如何建立和延续全面质量的组织(英文版)

1、品質管理與管制品質管理與管制1品質管理與管制品質管理與管制2建立和延續全面品質的組織（詳細的教材收錄於CD-ROM中）品質管理與管制品質管理與管制3n許下對TQ的承諾 n組織的文化和全面品質 n文化的改變 n立足於最佳的作法 n在文化改變之際員工的角色 n改變管理 n 建立TQ式文化的實施障礙 品質管理與管制品質管理與管制4n延續品質組織 n視品質為一趟旅程 n學習性的組織 n自我評價的流程 n以自我評價為槓桿：後續跟催的重要性 n實施ISO 9000，Baldrige，和六標準差 n對未來的觀點 n品質實務：Eastman的方式 n品質實務：Honeywell合併分歧的品質系統 n個案：Gr

2、een Lawn的寓言的寓言 通往品質的黃磚路通往品質的黃磚路 Westerfield營造公司營造公司 品質管理與管制品質管理與管制5THANKS!品質管理與管制品質管理與管制6品質管理與管制品質管理與管制7Selling TQ, Corporate culture, Baldrige core values, TQ vs. traditional management, Implementation mistakes, Best practices, Sustaining TQ 8nReaction to competitive threat to profitable survivalnA

3、n opportunity to improve品質管理與管制品質管理與管制91.Learn to think like top executives2.Position quality as a way to address priorities of stakeholders3.Align objectives with those of senior management4.Make arguments quantitative5.Make the first pitch to someone likely to be sympathetic6.Focus on getting an e

4、arly win, even if it is small7.Ensure that efforts wont be undercut by corporate accounting principles8.Develop allies, both internal and external9.Develop metrics for return on quality10.Never stop selling qualityTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM品質管理與管

5、制品質管理與管制10nCorporate culture is a companys value system and its collection of guiding principlesnCultural values often seen in mission and vision statementsnCulture reflected by management policies and actionsTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM品質管理與管制品質管理

6、與管制11nVisionary leadership nCustomer-driven excellencenOrganizational and personal learningnValuing employees and partnersnAgilitynManaging for innovationnFocus on the futurenManagement by factnPublic responsibility and citizenshipnFocus on results and creating valuenSystems perspectiveTHE MANAGEMEN

7、T AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM品質管理與管制品質管理與管制12nOrganizational structuresnRole of peoplenDefinition of qualitynGoals and objectivesnKnowledgenManagement systemsnReward systemsnManagements rolenUnion-management relationsnTeamworknSupplier relationshipsnControlnCust

8、omersnResponsibilitynMotivationnCompetition THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM品質管理與管制品質管理與管制13nChange can be accomplished, but it is difficultnImposed change will be resistednFull cooperation, commitment, and participation by all levels of management is

9、essentialnChange takes timenYou might not get positive results at firstnChange might go in unintended directionsTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM品質管理與管制品質管理與管制14nUniversal best practicesCycle time analysisProcess value analysisProcess simplificationStra

10、tegic planningFormal supplier certification programsTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM品質管理與管制品質管理與管制15nLow performersProcess management fundamentalsCustomer responseTraining and teamworkBenchmarking competitorsCost reductionRewards for teamwork and quali

11、tyTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM品質管理與管制品質管理與管制16nMedium performersUse customer input and market researchSelect suppliers by qualityFlexibility and cycle time reductionCompensation tied to quality and teamworkTHE MANAGEMENT AND CONTROL OF QUALITY, 5e,

12、 2002 South-Western/Thomson LearningTM品質管理與管制品質管理與管制17nHigh performersSelf-managed and cross-functional teamsStrategic partnershipsBenchmarking world-class companiesSenior management compensation tied to qualityRapid responseTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson Learn

13、ingTM18nSenior managementnMiddle managementnWorkforce品質管理與管制品質管理與管制19nStrategic change is broad in scope and stems from strategic objectives, which are generally externally focused and relate to significant customer, market, product/service, or technological opportunities and challenges. nProcess ch

14、ange is narrow in scope and deals with the operations of an organization. An accumulation of continuously improving process changes can lead to a positive and sustainable culture change.品質管理與管制品質管理與管制SJSU Bus. 142 - David Bentley20nStrategic changeBroad in scopeStems from strategic objectivesGeneral

15、ly externally focusednProcess changeNarrow in scopeDeals with internal operationsCan lead to positive, sustainable culture changeTHE MANAGEMENT AND CONTROL OF QUALITY, 6e, 2005 South-Western/Thomson LearningTM品質管理與管制品質管理與管制SJSU Bus. 142 - David Bentley21nTQ regarded as a “program”nShort-term results

16、 are not obtainednProcess not driven by focus on customer, connection to strategic business issues, and support from senior managementnStructural elements block changeTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM品質管理與管制品質管理與管制22nGoals set too lown“Command and contr

17、ol” organizational culturenTraining not properly addressednFocus on products, not processesnLittle real empowerment is givenTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM品質管理與管制品質管理與管制SJSU Bus. 142 - David Bentley23nOrganization too successful and complacentnOrganiz

18、ation fails to address fundamental questionsnSenior management not personally and visibly committednOveremphasis on teams for cross-functional problemsTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM品質管理與管制品質管理與管制SJSU Bus. 142 - David Bentley24nEmployees operate under

19、 belief that more data are always desirablenManagement fails to recognize that quality improvement is personal responsibilitynOrganization does not see itself as collection of interrelated processesTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM品質管理與管制品質管理與管制25nView

20、quality as a journey (“Race without a finish line”)nRecognize that success takes timenCreate a “learning organization”PlanningExecution of plansAssessment of progressRevision of plans based on assessment findingsTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM品質管理與管制品

21、質管理與管制26nUse Baldrige assessment and feedbacknShare internal best practices (internal benchmarking)THE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM品質管理與管制品質管理與管制SJSU Bus. 142 - David Bentley27nSystematic problem solvingnExperimentation with new approachesnLearning fro

22、m their own experiences and historynLearning from the experiences and best practices of othersnTransferring knowledge quickly and efficiently throughout the organizationTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM品質管理與管制品質管理與管制28nManagement involvement and leaders

23、hipnProduct and process designnProduct controlnCustomer and supplier communicationsnQuality improvementnEmployee participationnEducation and trainingnQuality informationTHE MANAGEMENT AND CONTROL OF QUALITY, 5e, 2002 South-Western/Thomson LearningTM品質管理與管制品質管理與管制SJSU Bus. 142 - David Bentley29nMany

24、organizations derive little benefit from conducting self-assessment and achieve few of the process improvements suggested by self-studynReasons:Managers do not sense a problemManagers react negatively or by denialManagers dont know what to do with the informationTHE MANAGEMENT AND CONTROL OF QUALITY

25、, 6e, 2005 South-Western/Thomson LearningTM品質管理與管制品質管理與管制SJSU Bus. 142 - David Bentley30nPrepare to be humblednTalk through the findingsnRecognize institutional influencesnGrind out the follow-upTHE MANAGEMENT AND CONTROL OF QUALITY, 6e, 2005 South-Western/Thomson LearningTM品質管理與管制品質管理與管制SJSU Bus. 1

26、42 - David Bentley31nStart with a quality policy that identifies key objectives and basic proceduresnDevelop a quality manual to document the proceduresnUse internal audits to maintain proceduresnProvide adequate resourcesTHE MANAGEMENT AND CONTROL OF QUALITY, 6e, 2005 South-Western/Thomson Learning

27、TM品質管理與管制品質管理與管制SJSU Bus. 142 - David Bentley32nCommitted leadershipnIntegration with existing initiatives, business strategy, and performance measurementnProcess thinkingnDisciplined customer and market intelligence gatheringTHE MANAGEMENT AND CONTROL OF QUALITY, 6e, 2005 South-Western/Thomson Lear

28、ningTM品質管理與管制品質管理與管制SJSU Bus. 142 - David Bentley33nA bottom line orientationnLeadership in the trenchesnTrainingnContinuous reinforcement and rewardsTHE MANAGEMENT AND CONTROL OF QUALITY, 6e, 2005 South-Western/Thomson LearningTM品質管理與管制品質管理與管制34品質管理與管制品質管理與管制35nVisionary leadership nCustomer-driven

29、 excellencenOrganizational and personal learningnValuing employees and partnersnAgilitynManaging for innovationnFocus on the futurenManagement by factnPublic responsibility and citizenshipnFocus on results and creating valuenSystems perspective品質管理與管制品質管理與管制36品質管理與管制品質管理與管制37Building and sustaining

30、a TQ organization requires a readiness for change, the adoption of sound practices and implementation strategies, and an effective organizational infrastructure.品質管理與管制品質管理與管制38Culture is reflected by the management policies and actions that a company practices. Therefore, organizations that believe

31、 in the principles of total quality are more likely to implement the practices successfully. Conversely, actions set culture in motion. As total quality practices are used routinely within an organization, its people learn to believe in the principles, and cultural changes can occur.品質管理與管制品質管理與管制39

32、Impatient managers often seek immediate cultural change by adopting off-the-shelf quality programs and practices, or by imitating other successful organizations. In most cases, this approach is setting themselves up for failure.品質管理與管制品質管理與管制40Organizations contemplating change must answer some tough questions, such as, Why is the change necessary? What will it