【品质管理与管控 】CH9

品質管理與管制1第9章建立和延續全面品質的組織（詳細的教材收錄於CD-ROM中）品質管理與管制2建立和延續全面品質的組織許下對TQ的承諾組織的文化和全面品質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式文化的實施障礙品質管理與管制3建立和延續全面品質的組織(續)延續品質組織視品質為一趟旅程學習性的組織自我評價的流程以自我評價為槓桿：後續跟催的重要性實施ISO9000，Baldrige，和六標準差對未來的觀點品質實務：Eastman的方式品質實務：Honeywell合併分歧的品質系統個案：GreenLawn的寓言通往品質的黃磚路Westerfield營造公司品質管理與管制4本章結束THANKS!品質管理與管制5品質管理與管制6Chapter9–BuildingandSustainingTotalQualityOrganizationsSellingTQ,Corporateculture,Baldrigecorevalues,TQvs.traditionalmanagement,Implementationmistakes,Bestpractices,SustainingTQ7WhyAdoptTQPhilosophy?ReactiontocompetitivethreattoprofitablesurvivalAnopportunitytoimprove品質管理與管制8SellingtheTQConcept1.Learntothinkliketopexecutives2.Positionqualityasawaytoaddressprioritiesofstakeholders3.Alignobjectiveswiththoseofseniormanagement4.Makeargumentsquantitative5.Makethefirstpitchtosomeonelikelytobesympathetic6.Focusongettinganearlywin,evenifitissmall7.Ensurethateffortswon’tbeundercutbycorporateaccountingprinciples8.Developallies,bothinternalandexternal9.Developmetricsforreturnonquality10.NeverstopsellingqualityTHEMANAGEMENTANDCONTROLOFQUALITY,5e,©2002South-Western/ThomsonLearningTM品質管理與管制9CorporateCultureandChangeCorporatecultureisacompany’svaluesystemanditscollectionofguidingprinciplesCulturalvaluesoftenseeninmissionandvisionstatementsCulturereflectedbymanagementpoliciesandactionsTHEMANAGEMENTANDCONTROLOFQUALITY,5e,©2002South-Western/ThomsonLearningTM品質管理與管制10BaldrigeCoreValuesandConceptsVisionaryleadershipCustomer-drivenexcellenceOrganizationalandpersonallearningValuingemployeesandpartnersAgilityManagingforinnovationFocusonthefutureManagementbyfactPublicresponsibilityandcitizenshipFocusonresultsandcreatingvalueSystemsperspectiveTHEMANAGEMENTANDCONTROLOFQUALITY,5e,©2002South-Western/ThomsonLearningTM品質管理與管制11TQvs.TraditionalManagementOrganizationalstructuresRoleofpeopleDefinitionofqualityGoalsandobjectivesKnowledgeManagementsystemsRewardsystemsManagement’sroleUnion-managementrelationsTeamworkSupplierrelationshipsControlCustomersResponsibilityMotivationCompetitionTHEMANAGEMENTANDCONTROLOFQUALITY,5e,©2002South-Western/ThomsonLearningTM品質管理與管制12CulturalChangeChangecanbeaccomplished,butitisdifficultImposedchangewillberesistedFullcooperation,commitment,andparticipationbyalllevelsofmanagementisessentialChangetakestimeYoumightnotgetpositiveresultsatfirstChangemightgoinunintendeddirectionsTHEMANAGEMENTANDCONTROLOFQUALITY,5e,©2002South-Western/ThomsonLearningTM品質管理與管制13BuildingonBestPracticesUniversalbestpracticesCycletimeanalysisProcessvalueanalysisProcesssimplificationStrategicplanningFormalsuppliercertificationprogramsTHEMANAGEMENTANDCONTROLOFQUALITY,5e,©2002South-Western/ThomsonLearningTM品質管理與管制14BestPractices:InfrastructureDesign(1of3)LowperformersProcessmanagementfundamentalsCustomerresponseTrainingandteamworkBenchmarkingcompetitorsCostreductionRewardsforteamworkandqualityTHEMANAGEMENTANDCONTROLOFQUALITY,5e,©2002South-Western/ThomsonLearningTM品質管理與管制15BestPractices:InfrastructureDesign(2of3)MediumperformersUsecustomerinputandmarketresearchSelectsuppliersbyqualityFlexibilityandcycletimereductionCompensationtiedtoqualityandteamworkTHEMANAGEMENTANDCONTROLOFQUALITY,5e,©2002South-Western/ThomsonLearningTM品質管理與管制16BestPractices:InfrastructureDesign(3of3)HighperformersSelf-managedandcross-functionalteamsStrategicpartnershipsBenchmarkingworld-classcompaniesSeniormanagementcompensationtiedtoqualityRapidresponseTHEMANAGEMENTANDCONTROLOFQUALITY,5e,©2002South-Western/ThomsonLearningTM17ImplementingTotalQuality:KeyPlayersSeniormanagementMiddlemanagementWorkforce品質管理與管制18Strategicvs.ProcessChangeStrategicchangeisbroadinscopeandstemsfromstrategicobjectives,whicharegenerallyexternallyfocusedandrelatetosignificantcustomer,market,product/service,ortechnologicalopportunitiesandchallenges.Processchangeisnarrowinscopeanddealswiththeoperationsofanorganization.Anaccumulationofcontinuouslyimprovingprocesschangescanleadtoapositiveandsustainableculturechange.品質管理與管制SJSUBus.142-DavidBentley19Strategicvs.ProcessChangeStrategicchangeBroadinscopeStemsfromstrategicobjectivesGenerallyexternallyfocusedProcesschangeNarrowinscopeDealswithinternaloperationsCanleadtopositive,sustainableculturechangeTHEMANAGEMENTANDCONTROLOFQUALITY,6e,©2005South-Western/ThomsonLearningTM品質管理與管制SJSUBus.142-DavidBentley20CommonMistakesinTQImplementation(1of4)TQregardedasa“program”Short-termresultsarenotobtainedProcessnotdrivenbyfocusoncustomer,connectiontostrategicbusinessissues,andsupportfromseniormanagementStructuralelementsblockchangeTHEMANAGEMENTANDCONTROLOFQUALITY,5e,©2002South-Western/ThomsonLearningTM品質管理與管制21CommonMistakesinTQImplementation(2of4)Goalssettoolow“Commandandcontrol”organizationalcultureTrainingnotproperlyaddressedFocusonproducts,notprocessesLittlerealempowermentisgivenTHEMANAGEMENTANDCONTROLOFQUALITY,5e,©2002South-Western/ThomsonLearningTM品質管理與管制SJSUBus.142-DavidBentley22CommonMistakesinTQImplementation(3of4)Organizationtoosuccessfu