如何建立和延续全面质量的组织

1、品質管理與管制1本资料来源品質管理理與管制制2第9章建立和延延續全面面品質的的組織（詳細的的教材收收錄於CD-ROM中）品質管理理與管制制3建立和延延續全面面品質的的組織許下對TQ的承諾組織的文文化和全全面品質質文化的改改變立足於最最佳的作作法在文化改改變之際際員工的的角色改變管理理建立TQ式文化的的實施障障礙品質管理理與管制制4建立和延延續全面面品質的的組織(續)延續品質質組織視品質為為一趟旅旅程學習性的的組織自我評價價的流程程以自我評評價為槓槓桿：後後續跟催催的重要要性實施ISO9000，Baldrige，和六標標準差對未來的的觀點品質實務務：Eastman的方式品質實務務：Honeywe

2、ll合併分歧歧的品質質系統個案：GreenLawn的寓言通往品質質的黃磚磚路Westerfield營造公司司品質管理理與管制制5本章結束束THANKS!品質管理理與管制制6品質管理理與管制制7Chapter 9BuildingandSustaining Total QualityOrganizationsSelling TQ,Corporateculture,Baldrigecorevalues, TQ vs.traditionalmanagement,Implementationmistakes,Bestpractices, SustainingTQ8WhyAdoptTQPhilosophy

3、?ReactiontocompetitivethreattoprofitablesurvivalAnopportunitytoimprove品質管理理與管制制9Selling theTQConceptLearntothinklike topexecutivesPositionquality as away to addressprioritiesofstakeholdersAlignobjectives withthoseofsenior managementMake argumentsquantitativeMake thefirstpitchtosomeone likelytobesymp

4、atheticFocusongetting an early win,evenifitissmallEnsurethatefforts wont be undercut by corporateaccounting principlesDevelop allies,bothinternalandexternalDevelop metricsfor returnonqualityNeverstop sellingqualityTHEMANAGEMENTANDCONTROLOFQUALITY,5e, 2002South-Western/Thomson LearningTM品質管理理與管制制10Co

5、rporateCultureandChangeCorporatecultureisa companysvaluesystemand itscollection of guidingprinciplesCulturalvaluesoftenseeninmission andvisionstatementsCulture reflectedbymanagement policies andactionsTHEMANAGEMENTANDCONTROLOFQUALITY,5e, 2002South-Western/Thomson LearningTM品質管理理與管制制11BaldrigeCore Va

6、luesandConceptsVisionaryleadershipCustomer-drivenexcellenceOrganizationalandpersonallearningValuing employeesandpartnersAgilityManagingforinnovationFocusonthefutureManagement by factPublicresponsibilityand citizenshipFocusonresults andcreatingvalueSystems perspectiveTHEMANAGEMENTANDCONTROLOFQUALITY,

7、5e, 2002South-Western/Thomson LearningTM品質管理理與管制制12TQvs.TraditionalManagementOrganizationalstructuresRole of peopleDefinition of qualityGoalsandobjectivesKnowledgeManagement systemsRewardsystemsManagementsroleUnion-management relationsTeamworkSupplierrelationshipsControlCustomersResponsibilityMotiva

8、tionCompetitionTHEMANAGEMENTANDCONTROLOFQUALITY,5e, 2002South-Western/Thomson LearningTM品質管理理與管制制13CulturalChangeChangecan be accomplished,but it is difficultImposed changewill be resistedFull cooperation,commitment,andparticipationbyalllevels of managementisessentialChangetakestimeYoumightnot getpo

9、sitiveresults at firstChangemightgoinunintendeddirectionsTHEMANAGEMENTANDCONTROLOFQUALITY,5e, 2002South-Western/Thomson LearningTM品質管理理與管制制14BuildingonBest PracticesUniversalbestpracticesCycletime analysisProcess value analysisProcess simplificationStrategicplanningFormalsuppliercertificationprogram

10、sTHEMANAGEMENTANDCONTROLOFQUALITY,5e, 2002South-Western/Thomson LearningTM品質管理理與管制制15Best Practices:InfrastructureDesign(1of3)LowperformersProcess managementfundamentalsCustomerresponseTrainingandteamworkBenchmarkingcompetitorsCost reductionRewards forteamworkandqualityTHEMANAGEMENTANDCONTROLOFQUALI

11、TY,5e, 2002South-Western/Thomson LearningTM品質管理理與管制制16Best Practices:InfrastructureDesign(2of3)MediumperformersUsecustomerinputand marketresearchSelectsuppliers by qualityFlexibilityandcycletimereductionCompensationtiedtoquality andteamworkTHEMANAGEMENTANDCONTROLOFQUALITY,5e, 2002South-Western/Thoms

12、on LearningTM品質管理理與管制制17Best Practices:InfrastructureDesign(3of3)High performersSelf-managedand cross-functionalteamsStrategicpartnershipsBenchmarkingworld-classcompaniesSeniormanagementcompensationtiedtoqualityRapidresponseTHEMANAGEMENTANDCONTROLOFQUALITY,5e, 2002South-Western/Thomson LearningTM18I

13、mplementingTotalQuality:KeyPlayersSeniormanagementMiddlemanagementWorkforce品質管理理與管制制19Strategicvs. ProcessChangeStrategicchangeisbroadinscopeandstemsfrom strategicobjectives,whicharegenerally externallyfocusedandrelate to significant customer,market, product/service,ortechnologicalopportunities andc

14、hallenges.Process changeisnarrowinscopeanddealswith theoperations of an organization.Anaccumulation of continuouslyimprovingprocesschanges canlead to apositiveand sustainable culturechange.品質管理理與管制制SJSU Bus.142 -DavidBentley20Strategicvs. ProcessChangeStrategicchangeBroadinscopeStemsfrom strategicob

15、jectivesGenerallyexternallyfocusedProcess changeNarrowinscopeDealswith internal operationsCanleadtopositive,sustainableculturechangeTHEMANAGEMENTANDCONTROLOFQUALITY,6e,2005 South-Western/ThomsonLearningTM品質管理理與管制制SJSU Bus.142 -DavidBentley21CommonMistakesinTQImplementation(1of4)TQregardedasa “progra

16、m”Short-term resultsare notobtainedProcess notdrivenbyfocusoncustomer, connectiontostrategic business issues,and supportfromseniormanagementStructural elements block changeTHEMANAGEMENTANDCONTROLOFQUALITY,5e, 2002South-Western/Thomson LearningTM品質管理理與管制制22CommonMistakesinTQImplementation(2of4)Goalss

17、ettoo low“Commandandcontrol”organizationalcultureTrainingnotproperlyaddressedFocusonproducts,not processesLittlerealempowermentisgivenTHEMANAGEMENTANDCONTROLOFQUALITY,5e, 2002South-Western/Thomson LearningTM品質管理理與管制制SJSU Bus.142 -DavidBentley23CommonMistakesinTQImplementation(3of4)Organizationtoo su

18、ccessfuland complacentOrganizationfailstoaddressfundamentalquestionsSeniormanagementnotpersonallyandvisiblycommittedOveremphasisonteamsfor cross-functionalproblemsTHEMANAGEMENTANDCONTROLOFQUALITY,5e, 2002South-Western/Thomson LearningTM品質管理理與管制制SJSU Bus.142 -DavidBentley24CommonMistakesinTQImplement

19、ation(4of4)Employeesoperateunderbeliefthatmore dataare alwaysdesirableManagement fails to recognizethat qualityimprovementispersonalresponsibilityOrganizationdoesnotsee itselfascollection of interrelatedprocessesTHEMANAGEMENTANDCONTROLOFQUALITY,5e, 2002South-Western/Thomson LearningTM品質管理理與管制制25Sust

20、aining theQualityOrganization(1of2)View qualityasajourney (“Racewithout afinish line”)Recognizethatsuccess takes timeCreatea“learningorganization”PlanningExecutionofplansAssessment of progressRevisionofplansbasedonassessment findingsTHEMANAGEMENTANDCONTROLOFQUALITY,5e, 2002South-Western/Thomson Lear

21、ningTM品質管理理與管制制26Sustaining theQualityOrganization(2of2)UseBaldrigeassessmentandfeedbackShareinternalbest practices(internalbenchmarking)THEMANAGEMENTANDCONTROLOFQUALITY,5e, 2002South-Western/Thomson LearningTM品質管理理與管制制SJSU Bus.142 -DavidBentley27KeyActivitiesofLearningOrganizationsSystematic proble

22、msolvingExperimentationwithnewapproachesLearningfrom their ownexperiencesandhistoryLearningfrom theexperiencesandbestpracticesofothersTransferringknowledge quicklyand efficiently throughoutthe organizationTHEMANAGEMENTANDCONTROLOFQUALITY,5e,2002 South-Western/ThomsonLearningTM品質管理理與管制制28Self Assessm

23、ent:BasicElementsManagement involvement andleadershipProduct andprocess designProduct controlCustomerandsuppliercommunicationsQuality improvementEmployeeparticipationEducationand trainingQuality informationTHEMANAGEMENTANDCONTROLOFQUALITY,5e, 2002South-Western/Thomson LearningTM品質管理理與管制制SJSU Bus.142

24、 -DavidBentley29Importance of Follow-UpofSelf-AssessmentResultsMany organizationsderive littlebenefit fromconductingself-assessmentand achievefew of theprocess improvementssuggestedbyself-studyReasons:ManagersdonotsenseaproblemManagersreactnegatively or by denialManagersdontknow whattodowiththeinfor

25、mationTHEMANAGEMENTANDCONTROLOFQUALITY,6e, 2005South-Western/Thomson LearningTM品質管理理與管制制SJSU Bus.142 -DavidBentley30Leveraging Self-AssessmentFindingsPrepare to be humbledTalk throughthe findingsRecognizeinstitutionalinfluencesGrindoutthe follow-upTHEMANAGEMENTANDCONTROLOFQUALITY,6e, 2005South-Weste

26、rn/Thomson LearningTM品質管理理與管制制SJSU Bus.142 -DavidBentley31ImplementingISO 9000Startwith aqualitypolicythatidentifies keyobjectives andbasicproceduresDevelop aqualitymanualtodocumentthe proceduresUseinternalaudits to maintain proceduresProvide adequate resourcesTHEMANAGEMENTANDCONTROLOFQUALITY,6e, 20

27、05South-Western/Thomson LearningTM品質管理理與管制制SJSU Bus.142 -DavidBentley32ImplementingSix Sigma6CommittedleadershipIntegrationwith existing initiatives,businessstrategy,and performance measurementProcess thinkingDisciplinedcustomerandmarket intelligencegatheringTHEMANAGEMENTANDCONTROLOFQUALITY,6e, 2005

28、South-Western/Thomson LearningTM品質管理理與管制制SJSU Bus.142 -DavidBentley33ImplementingSix Sigma6A bottomline orientationLeadership in thetrenchesTrainingContinuous reinforcementand rewardsTHEMANAGEMENTANDCONTROLOFQUALITY,6e, 2005South-Western/Thomson LearningTM品質管理理與管制制34品質管理理與管制制35BaldrigeCore Valuesand

29、ConceptsVisionaryleadershipCustomer-drivenexcellenceOrganizationalandpersonallearningValuing employeesandpartnersAgilityManagingforinnovationFocusonthefutureManagement by factPublicresponsibilityand citizenshipFocusonresults andcreatingvalueSystems perspective品質管理理與管制制36品質管理理與管制制37KeyIdeaBuildingand

30、sustaininga TQ organizationrequiresa readinessforchange,theadoptionofsoundpractices andimplementationstrategies,andaneffective organizational infrastructure.品質管理理與管制制38KeyIdeaCulture is reflectedbythemanagementpoliciesandactionsthat acompanypractices. Therefore,organizationsthat believeinthe princip

31、lesoftotalqualityaremorelikelytoimplement thepracticessuccessfully.Conversely,actions setculture in motion.Astotalqualitypracticesare usedroutinely withinanorganization, itspeoplelearntobelieveintheprinciples,and cultural changescan occur.品質管理理與管制制39KeyIdeaImpatientmanagersoftenseekimmediateculturalchange by adopting off-the-shelfqualityprogramsandpractices,orbyimitatingothersuccessfulorganizations.Inmost cases,this approach is settingthemselvesupforfailure.品質管理理與管制制40KeyIdeaOrganizations contemplatingchange