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- Steps up to winning the "Deming Prize" and "Deming Prize Grand Prize"
Steps up to winning the "Deming Prize" and "Deming Prize Grand Prize"
Cataler has been engaged in Total Quality Management (TQM) for more than 20 years in order to continue to provide products that will delight our customers in the future. Here, we follow the footsteps of Cataler's ever-evolving TQM activities.
What is Total Quality Management (TQM)?
TQM is a type of business management method. TQM is an acronym for Total Quality Management, and is a set of ideas, approaches, procedures, systems and methodologies for maintaining and improving the overall "quality" of corporate activities, aiming for company-wide or department-wide qualitative improvement, while at the same time comprehensively improving all operations within the organization. At Cataler, TQM is comprehensive quality management, and based on the principles of "customer first", "continuous improvement", and "participation by all employees", improvement activities are carried out not only in the manufacturing department but also throughout the whole company, including technical and indirect departments.
History of TQM activities
Cataler has promoted TQM activities from 1997-2004 as "Phase Ⅰ = TQM introduction" and from 2005-2012 as "Phase Ⅱ = TQM strengthening". From 2012, we shifted to "Phase Ⅲ = TQM innovation". Furthermore, we set "2016-2022 = TQM breakthrough", and are continuing these activities.
Swipe sideways → see the table.
- Quality management
reform - Formulated
Global VISION 2025 - Utilization of R&D base
- Start of
work style
reform activities - Construction
and operation of
business continuity
management - Introduction of
public relations strategy - Equipment development
tailored to cost advantage - Revamping of
human resources
development system - Improving the quality of
work manuals
and WISDOM (*) - Business strategy
formulation
In Phase Ⅰ from 1997, we introduced TQM with the acquisition of ISO9001 certification, and mainly worked on improving manufacturing quality to reduce delivery defects.
In Phase Ⅱ from 2005, we reinforced the structure of TQM with the acquisition of ISO/TS16949 certification. By introducing milestone (*) management, we improved design quality and developed an equipment called ZECT that minimizes variations in the amount of precious metals. As a result of efforts up to Phase Ⅱ, we continuously overcame important quality issues such as zero recalls, zero market complaints from end users, and zero defective deliveries to customer factories. We have continuously received Quality Excellence Awards from each automobile manufacturer, and still continue to do so.
From 2012, we kicked off Phase Ⅲ activities to prevent the occurrence and recurrence of problems through C-QIC, and began reforms focused on quality management. In addition, we introduced a new quality management system (QMS) based on JISQ9005, which is the latest Japanese-style quality management guideline for sustainable success, continuously ran improvement cycles based on the concept of C-QIC, and enhanced QMS. As a result, we received the Deming Prize and the Deming Grand Prize in 2015 and 2018, respectively.
As of 2022, as Phase Ⅳ: TQM Great strides, we are globally expanding TQM activities to prevail in this once-in-a-century revolutionary period.
* Milestone
An intermediate target point that is important for completing a project.
Milestones are just part of the schedule and refer to "deadlines (breakpoints) for each process" in the schedule table.
* WISDOM (Work Instruction Sheet for Divisional Operation Management)
There are two types of work standards at Cataler, and in addition to work instructions mainly used at the manufacturing site, the work of the business department is also standardized using a unique format (WISDOM).
TQM activity chronology
(2014-2018)
2014-2015 (Challenging the Deming Prize - Up to winning the Deming Prize)
2014
- The first step towards becoming a truly global company
- As the domestic market for exhaust gas purification catalysts became saturated, Cataler was required to make a great strides to becoming a truly global company. Improving quality control = TQM activities were indispensable for acquiring overseas customers.
The first step was the "TQM Promotion Conference". Executives and department managers came together to take on the challenge of the Deming Prize, and began efforts to gain international competitiveness.
- Start of instruction by TQM experts
- Cataler's TQM activities, until we received the Deming Prize and the Deming Grand Prize, were supervised by Professor Emeritus Yoshinori Iizuka of the University of Tokyo. He helped us for about a year and a half before receiving the Deming Prize, and for about 3 years before receiving the Deming Grand Prize.
- We received high acclaim, and the award of the Deming Prize was decided.
- After about half a year of TQM activities, we received a TQM assessment by three prominent experts from the Deming Prize Committee (Union of Japanese Scientists and Engineers). As a result, we were acclaimed as "a company with many excellent points and a bright future", and it was decided to allowed us to challenge the Deming Prize for 2015. For the final examination, we worked on overcoming issues such as consistency of policy development and human resource development.
2015
- Visualization of TQM activities and start of information sharing
- The Deming Prize Room Activity (large room activity) started in preparation for the Deming Prize final exam in October.
It was held twice a month for the purpose of speeding up decision-making, solving problems early, and breaking down organizational barriers. In order to win the Deming Prize, the whole company had to work as a team to improve the quality of all our work, and room activities were part of that.
- Award decision - New start
- Award of the Deming Prize is decided. As "Cataler of Quality," we have joined the ranks of leading quality companies, both in name and reality. The award, which is generally said to take 3 years, was achieved in a short period of one and a half years. Taking this award as a new start toward the Deming Grand Prize, we continued to promote TQM activities.
- 50 Cataler officials attend the award ceremony
- 50 Cataler officials attended the Deming Prize Award Report Lecture and Award Ceremony held at Keidanren Kaikan in Tokyo. At the lecture, President and CEO Sunakawa explained in detail about Cataler's company profile, management strategy, and TQM status. At the award ceremony, "we finally stood at the starting point. We want to definitely promote TQM as instructed by the experts".
At the Deming Prize award ceremony
2016-2018 (Deming Prize Winner - Deming Grand Prize Winner)
2016
- Aiming for further evolution and deepening of TQM activities
- It was decided to challenge the Deming Grand Prize in 2018 by further progressing and deepening TQM activities. Meetings were held by gathering employees who were in the position of departmental manager or higher. In response to the top message, a lecture by Professor Emeritus Yoshinori Iizuka of the University of Tokyo, and words of encouragement, we determined to renew our efforts.
- Formulating and developing procedure manuals for important processes
- In the process of taking on the challenge of the Deming Grand Prize, an OP (Operation Procedure) (*) was developed for key processes in the Quality Management System (QMS), which clarifies the process flow, control items and standards. By developing the procedure manuals, we were able to visualize the management system and clarify the relationship between the preceding and following processes, enabling us to efficiently carry out the PDCA cycle.
- * OP (Operation Procedure)
- This clarifies the matters to be implemented by relevant departments within the company, and the timing of implementation in response to customer requests.
- Formulated Global VISION 2025
- Global VISION 2025, a long-term vision under the slogan of Dynamic Progress, Breakthroughs, and Great strides, was launched with the common Japanese Kanji character, "躍" as a logo. We expressed what we want to be and what we should aim for by 5 Japanese Kanji characters, "勝・創・瞬・絆・輝" that means "Win, Create, Act Quickly, Bonds, and Shine", and developed priority activities and projects using the TQM concept. In addition, along with the formulation of the VISION, the policy system and the path to realize the vision were clarified.
2017
- Received a second TQM assessment
- We had a TQM exam for the purpose of receiving the Deming Grand Prize.
- (1) Technology development ability and management ability to meet customer expectations
- (2) Standardization activities for office and technical workplaces
- (3) Thorough BCM by business risk assessment
- Aggressive TQM activities at the ARK completion base "Creation"
- To receive the Deming Grand Prize, the R&D base (Cataler ARK Creation Centre: ARK) completed in 2017 was also subject to scrutiny. At ARK, we actively carried out TQM activities as a base for "creation" by "beating" global competition while responding to nuclear power risk. In particular, we implemented cooperation between sales and technology using the winning equation (sales OP systematized by looking back on successful past experience), and strengthened quality control activities from the source using development OP.
2018
- Completion of the fact-finding statement for the Deming Grand Prize
- We completed the fact-finding statement that summarized the remaining issues when we received the Deming Prize in 2015, the realization of VISION 2025, and new efforts to achieve medium- to long-term management goals. In preparing the fact-finding statement President Sunakawa himself took the red pen, and made many corrections to make it the culmination of Cataler's TQM activities in preparation for the upcoming final exam.
- Deming Grand Prize Final Exam
- We mobilized all officers and employees, and took the Deming Grand Prize final exam. President Sunakawa issued an order saying, "We have nothing to lose. Let's do our best"! The results of rehearsals held in advance and the enthusiasm of the people involved impressed the examiners, and the Headquarters and ARK were both able to demonstrate the merits of Cataler's activities. The experts in charge of the examination were highly impressed too.
- Award of the Deming Grand Prize
- As a result of our TQM activities with the participation of all members from 2015, we were able to receive the Deming Grand Prize.
At the award ceremony held at Keidanren Kaikan, 50 people who were involved attended, and shared the joy of receiving the award, just as they did at the award of the Deming Prize. At the award ceremony, President Sunakawa said, "I want to share the joy together with all of my hardworking colleagues. We are still developing, and we would like to continue TQM activities without slowing down".
At the Deming Grand Prize Award Ceremony
2019
- Cataler's TQM activities move to a new stage
- We are aiming to maximize customer value and improve organizational capabilities as a group by horizontally expanding the foundation of TQM cultivated at Cataler headquarters overseas. Deployment to the group is being promoted in 3 steps. In STEP 1, first of all, we will horizontally develop the know-how gained in the process of Headquarters challenging the Deming Prize, and lay the foundation for quality management. Next, STEP 2 is a phase in which local members grasp changes in the local environment, decide what they want to be in the future, and expand to achieve it. STEP 3 is a phase in which the Deming Prize is utilized aiming for independence while linking with Headquarters, centered on local key persons. As of 2022, several overseas bases are challenging the Deming Prize.
With QMS, we set quality goals and organizational policies, prepare the conditions necessary to achieve the products and services required by customers, and aim to "satisfy customers (= customer satisfaction)".