HIDA Journal 2017 SPRING No.10

10/18

HIDA JOURNAL8We opened our Program for Quality Management (hereinafter referred to as “PQM”) for middle and senior management ofcers in FY1982, in response to the rising interests in the high quality of Japanese industrial products and the Japanese style manage-ment that supported their production. The rst PQM was run as a three-week course at then newly completed Tokyo Kenshu Center in Kitasenju.Dr. Kano gave his rst lecture at the rst PQM course, and has continued to do so to date. Mr. Yukihiro Ando,*1 a renowned TQM consultant in Japan and overseas, started his involvement in 1983 when he gave his guidance at the UNQC quality improve-ment course (see pages 6–7), and continued giving lectures at our PQM. HIDA has had both Dr. Kano (since FY1993) and Mr. Ando (since FY1997) involved in overall course design and supervision. The PQM has been run for 32 times by FY2016; one of the longest running programs by HIDA.Current PQM courses are two-week long. With the aim to improve ability to practice and promote Total Quality Management (TQM), the participants learn theory and principles of TQM, methodology, the tools for organizational implementation of TQM (TQM vehicles) such as daily management, management by policy, and QC circle activities, and quality assurance, and manager’s leadership in promotion of TQM.PQM courses are characterized by its corporate study tours and group discussions; both components have been the important elements since the rst PQM. Program participants are given pre-program homework, to identify challenges that faced their own companies. Lectures to gain knowledge are followed by study tours of companies, where participants will see real application of the learnt knowledge and listen to the company ofcers’ talks, through which the participants learn how to apply the knowledge to their own companies. Those corporate study tours provide important opportunity to connect theory to practice. HIDA has full cooperation from such renowned corporations as Komatsu Ltd., Chubu Sekisui Heim Industry Co., Ltd., Toyota Motor Corporation, and Meidoh Co., Ltd.*2 in this learning aspect of the PQM. Another element that characterizes PQM is group discussion. The Program includes regular evening group discus-sion sessions: under supervision and guidance of the lecturers, the participants look back what they learnt at lectures and study tour and review it in light of their own company’s status to examine how to apply it to own company’s situation and resolve the chal-lenge. On the last day of the program, they give presentation on specic action plan for them to implement after their return to their respective countries.Those who took part in our PQM are doing all well; applying what they learnt to improve their respective organizations. We sometimes even hear the wonderful news of an organization of former participants winning the Deming Prize,*3 a brilliant fruit of our work (Table 1).In order to introduce and promote TQM, every person in the entire company needs to play his/her role; from the core management ofcers including CEO and executives to those in the positions to manage and supervise the factory oor. For that reason, HIDA asked Dr. Kano and Mr. Ando to supervise restruc-turing of our Tokyo based Quality Management Program into a program of level-specic courses. At present, HIDA runs three level-specic courses (Table 2), for CEOs and other executive ofcers (The HIDA Executive Program on Quality Management by Dr. Kano: EPQM), for middle to senior management ofcers (The Program for Quality Management: PQM), and for managers and supervisors on factory oor (The Program for Quality Problem Solving: PQPS). EPQM, targeting the executives, has the major benet of receiving direct tutorage from Dr. Kano, including the group work. Meanwhile, PQPS, targeting factory oor managers and supervisors, incorporates many creative exercises to ensure thorough mastery of the technics necessary to solve problems they face. Those level-specic programs help the participants gain the necessary knowledge for their respective roles in introduction and promotion of TQM.*1:He is a TQM consultant with a wide range of clients seeking his consultation service, from manufacturing sector to the service industries, including many corporations in Japan and overseas. Twenty-eight of his clients have received the Deming Prize.*2:Corporations that accepted PQM study tours every year in the last ve years; listed in the order of Japanese syllabary. We have had many more companies assisting us with the tours.*3:Awarded to organizations with effectively implemented TQM. There are also the Deming Prize for Individuals awarded to individuals that have made outstanding contributions to the study of TQM; the Deming Distinguished Service Award for Dissemination and Promotion, awarded to individuals whose primary activities are outside Japan made outstanding contributions in dissemination and promotion of TQM; and the Deming Grand Prize, awarded to organizations that had maintained and further enhanced the level of TQM for more than three years after winning the Deming Prize.Dr. Noriaki Kano, a PQM Program Director, was awarded the Deming Prize for Individuals in 1997.Introducing The Program for Quality ManagementNext section introduces to you our Program for Quality Management, whose Program Directors include Dr. Noriaki Kano, Professor Emeritus, Tokyo University of Science (see pages 6–7 for his story) to you.The Program for Quality ManagementSouth East AsiaSouth AsiaEast & Central AsiaLatin AmericaMiddle EastAfricaEurope224 Persons 33%219 Persons 32%15 Persons 2%106 Persons 15%25 Persons 4%60 Persons 9%37 Persons 5%Total of 686 persons from 50 countriesFigure 1 Number of PQM participants for region (FY1982–FY2016)Table 1 Deming Prize Winning CorporationsDeming Prize Winning Corporation (country, year)Year(s) of PQM participationReliance Industries Limited., Hazira Manufacturing Division (India, FY2007)FY2004 and FY2005SCG Logistics Management Company Limited (Thailand, FY2013)FY2012Ashok Leyland Limited, Pantnagar Plant (India, FY2016)FY2012

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