is the core TQM methodology of PDCA – Plan, do, check, act – also known as Deming’s Wheel. This is presented more fully in Introduction to TQM in A Roadmap to Quality. In addition to this direct on-site training and technology transfer, a series of external seminars and meetings were organised: meetings were held for spets from ASEAN countries and Japan; education and training in TQM was provided in Japan; and managers from participating companies attended a series of Top Management seminars in different ASEAN countries and AOTS seminars in Tokyo. A Roadmap to Quality 3 The Origins 3/10/05 12:30 PM Page 4 Figure 1: Structure of the Japan/ASEAN standardization and quality management cooperation Economic Ministers from ASEAN countries (executive level meeting) MITI Minister, Japan ASEAN Consultative Committee in Standards and Quality Standards Department, Agency for Industrial Science and Technology, MITI ASEAN/Japan Cooperation Program for Standardization and Total Quality Management ASEAN/JAPANI/UNIDO TQM PROJECT The Origins.qxd TQMC Steering Committee ASEAN National Standardization Agency UNIDO Agency for Industrial Science and Technology (AIST) JSA JICA TQM Project Expert Meeting National TQM National TQM National TQM National TQM Committee, Committee, Committee, Committee, Indonesia Brunei Malaysia The Phillippines Model companies Model companies Model companies Model companies AOTS National TQM National TQM National TQM Committee, Committee, Committee, Singapore Thailand Vietnam Model companies Model companies Model companies Note: National TQM Committees are the administrative organization of ASEAN countries composed of their respective national stadardization agencies, model companies and spets. 5. The model companies‘ experience of TQM The Case Studies in A Pathway to Excellence give detailed accounts of the first twelve companies‘ experience of the implementation of TQM: the conditions in their companies prior to the Project; the stages that they went through in implementing TQM; the tools that they found most useful; the different problems they faced and, in most cases, the solutions they found. Written in their own words, they provide a fascinating description of the introduction of a management strategy that aimed at, and was significantly successful in, increasing the companies‘ ability to improve the quality of their products and their international competitiveness. Most of the companies implemented all of the TQM Handbooks over the period of the Project. One or two had encountered TQM before, but for all of them this was their first experience of systematically implementing TQM. With the assistance of the JSA experts from Japan they successfully took on the challenges of introducing the long-term management of A Roadmap to Quality 4 The Origins The Origins.qxd 3/10/05 12:30 PM Page 5 policy, of motivating staff to take part in QC circle activities, of training suitably skilled employees to write up standard operating procedures (...
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This note was uploaded on 10/07/2013 for the course MKT marketing taught by Professor Anamika during the Spring '12 term at Punjab Engineering College.

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