ABSTRACT
As described in Chapter 13, CWQC is possible only if quality control activities and quality-related functions are carried out in all departments and at all levels of management. Furthermore, the activities of each department must be planned so they are reinforced by other departments. Additionally, they will benet from quality-related functions throughout the company. ™e responsibility for establishing communication links between the various departments at Toyota and ensuring cooperation in implementing QC programs is given to an organizational entity known as a functional meeting. Functional meetings do not serve as project teams or task forces. Rather, they are formally constituted, decision-making units whose power cuts across department lines and controls broad corporate functions. Consisting typically of department directors from all parts of the company, each functional meeting will consider such corporatewide problems as cost management, production management, and quality assurance, respectively. ™e meeting participants then communicate their policy decision and plans for implementation to each department for action. Such management through functional meetings is called functional management (Kinohbetsu Kanri) at Toyota.
