全面质量管理2.doc

Total Quality Management全面质量管理IntroductionRight from the dawn of history, people in all walks of life around the globe have been striving to survive in a highly competitive word. The industrial scenario is no different. Corporate executives have been working overtime to achieve business excellence by striving to find solutions to those problems which have defeated their counterparts in other parts of the globe. The message is amply clear: the gospel of globalization has come to occupy center stage. The focus on price, which hitherto ruled the competition, has shifted to both price and quality. Today, customers are demanding quality in products, services and in life. They have become increasingly discerning and have started looking for options more in tune with their basic needs, requirements and self-esteem. In fact, they are prepared to pay a premium for a quality product or service. One of the approaches that seems to provide the solution to the aforesaid challenges is the management philosophy of total quality management (TQM).介绍有史以来，全世界所有的人就在这个高度竞争的世界中奋斗。工业界也是如此。公司的主管一直加班加点的努力工作，为获得商业成就奋力寻求击败竞争对手的方法。信息充足而明显: 全球化的福音已经登上中央舞台。竞争的的焦点已经从价格转变到价格和质量上。今天，顾客正在要求产品，服务和质量。他们已经变得逐渐有洞察力而且已经开始以他们的基本需要，需求和自尊为基准在调整中找寻更多选择项。事实上，他们准备为产品或服务的质量支付额外费用。似乎提供对上述的挑战解决办法的之一是全面质量管理 (TQM) 的管理哲学。TQM is an approach for continuously improving the quality of every aspect of business life, i.e. it is a never-ending process of improving for individuals, groups of people and the whole organization. It is an integrated approach and set of practices that emphasizes, inter alia, management commitment, continuous improvement, customer focus, long-range thinking, increased employee involvement and teamwork, employee empowerment, process management, competitive benchmarking, etc.TQM是一种持续改进商业活动中各个方面质量的一种方法, 也就是个体、群体和整个的组织的改良的持续程序。 它注重理论和方法的共同运用，尤其是高层管理承诺、连续改进、以客户为中心长远战略、员工参与和团队合作，员工授权、流程管理、竞争标杆超越, 等等。The origin of the TQM movement dates back to the early 20th century when Walter Shewart, in the early 1920s, first introduced the concept of statistical process control (SPC) to monitor quality in mass production manufacturing. This was followed by many quality management gurus and practitioners who all advocated various approaches to TQM. Crosby (1979), the four absolutes, Deming (1986), fourteen points, Feigenbaum (1993), total quality control, Ishikawa (1985), quality control circles, Juran et al. (1988), quality triology and Taguchi (1986), loss function, have prescribed different techniques and organizational requirements for effective implementation of TQM.TQM 运动的起始始于20 世纪早期，休哈特在 20世纪20 年代早期，首先介绍了随机过程控制(SPC) 的观念用于检测大量生产制造的产品质量。随后，许多质量管理方面的大师和专家提出了多种理论。Crosby(1979),四项原则 , Deming(1986) ，戴明管理十四条， Feigenbaum(1993) ，全面质量控制， Ishikawa(1985), 质量控制圈， Juran (1988),质量三部曲和 Taguchi(1986) ，损失功能函数,已经成为 TQM 的有效实施的技术和组织需求。The evolution of the quality improvement movement is a conglomeration of various Japanese and US philosophies, precepts, strategies and approaches. Even though the Japanese first took the lead in successfully applying the strategy later named TQM in the USA, it is also true that several Americans are recognized internationally as the drivers behind the concept. The genesis of modern management/administrative theory (let alone quality management) had its roots in the manufacturing milieu and blossomed under the auspices of the manufacturing stalwarts right from the early 20th century when Fredrick W. Taylor in 1911, introduced the concept of scientific management. This development can be attributed to the fact that the entire industrial world was predominantly manufacturing oriented and undergoing a revolution with a prime focus on assembly lines, mass production manufacturing, supplier partnerships, just-in-time (JIT) production and cellular manufacturing, etc. Because of these factors, most of the techniques and strategies of administrative theory, and naturally quality management, were quantitative in nature and targeted to address the problems of the production line.质量改进运动的演进是日本和美国不同哲学，教训，策略和方法的融合结果。尽管日本人最初成功地应用这种在稍后由美国命名的TQM, 但确实美国人是这种方法国际化的背后推动力。现代管理理论（更不用说质量管理理论）起源于制造环境，并以从20世纪早期（1911 年）泰勒引入科学管理理念以来的制造业健康发展为前兆走向繁荣与发展。这种现象归因于以下事实，整个的工业世界正在以制造业为中心并经历一场变革，更多的专注于装配线，大量生产制造，与供应商伙伴关系，准时生产和单元制造等。因为这些因素，管理理论的大部份的技术和策略，而且自然地是质量管理,在生产线的问题最有发言权。The management of service organizations and marketing of services has been a Cinderella among the organizational behavior and marketing literature in the past, in contrast to the management of manufacturing organizations and marketing of goods. But with the blossoming of the service sector in almost every economy, quality imperatives are no longer the sole concern and province of manufacturing. Of late, service providers are facing the same ground realities that confronted their manufacturing counterparts in the past.过去，服务业的管理和行销服务是在组织行为和行销广告文字之中的灰姑娘, 与制造业和商品的行销管理相反。 但是伴随服务业的复苏与繁荣，质量命令不再是制造业唯一的关心和主题了。最近，服务业正在经历他们的制造业同行所经历的挫折。The management of service organizations and marketing of services has been a Cinderella among the organizational behavior and marketing literature in the past, in contrast to the management of manufacturing organizations and marketing of goods. But with the blossoming of the service sector in almost every economy, quality imperatives are no longer the sole concern and province of manufacturing. Of late, service providers are facing the same ground realities that confronted their manufacturing counterparts in the past.The subject of quality management in manufacturing industry has been a matter of great interest and concern for business and academia alike. Several works have thoroughly investigated the various dimensions, techniques and organizational requirements for effective implementation of TQM. These dimensions include top management commitment and leadership, quality policy, training, product/service design, supplier quality management, process management, quality data and reporting, employee relations, workforce management, customer focus, customer involvement, benchmarking, SPC, employee empowerment, employee involvement, corporate quality culture and strategic quality management. These dimensions are, in essence, tools of the intellect that were forget in the administrative theory, tempered in manufacturing quality management and therefore are naturally expected to be honed to cutting sharpness in service quality improvement. The reasoning here is that although from a logical point of view most of the dimensions of manufacturing quality management should naturally apply to services , the transferability of manufacturing quality management dimensions to services calls for some serious soul-searching as services differ from the manufacture of goods in a number of different ways : service intangibility ,simultaneity of production ,delivery and consumption , perishability ,variability of expectations of the customers and the participatory role of customers in the service delivery .制造业的质量管理引起了商界和学术界广泛的关注。一些工厂彻底地为 TQM 的有效实施调查各种不同的方面，技术和组织需求。 这些方面包括高层管理承诺，与领导关系，质量方针，培训，产品/服务设计，供应商质量管理，流程管理，质量数据和报告，员工关系，劳动力管理，以客户为中心，顾客参与,标杆超越,SPC ，员工授权，员工参与，企业质量文化和战略质量管理。实质上，这些方面是在管理的理论中被遗忘的智力工具, 在制造业取得巨大的成功所以很自然的在服务业的应用被寄予重望。相反，尽管上述的由各种理论家和实践者从质量革命以来所倡导的大部分理论和相关技术和策略似乎可以提供据解决制造领域（质量）问题的灵丹妙药，但它们并不能作为服务质量改善的完全标准。原因是虽然从逻辑观点看大部分制造业的质量管理应该自然地适用于服务业 ,当制造业的质量管理应用到服务业时，需要深刻理解两个行业之间的不同: 服务无形性，生产的同时性，输出和消费，顾客期望的变化和顾客的角色参与等。Interestingly ,the literature on TQM with respect to services ,i.e. total quality service(TQS) ,seems to be bereft of an integrative framework that will include all the critical dimensions of TQS by addressing the issue of possible transferability of manufacturing quality management dimensions to services ,and by focusing on those dimensions that are unique to service organizations .the present study attempts to develop a conceptual model of TQS by comparing and contrasting th criticality of the different dimensions of quality management in both manufacturing and service organizations 有趣地，有关于服务业的在 TQM 上的定义 ,也就是全面质量服务 (TQS), 似乎对一个藉由阐述制作对服务的质量管理大小的可能可转移性的议题将会含 TQS 的所有临界因次的统合结构是被剥夺的 , 和藉由集中通那些独特服务组织的大小。现在的研究尝试藉由比较而且对比制造业和服务业的质量管理的不同方面的关键程度发展一个 TQS 的概念模型。The research problemIt is evident that the research literature on manufacturing TQM is quite extensive and Exhaustive ,Covering all the aspects of TQM ,viz ;The critical dimensions of TQM;The relationships between quality management practices and organizational business Performance ;The soft issues (i.e. people oriented issues ) of TQM ; The influence of contextual factors on TQM ;The relationships between product quality and customers perceptions of product quality The demarcation between TQM and non-TQM firms The effect of TQM age on operational results , etc . 研究问题很明显TQM 的研究通相当广泛和全面，包含TQM 的所有方面，如下：TQM 的关键特征在质量管理模式和商业绩效之间的关系式TQM 的软式议题 ( 也就是被定向议题的人 );背景因素对 TQM 的影响在产品质量和顾客对产品质量的知觉之间的关系式在 应用TQM 的厂家和没有应用 TQM 厂商之间的划界TQM对操作的影响效果及其它。Concerning the literature on TQS , various aspects of TQM in service organizations have also been independently subjected to extensive research ,e .g . Customers perceptions of service quality ; The concept of service culture ; The critical role of the personnel and HRM function ; The influence of operational ,organizational and human resources factors on service quality ; The effect of the built environment ; Customer satisfaction ,loyalty and purchase intentions ; Service switching ,service encounters ,critical incidents and recovery ; Financial outcomes of service quality initiatives ;关于在 TQS 方面的研究，服务组织的 TQM 的各种不同方面也独立进行广泛的研究。顾客对服务质量的感觉服务文化的概念个人和人力资源管理功能的临界角色个人，组织和人力资源管理对服务质量的影响建造环境的效果顾客满意，忠诚和购买意图客户转移 , 服务相会 , 临界关联和恢复 ;服务转移，服务遭遇，重要事件和恢复财务的服务质量创造力的结果 ;The critical dimensions of TQS The present work ,based on the thorough review of the prescriptive ,conceptual ;practitioner and empirical literature on TQM and TQS spanning over 100 articles ,identifies .12 dimensions of quality management as critical for the institution of a TQM environment in service organizations .the dimensions the have been identified are as follows : Top management commitment and visionary leadership ; Human resource management ; Technical system ; Information and analysis system ; Benchmarking ; Continuous improvement ; Customer focus ; Employee satisfaction ; Union intervention ; Social responsibility ; Service scapes ; Service culture ;TQS 的主要特点现在的工作 基于的规约者的完全评审 , 概念上的 ;在 TQM 和正在超过 100个条款跨越的 TQS 上的开业者和经验 , 识别。为服务组织的 TQM 环境的制度如质量管理的 12个特点。如下所示：高层管理承诺和领导能力人力资源管理 技术的系统信息和分析系统标杆超越持续改进以客户为中心员工满意工会干涉社会责任服务范围服务文化The dimensions can be broadly grouped under three categories as follows : Those dimensions of quality management that are generic to both manufacturing and service organizations ,but which were initially practiced in the manufacturing set-up and later transferred to service milieu (these include dimensions such as Top management commitment and visionary leadership ,Human resource management ,Design and management of processes ,Information and analysis ,Benchmarking ,Continuous improvement ,Employee satisfaction and Customer focus and satisfaction ). Those dimensions that are seldom addressed in the literature but are ,nevertheless ,key elements of TQM in both manufacturing and service organizations ( e . g. Union intervention and Social responsibility ) .Finally , those factors that are unique to service organizations (namely ,Servicescapes - the man-made physical environment - and service culture ).这些特点可以归纳成如下三个类别：质量管理的这些特点属于制造业和服务业共有的，但是最初在制造业中应用而稍后转移服务环境.( 这些特点像是高层管理承诺和领导能力，人力资源管理 ，人力资源管理 ，技术的系统，信息和分析系统，标杆超越，持续改进，以客户为中心，员工满意，组织干涉，服务范围，服务文化)。那些很少在文献中被提到特点，然而是制造业的和服务业的 TQM 的主要元素( 例如组织干涉和社会责任)最后 , 那些服务组织的独特因素 ( 即服务范围- 人造的实际环境 - 服务文化 ).Table 1 briefly explains the 12 critical factors of TQS.Several works have underlined the importance of these dimensions .Given the fact that services have certain unique characteristics ,the different roles that each of these dimensions play and the various aspects that they bring into the picture ( like skills ,values ,tools ,techniques and other requirements ) vary from manufacturing to service organizations .Table 2 compares and contrasts the significance and relevance of the various quality management dimensions in manufacturing and service organizations.表一详细的解释了TQS的12因素。一些企业已经意识到这些因素的重要性。考虑到服务业由一些特殊情况的事实，不同的因素扮演着不同的角色，并且涉及到许多方面（如技能，价值观，工具，技术手段和其他需求），制造业与服务业都有差别。表2比较制造业和服务业组织的关于不同质量管理的重要性和相关性。Table 1 . The critical dimensions of TQS No. Reitical dimensionsExplanation of the critical dimensions1. top management commitment and visionary leadershipTop management commitment is a prerequisite for effective and successful TQS implementation. Although different researcher proclaim various theories on the organizational requirements for any quality improvement effort should come from the top. Visionary leadership is the art of leading and espousing a mental, strategic and spiritual change in the organization, propagating the vision throughout the organization, devising and developing a plan of action and finally stimulating the entire organization towards the accomplishment of the vision.2. human resource managementThis refers to the number of organizational behavior issues（ranging from selection and recruitment ,training and education ,employee empowerment to employee involvement ） that form the cornerstone upon which the corporate strategy is built. The moot point here is that only if the employers treat their employees as precious would the employees, in turn, treat their customers as valuable. There fore, it is indispensable for service organizations to look upon HRM as a source of competitive advantage3. technical systemThe technical system includes design quality management and process management sound and reliable service design echoes an organizations strategic quality planning abilities and enables the organization to surmount customers needs, expectations and desires, consequently resulting in improve business performanceService process management essentially involves the procedures, systems and technology that are required to streamline the service delivery so that customers can receive the service without any hassles, i.e. it delineates the non-human element of service delivery, as opposed to human element which is captured in the dimension service culture4. information and analysis systemServices, unlike manufactured goods, cannot be inventoried and used in times of emergency or demand. Therefore, during rush or peak periods, unless organizations keep themselves prepared for any such eventualities, they may not be able to provide quality service to customers. This can lonely be achieved by equipping the employees with information regarding the process and the customers. Prompt ,sufficent and pertinentdate that are critacal to the implementation and practice of TQM constitute information and analyse . In a TQS ambience people need to communicate across organizational levels, functions and locations to work out current problems, eschew new ones and implement change. Measures for proactive prevention rather than reactive correction are employed to monitor quality in order to sustain a true customer focus5.benchmaringBenchmarking is a comparison a comparison standard that consists of analyzing the best products/services and processes of the best organization of the best organizations in the world and then analyzing and using that information to improve ones own product characteristics, process。While in manufacturing ,standard such as product characteristic ,process , cost, strategy, etc. are used as benchmarks, it is all the more difficult to benchmark services. Because of the very puzzling nature of services and the consequent organizational contingencies that it warrants for its design, production, delivery and consumptions, organizations need to focus on benchmarking not only hard data, but also certain behavioral features such as customer satisfaction and employee satisfaction, apart from comparing the services and processes through which they are delivered.6. continuous improvementThe quest for quality improvement is not a specific destination but a continuous journey that throws up more and more opportunities for improvement. Improvement should be viewed as an ongoing process in the sense once targets are met, new ones must be set, aiming for even higher levels of service efficiency. It is a race which has no finish line but has the sole objective of striving for continuous improvement, and looking for breakthroughs with revolutionary order of magnitude changes that will result in the transmogrification of the organization into a world-class one7. customer focusCustomer focus is the ultimate goal of any TQS program because organizations can outscore their competitors by effectively addressing customers needs and demands and anticipating and responding and responding to their evolving interests and wants. Focusing on customer needs and wants enables organizations to have a better market orientation than ever before by providing a competitive edge over their rivals, thereby resultin