全面質(zhì)量管理2.doc

Total Quality Management全面質(zhì)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).介紹有史以來，全世界所有的人就在這個高度競爭的世界中奮斗。工業(yè)界也是如此。公司的主管一直加班加點的努力工作，為獲得商業(yè)成就奮力尋求擊敗競爭對手的方法。信息充足而明顯: 全球化的福音已經(jīng)登上中央舞臺。競爭的的焦點已經(jīng)從價格轉(zhuǎn)變到價格和質(zhì)量上。今天，顧客正在要求產(chǎn)品，服務(wù)和質(zhì)量。他們已經(jīng)變得逐漸有洞察力而且已經(jīng)開始以他們的基本需要，需求和自尊為基準在調(diào)整中找尋更多選擇項。事實上，他們準備為產(chǎn)品或服務(wù)的質(zhì)量支付額外費用。似乎提供對上述的挑戰(zhàn)解決辦法的之一是全面質(zhì)量管理 (TQM) 的管理哲學。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是一種持續(xù)改進商業(yè)活動中各個方面質(zhì)量的一種方法, 也就是個體、群體和整個的組織的改良的持續(xù)程序。 它注重理論和方法的共同運用，尤其是高層管理承諾、連續(xù)改進、以客戶為中心長遠戰(zhàn)略、員工參與和團隊合作，員工授權(quán)、流程管理、競爭標桿超越, 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 運動的起始始于20 世紀早期，休哈特在 20世紀20 年代早期，首先介紹了隨機過程控制(SPC) 的觀念用于檢測大量生產(chǎn)制造的產(chǎn)品質(zhì)量。隨后，許多質(zhì)量管理方面的大師和專家提出了多種理論。Crosby(1979),四項原則 , Deming(1986) ，戴明管理十四條， Feigenbaum(1993) ，全面質(zhì)量控制， Ishikawa(1985), 質(zhì)量控制圈， Juran (1988),質(zhì)量三部曲和 Taguchi(1986) ，損失功能函數(shù),已經(jīng)成為 TQM 的有效實施的技術(shù)和組織需求。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.質(zhì)量改進運動的演進是日本和美國不同哲學，教訓，策略和方法的融合結(jié)果。盡管日本人最初成功地應(yīng)用這種在稍后由美國命名的TQM, 但確實美國人是這種方法國際化的背后推動力?，F(xiàn)代管理理論（更不用說質(zhì)量管理理論）起源于制造環(huán)境，并以從20世紀早期（1911 年）泰勒引入科學管理理念以來的制造業(yè)健康發(fā)展為前兆走向繁榮與發(fā)展。這種現(xiàn)象歸因于以下事實，整個的工業(yè)世界正在以制造業(yè)為中心并經(jīng)歷一場變革，更多的專注于裝配線，大量生產(chǎn)制造，與供應(yīng)商伙伴關(guān)系，準時生產(chǎn)和單元制造等。因為這些因素，管理理論的大部份的技術(shù)和策略，而且自然地是質(zhì)量管理,在生產(chǎn)線的問題最有發(fā)言權(quán)。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.過去，服務(wù)業(yè)的管理和行銷服務(wù)是在組織行為和行銷廣告文字之中的灰姑娘, 與制造業(yè)和商品的行銷管理相反。 但是伴隨服務(wù)業(yè)的復(fù)蘇與繁榮，質(zhì)量命令不再是制造業(yè)唯一的關(guān)心和主題了。最近，服務(wù)業(yè)正在經(jīng)歷他們的制造業(yè)同行所經(jīng)歷的挫折。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 .制造業(yè)的質(zhì)量管理引起了商界和學術(shù)界廣泛的關(guān)注。一些工廠徹底地為 TQM 的有效實施調(diào)查各種不同的方面，技術(shù)和組織需求。 這些方面包括高層管理承諾，與領(lǐng)導關(guān)系，質(zhì)量方針，培訓，產(chǎn)品/服務(wù)設(shè)計，供應(yīng)商質(zhì)量管理，流程管理，質(zhì)量數(shù)據(jù)和報告，員工關(guān)系，勞動力管理，以客戶為中心，顧客參與,標桿超越,SPC ，員工授權(quán)，員工參與，企業(yè)質(zhì)量文化和戰(zhàn)略質(zhì)量管理。實質(zhì)上，這些方面是在管理的理論中被遺忘的智力工具, 在制造業(yè)取得巨大的成功所以很自然的在服務(wù)業(yè)的應(yīng)用被寄予重望。相反，盡管上述的由各種理論家和實踐者從質(zhì)量革命以來所倡導的大部分理論和相關(guān)技術(shù)和策略似乎可以提供據(jù)解決制造領(lǐng)域（質(zhì)量）問題的靈丹妙藥，但它們并不能作為服務(wù)質(zhì)量改善的完全標準。原因是雖然從邏輯觀點看大部分制造業(yè)的質(zhì)量管理應(yīng)該自然地適用于服務(wù)業(yè) ,當制造業(yè)的質(zhì)量管理應(yīng)用到服務(wù)業(yè)時，需要深刻理解兩個行業(yè)之間的不同: 服務(wù)無形性，生產(chǎn)的同時性，輸出和消費，顧客期望的變化和顧客的角色參與等。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，有關(guān)于服務(wù)業(yè)的在 TQM 上的定義 ,也就是全面質(zhì)量服務(wù) (TQS), 似乎對一個藉由闡述制作對服務(wù)的質(zhì)量管理大小的可能可轉(zhuǎn)移性的議題將會含 TQS 的所有臨界因次的統(tǒng)合結(jié)構(gòu)是被剝奪的 , 和藉由集中通那些獨特服務(wù)組織的大小?，F(xiàn)在的研究嘗試藉由比較而且對比制造業(yè)和服務(wù)業(yè)的質(zhì)量管理的不同方面的關(guān)鍵程度發(fā)展一個 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 . 研究問題很明顯TQM 的研究通相當廣泛和全面，包含TQM 的所有方面，如下：TQM 的關(guān)鍵特征在質(zhì)量管理模式和商業(yè)績效之間的關(guān)系式TQM 的軟式議題 ( 也就是被定向議題的人 );背景因素對 TQM 的影響在產(chǎn)品質(zhì)量和顧客對產(chǎn)品質(zhì)量的知覺之間的關(guān)系式在 應(yīng)用TQM 的廠家和沒有應(yīng)用 TQM 廠商之間的劃界TQM對操作的影響效果及其它。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 ;關(guān)于在 TQS 方面的研究，服務(wù)組織的 TQM 的各種不同方面也獨立進行廣泛的研究。顧客對服務(wù)質(zhì)量的感覺服務(wù)文化的概念個人和人力資源管理功能的臨界角色個人，組織和人力資源管理對服務(wù)質(zhì)量的影響建造環(huán)境的效果顧客滿意，忠誠和購買意圖客戶轉(zhuǎn)移 , 服務(wù)相會 , 臨界關(guān)聯(lián)和恢復(fù) ;服務(wù)轉(zhuǎn)移，服務(wù)遭遇，重要事件和恢復(fù)財務(wù)的服務(wù)質(zhì)量創(chuàng)造力的結(jié)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 的主要特點現(xiàn)在的工作 基于的規(guī)約者的完全評審 , 概念上的 ;在 TQM 和正在超過 100個條款跨越的 TQS 上的開業(yè)者和經(jīng)驗 , 識別。為服務(wù)組織的 TQM 環(huán)境的制度如質(zhì)量管理的 12個特點。如下所示：高層管理承諾和領(lǐng)導能力人力資源管理 技術(shù)的系統(tǒng)信息和分析系統(tǒng)標桿超越持續(xù)改進以客戶為中心員工滿意工會干涉社會責任服務(wù)范圍服務(wù)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 ).這些特點可以歸納成如下三個類別：質(zhì)量管理的這些特點屬于制造業(yè)和服務(wù)業(yè)共有的，但是最初在制造業(yè)中應(yīng)用而稍后轉(zhuǎn)移服務(wù)環(huán)境.( 這些特點像是高層管理承諾和領(lǐng)導能力，人力資源管理 ，人力資源管理 ，技術(shù)的系統(tǒng)，信息和分析系統(tǒng)，標桿超越，持續(xù)改進，以客戶為中心，員工滿意，組織干涉，服務(wù)范圍，服務(wù)文化)。那些很少在文獻中被提到特點，然而是制造業(yè)的和服務(wù)業(yè)的 TQM 的主要元素( 例如組織干涉和社會責任)最后 , 那些服務(wù)組織的獨特因素 ( 即服務(wù)范圍- 人造的實際環(huán)境 - 服務(wù)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.表一詳細的解釋了TQS的12因素。一些企業(yè)已經(jīng)意識到這些因素的重要性?？紤]到服務(wù)業(yè)由一些特殊情況的事實，不同的因素扮演著不同的角色，并且涉及到許多方面（如技能，價值觀，工具，技術(shù)手段和其他需求），制造業(yè)與服務(wù)業(yè)都有差別。表2比較制造業(yè)和服務(wù)業(yè)組織的關(guān)于不同質(zhì)量管理的重要性和相關(guān)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