Dr. W.

Edwards Deming is known as the father of the

Japanese post-war industrial revival and was regarded by many as the leading quality guru in the United States. He passed on in 1993.
He was invited to Japan at the end of World War II by

Japanese industrial leaders and engineers.

Deming's business philosophy is summarized in his

famous "14 Points," listed below.

But the 14 Points pose a challenge for many firms to

figure out how to apply them in a meaningful way that will result in continual improvement.

 In April 2001 the Toyota Motor Corporation adopted

the Toyota Way 2001, an expression of values and conduct guidelines that all Toyota employees should embrace.
The 14 Principles of the Toyota Way is Toyota's

management philosophy as described by external observers of Toyota.

The main ideas are to base management decisions on

a "philosophical sense of purpose", to think long term, to have a process for solving problems

 Dr. W. Edwards Demings principles support the global

success of Toyota.

Toyota applied Deming's ideas to create a management system

and continued to develop that system to create the Toyota Production System (also known as lean manufacturing).

His teachings are essential for the effective application of Six

Sigma, Lean Manufacturing, Loyalty/Net Promoter and other quality improvement, customer retention and business growth methods. exporting companiesdevelop the vital management philosophy and practices that enabled them to become market leaders around the world.

Dr. Deming helped Toyotaand other leading Japanese

 Dr. Shoichiro Toyoda, Chairman and former President

(1982-1999) of Toyota said, Every day I think about what he meant to us. Deming is the core of our management.
Toyota Motor Corporation in 1965 were awarded the

Deming Application Prize. Toyota continued to implement Dr. Deming's teachings, they are able to both raise the level of quality of our products as well as enhance operations on the corporate level. Toyota Motor Corporation today is a result of their continued efforts to implement positive change in the pursuit of Deming prize.

 Just-in- time production

It was thought out to convert this ideal state into practical one everywhere, between each operation, each process, each line and each shop. Just-in-time (JIT) is an inventory strategy that strives to improve a business's return on investment by reducing inprocess inventory and associated carrying costs.
Jidoka

It means that whenever an abnormal or defective condition arises, machines, equipment or general conveyor lines can be supported by the judgment of these machines, equipment and line workers themselves.

How Toyota motors implemented TQM?

TQM comprises four process steps
Focuses on Continuous Process Improvement, to make processes visible, repeatable and measureable Focuses on intangible effects on processes and ways to optimize and reduce their effects Examining the way the user applies the product leads to improvement in the product itself
Broadens management concern beyond the

immediate product

Employee Education
In order to raise employee's awareness regarding social

contribution activities and to encourage their proactive participation in volunteer programs.

Toyota Industries provides employees with educations to

deepen the understanding of corporate social responsibilities and social contribution activities through training opportunities such as newly hired employees training and newly appointed manager training. In order to support our employees' voluntary participation in social contribution activities, lectures and learning courses are provided to all employees through the company intranet.