The following information is excerpted from
"1996 The Deming Prize Guide for Overseas Companies"
and permission was graciously provided by Mr. Ichiro Kotsuka of JUSE. For other
use or for permission to use the Criteria in published media,
please see information at the end of this message. Source: All inquiries about this
information should be directed to the publisher and Secretariat
of the Deming Prize Committee: The Deming Application Prize Checklist
1. Policies (Hoshin)
(1) Quality and quality control policies
and their place in overall business management.
(2) Clarity of policies (targets and
priority measures)
(3) Methods and processes for establishing
policies
(4) Relationship of policies to long - and
short - term plans
(5) Communication (deployment) of
policies, and grasp and management of achieving policies
(6) Executives and managers leadership
2. Organization
(l) Appropriateness of the organizational
structure for quality control and status of employee
involvement
(2) Clarity of authority and
responsibility
(3) Status of interdepartmental
coordination
(4) Status of committee and project team
activities
(5) Status of staff activities
(6) Relationships with associated
companies (group companies, vendors, contractors, sales
companies, etc.)
3. Information
(l) Appropriateness of collecting and
communicating external information
(2) Appropriateness of collecting and
communicating internal information
(3) Status of applying statistical
techniques to data analysis
(4) Appropriateness of information
retention
(5) Status of utilizing information
(6) Status of utilizing computers for data
processing
4. Standardization
(l) Appropriateness of the system of
standards
(2) Procedures for establishing, revising
and abolishing standards
(3) Actual performance in establishing,
revising and abolishing standards
(4) Contents of standards
(5) Status of utilizing and adhering to
standards
(6) Status of systematically developing,
accumulating, handing down and utilizing technologies
5. Human resources
(l) Education and training plans and their
development and results utilization
(2) Status of quality consciousness,
consciousness of managing jobs, and understanding of quality
control
(3) Status of supporting and motivating
self-development and self-realization
(4) Status of understanding and utilizing
statistical concepts and methods
(5) Status of QC circle development and
improvement suggestions
(6) Status of supporting the development
of human resources in associated companies
6. Quality assurance
(l) Status of managing the quality
assurance activities system
(2) Status of quality control diagnosis
(3) Status of new product and technology
development (including quality analysis, quality deployment
and design review activities)
(4) Status of process control
(5) Status of process analysis and process
improvement (including process capability studies)
(6) Status of inspection, quality
evaluation and quality audit
(7) Status of managing production
equipment, measuring instruments and vendors
(8) Status of packaging, storage,
transportation, sales and service activities
(9) Grasping and responding to product
usage, disposal, recovery and recycling
(l0) Status of quality assurance
(11) Grasping of the status of customer
satisfaction
(l2) Status of assuring reliability,
safety, product liability and environmental protection
7. Maintenance
(l) Rotation of management (PDCA) cycle
control activities
(2) Methods for determining control items
and their levels
(3) In-control situations (status of
utilizing control charts and other tools)
(4) Status of taking temporary and
permanent measures
(5) Status of operating management systems
for cost, quantity, delivery, etc.
(6) Relationship of quality assurance
system to other operating management systems
8. Improvement
(l) Methods of selecting themes (important
activities problems and priority issues)
(2) Linkage of analytical methods and
intrinsic technology
(3) Status of utilizing statistical
methods for analysis
(4) Utilization of analysis results
(5) Status of confirming improvement
results and transferring them to maintenance/control
activities
(6) Contribution of QC circle activities
9. Effects
(l) Tangible effects (such as quality,
delivery, cost, profit, safety and environment)
(2) Intangible effects
(3) Methods for measuring and grasping
effects
(4) Customer satisfaction and employee
satisfaction
(5) Influence on associated companies
(6) Influence on local and international
communities
l0. Future plans
(l) Status of grasping current situations
(2) Future plans for improving problems
(3) Projection of changes in social
environment and customer requirements and future plans based
on these projected changes
(4) Relationships among management
philosophy, vision and long-term plans
(5) Continuity of quality control
activities
(6) Concreteness of future plans
THE DEMING APPLICATION PRIZE CHECKLIST
(FOR SENIOR EXECUTIVES) l. Understanding
(l) Are the objectives of quality control
and enthusiasm introduction and promotion clearly defined and
well understood?
(2) How well do they understand quality
control, quality assurance, reliability, product liability,
etc.?
(3) How well do they understand the
importance of the statistical way of thinking and the
application of quality control techniques?
(4) How well do they understand QC circle
activities?
(5) How well do they understand the
relationship of quality control and the concepts and methods
of other management activities?
(6) How enthusiastic are they in promoting
quality control? How well are they exercising leadership?
(7) How well do they understand the status
and the characteristics of their company's quality and
quality control?
2. Policies
(l) How are quality policies and quality
control policies established? Where and how do these policies
stand in relation to overall business management?
(2) How are these policies related to
short- and long-term plans?
(3) How are these policies deployed
throughout the company for their achievement?
(4) How do they grasp the status of policy
achievement? Are they taking appropriate corrective actions
when needed?
(5) How do they grasp priority quality
issues (priority business issues)? Do they make effective use
of diagnostic methods such as top management diagnosis?
(6) How well are targets and priority
measures aligned with policies?
(7) What kind of policies do they employ
for establishing cooperative relationships with associated
companies?
3. Organization
(l) How is the company organized and
managed to human resources effectively and efficiently
practice quality control?
(2) How are the authorities and
responsibilities in the organization established?
(3) Is the allocation of human resources
suitable for the organization?
(4) How do they strive to make employers
happy and satisfied?
(5) How do they grasp and evaluate
employees capability and motivation levels?
(6) How do they strive interdepartmental
cooperation? How do they utilize committees and project
teams?
(7) How do they relate to associated
companies?
4. Human resources
(l) How clear is the philosophy for
hiring, development developing and utilizing human resources?
(2) How appropriate are the employee
education and training plans? Are the necessary budget and
time allocated?
(3) How do they communicate the policies
for quality control education and training and how do they
grasp the status achieving their policies?
(4) How do they provide education and
training specific to the company's business needs?
(5) How well do they understand the
importance of employee self- and mutual-development? How do
they support this effort?
(6) How do they strive to develop QC
circle activities?
(7) How interested are they in developing
human resources in associated companies?
5. Implementation
(l) What kind of measures do they have for
the and evaluation effective and efficient implementation of
quality control?
(2) How well is the overall coordination
of quality control and other management systems?
(3) How do they grasp the status of
improvement in the business processes and the individual
steps of these processes so as to provide products and
services that satisfy the customer needs? Are they taking
necessary corrective actions?
(4) How well are the systems for
developing new products and services, new technologies and
new markets established and managed?
(5) How well are the necessary resources
secured and allocated for establishing and operating
management and information systems?
(6) How do they grasp the effects and
contributions of quality control to the improvement of
business performance?
(7) How do they evaluate their employees
efforts?
6. Corporate social
(l) Is the company structured to ensure
responsibilities appropriate profits for a long time?
(2) How well do they regard employer well
being (wage levels, working hours, etc.)?
(3) How well do they regard employee
self-realization?
(4) How well do they strive for
co-existence and co-prosperity with associated companies?
(5) How well does the company contribute
to the local community?
(6) How well does the company exert
efforts to protect the environment?
(7) How well does the company positively
impact the international community?
7. Future visions
(l) How do they assure the continuity of
and future plans quality control?
(2) How do they anticipate and cope with
changes in surrounding business environment and progress in
science and technology?
(3) How do they grasp and cope with
changes in customer requirements?
(4) How do they consider their employees
and help them achieve happiness and satisfaction?
(5) How do they consider and manage
relationships with associated companies?
(6) How do they plan for the future to
cope with the items above?
(7) How do they utilize quality control to
achieve the future plans?
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This page was created by Jim Clauson on 18OCT97.
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