A systematic comparison of organizational processes and performance 全面質(zhì)量管理TQM英語(yǔ)論文

1、3.1 benchmarking: is a systematic comparison of organizational processes and performance to create new standards or to improve processes. benchmarking models are used to determine how well a business unit, division, organization or corporation is performing compared with other similar organizations.

2、 a benchmark is often used for improving communication, professionalizing the organizationprocesses or for budgetary reasons. the chart below shows the process of benchmarking: poor quality of teacause & effect diagrams: are often called ishikawa and sometimes fishbone because of their skeletal appe

3、arance. the effect is considered to be the head, and potential causes and sub-causes of the problem, or quality characteristiccondition to be the bone structure of the fish. and they are typically used by qcs. here is a 4m diagram example for the haoming tea production ltd in my hometown: materials

4、method raw tea storage period supervision freshness board of the company management fertilizer decisionpoor tea quality workers empowerment training machines modern skills computelise skills equipment technologymanpower machinery flow diagrams: is a diagrammatic representation of the steps in a proc

5、ess sequence. it shows the order in which the separate operations take place, with easily recognized symbols to show the nature of each operation. it is used at the beginning of the process, and it helps the individuals to understand how the process works. the chart below is the flow diagram of ball

6、-point pen assembly. histograms: is a way of summarizing data that are measured on an interval scale (either discrete or continuous). it is often used in exploratory data analysis to illustrate the major features of the distribution of the data in a convenient form. it divides up the range of possib

7、le values in a data set into classes or groups. the chart below shows the employees training scores of a company from 0 to 100 frequencies: pareto diagram: the pareto chart is a specialized version of a histogram that ranks the categories in the chart from most frequent to least frequent. a pareto c

8、hart is useful for non-numeric data, such as cause, type, or classification. this tool helps to prioritize where action and process changes should be focused. if one is trying to take action based upon causes of accidents or events, it is generally most helpful to focus efforts on the most frequent

9、causes. the example chart below shows the relationship between defect classes such as dimension out, poor surface finish, and loose joints with the relative frequency. scatter diagram: is used to display a relationship that may exist between two factors or variables. although the scatter diagram can

10、not determine the cause of such a relationship, it can show whether or not such a relationship exists, and if so, just how strong it is. scatter diagrams may be used in examining a cause-and-effect relationship between variable data. the chart below is an example of this weak type of positive correl

11、ation, which is said to exhibit just a possible positive correlation. it shows the correlation between elapsed time and time of the day. check sheets: check sheets allow the user to collect data from a process in an easy, systematic, and organized manner. check sheets are some of the most common too

12、ls used for collecting data. they allow the data to be collected in an easy, systematic, and organized manner. also, data collected using check sheets can be used as input data for other quality tools such as pareto diagrams. the chart below is a defective item check sheet. it shows what types of pr

13、oblems or defects are occurring in the process. defect typeinsufficient soldercold soldersolder bridgeblow holesexcessive solderfrequencyxxxxxxxxxxxxxxxxxxxxtotal523823.2待添加的隱藏文字內(nèi)容1affinity diagram: an affinity diagram is used to gather large amount of language data (ideas, issues, and opinions) and

14、 to organize them into groupings based on their natural relationships. in other words, it is a form of brainstorming. the steps of making a affinity diagram are as follows: identify the problem. generate ideas. cluster your ideas (on cards or paper) into related groups. create affinity cards. cluste

15、r related affinity cards. the chart below indicates the issue statement within a company, and all the ideas among the headers. . interrelationship diagrams: the tool is designed to take a central idea, issues or problem, and map out the logical or sequential links among related factors. while this s

16、till requires a very creative process, the interrelationship diagram begins to draw the logical connections that surface in the affinity diagram. more specifically, these diagrams are used to map and analyze problems where causes of the problem have complex interrelationships. the chart above draws

17、the arrow only in the direction of the strongest effect, do not have two-way arrows. if there is no interrelationship do not draw a line between them at all. when you are finished, the factors with the most outward arrows will show up as the drivers. these will generally be the factors that will dri

18、ve change; focus attention on them. this technique can be used to stimulate discussion in a group, analyse information and determine priorities. tree diagrams: the tree diagram is used to map out systematically the full range of activities to be accomplished in order to reach a desired goal. i may a

19、lso be used to identify all the factors contributing to a problem under consideration. as mentioned above, major factors identified by an interrelationship diagram can be used as inputs for a tree diagram. how to draw a hierarchical tree diagram? place the home or index page at the top of the tree a

20、nd organize the rest of the site into categories underneath. the tree branches should reflect how pages are linked to each other, providing a road map through the web site. matrix data analysis: matrix data analysis is used to take data displayed in a matrix diagram and arrange them so that they can

21、 be more easily viewed and show the strength of the relationship between variables. it is used most often in marketing and product research. the concept behind matrix data analysis is fairly simple, but its execution (including data gathering) is complex. the chart below is a madc example of a toy s

22、tore. as a result, improved packaging and promotion was sought for the better construction toys. process decision programme chart (pdpc): is used to map out each event and contingency that can occur when progressing from a problem statement to its solution. the pdpc is used to anticipate the unexpec

23、ted and plan for it. it includes plans for counter-measures on deviations. the pdpc is related to a failure mode and effect analysis and its structure is similar to that of a tree diagram. the most simple explanation of the method is that one shows the possible tasks in a process and the task sequen

24、ces of all the relevant alternatives. quite simply, if the plan is displayed diagrammatically (typically in a tree diagram), then identified risks and countermeasures are added in subsequent boxes, as below. this may appear to be quite trivial, but as with many other tools, the construction and thou

25、ght involved is as important as the final diagram. arrow diagram: arrow diagrams display information about the operation of a process by using arrows and nodes. arrow diagrams can be thought of as a way to understand the operation of a process using time, cost, or other metrics. how to construct arr

26、ow diagrams? use a team of people working on a job or project, e.g. a qdf team, to list all the tasks necessary to complete the job, and write them on individual cards. on the bottom half of the card write the time required to complete the task. then place related tasks together. place them in chron

27、ological order. in the last place, summarise the cards on a chart. we can see from the example below that the whole task needs 6 days. and all the processes and steps of the task have been showed in the chart. 33 the chart above is an example of quality improvement program. it is a flowchart that sh

28、ows the steps taken within the process. i will give an explanation about each step. quality goals and mission: a mission review gets an organization back to basics. the essential activity of determining whom you serve can be a wake-up call for organizations that have started to skew their activities

29、 to meet the needs other stakeholders (such as their founders or lobby targets) and not their actual clients. describe the overall purpose of an organization: what we do, who we do it for, and how and why we do it. all the concepts will drive the organization in a proper way of developing. quality s

30、trategy: the quality strategy is the planning for the future of the organization. it should define the direction of the quality improvements for the organization. this should define the measures taken to monitor the quality improvement plan and timescales for achieving the improvements. what the org

31、anization should do are as follows:1. describe an ideal future. 2. answer the questions, what impact do we want to have on society? 3. unite an organization in a common, coherent strategic direction. creating quality awareness and commitment: the organization should convey a larger sense of organiza

32、tional purpose, so that employees can build a cathedral, rather than carrying stones. empowering the workforce involves giving employees a degree of control over the organization operation. so when empowered, the employees will feel they are part of the organization quality circle. and some comities

33、 are also involved in the process of managing quality, such as the executive steering committee, quality management board, and process action team, they take actions of the approaches in the organization. training and development: the organization also is responsible to train the employees about the

34、 concept of managing quality, to make the least defects, closely to the zero defect. the managers should be developed with the latest concept of quality management for the changes of the organization in the future within the organization. form and train a team to implement the initiative, and work w

35、ith the team to focus on the needs and priorities defined by users of their health services. these steps are described in other sections of the guide. incremental implementation plan: after planning the process above, implementing and then monitoring it, you must decide whether it is worth continuin

36、g that particular plan. feedback cycle: the feedback is provided by the measurement of the organization department. if it consumed too much of your time, was difficult to adhere to, or even led to no improvement of the quality of the products, you may consider aborting the change and planning a new

37、one. problem solving overview: it is a step to see whether the problems are solved. there are many approaches to problem solving, depending on the nature of the problem and the people involved in the problem. the more traditional, rational approach is typically used and involves, eg, clarifying desc

38、ription of the problem, analyzing causes, identifying alternatives, assessing each alternative, choosing one, implementing it, and evaluating whether the problem was solved or not. measuring and improvement: it is a process of monitoring and evaluating the solutions. how did the solutions work? what

39、 needs to be changed? a small project in the beginning serves as a tool for learning about quality improvement and as a catalyst for change.review refine and report: if the scope of the problem is manageable, resolution is more likely and learning is more focused. it is essential that the first prob

40、lem solving cycle be a success! it is a process of refine the experience of solving problems, the approaches could be recycled in the future to solve similar problems. and the report will be claimed to the whole organization about the approaches of quality improvement, and how they work? the conclus

41、ion should be made. 3.4 the major quality awards. which are now in place to promote total quality management, include: deming price, baldrige national quality award, and european quality award. deming price: deming was invited to japan by the union of japanese scientists and engineers (juse) in july

42、 1950 for lectures. in appreciation, juse (english), created a prize to commemorate dr. demings contribution and friendship and to promote the continued development of quality control in japan. the prize was established in 1950 and annual awards are still given each year. as shown in the table below

43、, the categories of the deming prize are the deming prize for individuals, the deming application prize and the quality control award for operations business units. the deming prize for individualsfor individuals or groupsgiven to those who have made outstanding contributions to the study of tqm or

44、statistical methods used for tqm, or those who have made outstanding contributions in the dissemination of tqmthe deming application prizefor organizations or divisions of organizations that manage their business autonomouslygiven to organizations or divisions of organizations that have achieved dis

45、tinctive performance improvement through the application of tqm in a designated yearthe quality control award for operations business unitsfor operations business units of an organizationgiven to operations business units of an organization that have achieved distinctive performance improvement thro

46、ugh the application of quality control/management in the pursuit of tqm in a designated yearthese activities, together with an enhanced quality consciousness, have allowed companies to provide customers with quality products and services that are matched with customer requirements and company polici

47、es and that have been properly planned, developed, designed, produced and installed. as a result, there have been reductions in development and design troubles, parts defects, production defects, installation defects, service defects and market claims and complaints. expected product and service quality has been achieved, and it has become possible to provide products and services with attractive quality that positively satisfy customers.the baldrige award: was established in 1987