## **Evolution of Development Design Process Management: Strategic Development of Science TQM – 2**

**Kakuro Amasaka1,\*, Takahiro Ito2 and Yasuaki Nozawa3**

*1 Doctor, Aoyama Gakuin University, School of Science and Engineering, Japan; 2 Received his Master of Engineering Degree of the School of Science and Engineering, Aoyama Gakuin University, Japan and 3 Master of Engineering Degree of the School of Science and Engineering, Aoyama Gakuin University, Japan*

**Abstract:** This paper focus on a strategic development of "High Quality Assurance CAE Analysis *Model*" to be used in development design, then proposes an "Optimal CAE Design Approach Model" that can be used to shorted development design times and improving quality. The model is then used to analyze "cavitation caused by metal particles in the automotive transaxle" and to clarify the technological mechanism generating oil leaks as a result of foreign metallic substances entering oil seals in the drive train.

**Keywords:** High quality assurance CAE analysis model, optimal CAE design approach model, oil seal leaks, automotive transaxle.

#### **1. INTRODUCTION**

Inrecent years, the advanced manufacturing industry has been faced with the urgent task of drastically reduced their development design times in order to respond quickly to changing consumer needs. One of the most important challenges for manufacturers is strengthening and enhancing computer-aided engineering (CAE) of analysis in order to achieve quality development design processes that are also very brief (Amasaka, 2007a, 2008, 2010a, 2010b).

To address these issues, the author conducted research on an Optimal CAE Design Approach Model utilizing "*Advanced TDS, Total Integrated Development Design Model*". In this study, the author addresses the technological problem of oil seal leakage in automotive drive trains as a way to construct an "Optimal CAE Design Approach Model" for quality assurance. The model is used to explain "cavitation caused by the metal particles (foreign matter)" generated through transaxle wear, a pressing issue in the automobile industry (Amasaka, 2011).

#### **2. CAE IN PRODUCT DESIGN – APPLICATION AND ISSUES**

#### **2.1. CAE in the Product Design Process**

The time between product design and production has been drastically shortened in recent years with the rapid spread of global production. Quality assurance (QA) has become increasingly critical, making it essential that the product design process—a critical component of QA—be reformed to ensure quality (Kume, 1990: Amasaka, 2010a).

Fig. **1** shows the typical product design process currently used by many companies (Amasaka, 2010a). The figure shows that companies first create product design instructions based on market research and planning. They then use these instructions to make specific product design specifications (drawings) and to promptly convert them to digital format so that they can be suitably processed and applied. The data is primarily used in numerical simulations known as computer-aided engineering, or CAE.

CAE analysis enables engineers to determine whether the product design specifications result in sufficient

**\*Address correspondence to Kakuro Amasaka:** 5-10-1, Fuchinobe, Chuo-Ku, Sagamihara-Shi, Kanagawa-Ken, 252-5258 Japan; Tel: +81.42.759.6313, Fax: +81.42.759.6556, E-mail<EMAIL_ADDRESS>
product quality — and if not, the specifications are promptly optimized. Manufacturers then carry out effective preproduction, testing and evaluating prototypes (prototype testing). A final evaluation of the development design is conducted, and if there are no problems, companies move to production preparation and process design in order to get ready for full-scale production.

**Figure 1:** CAE in the Development Design Process.

#### **2.2. CAE Analysis: Current Status and Issues**

CAE and other numerical simulations have been applied to a wide variety of business processes in recent years, including research and development, design, preproduction and testing/evaluations, production technology, production preparation, and manufacturing. These and other applications are expected to have effective results (Magoshi, *et al.*, 2003: Yoo, *et al.*, 2010: Amasaka, 2010a).

The product design process, for example, is typically one guided by unspoken experiential knowledge and rules of thumb, leading to prototype testing guided by repeated trial-and-error efforts. In this age of global quality competition, using CAE for predictive evaluation method in design work is expected to contribute a great deal to shortening development design time and improving quality (Amasaka, 2007a, 2008, 2010b).

Despite these high expectations, conventional forms of CAE analysis resulted in figures that deviated as much as 10–20% from those obtained through prototype testing evaluations. This means that many companies are now stuck with applying CAE only to the monitoring task of comparative evaluations of old and new products—despite the enormous amount of funds they have invested in CAE development.

There are two absolute requirements for precise (highly reliable) CAE analysis methods that can both prevent the critical technical problems plaguing manufacturers from recurring and contribute to new product designs. The first is reducing the deviation from prototype testing evaluation figures to 5% or less, and the second is evaluating the absolute values needed for tolerance designs.

#### **3. APPLICATION OF THE HIGH QUALITY ASSURANCE CAE ANALYSIS MODEL**

Currently, to continuously offer attractive, customer- oriented products, it is important to establish a "*new development design model"* that predicts customer needs. In order to do so, it is crucial to reform the business process for development design (Amasaka, 2007a, 2008, 2010b). Manufacturing is a battle against irregularities, and it is imperative to renovate the business process in the development design system and to create a technology so that serious market quality problems can be prevented in advance by means of accurate prediction/control.

For example, as a solution to technical problems, approaches taken by design engineers, who tend to unreasonably rely on their own past experience, must be clearly corrected. In the business process from development design to production, the development design cost is high and time period is prolonged due to the "scale-up effect" between the stages of experiments (tests and prototypes) and mass production. In order to tackle this problem, it is urgently necessary to reform the conventional development design process.

Focusing on the successful case mentioned above, the authors deem it a requisite for leading manufacturing corporations to balance high quality development design with lower cost and shorter development time by incorporating the latest simulation CAE and *Science SQC (Statistical Quality Control)* (Amasaka, 2004, 2008). Against this background, it is vital not to stick to the conventional product development method, but to expedite the next generation development design business process in response to a movement toward digitizing design methods.

Having said the above, the authors established the "High Quality Assurance CAE Analysis Model*"* as the key to the high cyclization of development and design processes so called "*New Japan Development Design Model*" as described in Fig. **2** (Amasaka, 2007a, 2007b). This model is aimed at the simultaneous achievement of QCD (Quality, Cost and Delivery) by high quality manufacturing which is essential to realize CS (Customer Satisfaction), ES (Employee Satisfaction), and SS (Social Satisfaction).

For realization, customers' orientation (subjective implicit information) must be scientifically interpreted by means of "*Customer Science*" (Amasaka, 2005), namely, converting the implicit information to explicit information by objectifying the subjective information using *Science SQC* so as to create "*High Reliable Development Design System*", thereby reducing prototypes with accurate prediction and control by means of "*Intelligence Numerical Simulation*".

To this end, it is important to introduce the "*Intellectual Technology Integrated System*" which enables a sharing of knowledge and the latest technical information possessed by all related divisions.

**Figure 2:** High Quality Assurance CAE Analysis Modelfor Automotive Design and Development.

 Figure **3**. High Quality Assurance CAE Analysis Model for Automotive Design and Development

#### **4. PROPOSAL OF OPTIMAL CAE DESIGN APPROACH MODEL**

This chapter presents an Optimal CAE Design Approach Model in Fig. **3**, which shows the procedural elements in steps one through five of the business process used in automotive product design - application to drive train oil seal leaks (Amasaka, 2011).

**Figure 3:** Optimal CAE Design Approach Model.

#### **4.1. STEP 1: Define the Problem**

Step 1, defining the current situation, means explaining problematic technological issues where the number of functional breakdowns is to clarify why the breakdowns are occurring as well as the mechanism that is generating them.

Experts inside and outside the company use their collective wisdom in collaborative activities, applying the latest statistical methods and investigating and analyzing complex cause-and- effect relationships to define the problem in minute detail and reason out the faulty mechanism.

#### **4.2. STEP 2: Conduct a Visualization Experiment**

In step 2, the visualization experiment, prototype testing is conducted in order to visualize the mechanism (dynamic behavior) that is generating the defect. This is how the faulty mechanism is further defined. Specifically, the *Science SQC* approach—SQC Technical Methods are applied to accurately explain the fault and conduct a factor analysis.

These methods use N7 (seven new QC tools), SQC (general statistical Quality Control methods), RE (reliability analysis), MA (multivariate analysis), and DE (design of experiment) (Amasaka, 2004). The use of these methods allows the discovery of previously overlooked and unidentified latent factors and the faulty mechanism to be demonstrated *via* a logical thought process.

#### **4.3. STEP 3: Aligning Prototype Testing and CAE**

In step 3, the key factors (technology components) identified in steps 1 and 2 that are generating the fault are subjected to a numerical simulation (CAE). The numerical simulation makes it possible to match results obtained through prototype testing and CAE analysis (Two and Three dimensional model) using absolute values, values for which there is no discrepancy between the prototype testing and CAE analysis.

At this point, all business processes are scientifically and comprehensively optimized using the following steps, which must be part of a highly precise CAE analysis: clarify the "phenomenon (defining the problem) – theory – algorithm (calculation methods) – modelling – calculation technology (computer)" by using Highly Reliable CAE Analysis Technology Component Model as shown in Fig. **4** (Amasaka, 2007a, 2010a). In doing this, it is absolutely essential to clearly model the cause-and-effect relationships in unexplained mechanisms identified during prototype testing (visualization) (Amasaka, 2007: Yamada and Amasaka, 2011).

In order to conduct a precise numerical simulation, there must be both an accurate theory and an experimental model that can logically define the impact of the latent factors identified during the experiment. Selecting a model with logical calculation procedures, analytical modeling, and algorithms is a must, with the goal of qualitatively modeling the fault (mechanism).

**Figure 4:** Highly Reliable CAE Analysis Technology Component Model.

### **4.4. STEP 4: Conduct a Highly Precise CAE Analysis**

In step 4, conducting a highly precise CAE analysis, a highly reliable numerical simulation (quantitative modeling/highly precise CAE analysis) is conducted. This makes it possible to predict and control the absolute values needed for the CAE analysis based on the knowledge gained in step 3. In the above case, a mesh was created using optimization and contact conditions were defined.

#### **4.5. STEP 5: Predict and Evaluate**

Highly reliable CAE analysis makes CAE analysis for predictive evaluation possible when carrying out the business processes in steps 1 through 4 in minute detail. In the past, CAE modeling was often conducted in an illogical way, with conventional CAE analysis and an undefined faulty mechanism. The result was a significant discrepancy (10–30%) between prototype testing and CAE analysis values, often confining the use of CAE analysis to the auxiliary monitoring task of comparative evaluations of old and new products.

CAE analysis for predictive evaluation (steps 1 through 4) makes precise prediction and evaluation possible by pinpointing key factors, accurately identifying the development design factors that must be optimally controlled, and making them explicit by incorporating them into drawings and manufacturing techniques. This contributes to swift design development that includes the generation of new knowledge, new design ideas, sharing of explicit models, and creating assets out of new technology that gets passed on and developed.

#### **5. APPLICATION DRIVE TRAIN OIL SEAL LEAKS – CAVITATION CAUSED BY METAL PARTICLES IN THE TRANSAXLE**

In this chapter, the authors use both prototype testing and CAE, applying the Optimal CAE Design Approach Model to explain undiscovered technological mechanisms and then develop a model based on their investigative process (Amasaka, 2008, 2010b, 2011, Ito, *et al.* 2010: Nozawa, *et al.*, 2011). The model is used to analyze "cavitation" caused by the metal particles in the transaxle oil seal leaks.

#### **5.1. Oil Seal Function**

An oil seal on an automobile's transaxle prevents the oil lubricant within the drive system from leaking from the drive shaft. It is comprised of a rubber lip molded onto a round metal casing. The rubber lip grips the surface of the shaft around its entire circumference, thus creating a physical oil barrier. In this case, the sealing ability of microscopic roughness on the rubber surface is of primary importance (Lopez, *et al.*, 1997: Amasaka, 2004).

The parameters for the sealing condition of the oil film involve not only the design of the seal itself, but also external factors such as shaft surface conditions, shaft eccentricity, and so on. Contamination of the oil by minute particles was found to be of particular importance to this problem since these are technical issues which involve not only the seal, but also the entire drive train of the vehicle.

#### **5.2. Understanding of the Oil Seal leakage Mechanism through Visualization**

The oil leaks and similar problems can result in immediate and critical vehicle defects. One of the primary causes of oil seal leaks is wear to convex areas of the oil seal (o/s) where it comes into contact with the surface of the drive shaft, which is rotating at high speeds. The author is applying Optimal CAE Design Approach Model to this issue in order to resolve it.

**Figure 5:** Oil Seal Visualization Device and Oil Seal Leak Mechanism.

#### *5.2.1. Defining the Problem and Conducting a Visualization Device (Step1)*

This section addresses a second unexplained problem: metal particles (foreign matter) generated from rotation wear in drive train gears. The dynamic behavior of the faulty oil seal leak mechanism causing these metal particles to form was outlined using the developed visualization device (equipment) in Fig. **5**(**a**), in order to turn this "unknown oil leak mechanism" into explicit knowledge.

As shown in the figure, the oil seal was immersed in the lubrication oil in the same manner as the transaxle, and the drive shaft was changed to a glass shaft that rotated eccentrically *via* a spindle motor so as to reproduce the operation that would occur in an actual vehicle. The sealing effect of the oil seal lip was then visualized using an optical fiber. It was conjectured that in an eccentric seal with one-sided wear, the foreign matter becomes entangled at the place where the contact width changes from small to large.

Three trial tests were carried out to ascertain if this was true or not. Based on the examination of faulty parts returned from the market and the results of the visualization experiment, it was observed that very fine foreign matter (which was previously thought to not impact the oil leakage problem) grew at the contact section, as shown in Fig. **5**(**b**) (test-1).

It was also confirmed from the results of the component analysis that the fine foreign matter was a powder produced during gear engagement inside the transaxle gear box.

#### *5.2.2. Identifying the Oil Leakage Mechanism (Step2)*

This fine foreign matter on top of microscopic irregularities on the lip sliding surface resulted in microscopic pressure distribution which eventually led to the degrading of the sealing performance as shown in Fig. **6** (test-2). Also, the presence of this mechanism was confirmed from a separate observation that foreign matter had cut into the lip sliding surface, thereby causing aeration (cavitations) to be generated in the oil flow on the lip sliding surface.

This caused deterioration of the sealing performance, as shown in Fig. **7** (test-3). The figure indicates that cavitations occur in the vicinity of the foreign matter as the speed of the spindle increases, even when the amount of foreign matter that has accumulated on the oil seal lip is relatively small.

**Figure 6:** Growing of the foreign matter (test-2).

**Figure 7:** Causing Cavitation (Test-3).

As the size of the foreign matter gets bigger, the oil sealing balance position of the oil seal lip moves more toward the atmospheric side and causes oil leaks at low speeds or even when the vehicle is at rest. This fact was unknown prior to this study, and therefore was not incorporated into the original product design of the oil seals.

As a result of these efforts, the author was able to investigate the mechanism generating the oil seal leaks and use factor analysis to pinpoint the design elements in the oil seal and drive train gears that should have controlled the problem. The mechanism involved cavitation occurring in rotating parts when foreign matter got wedged between sliding surfaces (on the lip surface). This happened in areas where there was variation in the size of the contact surface (from small to large) on the oil seal lip, caused by irregular wear and assembly variations.

The author used the knowledge obtained from the visualization experiment to logically outline the faulty n Fig. **8**. This was done in order to capture the problem using the Highly Reliable CAE Analysis Technology Component Model. Using this process, the author was able to arrive at a hypothesis for why the cavitation was occurring; namely, factors like low pump volume and seal damage had compromised the tightness of the seal and lead to oil leaks.

**Figure 8:** Faulty Mechanism (Oil Leaks due to Foreign Matter).

#### **5.3. Application of Optimal CAE Design Approach Model of "Oil Simulator"**

#### *5.3.1. Oil Simulator using Highly Reliable CAE Analysis Technology Component Model (Step 3)*

The Oil Seal Simulator using Highly Reliable CAE Analysis Technology Component Model as shown in Fig. **9** was created as an essential requirement for precise CAE analysis. As the figure indicates, the designs are optimized by integrating several aspects of the calculation process, including problem (root cause) identification, conceptualizing the problem logically, and calculation methods (precision of calculators). Once the root causes of the problem are identified, it is critical that there is no discrepancy between the mechanism described and the results of prototype evaluations.

The visualization experiment revealed that cavitation was occurring due to a weakening of the oil seal in areas (surfaces) that were in contact with the rotating drive shaft. This weakening was causing oil seal leaks. The Rayleigh Plesset Model for controlling steam and condensation was used as a CAE analysis model that could explain the problem.

The finite element method and non-stationary analyses were used as convenient algorithms. The Reynoldsaveraged Navier-Stokes equation, Bernoulli's principle, and lubrication theory were appropriate theoretical formulas. Accuracy was ensured, and the time integration method was used to perform calculations in a realistic timeframe.

**Figure 9:** Oil Seal Simulator using Highly Reliable CAE Analysis Technology Component Model.

#### *5.3.2. CAE Qualitative Model of the Basic Oil Seal Lip Structure (Step 4)*

#### *1. CAE Qualitative Model*

The visualization experiment yielded the conditions on the sliding surface of the oil seal lip as a basic structural element. The author then used this element to construct the CAE qualitative model of the basic oil seal lip structure shown in Fig. **10** in order to demonstrate sealing conditions. The model uses a statistical approximation of the slight roughness on the sliding surface to show the wedge effect created by minute projections.

**Figure 10:** CAE Qualitative Model of the Basic Oil Seal Lip Structure.

In looking at seal conditions on the sliding surfaces as a whole, the author concluded that the volume of inflow was greater at QAA' than the outflow at QBB', based on the fact that minute projections in section AA' created a larger wedge effect than the minute projections in section BB'.

These conditions also generated the oil circulation pattern on the minute projection area of sliding surfaces, which meant that wear could be prevented by separating the two surfaces (Sato, *et al.*, 1999: Kameike, *et al.*, 2000).

#### *2. Two-dimensional CAE Analysis*

Using the technological elements mentioned above, a two-dimensional CAE analysis (2D analysis) was used to conduct a numerical simulation that would accurately describe the behavior of the oil on the problematic minute projection areas. Fig. **11** shows the results of this analysis. It shows the space between the shaft near minute projection AA' and minute projection BB' and the seal where oil is getting trapped.

This two-dimensional analysis shows that shear stress is being generated by the fluid (oil) due to the rotation of the shaft and that the seal side flow direction is being reversed as the minute projections narrow the fluid channel.

**Figure 11:** A Two-dimensional Analysis.

#### *3. Three-dimensional CAE Analysis*

Next, a three-dimensional analysis (3D analysis) was conducted using a structural model of the sliding surfaces as a whole. The model took into account the direction of oil flow in a third dimension (depth) based on the knowledge gained from the visualization experiment and the two-dimensional CAE analysis.

The model was used to do a numerical simulation of the oil film present on the sliding surfaces. The analytical model shown in Fig. **12** was constructed based the CAE qualitative model of the basic oil seal lip structure shown in Fig. **10**. By imposing conditions such as shaft rotation speed, the amount of oil flow on the oil side and air side could be calculated. The oil flow to the seal side and to the air side was compared, producing similar results to the visualization experiment.

**Figure 12:** Three-dimensional Analysis.

#### *5.3.3 CAE Analysis (Step 5)*

A cavitation is generated at the following steps; Oil collides with a foreign substance - The flow velocity rise near a foreign substance - The fall of pressure - Decreased pressure is carried out to below saturated vapor pressure - Emasculation of oil - Generating of a cavitation.

#### *1. Fluid Speed Analysis Example*

The fluid speed analysis like the one in Fig. **13** was then conducted in order to look more closely at the mechanism causing cavitation. The analysis revealed that rapid changes in fluid speed were occuring in the vicinity of foreign particles, and that fluid speed drops immediately before the oil collides with foreign matter. This led to the conclusion that the presence of foreign particle was having an effect on oil flow.

**Figure 13:** Fluid Speed Analysis around Foreign Matter.

#### *2. Pressure Analysis Example*

Comparing cavitation and the fluid speed analysis results against the results of the pressure analysis shown in Fig. **14** reveals that in areas of reduced pressure, oil was disappearing inside the cavities being formed meaning that drops in pressure were likely being caused by these concave areas.

**Figure 14:** Pressure Analysis around Foreign Matter.

#### *3. Cavitation Analysis Example*

Fig. **15** shows the CAE analysis results at a rotation speed of 1100 rpm. This analysis confirmed the cavitation occurring around foreign matter, thus replicating the results of the visualization experiment. At the same time, the finding that cavitation becomes more significant as the rotation speed of the drive shaft increases was similarly replicated.

**Figure. 15:** Cavitation Analysis around Foreign Matter.

#### *4. Verification and Consideration*

The above CAE analysis allowed the authors to clarify the faulty mechanism causing cavitation; namely, the presence of metal foreign particles was affecting the strength of the oil flow, causing drops in pressure in areas with faster oil flow and creating cavities.

In addition, a similar analysis of changes in the shape and size of the foreign particles revealed that these changes were also causing changes in cavitation. These CAE analysis results indicate a close link between particle size/shape and cavitation.

Preproduction and testing/evaluation of prototypes adds a significant amount of time and cost to the development process. However, precise CAE allowed manufacturers to eliminate preproduction (as well as prototype testing/evaluation) and still predict the mechanism causing cavitation and oil leaks. Though gaps such as minute surface variations caused by foreign particles and the shape of the oil film model exist, the CAE analysis allowed the authors to recreate the changes in flow speed and pressure around the foreign metal particles that were causing cavitation - changes which typically cannot be identified.

The deviation between the CAE analysis results and the results of the prototype testing were less than 5%, attesting to the usefulness of precise CAE analysis in certain cases.

#### *5. Quality Improvement*

These results led to two measures to improve design quality (shape and materials): (1) strengthen gear surfaces to prevent occurrence of foreign matter even after the B10 life (L10 Bearing to MTBF) to over 400,000 km (improve quality of materials and heat treatments) and (2) formulate a design plan to scientifically ensure optimum lubrication of the surface layer of the oil seal lip where it rotates in contact with the drive shaft.

The result of these countermeasures was a reduction in oil seal leaks (market complaints) to less than 1/20th their original incidence as shown in Fig. **16**.

**Figure 16:** Reduction in Market Complaint Rate.

#### *6. Application to Similar Problems*

With its effectiveness verified, the author was able to apply the Optimal CAE Design Approach Model to critical development design technologies for automotive production, including predicting and controlling the special characteristics of automobile lifting power, anti-vibration design of door mirrors (Amasaka, 2010b), urethane seat foam molding (Amasaka, 2010b), and loosening bolts (Yamada and Amasaka, 2011).

In each of these cases as well, discrepancy was 3–5% *versus* prototype testing. Based on the achieved results, the model is now being used as an intelligent support model for optimizing product design processes.

#### **6. CONCLUSION**

In this paper, the author constructed an Optimal CAE Design Approach Model by utilizing High Quality Assurance CAE Analysis Model for predictive evaluation method in design work is expected to contribute a great deal to shortening development design time and improving quality. The model primarily

used numerical simulation to clarify the technological mechanism generating oil leaks as a result of metal particles entering oil seals in the transaxle.

#### **ACKNOWLEDGEMENTS**

The author would like to acknowledge the generous support received from the following researchers. All those at WG'4 (Working Group No. 4) studies in JSQC (Japanese Society for Quality Control), study group on Simulation and SQC- a study of the high quality assurance CAE model for car development design", Toyota Motor Corporation and NOK Corporation, and those connected with the Amasaka laboratory at Aoyama Gakuin University (Amasaka, 2005b: Amasaka, ed., 2007).

#### **REFERENCES**

Amasaka, K., (2004), *Science SQC, New Quality Control Principle - The Quality Control of Toyota*, Springer.

© 2012 The Author(s). Published by Bentham Science Publisher. This is an open access chapter published under CC BY 4.0 https://creativecommons.org/licenses/by/4.0/legalcode

# **CHAPTER 13**

## **Strategic QCD Studies with Affiliated and Non-Affiliated Suppliers Strategic Development of Science TQM - 3**

### **Kakuro Amasaka\***

*Professor and Doctor, Aoyama Gakuin University, School of Science and Engineering, Japan*

**Abstract:** This paper analyzes and proves the significance of strategically implementing "Science TQM", which combines the "Strategic task team model", "Global partnering model", and "Simultaneous Fulfillment of QCD (Quality, Cost, and Delivery) approach model" verified at Toyota. Studies were conducted by developing Science TQM not only at affiliated suppliers, but also at non-affiliated companies, and aims to achieve harmonious coexistence between these suppliers. The studies successfully achieved simultaneous QCD fulfillment, which is a global management challenge in production.

**Keywords:** Science TQM, strategic task team model, global partnering model, simultaneous QCD fulfillment, affiliated and non-affiliated suppliers, toyota.

#### **1. INTRODUCTION**

This paper proposes "Science TQM, New Quality Management Principle" of next generation management technology that contributes to corporate management (Amasaka, 2004a, 2008a). Science TQM consists of a hardware system founded on three core elements (TMS - Total Marketing System, TDS - Total Development System, TPS - Toyota Production System, TIS - Total Intelligence Management System and TJS - Total Job Quality Management System), and a software system "TQM-S" (Total Quality Management utilizing "Science SQC") that enables the application of scientific TQM (Total Quality Management).

In previous studies, the effectiveness of Science TQM was successfully proven through its application in a leading Japanese company, Toyota Motor Corporation. In developing "Global Marketing" to win the global competition in quality and cost, the key for domestic and foreign companies is to successfully achieve "Global Production" that enables simultaneous production startup (the same quality and production at optimal locations) all over the world.

Today's management challenge is to provide high QCD products ahead of competitors through "Market Creating" activities, with priority given to customers.

This is the mission of Science TQM*.* In the implementation stage, strategic QCD studies are needed to strengthen core technologies and mutually link them as a whole. Above all, manufacturers endeavoring to become global companies are required to collaborate with not only affiliated suppliers, but also with nonaffiliated suppliers to achieve harmonious coexistence among them based on cooperation and competition. In other words, a so-called "federation of companies" is needed.

This paper analyzes and proves the significance of strategically implementing Science TQM at Toyota. To realize manufacturing of excellent quality for customer, the author (Amasaka, 2008b) proposes a management technology strategy model consisting of three core models: "Strategic task team model", "Global partnering model", and "Simultaneous Fulfillment of QCD approach model". Studies were conducted by developing Science TQM not only at affiliated suppliers but also at non-affiliated suppliers, with the aim of achieving harmonious coexistence between them.

**\*Address correspondence to Kakuro Amasaka:** 5-10-1, Fuchinobe, Chuo-Ku, Sagamihara-Shi, Kanagawa-Ken, 252-5258 Japan: Tel: +81.42.759.6313, Fax: +81.42.759.6556, E-mail<EMAIL_ADDRESS>
The studies successfully achieved "simultaneous QCD fulfillment" through the solution of the worldwide technological subject, which is a global management challenge for production.

#### **2. TODAY'S MANAGEMENT TECHNOLOGY PROBLEM**

#### **2.1. Needs for the Reform of Japanese-Style Management Technology**

The top priority issue of the industrial field today is the "new deployment of global marketing" for surviving the era of "global quality competition" (Kotler, 1999: Amasaka, 2004b). The pressing management issue particularly for Japanese manufacturers to survive in the global market is the "uniform quality worldwide and production at optimum locations" which is the prerequisite for successful global production. To realize manufacturing that places top priority on customers with a good QCD and in a rapidly changing technical environment, it is important to develop a new production technology principle and establish new process management principles to enable global production.

Furthermore, a new quality management technology principle linked with overall activities for higher work process quality in all divisions is necessary for an enterprise to survive (Burke and Trahant, 2000: Amasaka, 2004b). The creation of attractive products requires each of the sales, engineering/design, and production departments to be able to carry out management that forms linkages throughout the whole organization (Seuring *et al.*, 2003: Amasaka, 2000, 2004a). From this point of view, the reform of Japanese-style management technology is desired once again. In this need for improvements, Toyota is no exception (Goto, 1999: JUSE TQM Committee, 2000: Amasaka, 2004b).

#### **2.2. Importance of Strategic QCD Studies with Affiliated and Non-Affiliated Suppliers**

IT development has led to a market environment where customers can promptly acquire the latest information from around the world with ease. In this age, customers select products that meet their lifestyle and have a sense of value on the basis of a value standard that justifies the cost. Thus the concept of "Quality" has expanded from being product quality, which is oriented to business quality, to becoming corporate management quality-oriented.

Customers are strict in demanding the reliability of enterprises through the utility values (quality, reliability) of their products (Evans and Dean, 2003: Amasaka, 2004a). Advanced companies in countries all over the world, including Japan, are shifting to global production. The purpose of global production is to realize "uniform quality worldwide and production at optimum locations" in order to ensure company's survival amidst fierce competition (Doz and Hamel, 1998: Amasaka, 2004b).

For the manufacturing industry, the key to success in global production is systematizing its management methods when modeling strategic SCM (Supply Chain Management) for its domestic and overseas suppliers. In-depth studies of the Toyota Production System called JIT (Traditional Just in Time) and Lean Production System (Ohno, 1977: Roos *et al.*: Jones and Womack, 1994: Amasaka, 2002), TQM (Total Quality Management), partnering, and digital engineering will be needed when these methods are implemented in the future.

Above all, manufacturers endeavoring to become global companies are required to collaborate not only with affiliated companies, but also with non-affiliated companies to achieve harmonious coexistence among them based on cooperation and competition. In other words, a so-called "federation of companies" is needed (Hamel and Prahalad, 1994: Amasaka, 2004a, 2004b).

#### **3. SCIENCE TQM STRATEGY**

#### **3.1. Traditional Japanese Production System and Quality Management: JIT**

One of the greatest contributions that Japan made to the world is JIT. JIT is a production system that enables provision of what customers desire when they desire it. JIT is also introduced in a number of enterprises in the United States and Europeans a key management technology (Taylor and Brunt, 2001: Amasaka, 2000).

The Japanese-style production system represented by the current Toyota Production System, called JIT, is a production system which has been developed by Toyota. Implementing TQM in the production process, this production system aims to achieve the simultaneous of quality and productivity in pursuit of maximum rationalization while recognizing the principle of cost reduction.

This is the essential concept of JIT and therefore, these have been positioned as a core part of Toyota's management technology and often likened to the wheels on both sides of a vehicle. However, Toyota production system, which is representing the Japanese-style production system today, has already been developed as an internationally shared system, known as a Lean System and is no longer an exclusive technology of Toyota in Japan. In the Western countries also, the importance of quality control has been recognized through the studies on the Japanese TQM.

As a result, TQM activities have been increasingly popular. Therefore, the superiority in quality of Japanese products assured by the Japanese-style quality control has been gradually undermined in recent years (Amasaka, 2004a).

#### **3.2. Significance of Science TQM, New Quality Management Principle**

Having said the above, it is the author's conjecture that it is clearly impossible to lead the next-generation by merely maintaining the two Toyota management technology principles, TPS and TQM. To overcome this issue, it is essential to renovate not only TPS, which is the core principle of the production process, but also to establish core principles for marketing, design and development, production and other departments.

The next-generation new quality management principle, Science TQM, which the author (Amasaka, 2004a, 2008a) has proposed through theoretical and systematic analyses as shown in Fig. **1**, is the Just in Time system for not only manufacturing, but also for customer relations, sales and marketing, product planning, R&D, design, production engineering, logistics, procurement, administration and management, for enhancing business process innovation and introduction of new concepts and procedures.

**Figure 1:** Science TQM, New Quality Management Principle.

Science TQM contains hardware and software systems as the next generation technical principles for accelerating the optimization (high linkage) of work process cycles of all the divisions. The first item, the hardware system, consists of the TMS, TDS, TPS, TIS and TJS which are the three core elements required for establishing new management technology principles for sales, R&D, design, engineering, and production, among others.

The expectations and role of the 1st core principle TMS include the following: (i) Market creation through the gathering and use of customer information, (ii) Improvement of product value by understanding the elements essential to raising merchandize value, (iii) Establishment of hardware and software marketing system to

form ties with customers and (iv) Realization on the necessary elements for adopting a corporate attitude (behavioral norm) of enhancing customer value and developing customer satisfaction (CS), customer delight (CD) customer retention (CR), and networks.

The expectations and role of the 2nd core principle TDS are the systemization of design management method which is capable of clarifying the following: (i) Collection and analysis of updated internal and external information that emphasizes the importance of design philosophy, (ii) Development design process, (iii) Design method that incorporates enhanced design technology for obtaining general solutions, and (iv) Design guideline for designer development (theory, action and decision-making).

The expectations and new role of the 3rd core principle TPS comprise the following: (i) Customer-oriented production control systems that place the priority on internal and external quality information, (ii) Creation and management of a rational production process organization, (iii) QCD activities using advanced production technology and (iv) Creation of active workshop capable of implementing partnership.

The expectations and role of the 4th core principle TIS comprise the following: The required technological elements are (i) the product management system, in which the pre-process and post-process are integrated, (ii) the intelligent information management system, which combines the dealers and suppliers, (iii) the knowledgeintensive type total business process management system, which connects the congested off-line, in-line, and on-line process systems, and (iv) the communication management system, which improves human management as the basis for the integration of the cooperative activities participated in by the top line staff.

The expectations and role of the 5th core principle TJS comprise the following: The behavioral code for the office related department, involving the "corporate philosophy, corporate behavior, and business process management attitude" has been designed to totally link the four sub core elements of (i) coexistence with the society, (ii) global partnering (iii), intelligent management, and (iv) customer-in. This code will then be turned into a model and put into effect.

For the second item, the strategic quality management system, the author is proposing "Science SQC, New Quality Control Principle" (Amasaka, 2003a, 2004c) in Toyota as a software system for improving the "business process quality" of the 13 departments shown in the diagram as shown in Fig. **1**.

#### **3.3. Platform-type Partnering Chains by means of a Structured Model of Stratified Joint Task Teams**

Concretely speaking, the author believes that a company has to (1) join forces with domestic suppliers to enhance the intellectual productivity of plant divisions, and (2) succeed in "Global Production" to promote overseas operations and develop local production. In the implementation stage, first, (A) the quality management theory of Science SQC will be applied, as the figure shows, as the methodology for scientifically solving problems through the strategic linkage of these 3 core elements.

Second, as Fig. **2** shows, (B) the structured model of stratified joint task teams formed from partnering linkages will be developed systematically and organizationally to promote the strategic development of Science TQM. This model will consist of Task 1 to Task 8 teams involving the group, section, division, category, company, affiliated companies, non-affiliated companies, and overseas affiliates.

**Figure 2:** A Structured Model of Strategic Stratified Joint Task Team.

As indicated in the figure, the level of problem-solving technology rises strategically to product development strategy I and II through joint task teams of intra-company departments and divisions (Task-1 to Task-5, Task team, Task management team, and Total task management team) in proportion with the improvement of the stratified task level. This technology is further expanded to quality management strategy I to II through the domestic joint task teams of affiliated and non-affiliated companies and overseas counterparts (foreign groups: affiliated/non- affiliated) (Task-6 to Task-8, Joint A to Joint C).

#### **4. PROPOSAL OF MANAGEMENT TECHNOLOGY STRATEGY MODEL FOR DEVELOPING SCIENCE TQM**

Today's management challenge is to provide high QCD products ahead of their competitors through "Market Creating" activities, with priority given to customers. This is the mission of Science TQM. To realize manufacturing that provides excellent quality to the customer, the author proposes: (i) a management technology strategy model that utilizes the "Strategic Task Team Model" between the manufacturer and affiliated/non-affiliated suppliers. (ii) A "global partnering model" for strategically implementing Science TQM, and (iii) "Simultaneous QCD Fulfillment Approach Model" for developing Science TQM.

#### **4.1. "Strategic Task Team Model" between the manufacturer and Affiliated/Non-affiliated Suppliers**

The author believes that the key to successful global production is joint task activities between the manufacturer and affiliated/non-affiliated suppliers (Amasaka, 2004b) as stated above. In other words, it is important for the companies involved to work hard together in world markets under the principle of "harmonious coexistence through cooperation and mutual competition" in order to establish improved management technologies.

An example of concrete measures for development is shown in Fig. **3** ("Strategic Task Team Model between the manufacturer and Affiliated/Non-affiliated Suppliers"). To purchase the necessary parts, it will be important for the manufacturer to mutually cooperate with (a) Supplier I (in-house parts maker (own company)), (b) Supplier II, affiliated manufacturer (capital participation), (c) Supplier III, non-affiliated manufacturer, and (d) Supplier IV, manufacturer with foreign capital. In the stage of actual implementation, it is important to strategically organize the stratified task teams from the following viewpoints and by setting the objective to be continual improvement of management technologies: (i) Product strategy, (ii) Engineering strategy, (iii) Quality strategy, (iv) QCD effect, (v) Value of the task teams, and (vi) Human resource strategy.

**Figure 3:** Strategic Task Team Model between Maker and Affiliated/Non-affiliated Suppliers.

After solving the most important management technology challenges at the beginning, the important job for the manufacturer's general administrator is to select jointly from his own company and suppliers: (1) "Generators" gifted with a special capacity for creating ideas, (2) "Mentors" having the ability to give guidance and advice, (3) "Producers" with the capability to achieve and execute, and (4) "Promoters" capable of implementing things as an organization.

#### **4.2. "Global Partnering Model" for Strategically Implementing Science TQM**

Understanding the need for strategically implementing Science TQM by applying the aforementioned strategic task team model between the manufacturer and affiliated/non-affiliated suppliers, the author proposes the 4-core structured "Global Partnering Model (GPM)" in Fig. **4** that implements the quality management principle of Science SQC. This principle has been proven effective in strategically solving management technology problems in this author's previous studies.

**Figure 4:** Global Partnering Model for Strategically Implementing Science TQM.

As shown in the figure, GPM is composed of four cores, namely (1) Stratified joint task team (GPM-HT, Task-1 to Task-8) in mutual cooperation with affiliated and non-affiliated suppliers, (2) Stratified education training for improving the skills of staff and managers (GPM-HE, the Hierarchical Education), (3) Stratified leader training (GPM-HL, the Hierarchical Leaders Growth) and (4) Overseas study system (GPM-SA, the Studying Abroad System).

To render the proposed "Global Partnering Model" effective in the implementation stage, it is important to adopt the hardware system with five core elements (TMS, TDS, TPS, TIS and TJS), and the software system "Science SQC".

#### **5. APPLICATION EXAMPLES: STRATEGIC JOINT TASK TEAM ACTIVITIES BY TOYOTA AND AFFILIATED/NON-AFFILIATED SUPPLIERS**

This section describes the development of Science TQM and the results of strategic QCD studies by joint task team activities at "Toyota and Affiliated/Non affiliated suppliers".

#### **5.1. Global Development of Science TQM between Toyota and a group of Cooperative Companies**

Toyota's quality management, "SQC Renaissance" (Nikkei Mechanical, 1994: Amasaka, 1998), which is the administrative staff's activity for improving quality management technology by utilizing Science SQC (1988 onward), became popularized and expanded through joint task team activities with affiliated and nonaffiliated suppliers. In addition, the author drew up the "Toyota SQC Studying Abroad System" (1990 onward) for adopting Science SQC.

The system for training all Toyota "SQC leaders" (called senior SQC specialists) is being promoted as planned. Similarly, the author (Amasaka and Osaki, 1999) succeeded in strengthening "Senior SQC Leaders" (senior SQC advisors) among the manager strata as a result of the propagation and expansion of "Management SQC" (1994 onward), the core method of Science SQC.

Fig. **5** shows an example of a joint task team formed between Toyota and an overseas company. This is the promotion system for "Science SQC in Toyota Motor Thailand" (Amasaka *et al.*, 1999) (1996 onward). The system has been globally developed in Europe, North America, Canada, and developing countries and found effective as a strategic QCD study (Amasaka, 2004a: Sakai and Amasaka, 2006). As thus far described, "Science SQC education" (Amasaka and Osaki, 1999) and "Stratified Task Team" (Amasaka, 2004a, 2004b) activities have raised the administrative staff's problem-solving skills with excellent business results being subsequently achieved.

**Figure 5:** *Science SQC* by Toyota Motor Thailand.

As the next section describes, these activities and their achievements were attributable to the effective activities of stratified joint task teams formed with line, staff, management, administrative and indirect operational divisions, and related companies of affiliated and non-affiliated suppliers during the planning and implementing phases. Similarly, the activities are presently being implemented to improve the quality management technologies at overseas companies and local production plants. The activities have become a strategic arrangement of measures for the so-called "All Toyota Science TQM Global Development" (2000 onward).

#### **5.2. Strategic Science TQM Study "Simultaneous Fulfillment of QCD" and its Effects**

This Section discusses examples (A) through (D) of a strategic QCD study for the "Simultaneous Fulfillment of QCD" made jointly by Toyota and affiliated/non-affiliated suppliers to realize the strategic implementation of Science TQM.

#### *5.2.1. Improving the market strength of automotive chassis parts — A global initiative to achieve simultaneous fulfillment of QCD*

The first example (A) is a case where the quality of appearance and paint corrosion resistance (resistance to SST, Salt Spray Test) were improved without increasing cost, in order to improve the market strength of automotive chassis parts (front and rear axles). Making a global initiative to achieve simultaneous fulfillment of QCD, Toyota formed joint task teams (Task-6 and -7) with Aisin Kako Co., an affiliate, and Tokyo Paint Co., a non-affiliate. Fig. **6** shows an example where the joint task team of Toyota and Tokyo Paint raised the product value (VA= performance/cost) of the front axle (Amasaka, 2004b).

**Figure 6:** Improved Product Value for Front Axle.

The task team of both companies produced 11 patents. It improved the painting material, conversion treatment material, and facilities for conversion treatment, painting, and drying in this order (the first improved version (I) to final improved version (VI) in the figure). As a result, after 10 months, the team realized (a) a 15 times higher rust prevention (index) as compared to conventional products in the final improved version (VI), (b) a 5 times higher appearance quality (index) with uniform paint film thickness, (c) the development of quick drying paint, and (d) the adoption of room temperature drying and subsequent discontinuation of drying equipment. These improvements achieved (i) a reduction of inventory in process of 1/3 and (ii) a reduction of paint cost to 85% of the conventional amount (15% cost reduction). Using a similar approach, Toyota and Aisin Kako realized identical achievements of simultaneous QCD.

#### *5.2.2. Improving the operating ratio and stabilizing the quality of the welding process — A long-time bottleneck process in manufacturing*

The second example, (B), is a case of simultaneous fulfillment of QCD in the welding process (Amasaka, 2004a). For example, arc welding of automotive parts (manual and robot work) requires periodical cleaning of spatter from the welding nozzle and replacement of worn welding tips. Thus the stabilization of the operating ratio and quality was a long-time bottleneck for this technology. Toyota formed task teams (Task-7) with Noritake Co. and Toshiba Tungaloy Co. respectively, both non-affiliates. For example, the ceramic coating of (B) to (G) for all surfaces of the conventional (A) Cr-Cu alloy welding tip (base material A), as shown in Fig. **7**, improved the wear resistance of the copper alloy welding tip by using a surface quality improvement technology.

Furthermore, the attachment of spatter was eliminated by developing a 100% ceramic welding nozzle in place of the conventional copper alloy nozzle. During about one year of joint task team activities, both companies obtained 19 patents. They developed welding nozzles that require no cleaning and welding tips with a longer service life at an identical quality level. As a result, they improved the operating ratio of the welding process by 8% (from 80% to 88%) and also obtained a sharp improvement in productivity. Thus the welding process achieved an operating ratio at an identical level to the machining process, and subsequently developed "*JIT*" for the manufacturing process.

**Figure 7:** Welding Nozzle Wear Life Comparison by Ceramic Coating.

#### *5.2.3. Improving the reliability of the oil seal for transaxles by utilizing the Science SQC approach*  -*Clarifying the oil seal leak mechanism through visualization*

The third example, (C)**,** looks at "strategic QCD studies" (Amasaka, 2003b), to explain the "oil leak mechanism" of the oil seal in the drive system unit. This remains an unsolved problem on a global basis. Here too, Toyota and the non-affiliated NOK Co. implemented joint task team, "Dual Total Task Management Team" activities (Task-8), for about a year in world markets. The author developed the world's first visualization device for an oil leak in the oil seal as shown in Fig. **8**.

Using this device, the author observed the motion and contact between the oil seal lip and the drive shaft connected to a drive gear turning at a high speed. As a result, it was found that metal chips are generated at the contact point between the drive shaft, which makes a slightly eccentric turn, and the sealed portion of the oil seal lip. These metal chips bond to one another and increase in size, causing the oil seal lip wear.

The author performed a multivariate analysis in order to analyze the cause, as shown in Fig. **9**, and identified oil seal lip hardness as the cause. Based on these findings, to improve the sealing performance between the oil seal and the drive gear, the task team improved: (i) the design quality (improved oil seal material, contour, and gear material for the drive unit). It also improved (ii) the processing equipment and oil seal assembly process. Subsequently NOK achieved a major reduction of the in-process defect ratio (by 90%) and an improved the operating ratio by 20%.

**Figure 8:** Clarification of the Oil Leakage Mechanism.

As the result, the running life for B10 (cumulative failure rate 10%) was improved 4 times (from 100,000 km to 400,000 km). NOK realized a sharp reduction in market claims (down to 1/16) and also achieved strategic QCD simultaneously.

**Figure 9:** Influential Effect of Each Factor.

#### *5.2.4. Developing New JIT through Strategic Stratified Task Team Activities to Japanese Advanced Companies*

As mentioned above, each example of "QCD studies" indicates that Toyota and the affiliated/non-affiliated suppliers put their sales, service, development design and production divisions together to carry out joint task activities. In the implementation stages, they obtained targeted results smartly and correctly by adopting Science SQC. These examples contributed to the strengthening of the hardware system with three core elements (TMS, TDS, TPS, TIS and TJS) and the software system "Science SQC", and demonstrated the effectiveness of strategic "All Toyota's Science TQM" activities (Amasaka, 2004a).

Being in charge of promoting strategic quality management for Toyota and the Toyota group, the author organized and led task teams. The task teams tackled various engineering issues. The author's reference (Amasaka, 2004b) shows the progress of activity themes undertaken and accomplished by the task teams (Task-1 to Task-8). From 1988 to 2000, about 15,000 staff and 5000 managers carried out 4000 task team activities, part of which were presented to Japanese and overseas academic organizations in the thesis - Developing New JIT through Strategic Stratified Task Team Activities.

 At present, furthermore, spread and expansion of the Science TQM are progressing as a "global production strategy model" of a Japanese advanced company (Fuji-Xerox Corp., Sanden Corp., Daikin Industries Ltd., NHK Spring Corp., JFE-Steel Corp., NEC Corp., Yanmar Corp. and others) (Shimakawa. et al, 2006: Baba, *et al.*, 2006: Fujii, *et al.,* 2006: Suzuki, *et al.*, 2006: Minomiya, *et al.*, 2006).

In the future, Science TQM will be positioned as a management technology strategy model and applied to solving various practical problems. And with the accumulation of demonstrative studies, "next-generation manufacturing" designed to improve the principle of world wide production management will hopefully be established.

#### **6. CONCLUSION**

Today's challenge in business management lies in providing customers with products of excellent QCD performance based on the "Customer First" concept, and doing this ahead of your competitors in "Market Creation" activities. This is the mission of Science TQM. This paper analyzed and proved the significance of strategically implementing Science TQM at Toyota. To realize manufacturing of excellent quality for the customer, the author proposed a management technology strategy model composed of three core models - "Strategic task team model", "Global partnering model", and "Simultaneous Fulfillment of QCD approach model" from the viewpoint of "Global Production". By applying the proposed model, the author could illustrate through strategic QCD studies on the "Simultaneous Fulfillment of QCD", the effectiveness of global implementation of Science TQM as demonstrated by Toyota, an advanced corporation and its affiliated/nonaffiliated suppliers.

#### **REFERENCES**

#### **KEY TERMS AND DEFINITIONS**

#### **Structured Model of Strategic Stratified Joint Task Teams:**

Structured model of stratified joint task teams by forming partnering links will be developed systematically and organizationally to promote the strategic development of Science TQM*.* This model will consist of Task 1 to Task 8 teams involving the group, section, division, category, company, affiliated companies, non-affiliated companies, and overseas affiliates.

#### **A Management Technology Strategy Model:**

To realize manufacturing of excellent quality for the customer, the author proposes a management technology strategy model that utilizes the "Strategic task team model" between the manufacturer and affiliated/non-affiliated suppliers, the "Global partnering model", for strategically implementing Science TQM", and the "Simultaneous QCD Fulfillment approach model", for developing Science TQM*.*

#### **Strategic Task Team Model between the Manufacturer and Affiliated/Non-affiliated Suppliers:**

In the stage of actual implementation, it is important to strategically organize the stratified task teams from the following viewpoints by setting the objective to be continual improvement of management technologies: (i) Product strategy, (ii) Engineering strategy, (iii) Quality strategy, (iv) QCD effect, (v) Value of task team, and (vi) Human resource strategy.

#### **Global Partnering Model for Strategically Implementing Science TQM:**

GPM consists of four cores, namely, the Stratified joint task team (GPM-HT, Task-1 to Task-8) in mutual cooperation with affiliated and non-affiliated suppliers, the Stratified education training for improving the skills of staff and managers (GPM-HE, the Hierarchical Education), the Stratified leader training (GPM-HL, the Hierarchical Leaders Growth), and the Overseas study system (GPM-SA, the Studying Abroad System).

© 2012 The Author(s). Published by Bentham Science Publisher. This is an open access chapter published under CC BY 4.0 https://creativecommons.org/licenses/by/4.0/legalcode

## **CHAPTER 14**

### **Developing a Strategic Advertisement Method: Case Studies in Science TQM - 1**

**Satoru Hifumi1,\*, Manabu Yamaji2 and Kakuro Amasaka3**

*1 Received his Master of Engineering Degree of the School of Science and Engineering, Aoyama Gakuin University, Japan: 2 Assistant, Aoyama Gakuin University, School of Science and Engineering, Japan and 3 Professor and Doctor, Aoyama Gakuin University, School of Science and Engineering, Japan*

**Abstract:** In this paper, the authors develop the "Video Unites Customer behavior and Maker's designing Intentions, VUCMIN" as a new strategic advertisement method designed to enhance the desire to visit dealers in the automobile industry. The proposed method uses video advertisement, and was developed based on scientific approaches and analyses that focus on the standard behavioral movements of customers who visit dealers when choosing an automobile. This method, which is based on the different approaches identified in target customer profiles, aims to increase the desire of customers to visit dealers. After creating this video advertisement, customers were verified as having a positive opinion towards visiting dealers with a plan to purchase the vehicle featured in the video.

**Keywords:** VUCMIN, a new strategic advertisement method, desire of customers, visiting dealers, automobile industry, video advertisement, AIDA model.

#### **1. INTRODUCTION**

In the 21st century, one of the important issues in the industrial world is how to create desirable and influential products. The last century was concerned with the important issue of how to implement uniform production in the industrial world. But in today's world, customer desires have diversified, and it is getting harder to meet the expectations of each customer in production. That is why it has become necessary to design and develop products that grasp the heart of customers and impress them deeply.

In this paper, the authors develop the "Video Unites Customer behavior and Maker's designing Intentions, VUCMIN", as a new strategic advertisement method designed to enhance marketing and the desire to visit dealers in the automotive industry. The proposed method uses development of a video advertisement based on scientific approaches and analyses that focus on the standard behavioral movements of customers who visit dealers in automobile industry.

Using a statistical data analysis of customer behaviors, the basis of different customer segments, their priorities, and preferences during personal visits can be clarified and linked with an advanced marketing strategy "AIDA" model using a short, internet video–oriented advanced advertisement method. This method, which is based on the different approaches identified in target customer profiles, aims to increase customer desire to visit stores.

#### **2. NEED FOR A NEW ADVERTISING APPROACH IN THE AUTOMOBILE INDUSTRY**

Advertising expenses in the Japanese automotive industry are trending to around 6 trillion Japanese Yen (Dentsu, 2003). Despite these high advertising expenses, the number of vehicle sales is stagnant (JAMA, 2005). Further, it is thought that retaining existing customers and gaining new customer profiles will be difficult unless researchers construct a new advertising policy: therefore, the authors propose a new advertisement approach (Amasaka, 2007).

**\* Address correspondence to Satoru Hifumi:** 5-10-1, Fuchinobe, Chuo-Ku, Sagamihara-Shi, Kanagawa-Ken, 252-5258 Japan, Tel: +81.42.759.6313, Fax: +81.42.759.6556<EMAIL_ADDRESS>
From the manufacturers' perspective, new designs must be created to grasp the heart of customers and find out how sale advertisements can deal with new customer intentions in the future. When looking at mediabased advertising expenses, there has been an increase in internet advertising expenses recently (Dentsu, 2003). The automobile industry has also been expected to use internet video as a new advertising method.

#### **2.1. Application of the AIDA Model in Advertising**

The AIDA model, introduced by E. St. Elmo Lewis in 1898 (Lewis, 1985), is used to evaluate the effects of an advertisement. The model percieves levels of physiologically diversified behaviors, from when a person comes in contact with an advertisement until engaging in actual purchase of the intended product. The AIDA model is the prototype of today's advertising information processing model, and it categorizes the psychology of purchasing behavior in customers into 4 steps: A (Attention), I (Interest), D (Desire), and A (Action).

#### **2.2. Actual Application of the AIDA Model in Advertising Automobiles**

The author shows the AIDA curve from the new sale advertisements of Toyota's newly-released Funcargo model (Amasaka, 2009: Refer to Fig. **6** of Chapter 6). From this figure, one can see that in terms of advertisements, vehicles are generally promoted in the following order: television commercials (TVCM), newspapers, radio, fliers, posters, direct mail (DM), and direct hand (DH).

The results of this can be seen in the current status of customers visiting the dealers. The A curve in the figure shows the effecs of TVCMs after the advertisements, when 1.7% of customers make an actual dealer visit. The B curve confirms that the Media-Mics (newspaper advertisements, fliers, DM, and DH) result in a 7.3% increase in dealer visits. However, the effects of the Media-Mics are insufficient as advertisement tools, therefore the authors consider the need to promote new advertisement media (Melewar and Smith, 2003: Kimura, *et al.*, 2007: Smith, 2009).

In the next chapter, the authors propose "VUCMIN", which looks at establishing a new stategic advertisement method using internet interface.

#### **3. APPOACH OF THE VUCMIN STUDY**

The purpose of the "Video Unites Customer behavior and Maker's designing Intentions, VUCMIN" study is to effectively generate fascination with a product, resulting in an increase in the desire of customers to visit dealers and growth in the number of vehicle sales. The authors generated the following solution to the current situation outlined in chapter 2: distribution of a video 1 to 2 minutes in length to a particular age group and gender segment. The video takes customer preferences and the intentions of the product planning and design departments into account.

Fig. **1** represents the steps (Step 1–Step 4) of the VUCMIN study, utilizing the specific concept methods outlined in "SQC Technical Methods" (Amasaka, 1999, 2004, 2007). These steps cover preparation of internet video distribution, which unites customer preferences and behaviors with the manufacturer's design intentions.

**Figure 1:** The Process of VUCMIN Video Creation.

#### **3.1. Analysis of Customer Behavior and Data Collection (Step 1 )**

This step aims to provide an up-to-date inquiry as to deep-seated customer wants in terms of customer behavior analysis (James, *et al.*, 2006). Disparate behaviors by gender and age segment will be clarified in the analysis of standard behaviors.

#### **3.2. Perception of Intentions (Step 2 )**

In this step, the intentions of the product planning department and designers are scientifically analysed in terms of product design. Identifying which aspects of the vehicle the designers and manufacturer want to express to customers is an important step in preparing the video.

#### **3.3. Creation of the VUCMIN (Step 3)**

An advertising video is created, targeting females in their 20s and males in their 50s using the results of Step 1 and Step 2. With this final step, the authors try to reach a solution based on the above research.

#### **3.4. Verification (Step 4)**

Using the data results from Steps 1 through 3, the authors verified the validity of the VUCMIN internet video that was created.

#### **4. FRAME OF VUCMIN MODEL**

Based on the research approach outlined in the previous chapter, the framework of the VUCMIN model is established as in Fig. **2**. In this figure, i) standard behaviors and ii) disparate behaviors by gender are identified and classified. After classifying the subjects by age, the details of disparate behaviors are identified mainly in terms of the front seat of the vehicle (driver's seat tools, passenger rearview mirror, *etc.*) and the rear seat (not shown in figure).

This knowledge of customer behaviors and knowledge of the parts that product plannning and designers wish to show to customers are taken into consideration as the basis for the VUCMIN model framework.

**Figure 2:** Frame of VUCMIN Model.

#### **5. THE PROCESS OF VUCMIN CREATION**

In this chapter, the authors explain the process of video creation using VUCMIN.

#### **5.1. Data Collection from Customer Behaviors**

In this section, customer behaviors are analyzed while customers are facing the vehicle from the front. This allows collection of customer information used to create the video. It is thought that customers' desire to visit the dealer can be increased *via* video distribution when the customer is in the stage "prior to dealer visit".

The authors therefore conducted the following survey in order to investigate customer behaviors. The authors prepared the survey table in Fig. **3**. The survey item categories were decided as follows:

In the survey table, the target vehicle model is 1, gender 2, age 3, standing positions 4, and vehicle part focused on is 5. Among those items, standing positions are categorized as in Fig. **4**. Front is 1, front fender (driver seat) 2, rear fender (driver seat side) 3, trunk is 4, rear fender (passenger seat side) 5, front fender (passenger seat) 6, handle 7, shift lever 8, near passenger seat is 9. In total, all customer behaviors (standing positions, getting in and out, operation, walking time, *etc.*) are categorised into 85 distinct types of behaviors.

The survey was conducted on customers visiting the Toyota Exhibition Hall in the 2 months from August 2006 to September 2006 between 12:00 and 17:00 p.m., according to age and gender group. 316 data items were collected.

**Figure 3:** Survey Samples.

**Figure 4:** Sample Customer Standing Positions.

#### **5.2. Data Analysis of Customer Behaviors**

As a result of the behavioral analysis of how customers observe vehicles outlined in chapter 3, the following (i~iv) conclusions were drawn:

#### **5.3. Detailed Analysis for Creation of VUCMIN**

#### *5.3.1. Standard Behaviors for Creating the Video*

Toyota's Mark X was the vehicle model used in creating the video, and analyses regarding standard behavior were conducted as follows. As seen in Fig. **4** above, survey sheets are taken on each customer sample while they are observing the vehicle. Sample 1 is a 20 year old male, sample 2 is a 30 year old female, and sample 3 is a 40 year old male. Samples of each of the three customers are different according to their age and gender.

For further analysis, TMS (Text Mining Studio) is conducted on all categorized customer behaviors and the results are shown in Fig. **5**, numbers 1 to 86. The numbers in the inner circle of the figure (1, 9, 12, 16, 22, 29, 31, 32, 85) represent the nine standard behaviors (I) (observing front area → sitting in the driver's seat → driver operation system (control system) → leaving the driver's seat, *etc.*). Element resolution of the standard behaviors are also shown in Fig. **6**.

Next, the numbers in middle circle of the figure (17, 35, 40, 49, 53, 59, 73) represent the seven standard behaviors (II) (observing rear seat from driver's seat → moving to rear seat → leaving driver's seat and observing side of trunk → getting into rear seat of passenger seat → moving into passenger seat).

Furthermore, the remaining 70 attached behaviors from the outer circle of Fig. **6** specify individual behaviors. For example, 2 through 8 are looking at the vehicle entirely from behind, tires, and engine: 18 to 28 are passenger seat storage, side mirror, and lights: 42 to 48 are looking at vehicle diagonally from a 45 degree angle, looking under the vehicle, *etc.*

Finally, as a result of detailed anaylses, a pattern of standard behaviors was identified regardless of age or gender. Front → moving to driver's seat → entering driver's seat → looking out the front viw → observing steering operation systems and instrument panel → looking to passenger seat side → looking at operation systems on driver's side and checking side mirrors → leaving the vehicle.

#### *5.3.2. Disparate Customer Behavior by Gender and Age for Creating Video*

In this section, the following analyses of disparate behavior are conducted regarding age and gender.

#### *1. Explanation of Disparate Behaviors by Gender*

On the basis of the data collected above, a Correspondence Bubble Analysis was then conducted as seen in Fig. **7** to identify disparities in behavior by gender. Correspondence Bubble Analysis is an analysis technique generally known as correspondence analysis. This method distributes area maps related to attributes (gender, age) and texts (customer behaviors). Items with stronger relationships are closely distributed. In Fig. **7**, the difference in distributed texts (behaviors) by age and gender can be seen. (The blue line in the figure shows behaviors by gender, and the green line shows behaviors by age). Moreover, the authors identified male and female behaviors as follows.

**Figure 6:** Standard Customer Behaviors.

#### **-1) Female Behaviors**

According to the results of the Correspondence Bubble Analysis, female customer behaviors indicate that they are especially concerned with the area around the passenger seat in addition to the front fender and rear-view mirror, door opening and closing, the dashboard, sun visor (make-up mirror), *etc.*

#### **-2) Male Behaviors**

However, males do not show concern the with passenger seat, and instead were focused on the driver seat position, shift lever, door switches, air conditioner, operating tools, and switches around the driver seat such as audio parts.

**Figure 7:** Disparate Customer Behaviors by Age and Gender.

#### *2. Explanation of Disparate Behaviors by Age*

In this section, disparate behaviors are investigated by conducting a Correspondence Bubble Analysis, on both gender and age attributes. For example, the following behaviors are seen for (a) males over 50 years old (the numbers from orange areas (b) in the figure, 8, 51, 84: (i) looking towards the driver's seat from far behind, (ii) observing the design between the front and driver's seat, (iii) looking to the driver's seat from a distance, *etc.*).

In particular, disparate behaviors are not evident until (c) the age of 30 for both male and female profiles. Moreover, males in their 20s look at (i) rear seats from the driver's seat, (ii) the rearview mirror, and (iii) the side mirrors. Similarly, profile behaviors of females in their 20s are looking at (i) the side mirror on the opposite side, (ii) the rearview window, (iii) the instrument panel, (iv) the dashboard, (v) and lastly, focusing on the operation and sound of the passenger seat door while opening and shutting.

The creation of VUCMIN the basis of this knowledge will be explained in the next chapter.

#### **6. THE CREATION OF VUCMIN**

#### **6.1. Indentifying the Intentions of Product Designers**

This chapter will explain the influence of product planning and designer intentions in VUCMIN creation. The Mark X is used as a target vehicle in design inquiries. According to common opinions from designers and product planning at Toyota Motor Corporation, the parts that are focused on to be demonstrated to customers are:

#### **6.2. The Creation of VUCMIN for Males in Their 50s and Females in Their 20s**

In this section the video created for the target profile of males in their 50s will be explained using the timetable in Fig. **8**.

**Figure 8:** VUCMIN (Males in their 50s, Mark X) Creation Timetable.

The timetable figure indicates that video time is set at 90 seconds. Video shooting order is composed specifically of scenes from 1 to 11 starting from the front, driver's seat, side, and rear of the vehicle. Scenes are 1. direct front scene, 2. diagonally front view scene, 3. door opening scene of the driver's seat, 4. entire driver's seat view scene, 5. console box and shift lever scene, 6. Steering handle scene, 7. Operation tools of driver's seat scene, 8. side view scene from driver's seat, 9. rear side view scene, 10. entire view of vehicle from rear, and lastly, moving back to front, 11. entire view of the vehicle scene.

The composed scenes form the VUCMIN video on the basis of the standard and disparate behaviors of customers. Example photos representing these scenes (1 to 11) are shown in Fig. **9**. Using the same approach, VUCMIN is created regarding age and gender.

#### **7. VERIFICATION**

In this chapter, customer surveys are executed in order to test the validity of VUCMIN. This is done by asking customers, "After seeing the Mark X video, approximately when do you plan to purchase one by visiting a Toyota dealer?" to verify their desire to visit dealers (high, low). According to the survey results, the desire to visit dealers (early stage consideration of Mark X purchase) is not only increased for current Toyota vehicle owners but also for customers who own vehicles from other manufacturers.

The authors are currently promoting the results of this research as part of the strategic advertising method VUCMIN, which utilizes internet interface with the collaboration of universities and industries.

1 Opening scene

3 Entering driver's seat

4, 5 Entire view of driver's seat scene

7 Driver's seat operational controls scene

9 Looking from side horizontally at a 45°angle

**Figure 9:** Example of Representative Photos for VUCMIN Video.

#### **8. CONCLUSION**

In this study, the authors developed VUCMIN as a new strategic advertising method in order to enhance the desire to visit stores in the automobile industry. The proposed VUCMIN uses video advertisements, developed based on the scientific approaches and analyses that focus on the standard behaviors of customers visiting stores in the automobile industry. VUCMIN aims to increase customer desire to visit stores based on target customer behavior approaches.

#### **REFERENCES**

Amasaka, K., (1999), A Study on Science SQC by Utilizing Management SQC- A Demonstrative Study on a New SQC Concept and Procedure in the Manufacturing Industry-, *Journal of Production Economics*, Vol. 60-61, pp. 591-598.

Amasaka, K., (2004), *Science SQC, New Quality Control Principle*, Springer.

© 2012 The Author(s). Published by Bentham Science Publisher. This is an open access chapter published under CC BY 4.0 https://creativecommons.org/licenses/by/4.0/legalcode

## **CHAPTER 15**

### **Effectiveness of Flyer Advertising: Case Studies in Science TQM - 2**

### **Kakuro Amasaka\***

*Professor and Doctor, Aoyama Gakuin University, School of Science and Engineering, Japan*

**Abstract:** In this paper, the author shows the effectiveness of flyer advertising utilizing as a core technology "Total Marketing System, TMS". TMS is part of "Science TQM", which contributes to constructing a "Toyota Sales Marketing System, TSMS". This new TSMS is key to scientific automobile sales innovation at Toyota group dealers in Japan. This study describes the "flyer advertising effect", the "day of the week effect", and the "new car effect". Employing the "Science SQC" approach, these effects are acknowledged among those on the front lines of automobile sales as having a high level of investment efficiency and resultant customer traffic.

**Keywords:** Flyer advertising effect, science TQM, TMS, science SQC, TSMS, automobile sales innovation, toyota.

#### **1. INTRODUCTION**

In the light of recent changes in the marketing environment, the author believes it is now necessary to develop innovative business and sales activities that adequately take into account the changing characteristics of customer's who are seeking to break free from convention. If they are to be successful in the future, those involved in global marketing must develop an excellent quality marketing system that is impressive to users and that will enable the consistent and timely provision of excellent quality products through corporate management.

With this in mind, the author has recently touched on the development of the "Science TQM", and its validity as a new quality management principle for 21st century manufacturing (Amasaka, 2004a, 2008). Science TQM offers a renewal of each division's business processes. The system encompasses sales, development design, and production. In particular, a marketing management system must be established so that the divisions responsible for the development and design of appealing products (Business, Sales, and Service divisions), which are also the ones closest to customer, can easily acquire information on customer needs and preferences through the consistent application of objective data and scientific methodology.

In this paper, therefore, the author (Amasaka, 2009) shows the effectiveness of flyer advertising utilizing as a core technology Total Marketing System "TMS". TMS is part of Science TQM, which contributes to constructing a "Toyota Sales Marketing System, TSMS". This new TSMS is key to scientific automobile sales innovation at Toyota group dealers in Japan. This study describes the "flyer advertising effect", the "day of the week effect", and the "new car effect". Employing the "Science SQC, New Quality Control Principle" (Amasaka, 2004b), these effects are acknowledged among those on the front lines of automobile sales as having a high level of investment efficiency and resultant customer traffic.

#### **2. BACKGROUND**

Full-scale marketing in Japan began in the 1950's when the father of quality control, Dr. W. E. Deming, visited Japan to give lectures. The lectures led to the widespread introduction of Statistical Quality Control (SQC) in the field of market research (Kaneko, 1998). Although Deming's aim was the permeation of business science into corporate management, the main development resulting from his lectures was Total Quality Control (TQC), which mostly applied to manufacturers' production activities. This was partly due to underlying influences at the time.

**\*Address correspondence to Kakuro Amasaka:** 5-10-1, Fuchinobe, Chuo-Ku, Sagamihara-Shi, Kanagawa-Ken, 252-5258 Japan; Tel: +81.42.759.6313, Fax: +81.42.759.6556, E-mail<EMAIL_ADDRESS>
Thus, TQC and SQC have not been adopted as widely in sales and product planning as in production, development and design. This has caused tension in customer-oriented quality management. In the light of the above, quality control has recently undergone a transformation, and is now referred to as Total Quality Management (TQM) (TQM Committee, 1998).

Recent research conducted by the author (Amasaka, 1999a) has revealed that scientific marketing and system construction in sales and sales-related organizations remain inadequate. The research was aimed at surveying the circumstances of major Japanese enterprises in order to gain an understanding of problem areas in the promotion of TQM, in the hope that rapid progress could be made in these areas in the future.

The above research suggests that it is necessary to promote scientific activities involving sales and salesrelated departments. That is, close observation of recent changes in the field of marketing by the author (Amasaka, 2001a, 2007) and other researchers (Kotler, 1999: Niiya and Matsuoka, 2001: Okada, *et al.*, 2001: Ikeo, 2006) has led us to the conclusion that it is necessary to place more emphasis on communicating with customers in order to gain an adequate understanding of their changing characteristics, unbiased by established concepts.

This new understanding should form the basis of business and sales innovation. In particular, the author (Amasaka, 2001b) believes that a better quantitative understanding of the effect of publicity and advertising in automobile sales will enable more effective sales activities. Although experience shows that, of the various types of advertising media, flyer advertising has been very effective in attracting customers, this has not yet been analyzed quantitatively (Gary and Arvind, 2003: James and Mona, 2004: Jeffrey and Bernard, 2005).

#### **3. SIGNIFICANCE OF SCIENCE TQM**

Developing appealing products and supplying them to customers is the mission of all enterprises and the basis of their existence. As mentioned above, the author has recently touched on the development of a new version of the "Science TQM, New Quality Management Principle" (Amasaka, 2004a, 2008), which offers a renewal of each division's business processes.

This Science TQM includes hardware and software systems developed according to new principles to enable the companywide coordination of all activities, as shown in Fig. **1**. The hardware system comprises five core elements: Total Marketing System "TMS", Total Development System "TDS", Total Production System "TPS", Total Intelligence Management System "TIS" and Total Job Quality Management System "TJS". The software system is the application of TQM-S (TQM utilizing Science SQC, New Quality Control Principle (Amasaka, 2000, 2008).

Fig. **1** illustrates a typical organization chart. As shown, there are a total of 13 departments: five departments are concerned with development and design (Product planning, Profile design, Engineering design, R&D and Evaluation by examination), four departments are engaged in production (Preparation for production, Production engineering, Manufacturing and Inspection) and four departments are related to sales and planning (Sales, Service, Market research and Product management). Jobs generally span multiple departments and staff are required to carry out timely and speedy Quality, Cost and Delivery (QCD) activities. In this sense, the principles of Total Marketing are consistently applied companywide (Amasaka, 1999b).

In order to develop a Science TQM that is customer-oriented, the author (Amasaka, 2003a, 2004b) has proposed "Science SQC, New Quality Control Principle", shown in Fig. **2** below. With its four principles, this scientific method serves as a common language for the five core systems (TMS, TDS, TPS, TIS and TJS) that form the basis of the organically linked Science TQM. Science SQC is a new systematized SQC application for creating technologies that seeks general solutions which can serve as quality control principles for the industry as a whole.

**Figure 1:** Science TQM, New Quality Management Principle.

The survey indicates the need for such a system across the whole automobile industry, including Toyota. This has led the author (Amasaka, 1999a, 2000) to the conclusion that a core system consisting of three technologies should be employed, where the TMS and TDS are added to the conventional core technology of Toyota Production System. In particular, the establishment of TMS (which involves the application of Science SQC) is expected to be a key factor in promoting Science TQM.

**Figure 7.** Construction of Five Principles for "Science TQM" [1]

**Figure 2:** Science SQC, New Quality Control Principle.

#### **4. NEED FOR AUTOMOBILE SALES INNOVATION THROUGH TMS**

The author (Amasaka, 2004a, 2007) has previously proposed the TMS, which includes the four main axes (a)-(d) contained in the core system as shown in Fig. **3**.

### **(b) Product value improvement**

**Figure 3:** Total Marketing System "TMS".

In order to verify the effectiveness of the proposed TMS, the author (Amasaka, *et al.*, 1998, Amasaka, 2001a) has constructed the "Toyota Sales Marketing System, TSMS" as shown in Fig. **4***,* as a way to aid sales marketing through *"*innovative bond building with the customer" (Amasaka, 2003b).

**(d) Customer value improvement**

This system combines information technology and statistical science to make practical use of customer data in order to (i) increase the rate of customer retention, and (ii) acquire new customers. In order to increase the rate of dealer visits and vehicle purchases by current loyal users, customers are stratified into "High-Probability Customer, HPC", "Medium-Probability Customer, MPC" and "Low-Probability Customer, LPC" customers, and a sample is then taken of the marketing, sales, and service items demanded by these customers, and the level of customer satisfaction achieved (Amasaka, 2001a).

The system then uses this data to enhance daily marketing, sales, and service activities. The system can also be employed when visiting customers, and to help acquire new customers when they visit dealers. By using this system, "Netz Chiba", a Toyota dealer in Chiba Prefecture, has successfully improved its customer retention and new customer acquisition ratios. The system is now in use at Toyota dealers nationwide (Nikkei Business, 1999).

**Figure 4:** Outline of Toyota Sales Marketing System, TSMS.

#### **5. NEED FOR SCIENTIFIC AUTOMOBILE SALES INNOVATION THROUGH TMS**

#### **5.1. Publicity and Advertising as Automobile Sales Promotion Activities**

For many years, dealers have been employing various publicity and advertising strategies in cooperation with automobile manufacturers in order to encourage customers to visit their shops. Fig. **5** shows a graphical representation of the relationship between publicity and advertising media that contributes to drawing customer traffic to dealers. Area A represents multimedia advertising (internet, CD-ROM, *etc.*), Area B represents direct advertising (catalogs, handbills, direct mail, telephone, *etc.*) and Area C, represents mass media advertising (radio and TV broadcasting, newspapers, magazines, flyers, *etc.*).

There appear to be few cases where scientific research methods have been used to study the ways in which such sales activities actually draw customers to dealers (Kubomura and Murata, 1969). As part of an organization's market creation activities, it is important to gain a quantitative understanding of the effect of publicity and advertising, which are the principal methods involved in sales promotion and order taking, in order to aid the development of future business and sales strategies. The author believes that this will lead to innovations in dealer business operations(Amasaka, 2001a).

#### **5.2. Dynamics of the Effect of Publicity and Advertising**

The kind of information dealers need to know in order to continuously increase the number of customers attracted following the launch of a new model is (i) how many months the effect of the new model introduction lasts, (ii) the best timing (day of the week) and volumes for the most effective flyer advertising, (iii) the ratio of HPC customers who show an interest in purchasing a new car, (iv) the percentage of HPC customers who actually purchase new cars, and (v) variation among dealers. It is preferable to know the actual causes and effects involved.

Fig. 4 Developing Images of Motivation to Visit Dealers

**Figure 5:** Graphical Representation of Customer Motives for Visiting Dealers.

Analytical methods have not been established for analyzing the dynamic effect of publicity and advertising due to the large scale and level of difficulty of market experiments for obtaining quantitative information in time series. Therefore, there are few reports on this subject relating to automobile marketing (Tauchi, 1977). For this reason, the author presents in the next section factorial analysis conducted using Science SQC, in the hope that it will assist readers in strengthening their information-based marketing, and promoting the Toyota Sales Marketing System.

#### **6. EFFECTIVENESS OF FLYER ADVERTISING IN AUTOMOBILE SALES**

This section demonstrates the effectiveness of the "flyer advertising effect", "day of the week effect", "new car effect" (Amasaka, 2001a). These effects are acknowledged among those on the front lines of automobile sales as having a high level of investment efficiency and resultant customer traffic, achieved through Science SQC, the so called Marketing SQC(Amasaka, *et al.*, 1998).

#### **6.1. Publicity and Advertising Media and Sales Activities**

Fig. **6** shows a graphical representation of the causal relationship between sales and order taking activities (dealer visit HPC order placement), and publicity and advertising media. The diagram indicates that the dealer's publicity and advertising activities (causal system: X1 to Xn) attract customers' interest in purchasing, encourage them to visit the dealer (result system: Y0), and ultimately lead to the purchase of a vehicle (HPC:Y1order placement:Y2).

**Figure 6:** Relationship between Sales Activities and Publicity and Advertising.

#### **6.2. Importance of Flyer Advertising**

Next, we will comparatively evaluate the importance of the factorial effect of publicity and advertising on the basis of the subjective criteria (evaluation point: median) of representative sales staff from Toyota group dealers A and B. Table **1** indicates the extent of the effect gained from each of the respective media used to promote customer visits to dealers.

The table suggests that the effect of flyer advertising delivered together with newspapers is expected to be significant, which agrees with the empirical knowledge (sales people's experience) fostered through years of sales activities.

**Table 1:** Comparison of Publicity and Advertising Media

#### **6.3. Survey on the Effects of Flyer Advertising and Factorial Analysis**

#### *6.3.1. Survey on What Prompts Customers to Consider Buying a Car*

In order to verify the points made in Section 4, analysis has been carried out on what customers say prompted them to consider buying a car at Toyota group's representative dealers A and B. Fig. **7** shows that flyer advertising is a significant factor in influencing a customer's decision to purchase a new car.

**Figure 7:** Survey on What Prompts Customers to Consider Buying a Car.

#### *6.3.2. Factorial Analysis of the "Flyer Advertising" Effect*

#### *1. Content of the Field Survey*

A field survey was conducted as follows by designating six sales offices of Toyota group's dealer B, which is located in an urban area.

#### *2. Science SQC Approach*

The core techniques of Science SQC, SQC Technical Methods are used to objectify (modeling: explicit knowledge) the subjective evaluation (empirical knowledge: implicit knowledge) of the "flyer advertising" effect. Here, the Science SQC approach shown in Fig. **8** is applied to conduct a factorial analysis on the effect of flyer advertising in the sequence of Step 1 (survey) and Step 2 (analysis). The author intends to report on Step 3 (demonstration) at a later time.

**Figure 8:** Factorial Analysis of the Effect of Flyer Advertising.

#### *3. Analysis of Customer Motives for Visiting Dealers*

Fig. **9** represents graphically an analysis of customer motives for visiting dealers. This analysis was carried out on the basis of Quantification Class III in order to objectify subjective evaluations. The categorical quantities of publicity and advertising media such as flyers, newspapers and magazines shown in the diagram, lead us to the conclusion that those customers prompted by flyers to visit dealers are likely to at some time need to replace their old car, and will be on the lookout for a bargain.

With other media, comparatively younger male customers may, for example, visit a dealer upon seeing some new RVs featured in a magazine. These results corroborate the information on publicity and advertising media shown in Fig. **6** and Table **1**, and the results analysis of their respective effectiveness. This enables us to acquire useful knowledge for developing future business and sales activities.

**Figure 9:** Analysis of Motives for Visiting Dealers (Quantification Class III Scatter Diagram Showing Category Quantities.

#### *4. Analysis of Sales Activities in Time Series*

Fig. **10** shows an overview of the number of visitors to the shop (Y0), the number of HPC customers (Y1) and actual orders received (Y2) in the two months following the start of a new car sale within the total ninemonth period of the field survey. The chart gives an outline of the distribution effect (↓) of flyer advertising.

**Figure 10:** Example of the Records of Sales Activities.

Moreover, we can assume from the multivariate association diagram in Fig. **11**, which covers the total ninemonth survey period, that the number of visitors (Y0) is the principal factor in increasing the number of purchases (HPC (Y1) to order placement (Y2)).

**Figure 11:** Relationship Between the Number of Dealer Visitors, HPC, and Vehicle Orders Placed.

Now let us look at the relationship between the number of visitors, number of HPC customers and the number of units sold, as shown in Fig. **12**. This diagram shows that (i) as the number of visitors (Y0) increases, the number of HPC (Y1) and the number of units sold (Y2) also increase on a regression slope of the respective exponents a 1 and a 2.

Also, the diagram confirms that (ii) the ratio of the number of units sold is about one-half of the number of HPC customers. Further, we can assume from the information in the diagram that (iii) due to the considerable dispersion in the data from the regression line, there is also a considerable dispersion in the ratios of the number of HPC customers and units sold to the number of customers visiting the respective sales offices.

**Figure 12:** Scatter Diagram Showing the Number of Dealer Visitors, HPC, and Vehicles Orders Placed.

In this connection, a survey and analysis were carried out to determine whether such dispersion factors in the data are dependent on the characteristics of each sales office. Six representative sales offices were selected from dealer B and analysis was carried out on differences in flyer distribution, the number of visitors to each of the sales offices, the number of HPC customers, and the number of orders received for each office. The results of this analysis are summarized in Fig. **13**.

This figure indicates that there is considerable variation in the exponents of orders received among the sales offices. For example, in comparing the exponents of orders received (η= number of units ordered/number of HPC) between the main sales office located in an urban area and the Maizuru sales office located in an outlying area, the figure shows that the exponent for the Head Office is 0.48, while that for Maizuru sales office is 0.71.

Although it goes beyond the scope of this discussion, the author is able to obtain new activity guidelines for formulating new sales strategies by gaining an understanding of the data dispersion among the sales offices on the basis of such analysis.

**Figure 13:** Map Showing Location of Toyota Dealer B Sales Office.

#### *5. "Flyer effect", "Day of the week effect", and "New car effect"*

Due to time constraints in the object period for analysis, the author used quantification class I for the current factorial analysis of the survey data in time series. Fig. **14** shows the "flyer effect", the "day of the week effect", and the "new car effect", which influence the number of visitors (Y0) to the sales office.

Confining the discussion to the current range of investigation, the following can be observed from Fig. **14**: (i) Item 1 shows that the greater the number of flyers distributed, the more customers visit the dealer. (ii) Item 2 shows that the effect is greater on Saturdays and Sundays, while the number of visitors is more or less constant on weekdays. (iii) Item 3 shows that the "new car effect" continued for two months in the current analysis, including the first month the new car went on sale. The effect converged in the period from three to five months after the new car went on sale.

**Figure 14:** Quantification Class I (Graph of the category quantities).

#### *6. Considerations*

As a result of the survey and analysis conducted thus far, the author has been able to quantitatively clarify the acknowledged opinions of sales staff (empirical knowledge) on the "flyer effect", the "day of the week effect" and the "new car effect". Based on this information the author believes that, in order to efficiently enhance the effectiveness of flyer advertising, it is necessary to carry out demonstrative research (Fig. **8**: Step 3 Demonstration) to determine the saturation point of flyer advertising (limit the number of flyers distributed), optimal timing (best days of the week for distribution), the elements of effective flyer design (layout and impact), and the location and scale of dealers.

Furthermore, the author intends to carry out a new demonstrative study on the effectiveness of similar mass media such as TV advertising, direct mail, and the internet, so that they can be applied as strategic steps in developing the Toyota Sales Marketing System (TSMS). The deployment of TSMS*,* which involves strategic developments in the effective use of flyer advertising and other publicity media, has recently contributed to an increase in the sales share of Toyota vehicles in Japan (From 40% in 1988 to 46% in 2005)(Nikkei Business, 1999).

#### **7. CONCLUSION**

This paper has aimed to clarify the publicity and advertising activities of automobile sales organizations in order to quantitatively assess the causes and effects of flyer advertising and other advertising methods, utilizing Science SQC to promote the strategies of the Toyota Sales Marketing System (TSMS). Specifically, the author demonstrates the "flyer advertisement effect", the "day of the week effect", and the "new car effect". Through this study, the author has demonstrated the effectiveness of flyer advertising utilizing as a core technology Toyota Marketing System (TMS), part of the New JIT system.

#### **REFERENCES**

© 2012 The Author(s). Published by Bentham Science Publisher. This is an open access chapter published under CC BY 4.0 https://creativecommons.org/licenses/by/4.0/legalcode

# **CHAPTER 16**

## **Highly Precise CAE Analysis Approach Method: Case Studies in Science TQM - 3**

#### **Takashige Takahashi1,\*, Toshiya Ueno2 and Kakuro Amasaka3**

*1 Received his Master of Engineering Degree of the School of Science and Engineering, Aoyama Gakuin University, Japan; 2 Received his Master of Engineering Degree of the School of Science and Engineering, Aoyama Gakuin University, Japan and 3 Professor and Doctor, Aoyama Gakuin University, School of Science and Engineering, Japan*

**Abstract:** In this paper, the authors propose a "Highly Precise CAE Analysis Approach Method", which is intended to contribute to the regeneration of development and design. This model has been applied with significant results in making proposals for bolt tightening behavior analysis, which continues to be an area of concern.

**Keywords:** Highly precise CAE analysis approach method, development design, CAE analysis of bolt tightening behavior.

#### **1. INTRODUCTION**

Japan's automotive industry is currently aiming to achieve worldwide uniform quality and production at optimum locations in order to ensure survival in today's harsh economic climate. Amidst the rapidly changing management technology situation and worldwide quality competition, it is now imperative for automobile manufacturers to take the initiative in offering highly reliable leading-edge products to enhance customer value if they are to prevail in the global market.

Specifically, it is considered necessary to change over from conventional repetitive evaluation-based development involving a prototyping and testing process (confirmation of actual products for improvement) to predictive evaluation-based methods employing CAE (Computer-Aided Engineering), which is capable of accurately producing equivalent evaluations through numerical simulation (CAE, computer aided engineering) by using statistical science (Amasaka, 2007, 2008, 2010: Yamaji and Amasaka, 2008).

Thus, in this paper, the authors propose a "Highly Precise CAE Analysis Approach Method", which is intended to contribute to the regeneration of development and design. In order to demonstrate its effectiveness, the model has been applied with significant results in making proposals for bolt tightening behavior analysis, which continues to be an area of concern (Ueno, *et al.*, 2009: Takahashi, *et al.*, 2010).

#### **2. RESEARCH**

#### **2.1. Highly-Reliable CAE Analysis Technology Element Model**

In order to create intelligent CAE software for realizing quality assurance independent from prototyping and experimental evaluation, the following must be fully clarified, as shown in Fig. **1** (Amasaka, 2007): (1) Has the problem been properly confirmed with the actual product? (2) Has the theory needed for solving the problem been established? (3) What type of numerical simulation model should be applied? (4) What type of calculation method should be adopted? (5) What type of calculator needs to be selected? For realization of highly reliable CAE analysis, solutions to problems such as the following must be found: (i) How to match the results of simulation and data of the actual vehicle, (ii) How to conduct DR without the actual machine on hand, and (iii) How to prevent errors and omissions in evaluation. Without overcoming

**\* Address Correspondence to Satoru Hifumi:** 5-10-1, Fuchinobe, Chuo-Ku, Sagamihara-Shi, Kanagawa-Ken, 252-5258 Japan; Tel: +81.42.759.6313; Fax: +81.42.759.6556; E-mail<EMAIL_ADDRESS>
these problems, reform in the development design process from "development through real object confirmation and improvement" to "prediction evaluation oriented development" will not progress (Amasaka, 2008, 2010).

**Figure 1:** Highly-Reliable CAE Analysis Technology Element Model.

#### **2.2. Total Intelligence CAE Management Model and Intelligence CAE Management System Approach Model**

Following the above, the author proposes for Establishment of "Total Intelligence CAE Management Model" (Amasaka, 2008, 2010) shown in Fig. **2**, which contributes to high quality assurance as well as QCD simultaneous achievement in automobile development design. As shown in this Fig. **2**, many manufacturers are aware of the gap between evaluations of actual vehicles and CAE, and not fully confident in CAE results, they prefer to conduct Step (I) survey tests with actual vehicles rather than CAE evaluation. Even among leading corporations, Step (II) CAE utilization is limited to relative evaluation.

The author noticed a situation where, as shown in the figure, the application ratio of CAE to actual vehicles is 25% for surveys and about 50% for relative evaluation, revealing the dilemma that the effectiveness of CAE invested for reduction in development time has not been fully utilized. Based on the above, in Step (III), as seen in the figure, the mechanism of the pending technical problem was clarified through visualization technology, and the technical knowledge which enables absolute evaluation through the creation of generalized models was incorporated in the CAE software. As a result, it was confirmed that the accuracy of CAE analysis had improved and the application ratio of CAE had increased to 75%. Based on the technical analysis derived from Steps (I) to (III), Step (IV) further incorporated a robust design which takes into consideration the influential factors and contributing ratio needed for optimal design, thus enhancing the accuracy of CAE calculation, and demonstrating a remarkable increase in the ratio of CAE application.

**Figure 2:** Total Intelligence CAE Management Model.

Against the above background, as a fundamental solution to the automotive development and designing problem, the authors created "Intelligence CAE Management System Approach Model" (Amasaka, 2008, 2010), as indicated in Fig. **3**. As seen in the figure, first, the (A) actual vehicle and experiment (meaning bench evaluation tests using actual vehicles and parts) visualizes the dynamic behavior (tricky mechanism) of the problems. Next, by means of the (B) factorial analysis in which the unique technology and empirical technology are combined together with N7, RE, MA, and DE, the latent factors which induce oil leakage are investigated using actual vehicles and experiment procedures in an effort to clarify the mechanism (Amasaka, 2010: Yamaji and Amasaka 2008).

**Figure 3:** Intelligence CAE Management System Approach Model.

Based on the knowledge obtained through the above steps, as well as the navigation process using Computer Graphics (CG) created by a combination of (C) experiments and CAE, qualitative modeling of problems was conducted. Furthermore, for the purpose of accurately reproducing the mechanism, which has been grasped by an inductive approach of visualization experiments, quantitative modeling is conducted by means of (D) numeric value simulation. In the final stage, the (E) differential (gap) between the evaluation results of actual vehicles and experiment procedures (absolute value) and those of the CAE analysis (simulation value) was confirmed.

The target of the differential ratio of analysis precision is between 1% and 2%. To achieve such a target, an all-out, collective partnering is indispensable among the chief engineers (◎), collaborating engineers (○), and assistants (ᇞ) who are involved in the design, testing, CAE analysis, CAE software development, and SQC throughout the process stages from (A) to (E) indicated in the figure. Thus, this study uses visualization technology at the absolute evaluation stage to clarify the mechanisms involved in current technical problems and proposes a model for a highly reliable CAE analysis approach to enable absolute evaluation through the creation of generalized models.

#### **3. PROPOSAL OF A HIGHLY RELIABLE CAE ANALYSIS APPROACH METHOD**

In order to minimize discrepancies in results obtained from testing of actual products and CAE, it is necessary to properly formalize the expertise of many technical analysts required for CAE analysis. The authors proposed a "Highly Reliable CAE Analysis Approach Method" to enable highly precise absolute analysis as shown in Fig. **4** (Takahashi, *et al.*, 2010).

The following four steps are proposed in order to achieve a high level of reliability in development and design: surveys, relative evaluation, absolute evaluation, and robust design. Issues remain concerning absolute evaluation if CAE analysis is to guarantee high quality development and design and help enable the simultaneous achievement of QCD (Quality, Cost, and Delivery). Functional failures are a recurring cause of market claims in automotive development and design, making it necessary to clarify relevant technical issues such as the reasons and mechanisms by which such failures occur. This should be done according to the following steps.

**Figure 4:** Highly Precise CAE Analysis Approach Method.

*Step 1:* Extracting the problem: Investigate and analyze the causal relationships that become apparent and infer the mechanisms through which failures occur, employing the latest SQC (Statistical Quality Control) methods backed up by expertise accumulated through the cooperative efforts of internal and external specialists.

*Step 2:* Visualizing the problem: Test actual products demonstrating the failure mechanisms to visualize the dynamic behavior of the problem. In order to accurately analyze the failure and its causes, it is necessary to uncover any underlying factors that were not evident from previous findings and may have been overlooked. A logical reasoning process must be applied to demonstrate the mechanisms of the failure, employing tools and principles such as the seven New Seven tools (N7), Statistical Quality Control (SQC), Reliable Engineering (RE), Multivariate Analysis (MA), and Design of Experiments (DE).

*Step 3:* Testing & CAE analysis: Consolidate the findings and apply statistical simulation to create a twodimensional model integrated on a qualitative level where the visualization produced through actual testing can be reproduced. When creating this two-dimensional model, it is necessary to conduct tests to produce a model (qualitative modeling) of the causal relationships involved in undefined failure mechanisms. Precise calculation methods, analysis models and algorithms must be properly selected in order to clarify boundary conditions and contact situations and enable highly accurate statistical simulation. It is essential to use such tools to minimize discrepancies between actual testing and CAE absolute evaluation. The findings from such analysis should then be used for more detailed three-dimensional analysis.

*Step 4:* Highly reliable CAE: Conduct accurate testing of actual products based on the findings from step 3 to gain a more explicit understanding of the failure mechanisms. Consolidate the findings from the processes involved and conduct statistical simulation (quantitative modeling) with a high level of credibility to enable the prediction and control of absolute values.

*Step 5:* Predictive evaluation CAE analysis: In this final step, identify the primary factors from the results of the statistical simulation in step 4 to be used for prediction and evaluation. The new findings obtained, design concepts, and formulation models should be shared and disseminated. Utilizing models with a higher level of analytic accuracy enables an advance from relative evaluation to absolute evaluation of analysis results in the actual development process. The authors believe that this will lead to the future establishment of design frameworks involving predictive evaluation.

#### **4. BOLT TIGHTENING EXPERIMENT AND CAE ANALYSIS OF BOLT TIGHTENING BEHAVIOR**

This section illustrates a case where a "Highly Precise CAE Analysis Approach Method" was used in the CAE analysis of bolt tightening behavior (Ueno, *et al.*, 2009: Takahashi, *et al.*, 2010).

#### **4.1. Step 1: Extracting the Problem and Technological Elemental Analysis of Bolt Tightening**

The "Technological Elemental Analysis of the Bolt Tightening Simulator" as shown in Fig. **5** indicates the following. Relevant issues for conducting simulation of physical chemical phenomena (i) are: (1) the relationship between axial force and torque, (2) the dynamic friction coefficient and static friction coefficient, and (3) contact surface pressure on the threaded portion and bearing surface. Models for solving these issues (ii) are: (1) the dynamic elemental model, (2) the elastic-plastic model, (3) the contact model, and (4) the material component rule model, Useful algorithms (iii) are: (1) the finite element method and (2) the dynamic analysis method. (iv) Suitable theoretical equations are: (1) structural mechanics, and (2) equation of equilibrium. Finally (V) examples of creative solutions for ensuring precision and realistic time calculation are: (1) the temporal integration method, (2) the matrix function, (3) the penalty method, and (4) the Lagrange multiplier method. These are to be utilized to compose a highly reliable CAE analysis model (Baggerly, 1996: Gamboa and Atrens, 2003: Leea, *et al.*, 2005).

**Figure 5:** The Technological Elemental Analysis of the Bolt Tightening Simulator.

#### **4.2. Step 2: Visualizing the Problem and Bolt Tightening Experiment**

A strain gauge is attached to the material to which hexagon flange bolts are tightened, and an experiment was conducted as shown in Fig. **6** (measuring the friction coefficient to tighten bolts) in order to confirm an important parameter of the friction coefficient based on the dynamic behavior of "angle \* torque \* axial force" of (1) the threaded portion and (2) bearing surface (Izumi, *et al.*, 2004: Aragóna, *et al.*, 2005).

The bolt tightening experiment was conducted using "hexagon flange bolts and hexagon nuts with flange," which are actually used in the automotive industry for commercial use. The friction coefficient of the threaded portion (1) was measured using a 2-axial fatigue testing machine, which is capable of applying axial force and twist force at the same time.

The bolt head was pulled with the force of 20KN, 40KN and 60KN, conducting the experiment for each tensile force five times in total, while torque and axial force were measured. The friction measurement for coefficient of the bearing surface (2) was similarly conducted using the 2- axial fatigue testing machine, applying a compression load of 20KN, 40KN and 60KN onto the substrate while rotating the nut so as to confirm the torque and axial force.

(2) Measuring the friction coefficient of the bearing surface

**Figure 6:** Measuring the Friction Coefficient to Tighten Bolts.

Based on the results of the friction coefficient measurement of (1) the threaded portion and (2) the bearing surface, torque and axial force were obtained. Applying theoretical equations to these experiment results, the friction coefficients were calculated. As an example, the friction coefficients of the threaded portion and bearing surface when the tensile force and compression load in the axial direction are both 60KN at the angle of 40°are shown in Table **1**. Using these calculated friction coefficients, bolt tightening simulation was conducted and the relationship between simulative axial force and torque was confirmed (Sakai, 2000: Suzuki, 2005: Tanaka, *et al.*, 1981).

#### **Table 1:** The Friction Coefficients

### **4.3. Step 3: Statistical Simulation Using a 2D Finite Element Model**

This analysis utilizes the axis symmetry two-dimensional model. The analysis parameters are the same as the experiment parameters. Regarding the analysis parameters, axial force is applied to part of the upper substrate and the bolt bounded from all directions in the same way as it is applied to part of the bolt head and lower substrate.

The friction coefficient was calculated by conducting experiments on parts of the contact bearing surfaces and the contact surface of the threaded portions, and then inputted into CAE simulation software. In addition, the authors compared the relationship between torque and axial force using the results from the experiment and simulation analysis. As can be seen in a "2D finite element model" as show in Fig. **7**, (i) the high stress exists at the nut and the base metal boundary. In addition, (ii) the high stress exists part of the helical structure.

**Figure 7:** Analysis Result of 2D Finite Element. model

#### **4.4. Step 4: Statistical Simulation Using a 3D Finite Element Model**

Figs. **8** and **9** show a "3D finite element model" simulating the helical structure of the threaded portion. In the diagrams, the area around the bolt and nut and the contact sections are represented by a fine mesh compared to the 2D finite element model (Fig. **7**). The analysis process involves the following steps:

Place parts to be clamped (2 substrates) between the bolt and nut, Apply axial force to the bolt and determine the distribution of stress during contact, Fix the edge of the lower substrate and apply upward perpendicular force (axial force) to the upper substrate, and Determine the pressure on the contact surface (bolt/nut bearing surfaces and between the bolt crest and nut).

**Figure 8:** 3D Finite Element Model. **Figure 9:** 3D Finite Element Model of the Helical Structure**.**

#### *4.4.1. Analysis of the Area around Bolt Flanges*

The results of analysis when axial force was applied to the upper substrate in a perpendicular direction are shown in Figs. **10** and **11**. The diagrams show that there is a greater degree of stress on the surface of the substrate in contact with the bolt flange than the periphery of the substrate. This stress distribution shows that stress is concentrated in the perpendicular section between the bolt head and the flange, making it possible to examine more thoroughly the results of analysis conducted using the 2D axial symmetry model in 4.3 (Fig. **7**).

**Figure 10:** Stress of the Surface of the Substrate. **Figure 11:** Stress of the Surface of the Substrate(Cross-Section).

#### *4.4.2. Analysis of the Area around Thread Contact Points*

Fig. **12** shows a stress diagram (cross-section) with the thread contact section enlarged. It can be seen from the diagram that the lower section has a higher stress value than the upper section.

#### *1. Comparison of 2D and 3D CAE analysis*

The results of three-dimensional CAE analysis show inconsistent crest stress values (higher stress values at the top of the threaded section than the bottom) in contrast to the stress distribution (mostly consistent stress values for each thread crest) obtained from a 2D axial symmetry model.

The helical structure and trapezoidal shape of the threaded section is likely to be a contributing factor. Analysis using 3D model takes into account the helical structure and models are constructed so that the trapezoidal shape of the threaded section conforms to JIS standards. Such models show that stress probably occurs in the lower part of the nut's threaded section because a perpendicular axial load is applied to the upper substrate and force therefore acts upon the bolt in the same direction.

#### *2. Comparison of actual product testing and 3D CAE analysis*

The results from actual product testing and 3D CAE analysis shown in Fig. **13** illustrate the relationship between torque and axial force. As can be seen in the diagram, the largest discrepancy between the two sets of results is 5%. These results demonstrate the accuracy of CAE analysis, and show that it is possible to reproduce almost the same results as those obtained from the testing of actual products.

**Figure 12:** Stress of the Thread Contact Section.

**Figure 13:** Measuring the Friction Coefficient to Tighten Bolts.

#### **5. CONCLUSION**

The authors believe that the use of statistical simulation technology in the form of CAE can contribute significantly to the regeneration of development and design processes, which is considered vital to the survival of Japan's automotive industry in the current situation. Thus, in this paper, the authors propose a changeover from the conventional prototyping and testing approach to a predictive evaluation process based on "Highly Precise CAE Analysis Approach Method".

This approach method has been used to clarify issues related to the behavior of bolts during tightening through actual testing, and elements such as modeling, algorithms, reasoning, and calculation methods have been applied to establish the essential factors involved in bolt tightening analysis.

#### **REFERENCES**

© 2012 The Author(s). Published by Bentham Science Publisher. This is an open access chapter published under CC BY 4.0 https://creativecommons.org/licenses/by/4.0/legalcode

# **CHAPTER 17**

## **Patent Value Appraisal Model in the Corporate Strategy: Case Studies in Science TQM - 4**

### **Kakuro Amasaka\***

*Professor and Doctor, Aoyama Gakuin University, School of Science and Engineering, Japan*

**Abstract:** This paper proposes "TJS-PVAM" (Total Job Quality Management System-Patent Value Appraisal Model) that contributes to corporate strategy by utilizing "Science TQM". Improvement of "patent value" signifies engineers' value creation at work (invention). The author established a "high performance business model" which raises patent quality. This model consists of several elements each for "inventive technique" and "patent right" in order to explain the indispensable elements of inventive technique and patent right for a strategic patent, and verified the validity of the model at major enterprises such as Toyota. Furthermore, standardization has been carried out in order to spread the effectiveness of TJS-PVAM, and "A-PPM" (Amasaka's Laboratory Patent Performance Model) has been created and its effectiveness investigated through trial application at major enterprises.

**Keywords:** Science TQM, high performance business model, patent quality, TJS-PVAM, A-PPM.

#### **1. INTRODUCTION**

Looking to attain a high performance business model for corporate management technology in Japanese companies, the author proposes and verifies the validity of the next-generation quality management principle, "Science TQM, New Quality Management Principle" employing the five core technologies "TDS, TPS, TMS, TIS, and TJS". Among these, the intellectual property divisions are the think tank of corporate strategy and play a key role in acquiring patent rights. They assume roles to reinforce "TJS" (Total Job Quality Management System*"* and enhance the intellectual productivity of the company through collaborative activities.

This paper proposes application of the patent value appraisal model, "TJS-PVAM*"* (Total Job Quality Management System - Patent Performance Model), to corporate strategy. It is generally stated that a "good patent" refers to an invention and/or a right that is useful for the entity that owns it for retaining their main business, while affecting the business of others. What is available in this field, however, is mere analysis of simple metrical statistics that are available from patent information. In other words, no qualitative analysis is available of the engineers' level of consciousness about the depth of "what is a good patent?" for them, the patent inventors.