如何建立和延續(xù)全面質(zhì)量的組織(英文版)課件

品質(zhì)管理與管制1本資料來(lái)源品質(zhì)管理與管制1本資料來(lái)源品質(zhì)管理與管制2第9章建立和延續(xù)全面品質(zhì)的組織（詳細(xì)的教材收錄於CD-ROM中）品質(zhì)管理與管制2第9章建立和延續(xù)全面品質(zhì)的組織品質(zhì)管理與管制3建立和延續(xù)全面品質(zhì)的組織許下對(duì)TQ的承諾組織的文化和全面品質(zhì) 文化的改變 立足於最佳的作法 在文化改變之際員工的角色改變管理 建立TQ式文化的實(shí)施障礙品質(zhì)管理與管制3建立和延續(xù)全面品質(zhì)的組織許下對(duì)TQ的承諾品質(zhì)管理與管制4建立和延續(xù)全面品質(zhì)的組織(續(xù))延續(xù)品質(zhì)組織 視品質(zhì)為一趟旅程 學(xué)習(xí)性的組織自我評(píng)價(jià)的流程 以自我評(píng)價(jià)為槓桿：後續(xù)跟催的重要性實(shí)施ISO9000，Baldrige，和六標(biāo)準(zhǔn)差對(duì)未來(lái)的觀點(diǎn)品質(zhì)實(shí)務(wù)：Eastman的方式品質(zhì)實(shí)務(wù)：Honeywell合併分歧的品質(zhì)系統(tǒng)個(gè)案：

GreenLawn的寓言通往品質(zhì)的黃磚路

Westerfield營(yíng)造公司品質(zhì)管理與管制4建立和延續(xù)全面品質(zhì)的組織(續(xù))延續(xù)品質(zhì)組織品質(zhì)管理與管制5本章結(jié)束THANKS!品質(zhì)管理與管制5本章結(jié)束THANKS!品質(zhì)管理與管制6品質(zhì)管理與管制6品質(zhì)管理與管制7Chapter9–Buildingand

SustainingTotalQuality

OrganizationsSellingTQ,Corporateculture,Baldrigecorevalues,TQvs.traditionalmanagement,Implementationmistakes,Bestpractices,SustainingTQ品質(zhì)管理與管制7Chapter9–Buildinga8WhyAdoptTQPhilosophy?ReactiontocompetitivethreattoprofitablesurvivalAnopportunitytoimprove8WhyAdoptTQPhilosophy?React品質(zhì)管理與管制9SellingtheTQConceptLearntothinkliketopexecutivesPositionqualityasawaytoaddressprioritiesofstakeholdersAlignobjectiveswiththoseofseniormanagementMakeargumentsquantitativeMakethefirstpitchtosomeonelikelytobesympatheticFocusongettinganearlywin,evenifitissmallEnsurethateffortswon’tbeundercutbycorporateaccountingprinciplesDevelopallies,bothinternalandexternalDevelopmetricsforreturnonqualityNeverstopsellingqualityTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制9SellingtheTQConcept品質(zhì)管理與管制10CorporateCultureandChangeCorporatecultureisacompany’svaluesystemanditscollectionofguidingprinciplesCulturalvaluesoftenseeninmissionandvisionstatementsCulturereflectedbymanagementpoliciesandactionsTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制10CorporateCultureand品質(zhì)管理與管制11BaldrigeCoreValues

andConceptsVisionaryleadershipCustomer-drivenexcellenceOrganizationalandpersonallearningValuingemployeesandpartnersAgilityManagingforinnovationFocusonthefutureManagementbyfactPublicresponsibilityandcitizenshipFocusonresultsandcreatingvalueSystemsperspectiveTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制11BaldrigeCoreValues

品質(zhì)管理與管制12TQvs.TraditionalManagementOrganizationalstructuresRoleofpeopleDefinitionofqualityGoalsandobjectivesKnowledgeManagementsystemsRewardsystemsManagement’sroleUnion-managementrelationsTeamworkSupplierrelationshipsControlCustomersResponsibilityMotivationCompetitionTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制12TQvs.TraditionalMa品質(zhì)管理與管制13CulturalChangeChangecanbeaccomplished,butitisdifficultImposedchangewillberesistedFullcooperation,commitment,andparticipationbyalllevelsofmanagementisessentialChangetakestimeYoumightnotgetpositiveresultsatfirstChangemightgoinunintendeddirectionsTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制13CulturalChangeChange品質(zhì)管理與管制14BuildingonBestPracticesUniversalbestpracticesCycletimeanalysisProcessvalueanalysisProcesssimplificationStrategicplanningFormalsuppliercertificationprogramsTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制14BuildingonBestPrac品質(zhì)管理與管制15BestPractices:

InfrastructureDesign(1of3)LowperformersProcessmanagementfundamentalsCustomerresponseTrainingandteamworkBenchmarkingcompetitorsCostreductionRewardsforteamworkandqualityTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制15BestPractices:

Infr品質(zhì)管理與管制16BestPractices:

InfrastructureDesign

(2of3)MediumperformersUsecustomerinputandmarketresearchSelectsuppliersbyqualityFlexibilityandcycletimereductionCompensationtiedtoqualityandteamworkTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制16BestPractices:

Infr品質(zhì)管理與管制17BestPractices:

InfrastructureDesign

(3of3)HighperformersSelf-managedandcross-functionalteamsStrategicpartnershipsBenchmarkingworld-classcompaniesSeniormanagementcompensationtiedtoqualityRapidresponseTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制17BestPractices:

Infr18ImplementingTotalQuality:

KeyPlayersSeniormanagementMiddlemanagementWorkforce18ImplementingTotalQuality:

品質(zhì)管理與管制19Strategicvs.ProcessChangeStrategicchangeisbroadinscopeand

stemsfromstrategicobjectives,whicharegenerallyexternallyfocusedandrelatetosignificantcustomer,market,product/service,ortechnologicalopportunitiesandchallenges.Processchangeisnarrowinscopeand

dealswiththeoperationsofanorganization.Anaccumulationofcontinuouslyimprovingprocesschangescanleadtoapositiveandsustainableculturechange.品質(zhì)管理與管制19Strategicvs.Process品質(zhì)管理與管制SJSUBus.142-DavidBentley20Strategicvs.ProcessChangeStrategicchangeBroadinscopeStemsfromstrategicobjectivesGenerallyexternallyfocusedProcesschangeNarrowinscopeDealswithinternaloperationsCanleadtopositive,sustainableculturechangeTHEMANAGEMENTANDCONTROLOFQUALITY,6e,?2005South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制SJSUBus.142-DavidBentley21CommonMistakes

inTQImplementation(1of4)TQregardedasa“program”Short-termresultsarenotobtainedProcessnotdrivenbyfocusoncustomer,connectiontostrategicbusinessissues,andsupportfromseniormanagementStructuralelementsblockchangeTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制22CommonMistakes

inTQImplementation(2of4)Goalssettoolow“Commandandcontrol”organizationalcultureTrainingnotproperlyaddressedFocusonproducts,notprocessesLittlerealempowermentisgivenTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制22CommonMistakes

inT品質(zhì)管理與管制SJSUBus.142-DavidBentley23CommonMistakes

inTQImplementation

(3of4)OrganizationtoosuccessfulandcomplacentOrganizationfailstoaddressfundamentalquestionsSeniormanagementnotpersonallyandvisiblycommittedOveremphasisonteamsforcross-functionalproblemsTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制SJSUBus.142-DavidBentley24CommonMistakes

inTQImplementation

(4of4)EmployeesoperateunderbeliefthatmoredataarealwaysdesirableManagementfailstorecognizethatqualityimprovementispersonalresponsibilityOrganizationdoesnotseeitselfascollectionofinterrelatedprocessesTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制25SustainingtheQuality

Organization(1of2)Viewqualityasajourney(“Racewithoutafinishline”)RecognizethatsuccesstakestimeCreatea“l(fā)earningorganization”P(pán)lanningExecutionofplansAssessmentofprogressRevisionofplansbasedonassessmentfindingsTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制25SustainingtheQualit品質(zhì)管理與管制26SustainingtheQuality

Organization(2of2)UseBaldrigeassessmentandfeedbackShareinternalbestpractices(internalbenchmarking)THEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制26SustainingtheQualit品質(zhì)管理與管制SJSUBus.142-DavidBentley27KeyActivitiesofLearningOrganizationsSystematicproblemsolvingExperimentationwithnewapproachesLearningfromtheirownexperiencesandhistoryLearningfromtheexperiencesandbestpracticesofothersTransferringknowledgequicklyandefficientlythroughouttheorganizationTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制28SelfAssessment:

BasicElementsManagementinvolvementandleadershipProductandprocessdesignProductcontrolCustomerandsuppliercommunicationsQualityimprovementEmployeeparticipationEducationandtrainingQualityinformationTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制28SelfAssessment:

Bas品質(zhì)管理與管制SJSUBus.142-DavidBentley29ImportanceofFollow-UpofSelf-AssessmentResultsManyorganizationsderivelittlebenefitfromconductingself-assessmentandachievefewoftheprocessimprovementssuggestedbyself-studyReasons:ManagersdonotsenseaproblemManagersreactnegativelyorbydenialManagersdon’tknowwhattodowiththeinformationTHEMANAGEMENTANDCONTROLOFQUALITY,6e,?2005South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制SJSUBus.142-DavidBentley30LeveragingSelf-AssessmentFindingsPreparetobehumbledTalkthroughthefindingsRecognizeinstitutionalinfluencesGrindoutthefollow-upTHEMANAGEMENTANDCONTROLOFQUALITY,6e,?2005South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制SJSUBus.142-DavidBentley31ImplementingISO9000StartwithaqualitypolicythatidentifieskeyobjectivesandbasicproceduresDevelopaqualitymanualtodocumenttheproceduresUseinternalauditstomaintainproceduresProvideadequateresourcesTHEMANAGEMENTANDCONTROLOFQUALITY,6e,?2005South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制SJSUBus.142-DavidBentley32ImplementingSixSigma6CommittedleadershipIntegrationwithexistinginitiatives,businessstrategy,andperformancemeasurementProcessthinkingDisciplinedcustomerandmarketintelligencegatheringTHEMANAGEMENTANDCONTROLOFQUALITY,6e,?2005South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制SJSUBus.142-DavidBentley33ImplementingSixSigma6AbottomlineorientationLeadershipinthetrenchesTrainingContinuousreinforcementandrewardsTHEMANAGEMENTANDCONTROLOFQUALITY,6e,?2005South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制34品質(zhì)管理與管制34品質(zhì)管理與管制35BaldrigeCoreValues

andConceptsVisionaryleadershipCustomer-drivenexcellenceOrganizationalandpersonallearningValuingemployeesandpartnersAgilityManagingforinnovationFocusonthefutureManagementbyfactPublicresponsibilityandcitizenshipFocusonresultsandcreatingvalueSystemsperspective品質(zhì)管理與管制35BaldrigeCoreValues品質(zhì)管理與管制36品質(zhì)管理與管制36品質(zhì)管理與管制37KeyIdeaBuildingandsustainingaTQorganizationrequiresareadinessforchange,theadoptionofsoundpracticesandimplementationstrategies,andaneffectiveorganizationalinfrastructure.品質(zhì)管理與管制37KeyIdeaBuildingand品質(zhì)管理與管制38KeyIdeaCultureisreflectedbythemanagementpoliciesandactionsthatacompanypractices.Therefore,organizationsthatbelieveintheprinciplesoftotalqualityaremorelikelytoimplementthepracticessuccessfully.Conversely,actionssetcultureinmotion.Astotalqualitypracticesareusedroutinelywithinanorganization,itspeoplelearntobelieveintheprinciples,andculturalchangescanoccur.品質(zhì)管理與管制38KeyIdeaCultureisre品質(zhì)管理與管制39KeyIdeaImpatientmanagersoftenseekimmediateculturalchangebyadoptingoff-the-shelfqualityprogramsandpractices,orbyimitatingothersuccessfulorganizations.Inmostcases,thisapproachissettingthemselvesupforfailure.品質(zhì)管理與管制39KeyIdeaImpatientman品質(zhì)管理與管制40KeyIdeaOrganizationscontemplatingchangemustanswersometoughquestions,suchas,Whyisthechangenecessary?Whatwillitdotomyorganization(department,job)?WhatproblemswillIencounterinmakingthechange?andperhapsthemostimportantone—What’sinitforme?品質(zhì)管理與管制40KeyIdeaOrganizations品質(zhì)管理與管制41Contrasts品質(zhì)管理與管制41Contrasts品質(zhì)管理與管制42KeyIdeaNumerousbarriersexisttosuccessfullytransformorganizationstoasustainedcultureoftotalquality.Understandingthesebarrierscanhelpsignificantlyinmanagingchangeprocesses.Perhapsthemostsignificantfailureencounteredinmostorganizationsisalackofalignmentbetweencomponentsoftheorganizationalsystem.品質(zhì)管理與管制42KeyIdeaNumerousbarr品質(zhì)管理與管制43KeyIdeaOrganizationsaredynamicentities.Managersmustconsiderthedynamiccomponentinordertodealwithinstabilityintheenvironment,imperfectplans,theneedforinnovation,andthecommonhumandesireforvarietyandchange.品質(zhì)管理與管制43KeyIdeaOrganizations品質(zhì)管理與管制44KeyIdeaSelf-assessmentshouldidentifybothstrengthsandopportunitiesforimprovement,creatingabasisforevolvingtowardhigherlevelsofperformance.Thus,amajorobjectiveofmostself-assessmentprojectsistheimprovementoforganizationalprocessesbasedonopportunitiesidentifiedbytheevaluation.品質(zhì)管理與管制44KeyIdeaSelf-assessme品質(zhì)管理與管制45本資料來(lái)源品質(zhì)管理與管制1本資料來(lái)源品質(zhì)管理與管制46第9章建立和延續(xù)全面品質(zhì)的組織（詳細(xì)的教材收錄於CD-ROM中）品質(zhì)管理與管制2第9章建立和延續(xù)全面品質(zhì)的組織品質(zhì)管理與管制47建立和延續(xù)全面品質(zhì)的組織許下對(duì)TQ的承諾組織的文化和全面品質(zhì) 文化的改變 立足於最佳的作法 在文化改變之際員工的角色改變管理 建立TQ式文化的實(shí)施障礙品質(zhì)管理與管制3建立和延續(xù)全面品質(zhì)的組織許下對(duì)TQ的承諾品質(zhì)管理與管制48建立和延續(xù)全面品質(zhì)的組織(續(xù))延續(xù)品質(zhì)組織 視品質(zhì)為一趟旅程 學(xué)習(xí)性的組織自我評(píng)價(jià)的流程 以自我評(píng)價(jià)為槓桿：後續(xù)跟催的重要性實(shí)施ISO9000，Baldrige，和六標(biāo)準(zhǔn)差對(duì)未來(lái)的觀點(diǎn)品質(zhì)實(shí)務(wù)：Eastman的方式品質(zhì)實(shí)務(wù)：Honeywell合併分歧的品質(zhì)系統(tǒng)個(gè)案：

GreenLawn的寓言通往品質(zhì)的黃磚路

Westerfield營(yíng)造公司品質(zhì)管理與管制4建立和延續(xù)全面品質(zhì)的組織(續(xù))延續(xù)品質(zhì)組織品質(zhì)管理與管制49本章結(jié)束THANKS!品質(zhì)管理與管制5本章結(jié)束THANKS!品質(zhì)管理與管制50品質(zhì)管理與管制6品質(zhì)管理與管制51Chapter9–Buildingand

SustainingTotalQuality

OrganizationsSellingTQ,Corporateculture,Baldrigecorevalues,TQvs.traditionalmanagement,Implementationmistakes,Bestpractices,SustainingTQ品質(zhì)管理與管制7Chapter9–Buildinga52WhyAdoptTQPhilosophy?ReactiontocompetitivethreattoprofitablesurvivalAnopportunitytoimprove8WhyAdoptTQPhilosophy?React品質(zhì)管理與管制53SellingtheTQConceptLearntothinkliketopexecutivesPositionqualityasawaytoaddressprioritiesofstakeholdersAlignobjectiveswiththoseofseniormanagementMakeargumentsquantitativeMakethefirstpitchtosomeonelikelytobesympatheticFocusongettinganearlywin,evenifitissmallEnsurethateffortswon’tbeundercutbycorporateaccountingprinciplesDevelopallies,bothinternalandexternalDevelopmetricsforreturnonqualityNeverstopsellingqualityTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制9SellingtheTQConcept品質(zhì)管理與管制54CorporateCultureandChangeCorporatecultureisacompany’svaluesystemanditscollectionofguidingprinciplesCulturalvaluesoftenseeninmissionandvisionstatementsCulturereflectedbymanagementpoliciesandactionsTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制10CorporateCultureand品質(zhì)管理與管制55BaldrigeCoreValues

andConceptsVisionaryleadershipCustomer-drivenexcellenceOrganizationalandpersonallearningValuingemployeesandpartnersAgilityManagingforinnovationFocusonthefutureManagementbyfactPublicresponsibilityandcitizenshipFocusonresultsandcreatingvalueSystemsperspectiveTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制11BaldrigeCoreValues

品質(zhì)管理與管制56TQvs.TraditionalManagementOrganizationalstructuresRoleofpeopleDefinitionofqualityGoalsandobjectivesKnowledgeManagementsystemsRewardsystemsManagement’sroleUnion-managementrelationsTeamworkSupplierrelationshipsControlCustomersResponsibilityMotivationCompetitionTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制12TQvs.TraditionalMa品質(zhì)管理與管制57CulturalChangeChangecanbeaccomplished,butitisdifficultImposedchangewillberesistedFullcooperation,commitment,andparticipationbyalllevelsofmanagementisessentialChangetakestimeYoumightnotgetpositiveresultsatfirstChangemightgoinunintendeddirectionsTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制13CulturalChangeChange品質(zhì)管理與管制58BuildingonBestPracticesUniversalbestpracticesCycletimeanalysisProcessvalueanalysisProcesssimplificationStrategicplanningFormalsuppliercertificationprogramsTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制14BuildingonBestPrac品質(zhì)管理與管制59BestPractices:

InfrastructureDesign(1of3)LowperformersProcessmanagementfundamentalsCustomerresponseTrainingandteamworkBenchmarkingcompetitorsCostreductionRewardsforteamworkandqualityTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制15BestPractices:

Infr品質(zhì)管理與管制60BestPractices:

InfrastructureDesign

(2of3)MediumperformersUsecustomerinputandmarketresearchSelectsuppliersbyqualityFlexibilityandcycletimereductionCompensationtiedtoqualityandteamworkTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制16BestPractices:

Infr品質(zhì)管理與管制61BestPractices:

InfrastructureDesign

(3of3)HighperformersSelf-managedandcross-functionalteamsStrategicpartnershipsBenchmarkingworld-classcompaniesSeniormanagementcompensationtiedtoqualityRapidresponseTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制17BestPractices:

Infr62ImplementingTotalQuality:

KeyPlayersSeniormanagementMiddlemanagementWorkforce18ImplementingTotalQuality:

品質(zhì)管理與管制63Strategicvs.ProcessChangeStrategicchangeisbroadinscopeand

stemsfromstrategicobjectives,whicharegenerallyexternallyfocusedandrelatetosignificantcustomer,market,product/service,ortechnologicalopportunitiesandchallenges.Processchangeisnarrowinscopeand

dealswiththeoperationsofanorganization.Anaccumulationofcontinuouslyimprovingprocesschangescanleadtoapositiveandsustainableculturechange.品質(zhì)管理與管制19Strategicvs.Process品質(zhì)管理與管制SJSUBus.142-DavidBentley64Strategicvs.ProcessChangeStrategicchangeBroadinscopeStemsfromstrategicobjectivesGenerallyexternallyfocusedProcesschangeNarrowinscopeDealswithinternaloperationsCanleadtopositive,sustainableculturechangeTHEMANAGEMENTANDCONTROLOFQUALITY,6e,?2005South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制SJSUBus.142-DavidBentley65CommonMistakes

inTQImplementation(1of4)TQregardedasa“program”Short-termresultsarenotobtainedProcessnotdrivenbyfocusoncustomer,connectiontostrategicbusinessissues,andsupportfromseniormanagementStructuralelementsblockchangeTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制66CommonMistakes

inTQImplementation(2of4)Goalssettoolow“Commandandcontrol”organizationalcultureTrainingnotproperlyaddressedFocusonproducts,notprocessesLittlerealempowermentisgivenTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制22CommonMistakes

inT品質(zhì)管理與管制SJSUBus.142-DavidBentley67CommonMistakes

inTQImplementation

(3of4)OrganizationtoosuccessfulandcomplacentOrganizationfailstoaddressfundamentalquestionsSeniormanagementnotpersonallyandvisiblycommittedOveremphasisonteamsforcross-functionalproblemsTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制SJSUBus.142-DavidBentley68CommonMistakes

inTQImplementation

(4of4)EmployeesoperateunderbeliefthatmoredataarealwaysdesirableManagementfailstorecognizethatqualityimprovementispersonalresponsibilityOrganizationdoesnotseeitselfascollectionofinterrelatedprocessesTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制69SustainingtheQuality

Organization(1of2)Viewqualityasajourney(“Racewithoutafinishline”)RecognizethatsuccesstakestimeCreatea“l(fā)earningorganization”P(pán)lanningExecutionofplansAssessmentofprogressRevisionofplansbasedonassessmentfindingsTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制25SustainingtheQualit品質(zhì)管理與管制70SustainingtheQuality

Organization(2of2)UseBaldrigeassessmentandfeedbackShareinternalbestpractices(internalbenchmarking)THEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制26SustainingtheQualit品質(zhì)管理與管制SJSUBus.142-DavidBentley71KeyActivitiesofLearningOrganizationsSystematicproblemsolvingExperimentationwithnewapproachesLearningfromtheirownexperiencesandhistoryLearningfromtheexperiencesandbestpracticesofothersTransferringknowledgequicklyandefficientlythroughouttheorganizationTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制72SelfAssessment:

BasicElementsManagementinvolvementandleadershipProductandprocessdesignProductcontrolCustomerandsuppliercommunicationsQualityimprovementEmployeeparticipationEducationandtrainingQualityinformationTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制28SelfAssessment:

Bas品質(zhì)管理與管制SJSUBus.142-DavidBentley73ImportanceofFollow-UpofSelf-AssessmentResultsManyorganizationsderivelittlebenefitfromconductingself-assessmentandachievefewoftheprocessimprovementssuggestedbyself-studyReasons:ManagersdonotsenseaproblemManagersreactnegativelyorbydenialManagersdon’tknowwhattodowiththeinformationTHEMANAGEMENTANDCONTROLOFQUALITY,6e,?2005South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制SJSUBus.142-DavidBentley74LeveragingSelf-AssessmentFindingsPreparetobehumbledTalkthroughthefindingsRecognizeinstitutionalinfluencesGrindoutthefollow-upTHEMANAGEMENTANDCONTROLOFQUALITY,6e,?2005South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制SJSUBus.142-DavidBentley75ImplementingISO9000StartwithaqualitypolicythatidentifieskeyobjectivesandbasicproceduresDevelopaqualitymanualtodocumenttheproceduresUseinternalauditstomaintainproceduresProvideadequateresourcesTHEMANAGEMENTANDCONTROLOFQUALITY,6e,?2005South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制SJSUBus.142-DavidBentley76ImplementingSixSigma6CommittedleadershipIntegrationwithexistinginitiatives,businessstrategy,andperformancemeasurementProcessthinkingDisciplinedcustomerandmarketintelligencegatheringTHEMANAGEMENTANDCONTROLOFQUALITY,6e,?2005South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制SJSUBus.142-DavidBentley77ImplementingSixSigma6AbottomlineorientationLeadershipinthetrenchesTrainingContinuousreinforcementandrewardsTHEMANAGEMENTANDCONTROLOFQUALITY,6e,?2005South-Western/ThomsonLearningTM品質(zhì)管理與管制SJSUBus.142-DavidB品質(zhì)管理與管制78品質(zhì)管理與管制34品質(zhì)管理與管制79BaldrigeCoreValues

andConceptsVisionaryleadershipCustomer-drivenexcellenceOrganizational