What are the three key areas of the total quality management philosophy quizlet?

Kenichi Ohmae is a famous Japanese strategy guru who devised The Strategic Triangle of 3C's. When it comes to strategy the three main stakeholders for any business are:

1. CORPORATION 2. CUSTOMER 3. COMPETITION

When a business strategy is formulated, these 3 C's are kept into consideration, the first and the foremost is the corporation, the corporation should have a well-defined mission and vision which is in line with the welfare of other stakeholders of the company, then comes its customers, it is said that the customer is the ultimate king and its true as well and hence the strategy to satisfy, retain and attract new customers is vital to the growth of the company, then comes the competitors, in today's world, the competition is very high in almost every industry, the strategy should be devised in such a way that the competition is healthy and the business remains sustainable.

1. Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.

2. Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.

3. Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.

4. End the practice of awarding business on the basis of price tag. Instead, minimize total cost. Move toward a single supplier for any one item, on a long‑term relationship of loyalty and trust.

5. Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.

6. Institute training on the job.

7. Institute leadership (see Point 12 and Ch. 8). The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision of management is in need of overhaul as well as supervision of production workers.

8. Drive out fear, so that everyone may work effectively for the company (see Ch. 3).

9. Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.

10 Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.

11 a. Eliminate work standards (quotas) on the factory floor. Substitute leadership.
b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.

12 a. Remove barriers that rob the hourly worker of his right to pride of workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.
b. Remove barriers that rob people in management and in engineering of their right to pride of workmanship. This means, inter alia, abolishment of the annual merit rating and of management by objective (see Ch. 3).

13 Institute a vigorous program of education and self‑improvement.

14 Put everybody in the company to work to accomplish the transformation.
The transformation is everybody's job.

Elimination of waste. Eliminate all waste from the production process, including waste of time, people, machinery, space, and materials.

Perfect quality. Produce perfect parts even when lot sizes are reduced, and produce the product exactly when it is needed in the exact quantities that are needed.

Reduced cycle times. Accomplish the entire manufacturing process more rapidly. Reduce setup times for equipment, move parts only short distances (machinery is placed in closer proximity), and eliminate all delays. The goal is to reduce action to the time spent working on the parts. For most manufacturers today, the percentage of time parts are worked on is about 5 percent of the total production time. JIT seeks to eliminate the other 95 percent—that is, to reduce to zero the time spent not working on the parts.

Employee involvement. In JIT, employee involvement is central to success. The workers are responsible for production decisions. Managers and supervisors are coaches. Top management pledges that there will never be layoffs due to improved productivity.

Value-added manufacturing. Do only those things (actions, work, etc.) that add value to the finished product. If it doesn't add value, don't do it. For example, inspection does not add value to the finished product, so make the product correctly the first time and inspection will not be necessary.

Discovery of problems and prevention of recurrence. Foolproofing, or fail-safing, is a key component of JIT. To prevent problems from arising, their cause(s) must be known and acted on. Thus, in JIT operations, people try to find the weak link in the chain by forcing problem areas to the surface so that preventive measures may be determined and implemented.

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