如何建立和延續(xù)全面質(zhì)量的組織

1、品質(zhì)管理與管制1本資料來源品質(zhì)管理理與管制制2第9章建立和延延續(xù)全面面品質(zhì)的的組織（詳細(xì)的的教材收收錄於CD-ROM中）品質(zhì)管理理與管制制3建立和延延續(xù)全面面品質(zhì)的的組織許下對TQ的承諾組織的文文化和全全面品質(zhì)質(zhì)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(zhì)管理理與管制制4建立和延延續(xù)全面面品質(zhì)的的組織(續(xù))延續(xù)品質(zhì)質(zhì)組織視品質(zhì)為為一趟旅旅程學(xué)習(xí)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(xù)跟催催的重要要性實施ISO9000，Baldrige，和六標(biāo)標(biāo)準(zhǔn)差對未來的的觀點品質(zhì)實務(wù)務(wù)：Eastman的方式品質(zhì)實務(wù)務(wù)：Honeywe

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

3、?ReactiontocompetitivethreattoprofitablesurvivalAnopportunitytoimprove品質(zhì)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(zhì)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(zhì)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(zhì)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(zhì)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(zhì)管理理與管制制14BuildingonBest PracticesUniversalbestpracticesCycletime analysisProcess value analysisProcess simplificationStrategicplanningFormalsuppliercertificationprogram

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

11、TY,5e, 2002South-Western/Thomson LearningTM品質(zhì)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(zhì)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(zhì)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(zhì)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(zhì)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(zhì)管理理與管制制22CommonMistakesinTQImplementation(2of4)Goalss

17、ettoo low“Commandandcontrol”organizationalcultureTrainingnotproperlyaddressedFocusonproducts,not processesLittlerealempowermentisgivenTHEMANAGEMENTANDCONTROLOFQUALITY,5e, 2002South-Western/Thomson LearningTM品質(zhì)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(zhì)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(zhì)管理理與管制制25Sust

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

21、ningTM品質(zhì)管理理與管制制26Sustaining theQualityOrganization(2of2)UseBaldrigeassessmentandfeedbackShareinternalbest practices(internalbenchmarking)THEMANAGEMENTANDCONTROLOFQUALITY,5e, 2002South-Western/Thomson LearningTM品質(zhì)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(zhì)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(zhì)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(zhì)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(zhì)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(zhì)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(zhì)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(zhì)管理理與管制制34品質(zhì)管理理與管制制35BaldrigeCore Valuesand

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

30、sustaininga TQ organizationrequiresa readinessforchange,theadoptionofsoundpractices andimplementationstrategies,andaneffective organizational infrastructure.品質(zhì)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(zhì)管理理與管制制39KeyIdeaImpatientmanagersoftenseekimmediateculturalchange by adopting off-the-shelfqualityprogramsandpractices,orbyimitatingothersuccessfulorganizations.Inmost cases,this approach is settingthemselvesupforfailure.品質(zhì)管理理與管制制40KeyIdeaOrganizations contemplatingchange