波多里奇獎(jiǎng)主題英文版

TableofContents目錄Subject1:BackgroundofPerformanceExcellenceandBaldrigeAwardOverview主題1：業(yè)績(jī)卓越獎(jiǎng)的背景以及波多里奇獎(jiǎng)的概況Subject2:theCoreValueoftheBaldrigeModel主題2：波多里奇模式的核心價(jià)值Subject3:OrganizationalProfileandOrganizationalChallenge主題3：組織簡(jiǎn)介以及組織挑戰(zhàn)Subject4:TheCategories,Items,AreasandSpecificquestions主題4：類、條款、區(qū)域以及特殊問題Subject5:Self-AssessmentandImprovementsBasedonBaldrigeCriteria主題5：基于波多里奇標(biāo)準(zhǔn)的自我評(píng)估和改進(jìn)主題6：如何實(shí)施波多里奇獎(jiǎng)及如何編寫自評(píng)報(bào)告

1Whatdoweintendtoachieveinthecourse?本次課程我們要達(dá)到的目的？（1）Wewanttoanswerthefollowingquestions:我們想回答下列問題：Whatshallwedotoensurethelongtermsuccessofourbusiness? 我們應(yīng)該怎樣做才能確保商業(yè)長(zhǎng)期成功？WhatarethecontentsandmechanismsofBaldrigeAward? 波多里奇獎(jiǎng)的內(nèi)容和評(píng)獎(jiǎng)機(jī)制是什么？DoesBaldrigeAwardprovidetheframeworkandcriteriaforalongtermsuccessfulbusiness? 波多里奇獎(jiǎng)是否為長(zhǎng)期成功的商業(yè)提供了框架和方法？

2IsourorganizationreadytoutilizetheBaldrigeAward? 我們的組織是否具備使用波多里奇獎(jiǎng)的環(huán)境？HowtoimplementtheBaldrigeAwardcriteria? 怎樣實(shí)施波多里奇獎(jiǎng)標(biāo)準(zhǔn)？Howtocarryoutself-assessmentbasedonBaldrigeAwardCriteria? 怎樣基于波多里奇獎(jiǎng)標(biāo)準(zhǔn)進(jìn)行自評(píng)？如何編寫自評(píng)報(bào)告？Whatdoweintendtoachieveinthecourse?本次課程我們要達(dá)到的目的？（2）

3Subject1主題1BackgroundofPerformanceExcellenceandBaldrigeAwardOverview業(yè)績(jī)卓越獎(jiǎng)的背景以及波多里奇獎(jiǎng)的概況

4TheFirstQualityAward最早的質(zhì)量獎(jiǎng)（1）TheDemingPrize戴明獎(jiǎng)Dr.W.EdwardsDemingwasaU.S.statisticianwhotaughttheJapaneseaboutthebasicsofqualitycontrolin1950.AtthistimeJapanhadbeendevastatedbyWorldWarIIanditseconomywasinruins.Unskilledinthemethodsofmassproduction,Japanesefactorieswereturningoutinferiorproductsthatwerehardtosellatanyprice,andvirtuallyimpossibletoexport.YetJapandesperatelyneededexportrevenuesinordertopurchasefood.ThetechnicalknowledgethatDemingprovidedwasanimportantpartofthesolution. 威廉·愛德華·戴明博士是美國(guó)的統(tǒng)計(jì)學(xué)家，他曾在1950年在日本講授質(zhì) 量控制的基礎(chǔ)。那個(gè)時(shí)候日本正處于第2次世界后的經(jīng)濟(jì)蕭條期。無大規(guī)模生產(chǎn)的技術(shù)，使日本制造商生產(chǎn)出無論價(jià)格高低都賣不出的低檔產(chǎn)品，更談不上出口。但是日本迫切需要出口收入采購食品。戴明提供的技術(shù)知識(shí)是解決此種情況重要的一部分。

5Demingshowedgreatsympathyforthepredicamentofhishosts,forexamplebydonatingtheincomefromhislecturestotheUnionofJapaneseEngineersandScientists(JUSE).SowhenJUSEdecidedin1951toestablishanationalawardtopromotequalitymanagement,itwasnaturalthattheyshouldnameitforDr.Deming.ItbecamethestandardbywhichbusinessexcellencewasjudgedinJapanformorethan40years. 戴明對(duì)日本的困境顯示了很大的同情心，例如他將講課的收入捐贈(zèng)給日本科學(xué)家與工程師聯(lián)合會(huì)（JUSE）。所以當(dāng)1951年JUSE決定建立提高質(zhì)量管理的國(guó)家質(zhì)量獎(jiǎng)時(shí)，便以戴明博士的名字命名。此獎(jiǎng)項(xiàng)現(xiàn)在被認(rèn)為是日本40多年來商業(yè)卓越方面的最高獎(jiǎng)項(xiàng)。TheFirstQualityAward最早的質(zhì)量獎(jiǎng)（2）

6TheEmergingofBaldrigeAward(1)

波多里奇獎(jiǎng)的出現(xiàn)（1）Afterthe2nd.WorldWar,withthecomingofpeace,U.S.managementalmostovernightdiscardedtheveryqualitymanagementpracticesthathadhelpedmaketheindustrialwareffortsosuccessful.Themostprofitablestrategywasjusttokeeppumpinguptheproductionvolumesandignoreeverythingelse.ThusU.S.managementresolutelyignoredqualitymanagementforthenextthirtyyears.

第2次世界大戰(zhàn)后，戰(zhàn)爭(zhēng)停息，美國(guó)管理幾乎拋棄了全面 質(zhì)量管理規(guī)范。最有利可圖的策略就是只追求產(chǎn)量而忽略其他任何東西。 因此，在接下來的30年內(nèi)，美國(guó)幾乎徹底忽略了質(zhì)量管理。

7Duringthesesamethreedecades,qualitymanagementtechniqueswereacornerstoneofJapan'seconomicmiracle,includingitsmajorpenetrationintomarketsaroundtheworld.ItisagainironicthatwhiletheU.S.A.discardedqualitymanagementandgaveitasanunintentionalgifttoJapan,itwastheJapanesewholaterbroughtitbackunintentionallytotheU.S.A.ThereawakeningofU.S.interestinqualityinthe1980'swaslargelyduetothedevastatingeffectofforeigncompetition.

在相同的時(shí)期內(nèi)，質(zhì)量管理技術(shù)已經(jīng)成為日本的經(jīng)濟(jì)奇跡以及日本向全球市場(chǎng)滲透的基石。當(dāng)美國(guó)拋棄質(zhì)量管理并將其作為一份無心 的禮物贈(zèng)送給日本，是日本又在后來將其回贈(zèng)給美國(guó)。1980年美國(guó)重新對(duì)質(zhì)量感興趣主要是由于外國(guó)競(jìng)爭(zhēng)的巨大影響。TheEmergingofBaldrigeAward(2)

波多里奇獎(jiǎng)的出現(xiàn)（2）

8Bythemid1980'stherewaspanicinmanyquartersintheUSA.Foreigncompetitionseemedtobehavingitswayandnoonecouldfigureoutwhy,orhowtostoptherot.Allkindsofmadcaptheoriesand"solutions"werebeingdiscussed,inindustry,inthemediaandamongpoliticians.AtthistimeonlyarelativelyfewU.S.companiessuchasXeroxandFordhadfiguredoutwhattherealproblemwas—primarilypoormanagementpractices—andwerelearninghowtocleanuptheiractandfightback.

80年代中期，美國(guó)的許多地方出現(xiàn)了經(jīng)濟(jì)恐慌。外國(guó)競(jìng)爭(zhēng)似乎為所欲為并且沒有人知道怎樣應(yīng)對(duì)。所有荒唐的理論和“解決方案”都在被行業(yè)、媒體乃至政治家之間討論。此時(shí)，美國(guó)只有少數(shù)公司，例如施樂和福特領(lǐng)悟到真正的問題是——從根本上缺乏管理規(guī)范——并學(xué)習(xí)如何整頓自己的行為以及回?fù)?。TheEmergingofBaldrigeAward(3)

波多里奇獎(jiǎng)的出現(xiàn)（3）

9Others,suchasGeneralMotorsdidn'tunderstandthisatall.GM'sresponsewasto"betthefarm"onastrategyofusingtechnologytoreplacepeople,whichprovedtobeadisastrous.Othercompaniesbecameconvincedthattheywerethevictimsof"dumping"andsoughtlegislationthatsimplyforcedmoreefficientforeigncompaniestoincreasetheirmarginsbychargingU.S.customersmore. 其他公司，例如通用公司根本不理解這一舉措，通用公司的反應(yīng)是使用技術(shù)取代人的策略無疑是“把老本都賭上”，其后果是空前慘重的。其他公司也確信他們是“傾銷”的受害者，并尋求法律途徑向外國(guó)公司施壓，通過控制更多的本土顧客以增加他們的收入。TheEmergingofBaldrigeAward(4)

波多里奇獎(jiǎng)的出現(xiàn)（4）

10Inthemidstofthisdebate,thosewhohadfollowedthespreadofqualitymanagementinAsia——anditsdeclineintheU.S.A.—knewthatthisknowledgegapwasasignificantpartoftheproblem.FollowingtheexampleoftheDemingPrize,variousattemptsweremadetocreateaU.S.nationalqualityawardasatooltoraiseawarenessandpromotethesharingofknowledge.TherewasevenaprivatebilldraftedforCongresstoestablishsuchanaward,buttheseeffortsgotnowhere.在爭(zhēng)論的過過程中，那那些曾參與與質(zhì)量管理理在亞洲發(fā)發(fā)展進(jìn)程——同時(shí)在美國(guó)國(guó)衰落——這一過程的的人確信知知識(shí)差異是是最大的問問題。仿照照戴明獎(jiǎng)的的實(shí)例，美美國(guó)開始做做出各種嘗嘗試，以建建立美國(guó)的的國(guó)家質(zhì)量量獎(jiǎng)，作為為一種提高高意識(shí)以及及推動(dòng)知識(shí)識(shí)共享的工工具。甚至至為國(guó)會(huì)起起草了一份份司法法案案以建立此此獎(jiǎng)項(xiàng)，但但這些努力力都毫無結(jié)結(jié)果。TheEmergingofBaldrigeAward(5)波多里奇獎(jiǎng)獎(jiǎng)的出現(xiàn)（（5）11Thenin1988MalcolmBaldrige,theSecretaryofCommerceandafriendofReagan,wasfatallyinjuredinarodeoaccident.Seizingtheopportunitycreatedbythistragedy,thesupportersofthebillsuggestedtoReaganthattheawardwouldbeafittingmemorialto"Mac"Baldrige.Thelegislationwasquicklyrenamedandenacted.1988年馬爾科姆姆·波多里里奇，美國(guó)國(guó)商務(wù)部長(zhǎng)長(zhǎng)，里根的的好友，在在一次競(jìng)技技事故中不不幸遇難。。法案擁護(hù)護(hù)者借此災(zāi)災(zāi)難之機(jī)會(huì)會(huì)，向里根根總統(tǒng)建議議此獎(jiǎng)項(xiàng)是是對(duì)“馬爾爾科姆”波波多里奇的的適當(dāng)紀(jì)念念。此立法法很快就被被重新命名名和頒布。。TheEmergingofBaldrigeAward(6)波多里奇獎(jiǎng)獎(jiǎng)的出現(xiàn)（（6）12ThustheMalcolmBaldrigeNationalQualityAwardcameintobeingthirty-sevenyearsafterthecreationoftheDemingPrizeinJapan.ThismarkedamilestoneinreawakeningoftheU.S.A.totheimportanceofmanagingqualityastheroutetohighproductivity,lowcosts,andmarketsuccess.從而，在在日本戴戴明獎(jiǎng)創(chuàng)創(chuàng)立37年后，，馬爾科科姆·波波多里奇奇國(guó)家質(zhì)質(zhì)量獎(jiǎng)?wù)Q誕生。這這是美國(guó)國(guó)質(zhì)量管管理（高高產(chǎn)量、、低成本本以及成成功銷售售的畢經(jīng)經(jīng)之路））重要性性意識(shí)再再度覺醒醒的里程程碑。TheEmergingofBaldrigeAward(7)波多里奇奇獎(jiǎng)的出出現(xiàn)（7）13TheBaldrigeAward波多里奇奇獎(jiǎng)(1)NationalInstituteofStandardsandTechnology(NIST),anagencyofU.S.DepartmentofCommerce,isresponsiblefortheBaldrigeNationalQualityAwardandProgram.國(guó)家標(biāo)標(biāo)準(zhǔn)與與技術(shù)術(shù)協(xié)會(huì)會(huì)（NIST）），美國(guó)商商業(yè)部部門的的下屬屬機(jī)構(gòu)構(gòu)，負(fù)負(fù)責(zé)波波多里里奇國(guó)國(guó)家質(zhì)質(zhì)量獎(jiǎng)獎(jiǎng)評(píng)獎(jiǎng)獎(jiǎng)及方方案。。TheAmericanSocietyforQuality(ASQ)assistsinadministeringtheAwardProgramundercontracttoNIST.美國(guó)質(zhì)質(zhì)量學(xué)學(xué)會(huì)（（ASQ）按照與與NIST的合同同協(xié)助助評(píng)獎(jiǎng)獎(jiǎng)方案案的執(zhí)執(zhí)行工工作。。ThecontentsofBaldrigeAwardareup-datedannuallyalongwithacomprehensivecasestudyissuedbyNIST.波多多里里奇奇獎(jiǎng)獎(jiǎng)的的內(nèi)內(nèi)容容與與NIST公布布的的綜綜合合案案例例研研究究一一起起每每年年更更新新。。14ThePurposesofBaldrigeAward波多多里里奇奇獎(jiǎng)獎(jiǎng)的的目目的的（（1））TheCriteriaarethebasisfororganizationalself-assessments,formakingAwards,andforgivingfeedbacktoapplicants.本標(biāo)標(biāo)準(zhǔn)準(zhǔn)是是組組織織自自評(píng)評(píng)、、參參與與評(píng)評(píng)獎(jiǎng)獎(jiǎng)以以及及對(duì)對(duì)申申請(qǐng)請(qǐng)者者反反饋饋的的依依據(jù)據(jù)。。152.TheCriteriahavethreeimportantrolesinstrengtheningU.S.“competitiveness””:本標(biāo)準(zhǔn)在在加強(qiáng)美美國(guó)“競(jìng)競(jìng)爭(zhēng)力””中有三三項(xiàng)重要要職責(zé)：：- tohelpimproveorganizationalperformancepractices,capabilities,andresults幫助提高高組織的的業(yè)績(jī)規(guī)規(guī)范、能能力和結(jié)結(jié)果- tofacilitatecommunicationandsharingofbestpracticesinformationamongU.S.organizationsofalltypes推動(dòng)美國(guó)國(guó)所有組組織間最最佳作法法的信息息溝通和和共享- toserveasaworkingtoolforunderstandingandmanagingperformanceandforguidingorganizationalplanningandopportunitiesforlearning作為理解解和管理理業(yè)績(jī)、、指導(dǎo)組組織策劃劃和學(xué)習(xí)習(xí)機(jī)會(huì)的的工具。。ThePurposesofBaldrigeAward波多里奇奇獎(jiǎng)的目目的（2）16TheGoalsofBaldrigeAward波多里奇奇獎(jiǎng)的目目標(biāo)TheCriteriaaredesignedtohelporganizationsuseanintegratedapproachtoorganizationalperformancemanagementthatresultsin設(shè)計(jì)本標(biāo)標(biāo)準(zhǔn)是為為了幫助助組織使使用一種種整合的的方法進(jìn)進(jìn)行組織織業(yè)績(jī)管管理，從從而：-deliveryofever-improvingvaluetocustomers,不斷提高向顧顧客交付的價(jià)價(jià)值-contributingtomarketplacesuccess貢獻(xiàn)于成功的的市場(chǎng)開拓-improvementofoverallorganizationaleffectivenessandcapabilities整個(gè)組織有效效性和能力的的提高-organizationalandpersonallearning組織以及個(gè)人人的學(xué)習(xí)17DoesBaldrigeAwardWork?波多里奇獎(jiǎng)有有效嗎？Ahypotheticalsumwasinvestedineachofthe1990-1999,publicly-tradedBaldrigeAwardrecipient‘scommonstock,intheyeartheyappliedfortheAward.TheinvestmentwastrackedfromthefirstbusinessdayofthemonthfollowingtheannouncementoftheAwardrecipientsthroughDecember1,2000.$1,000wasinvestedineachwholecompany,andforsubsidiariesthesuminvestedwas$1,000multipliedbythepercentofthewholecompany‘semployeebasethesubunitrepresentedatthetimeofitsapplication.ThesametotaldollaramountwasinvestedintheStandard&Poor’s(S&P)500onthesameday.假設(shè)總體在1990-1999年每每一年都被投投資，公開交交易的波多里里奇獎(jiǎng)獲得者者的普通股，，在他們申請(qǐng)請(qǐng)獎(jiǎng)項(xiàng)的那一一年。從第一一個(gè)交易日開開始跟蹤，到到獎(jiǎng)項(xiàng)獲得后后的公告，一一直到200年12月1日。每一個(gè)個(gè)完整的公司司投資1000美元，分公司司按照公司員員工的百分比比。18獎(jiǎng)項(xiàng)申請(qǐng)者1990-1999公開開交易的現(xiàn)場(chǎng)場(chǎng)訪問評(píng)審獎(jiǎng)項(xiàng)申請(qǐng)者1990-1999整個(gè)個(gè)公司公開交交易的現(xiàn)場(chǎng)訪訪問評(píng)審在股票研究中中涉及的獎(jiǎng)項(xiàng)項(xiàng)接收者（在在研研究究的的時(shí)時(shí)候候只只包包括括公公眾眾持持有有股股。。））19IsTQMdying?全面面質(zhì)質(zhì)量量管管理理是是否否正正在在衰衰退退？？AstudyperformedbyK.B.KevinandV.R.SinghaltolinkTQMtobottom-linemeasuresofperformance.由K.B.Kevin和V.R.Singhal進(jìn)行行的的研研究究將將全全面面質(zhì)質(zhì)量量管管理理與與業(yè)業(yè)績(jī)績(jī)的的底底線線測(cè)測(cè)量量相相聯(lián)聯(lián)系系。。600companieswhohaveeffectivelyimplementedTQMareselected.Companieswith:選擇擇了了600家家有有效效實(shí)實(shí)施施全全面面質(zhì)質(zhì)量量管管理理的的公公司司。。他他們們：：Focusingoncustomersatisfaction,以顧顧客客滿滿意意為為中中心心，，Encouragingemployeeinvolvement,鼓勵(lì)勵(lì)全全員員參參與與，，Continuousimprovementwellaccepted,practiced,anddeployed,接受受、、進(jìn)進(jìn)行行并并堅(jiān)堅(jiān)持持持持續(xù)續(xù)改改進(jìn)進(jìn)，，Winingofsometypesofqualityaward.成功功獲獲得得某某些些質(zhì)質(zhì)量量獎(jiǎng)獎(jiǎng)項(xiàng)項(xiàng)。。20獎(jiǎng)項(xiàng)獲得得者的股股票與對(duì)對(duì)比性有有價(jià)證券券比較股票組合合獎(jiǎng)項(xiàng)獲得得者的股股票性能能價(jià)格比比與不同同對(duì)比性性有價(jià)證證券的比比較21金融業(yè)績(jī)與對(duì)比性公司的比較業(yè)績(jī)測(cè)量獎(jiǎng)項(xiàng)獲得者對(duì)比性公司營(yíng)業(yè)收入銷售額總資產(chǎn)員工銷售收益率資產(chǎn)收益率獎(jiǎng)項(xiàng)獲得者以及對(duì)比公司在實(shí)施TQM之后平均業(yè)績(jī)百分?jǐn)?shù)的比較22小公司與與大公司司的比較業(yè)績(jī)測(cè)量量小公司大公司獲得獎(jiǎng)項(xiàng)項(xiàng)的小公公司與大大公司之之間業(yè)績(jī)績(jī)平均百百分?jǐn)?shù)之之間的比比較23低資本與高資本集約度的比較業(yè)績(jī)測(cè)量低資本集約度高資本集約度低資本和高資本集約度獲獎(jiǎng)?wù)咧g的平均業(yè)績(jī)百分?jǐn)?shù)的比較24業(yè)績(jī)獲獎(jiǎng)?wù)邔?duì)比公司時(shí)間獎(jiǎng)項(xiàng)完整管理體系的實(shí)施實(shí)施階段實(shí)施后25測(cè)量合伙人和團(tuán)隊(duì)實(shí)施STAR的建議合伙人滿意職業(yè)生涯機(jī)會(huì)設(shè)置顧客和市場(chǎng)相關(guān)方滿意收入增加市場(chǎng)份額過程改進(jìn)準(zhǔn)時(shí)服務(wù)當(dāng)天服務(wù)每小時(shí)生產(chǎn)的數(shù)量股東和社團(tuán)慈善活動(dòng)26TheEvolutionandContinuousImprovementoftheBaldrigeAward(1)波多里奇奇獎(jiǎng)的發(fā)發(fā)展和持持續(xù)改進(jìn)進(jìn)（1））Originallycreatedbyleadersinthefield最初由質(zhì)質(zhì)量界領(lǐng)領(lǐng)導(dǎo)者創(chuàng)創(chuàng)建，Basedonevolvingchallenges,continuouslyshortlistkeyrequirementsforlongtermsuccess基于企業(yè)業(yè)不斷面面臨新的的挑戰(zhàn)，，整理更更新能使使企業(yè)長(zhǎng)長(zhǎng)期成功功的關(guān)鍵鍵要求。。Integrateandimprovelinkagebetweenstrategy,process,andresults戰(zhàn)略、過過程和結(jié)結(jié)果聯(lián)系系的整合合和改進(jìn)進(jìn)Increaseapplicability;supportmoreusersoftheCriteria增強(qiáng)適用用性；；支持更更多的用用戶。27GurusofPerformanceExcellence業(yè)績(jī)卓越越的權(quán)威威業(yè)績(jī)改進(jìn)的所有方法文化活動(dòng)業(yè)績(jī)概念過程管理以事實(shí)為基礎(chǔ)的分析統(tǒng)計(jì)思想測(cè)量（Deming）遠(yuǎn)景和價(jià)值領(lǐng)導(dǎo)力激情追求卓越人員（Peters）逐項(xiàng)改進(jìn)策劃/組織嚴(yán)格的分析（Juran）質(zhì)量原則全員參與管理體系和方針計(jì)劃的文化變化（Crosby）28TheEvolutionandContinuousImprovementoftheBaldrigeAward(2)波多里奇奇獎(jiǎng)的發(fā)發(fā)展和持持續(xù)改進(jìn)進(jìn)（2））NewChallenges(identifiedfor2004):新挑戰(zhàn)（2004年確定定的）：opennessandtransparencyingovernanceandethics;公司治理和道道德行為的公公開和透明theneedtocreateaddedvalueforcustomersandthebusiness需要為顧客和和商業(yè)創(chuàng)造增增值價(jià)值thechallengesofrapidinnovationandcapitalizingonyourknowledgeassets快速創(chuàng)新以及及將組織知識(shí)識(shí)資產(chǎn)轉(zhuǎn)化成成資本的挑戰(zhàn)戰(zhàn)Globalization全球化Corporatesocialresponsibility(sustainability)企業(yè)社會(huì)責(zé)任任（持續(xù)發(fā)展展）29TheEvolutionandContinuousImprovementoftheBaldrigeAward(3)波多里奇獎(jiǎng)的的發(fā)展和持續(xù)續(xù)改進(jìn)（3））Increaseapplicability增加適用性:InitialFocus:BigManufacturing最初關(guān)注：大大型制造業(yè)BusinessExpansion:Service/SmallBusiness業(yè)務(wù)擴(kuò)張：服服務(wù)/小型商商業(yè)Education教育HealthCare健康保健Future:Non-profitOrganization/Government將來：非盈利利性組織/政政府30TheBaldrigeModel波多里奇模式式ThreeComponents:三個(gè)組成部分分：11CoreValues11個(gè)核心價(jià)值Criteria:標(biāo)準(zhǔn)OrganizationalProfile(DescriptionandChallenges)組織介紹（描描述和挑戰(zhàn)））7“Categories”,19““Items””,32““Areas”toaddress,87SpecificQuestions(CIA)涉及到7大類類、19項(xiàng)、、32個(gè)領(lǐng)域域，87個(gè)特特殊問題（CIA）.GlossaryofKeyTerms主要術(shù)語表“Category”and““Item””Descriptions”類”和“項(xiàng)目目”的描述TheScoringSystem計(jì)分系統(tǒng)Process過程(6Categories-550Points)Results結(jié)果(1Category-450Points)31TheCriteriaStructure標(biāo)準(zhǔn)的結(jié)構(gòu)更明確32TheBaldrigeModelforaworld-classmanagementsystem波多里奇世界界一流管理體體系模式Builtoncorevalues依據(jù)核心價(jià)值值建立Responsivetotheuniquenessofanyorganization響應(yīng)組織的獨(dú)獨(dú)特 性(OrganizationalProfile組織介紹)Structuredframework-withlinkages-drives互相聯(lián)系、互互相推動(dòng)的結(jié)結(jié)構(gòu)化的框架架Forcesalignmentofplans,actions,resources強(qiáng)制計(jì)劃、活活動(dòng)、資源的的一貫化Supportedby3-dimensionalassessmentprocessthatconsidersapproach,deployment,&results;aPDSAsystemof continuouscyclesofimprovement由考慮到方法法、拓展以及及結(jié)果的3維評(píng)估過程程支持，持續(xù)續(xù)改進(jìn)的PDSA體系。33Stakeholders&stockholders利益相關(guān)方和股東Deming/CrosbyCustomers顧客Regulatorymandates法規(guī)要求Vision,Mission&Values遠(yuǎn)景、使命和價(jià)值觀Rewards&recognition獎(jiǎng)金和贊譽(yù)SPC統(tǒng)計(jì)過程控制Supplierquality供方質(zhì)量Re-engineering再造TQM全面質(zhì)量管理PDSA策劃-實(shí)施-檢查-改進(jìn)過程模式Measures/metrics測(cè)量/度量CIPDOESub-optimized不優(yōu)化Generallynotcontinuous通常不連續(xù)Notfocused不關(guān)注Notaligned不調(diào)整波多里奇Goals&Objective目標(biāo)和目的Randomactsofimprovement隨意的改進(jìn)活動(dòng)34Goals&Objectives目標(biāo)和目的Aligned一致性Focused重點(diǎn)性O(shè)ptimized優(yōu)化性Continuous連續(xù)性ToAlignedImprovements一致性的改進(jìn)35Themechanismstoproduceresults產(chǎn)生結(jié)果的機(jī)機(jī)制“經(jīng)營(yíng)”環(huán)境利益相關(guān)方的期望選擇“經(jīng)營(yíng)”方向管理體系結(jié)果（主要業(yè)績(jī)）關(guān)鍵因素使命、目標(biāo)、戰(zhàn)略指導(dǎo)決策和行動(dòng)的綜合機(jī)制組織結(jié)構(gòu)、技術(shù)、過程以及資源的設(shè)計(jì)和整合核心價(jià)值與標(biāo)準(zhǔn)36CaseStudy案例研究1Whatarethekeyfactorsorrequirementsforanorganizationtoachievelongtermsuccess?組織達(dá)到長(zhǎng)期期成功的關(guān)鍵鍵要素或要求求是什么？(10minutesindividualstudy,10minutesteamstudy,5minutesteampresentation)(單獨(dú)研究10分鐘，小組討討論10分鐘鐘，小組介紹紹5分鐘)37Subject主題2TheCoreValuesoftheBaldrigeModel波多里奇模式式的核心價(jià)值值3811corevaluesarethefoundationofthecriteria11個(gè)核心價(jià)值是是標(biāo)準(zhǔn)的基礎(chǔ)礎(chǔ)“Required”forWorldClassPerformance是世界一流業(yè)業(yè)績(jī)所必需的的Cross-Cutting橫貫性的RoleModelAttributes模范特征Visionaryleadership遠(yuǎn)見性的領(lǐng)導(dǎo)力Customer-DrivenExcellence顧客驅(qū)動(dòng)的卓越OrganizationalandpersonalLearning組織和個(gè)人的學(xué)習(xí)ValuingEmployeesandPartners重視員工和合作方Agility靈活性FocusontheFuture關(guān)注未來ManagingforInnovation創(chuàng)新管理ManagementbyFact基于事實(shí)的管理SocialResponsibility社會(huì)責(zé)任FocusonResultsandCreatingValue關(guān)注結(jié)果和創(chuàng)造價(jià)值SystemsPerspective系統(tǒng)性39Definitions定義Values價(jià)值Theterm“values”referstotheguidingprinciplesand/orbehaviorsthatembodyhowyourorganizationanditspeopleareexpectedtooperate.Valuesreflectandreinforcethedesiredcultureoftheorganization.Valuessupportandguidethedecisionmakingofeveryemployee,helpingtheorganizationtoaccomplishitsmissionandattainitsvisioninanappropriatemanner.術(shù)語“價(jià)值””是指：表述述期望組織及及其人員如何何運(yùn)作的指導(dǎo)導(dǎo)原則和/或或行為。價(jià)值值能夠反映并并加強(qiáng)組織期期望的文化。。價(jià)值能夠支支持并指導(dǎo)員員工的決策，，以協(xié)助組織織以一種適當(dāng)當(dāng)?shù)姆椒ㄍ瓿沙善涫姑?，并并達(dá)到其遠(yuǎn)景景目標(biāo)。40CoreValuesoftheBaldrigeModel波多里奇的核核心價(jià)值TheCoreValuesandconceptsareembedded“Beliefs””and““behaviors”foundinhigh-performanceorganizations.在高業(yè)績(jī)組織織中，核心價(jià)價(jià)值及概念體體現(xiàn)在“信念念”與“行為為”中。TheCoreValuesandConceptsareinterrelatedtooneanother,theyshouldbeappliedinanintegratedmanner.核心價(jià)值和概概念是彼此相相關(guān)的，他們們應(yīng)該以一種種整合的方式式加以應(yīng)用。。TheCoreValuesareembodiedinsevenCategories.核心價(jià)值是7大類的具體體體現(xiàn)。41TheCoreValuesarepresentedwiththreecomponentsinthecriteriaimplicitly.在標(biāo)準(zhǔn)中核心心價(jià)值以3部部分表述：ThemeaningsoftheCoreValues核心價(jià)值的含含義ThepurposesorthebenefitsoftheCoreValues核心價(jià)值的目目標(biāo)和益處Suggestionsorexamplesonhowtodoit.核心價(jià)值如何何實(shí)施的建議議或?qū)嵗鼵oreValuesoftheBaldrigeModel波多里奇奇的核心心價(jià)值42VisionaryLeadership遠(yuǎn)見性的的領(lǐng)導(dǎo)力力（1）Anorganization’’sseniorleadersshould組織的高高層領(lǐng)導(dǎo)導(dǎo)應(yīng)：setdirectionsandcreateacustomerfocus,clearandvisiblevalues,andhighexpectations.Thedirections,values,andexpectationsshouldbalancetheneedsofallyourstakeholders.建立的方方向，價(jià)價(jià)值和期期望應(yīng)在在相關(guān)方方不同的的要求中中取得平平衡。ensurethecreationofstrategies,systems,andmethodsforachievingexcellence,stimulatinginnovationandbuildingknowledgeandcapabilities.確保策略略、體系系和方法法的建立立，以達(dá)達(dá)到業(yè)績(jī)績(jī)卓越、、刺激創(chuàng)創(chuàng)新并構(gòu)構(gòu)建知識(shí)識(shí)和能力力。43shouldinspireandmotivateentireworkforceandshouldencourageallemployeestocontribute,todevelopandlearn,tobeinnovative,andtobecreative.應(yīng)該鼓舞舞并激發(fā)發(fā)全體員員工，并并應(yīng)鼓舞舞所有員員工貢獻(xiàn)獻(xiàn)、發(fā)展展以及學(xué)學(xué)習(xí)、創(chuàng)創(chuàng)新。Seniorleadersshouldberesponsibletoyourorganization’’sgovernancebodyfortheiractionsandperformance.高層領(lǐng)導(dǎo)導(dǎo)應(yīng)該為為公司的的活動(dòng)及及業(yè)績(jī)向向治理機(jī)機(jī)構(gòu)負(fù)責(zé)責(zé)。VisionaryLeadership遠(yuǎn)見性的的領(lǐng)導(dǎo)力力（1）44Seniorleadersshouldserveasrolemodelsthroughtheirethicalbehaviorandtheirpersonalinvolvementinplanning,communications,coaching,developmentoffutureleaders,reviewoforganizationalperformance,andemployeerecognition.高層領(lǐng)導(dǎo)導(dǎo)應(yīng)起模模范帶頭頭作用，，例如在在道德行行為方面面、并要要親自參參與計(jì)劃劃溝通、、指導(dǎo)、、發(fā)展未未來接班班人、評(píng)評(píng)審組織織業(yè)績(jī)、、員工賞賞識(shí)。VisionaryLeadership遠(yuǎn)見性的的領(lǐng)導(dǎo)力力（2）45CustomerDrivenExcellence顧客驅(qū)動(dòng)動(dòng)的卓越越（1））Customer-drivenexcellenceisthusastrategicconcept.Itisdirectedtowardcustomerretentionandloyalty,marketsharegain,andgrowth.Itdemandsconstantsensitivitytochangingandemergingcustomerandmarketrequirementsandtothefactorsthatdrivecustomersatisfactionandloyalty.顧客驅(qū)動(dòng)動(dòng)的卓越越是一種種戰(zhàn)略概概念。定定位于顧顧客保持持和忠誠(chéng)誠(chéng)度，市市場(chǎng)份額額的獲得得及增長(zhǎng)長(zhǎng)。它需需要對(duì)顧顧客與市市場(chǎng)需求求的變化化和更新新，以及及如何使使顧客滿滿意和忠忠誠(chéng)的因因素持續(xù)續(xù)保持高高度敏感感。46Itdemandanticipatingchangesinthemarketplace.Therefore,customer-drivenexcellencedemandsawarenessofdevelopmentsintechnologyandcompetitors’offerings,aswellasrapidandflexibleresponsetocustomerandmarketchanges.需要預(yù)測(cè)測(cè)市場(chǎng)的的變化。。因此，，顧客驅(qū)驅(qū)動(dòng)的卓卓越需要要知曉技技術(shù)的發(fā)發(fā)展以及及競(jìng)爭(zhēng)者者的優(yōu)勢(shì)勢(shì)，同時(shí)時(shí)要快速速靈活的的響應(yīng)顧顧客和市市場(chǎng)變化化。CustomerDrivenExcellence顧客驅(qū)動(dòng)動(dòng)的卓越越（2））47OrganizationalandPersonalLearning組織和個(gè)個(gè)人的學(xué)學(xué)習(xí)（1）Achievingthehighestlevelsofbusinessperformancerequiresawell-executedapproachtoorganizationalandpersonallearning.Organizationallearningincludesbothcontinuousimprovementofexistingapproachesandadaptationtochange,leadingtonewgoalsand/orapproaches.Learningneedstobeembeddedinthewayyourorganizationoperates.Thismeansthatlearning(1)isaregularpartofdailywork;達(dá)到經(jīng)營(yíng)營(yíng)業(yè)績(jī)的的最高水水平需要要組織和和個(gè)人執(zhí)執(zhí)行一種種好的學(xué)學(xué)習(xí)方法法。組織織學(xué)習(xí)既既包括現(xiàn)現(xiàn)有方法法的持續(xù)續(xù)改進(jìn)也也包括采采用新方方法。學(xué)學(xué)習(xí)需要要貫穿于于組織經(jīng)經(jīng)營(yíng)的過過程中。。這就意意味著學(xué)學(xué)習(xí)（1）是日日常工作作的一部部分；48(2)ispracticedatpersonal,workunit,andorganizationallevels;(3)resultsinsolvingproblemsattheirsource(““rootcause”);(4)isfocusedonsharingknowledgethroughoutyourorganization;and(5)isdrivenbyopportunitiestoeffectsignificantchangeandtodobetter.Sourcesforlearningincludeemployees’’ideas,researchanddevelopment(R&D),customers’input,bestpracticesharing,andbenchmarking.(2)在個(gè)人、工工作單元以以及組織層層實(shí)施；(3)使問問題從根本本上（根源源）得以解解決；(4)在整個(gè)個(gè)組織內(nèi)達(dá)達(dá)到知識(shí)共共享；以及及(5)由由有意義改改進(jìn)機(jī)會(huì)所所驅(qū)動(dòng)。學(xué)習(xí)的來源源包括員工工的意見，，研究與開開發(fā)、顧客客輸入、最最佳慣例分分享以及標(biāo)標(biāo)桿。OrganizationalandPersonalLearning組織和個(gè)人人的學(xué)習(xí)（（2）49ValuingemployeesandPartners重視員工與與合作方（（1）Anorganization’ssuccessdependsincreasinglyontheknowledge,skills,creativity,andmotivationofitsemployeesandpartners.組織的成功功取決于員員工及合作作方日益增增長(zhǎng)的知識(shí)識(shí)、技能、、創(chuàng)造力以以及動(dòng)力。。Valuingemployeesmeanscommittingtotheirsatisfaction,development,andwell-being.Increasingly,thisinvolvesmoreflexible,high-performanceworkpracticestailoredtoemployeeswithdiverseworkplaceandhomelifeneeds.重視員工意意味著要對(duì)對(duì)員工的滿滿意、發(fā)展展以及福利利負(fù)責(zé)。隨隨著時(shí)間的的發(fā)展，可可能包括為為不同工作作場(chǎng)所及家家庭生活需需求的員工工定制更靈靈活、業(yè)績(jī)績(jī)更高的工工作慣例。。50Externalpartnershipsmightbewithcustomers,suppliers,andeducationorganizations.Strategicpartnershipsoralliancesareincreasinglyimportantkindsofexternalpartnerships.Suchpartnershipsmightofferentryintonewmarketsorabasisfornewproductsorservices.Also,partnershipsmightpermittheblendingofyourorganization’scorecompetenciesorleadershipcapabilitieswiththecomplementarystrengthsandcapabilitiesofpartners.外部合作方方可能是顧顧客、供方方、以及教教育培訓(xùn)組組織。戰(zhàn)略略伙伴或聯(lián)聯(lián)盟也日益益成為重要要的外部合合作方。此此類合作關(guān)關(guān)系可能提提供新的市市場(chǎng)入口或或者新產(chǎn)品品或服務(wù)基基礎(chǔ)。而且且，合作可可以由合作作方的力量量和能力補(bǔ)補(bǔ)充組織的的核心能力力或領(lǐng)導(dǎo)能能力。ValuingEmployeesandPartners重視員工與與合作方（（2）51Agility靈活性（1）Successingloballycompetitivemarketsdemandsagility——acapacityforrapidchangeandflexibility.Businessesfaceever-shortercyclesfortheintroductionofnew/improvedproductsandservices,aswellasforfasterandmoreflexibleresponsetocustomers.在全球競(jìng)爭(zhēng)爭(zhēng)市場(chǎng)的成成功需要靈靈活—一種種快速變化化和適應(yīng)能能力。商業(yè)業(yè)經(jīng)營(yíng)經(jīng)常常需要短期期內(nèi)實(shí)現(xiàn)產(chǎn)產(chǎn)品/服務(wù)務(wù)的更新和和改良，同同時(shí)還需要要更快、更更靈活的響響應(yīng)顧客。。52Allaspectsoftimeperformancenowaremorecritical,andcycletimehasbecomeakeyprocessmeasure.Otherimportantbenefitscanbederivedfromthisfocusontime;Timeimprovementsoftendrivesimultaneousimprovementsinorganization,quality,cost,andproductivity.時(shí)間業(yè)績(jī)的的所有特性性都非常關(guān)關(guān)鍵，并且且周期已經(jīng)經(jīng)成為過程程測(cè)量的關(guān)關(guān)鍵指標(biāo)。。其他重要要的優(yōu)勢(shì)也也可能源自自于對(duì)時(shí)間間的關(guān)注；；時(shí)間改進(jìn)進(jìn)經(jīng)常會(huì)同同時(shí)驅(qū)動(dòng)組組織、質(zhì)量量、成本和和產(chǎn)量的改改進(jìn)。Agility靈活性（2）53SuccessorFailure?成功或失敗?。浚?））Strategicframesbecomeblinders.Strategicframesshapehowmanagersviewtheirbusiness;theyhelpmanagersstayfocused.Buttheseframescanalsoblindmanagerstonewoptionsandopportunities.戰(zhàn)略框架成成為障礙物物戰(zhàn)略框架體體現(xiàn)管理者者如何察看看他們的業(yè)業(yè)務(wù)；他們們幫助管理理者對(duì)業(yè)務(wù)務(wù)保持關(guān)注注，但是這這些框架也也可能妨礙礙管理者發(fā)發(fā)現(xiàn)新的項(xiàng)項(xiàng)目和機(jī)會(huì)會(huì)。54EXAMPLE實(shí)例:Aftersevendecadesofuninterruptedgrowth,FirestonereignedsupremeintheU.S.tireindustryinthe1970s.ThenMichelinintroducedthesaferandmoreeconomicalradialtire.FirestonecompetedwithMichelinhead-to-headinEurope,butwasblindtothethreattoitscoreU.S.market,andsocontinuedtoproduceconventionaltiresonly.Firestonelostsignificantmarketshareandwasacquiredadecadelater.在持續(xù)發(fā)展展70年后后，火石輪輪胎在1970年代美國(guó)輪胎業(yè)業(yè)占絕對(duì)優(yōu)優(yōu)勢(shì)地位。。后來米其林引入入了更安全全更經(jīng)濟(jì)的的輻射狀輪輪胎?；鹗跉W洲與與米其林展展開了的競(jìng)競(jìng)爭(zhēng)，但是是卻忽視了了對(duì)其核心心美國(guó)市場(chǎng)場(chǎng)的威脅，，因此繼續(xù)續(xù)生產(chǎn)傳統(tǒng)統(tǒng)輪胎。火火石因此損損失了經(jīng)過過辛苦努力力得來的重重大的市場(chǎng)場(chǎng)份額而最最終被其它它公司兼并并。SuccessorFailure?成功或失失敗？（（2）55MomentumofSuccess?成功的動(dòng)動(dòng)力？Everyorganization,eventheBaldrigeAwardwinners,gothroughtoughtimesandfacenewchallenges.Noorganizationcangetcomfortableandrelyonthemomentumofsuccess.每個(gè)組織織，即使使是波多多里奇獎(jiǎng)獎(jiǎng)的獲得得者，也也都要面面臨新的的挑戰(zhàn)及及艱難時(shí)時(shí)刻。任任何組織織都不能能依賴過過去成功功的動(dòng)力力而松懈懈。18visionarycompaniesthathadconsistentlyoutperformedtheirpeersbetween1950and1990assingledoutinthebest-seller””BuilttoLast””toberolemodels.Butoverthelasttenyears,just6ofthesecompaniesoutperformtheDowJonesIndustrialAverage.“BuilttoLast”書中研究究1950年到到1990年間間，持續(xù)續(xù)在同類類公司中中處于優(yōu)優(yōu)越地位位的18家模范范型公司司。但是是在最近近十年，，這些公公司中只只有6家家比道瓊瓊斯指數(shù)數(shù)表現(xiàn)優(yōu)優(yōu)良。56FocusontheFuture關(guān)注未來來（1））Intoday’scompetitiveenvironment,afocusonthefuturerequiresunderstandingandplanningtheshort-andlonger-termfactorsthataffectyourbusinessandmarketplace.Pursuitofsustainablegrowthandmarketleadershiprequiresastrongfutureorientationandawillingnesstomakelong-termcommitmentstokeystakeholders—yourcustomers,employees,suppliersandpartners,stockholders,thepublic,andyourcommunity.在今天競(jìng)競(jìng)爭(zhēng)的環(huán)環(huán)境下，，對(duì)未來來的重視視需要對(duì)對(duì)影響經(jīng)經(jīng)營(yíng)和市市場(chǎng)的長(zhǎng)長(zhǎng)、短期期因素了了解并進(jìn)進(jìn)行策劃劃。持續(xù)續(xù)發(fā)展以以及市場(chǎng)場(chǎng)領(lǐng)導(dǎo)力力的追求求需要強(qiáng)強(qiáng)有力的的未來定定位和信信念，以以實(shí)現(xiàn)對(duì)對(duì)關(guān)鍵利利益相關(guān)關(guān)方(顧顧客、員員工、供供方和合合作方、、股東、、公眾以以及社團(tuán)團(tuán))的承承諾。57Afocusonthefutureincludesdevelopingemployeesandsuppliers,creatingopportunitiesforinnovation,andanticipatingpublicresponsibilities.重視未來還包包括發(fā)展展員工和和供方、、創(chuàng)造創(chuàng)創(chuàng)新機(jī)會(huì)會(huì)并預(yù)計(jì)計(jì)公共責(zé)責(zé)任。FocusontheFuture關(guān)注未來來（2））58Innovationmeansmakingmeaningfulchangetoimproveanorganization’sproducts,services,andprocessesandtocreatenewvaluefortheorganization’sstakeholders.Innovationshouldleadyourorganizationtonewdimensionsofperformance.(asmeasurementofbusinessresults)創(chuàng)新意味味著做出出有意義義的更改改，以改改進(jìn)組織織的產(chǎn)品品、服務(wù)務(wù)、及過過程，并并且要為為組織的的利益相相關(guān)方創(chuàng)創(chuàng)造新的的價(jià)值。。創(chuàng)新應(yīng)該該引導(dǎo)組組織取得得新的業(yè)業(yè)績(jī)進(jìn)展展。（當(dāng)測(cè)量量經(jīng)營(yíng)結(jié)結(jié)果的時(shí)時(shí)候）。。ManagingforInnovation創(chuàng)新管理理（1））59ManagingforInnovation創(chuàng)新管理理（2））Innovationisnolongerstrictlythepurviewofresearchanddevelopmentdepartments;innovationisimportantforallaspectsofyourbusinessandallprocesses.Organizationsshouldbeledandmanagedsothatinnovationbecomespartofthecultureandisintegratedintodailywork.創(chuàng)新不再再僅限于于研究和和開發(fā)部部門的范范圍；創(chuàng)創(chuàng)新對(duì)于于經(jīng)營(yíng)和和所有過過程的所所有方面面都是重重要的。。應(yīng)該引引導(dǎo)并控控制組織織，以便便將創(chuàng)新新變成其其文化的的一部分分，并將將創(chuàng)新融融合到日日常的工工作中。。60WhatistheMarketValue?什么是市場(chǎng)價(jià)價(jià)值？IntangibleAssets無形資產(chǎn)TangibleAssets有形資產(chǎn)CustomerCapital(relationshipswithcustomersandsuppliers)顧客資產(chǎn)（與與顧客和供方方的關(guān)系）Structuralcapital(patents,processes,database,network,brand,etc)結(jié)構(gòu)資產(chǎn)（專專利、方法、、數(shù)據(jù)、網(wǎng)絡(luò)絡(luò),品牌等））HumanCapital(theskillsandknowledgeofthepeople)人力資本（人人的技術(shù)和知知識(shí)）TotalMarketValue總市場(chǎng)價(jià)值61KnowledgeandIntellectualCapitalModel知識(shí)和智能資資本模型Totalmarketvalue=Tangibleassets+Intangibleassets.總市場(chǎng)價(jià)值=有形資產(chǎn)+無形資產(chǎn)Intangibleassetsinclude:無形資產(chǎn)包括括：HumanCapital(theskillsandknowledgeofthepeople)人力資本（人的技術(shù)和知知識(shí)）Structuralcapital(patents,processes,database,network,etc.)結(jié)構(gòu)型資產(chǎn)（（專利、方法法、數(shù)據(jù)、網(wǎng)網(wǎng)絡(luò)等）CustomerCapital(relationshipswithcustomersandsuppliers)顧客資產(chǎn)（與與顧客和供方方的關(guān)系）StakeholderCapital(relationshipsandreputationwithcommunity,investors,authorities,etc.)利益相關(guān)者的的資產(chǎn)（與公公共社團(tuán)、投投資者以及權(quán)權(quán)威機(jī)構(gòu)的關(guān)關(guān)系和名譽(yù)））(successfulfactorof:athree-starrestaurant,BurgerKing,asmalllocalrestaurant)（三星星級(jí)級(jí)餐餐館館、、BurgerKing、、小地地區(qū)區(qū)餐餐館館的的成成功功因因素素））62KnowledgeandIntellectualCapitalModel知識(shí)識(shí)和和腦腦力力資資本本模模型型Substituteknowledgeassetsforexpensivephysicalassets.用知知識(shí)識(shí)資資產(chǎn)產(chǎn)取取代代昂昂貴貴的的實(shí)實(shí)物物資資產(chǎn)產(chǎn)Ultimately,intellectualassetsaremoreimportantthananyother.Onlybymeansofknowledgecancompaniesdifferentiatefromcompetitors.Theothersourcesofcompetitiveadvantage-accesstocapital,materials,markets,equipment-areeasytoduplicate.基本本上上，，腦腦力力資資產(chǎn)產(chǎn)比比其其他他任任何何資資產(chǎn)產(chǎn)都都重重要要。。只只有有依依靠靠知知識(shí)識(shí)才才能能使使公公司司區(qū)區(qū)別別于于競(jìng)競(jìng)爭(zhēng)爭(zhēng)者者。。競(jìng)競(jìng)爭(zhēng)爭(zhēng)優(yōu)優(yōu)勢(shì)勢(shì)的的其其他他資資源源————有有權(quán)權(quán)使使用用的的資資產(chǎn)產(chǎn)、、材材料料、、市市場(chǎng)場(chǎng)、、設(shè)設(shè)備備————都都很很容容易易被被模模仿仿。。63UsingdetailedfiguresfromSixSigmaprogram,GEtracksproductivitygaincamefromnewequipment(spendingmoney)and/ornew