如何建立和延續(xù)全面質(zhì)量的組織

第9章建立和延續(xù)全面品質(zhì)的組織（詳細的教材收錄於CD-ROM中）品質(zhì)管理與管制1建立和延續(xù)全面品質(zhì)的組織許下對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式文化的實施障礙品質(zhì)管理與管制2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 學習性的組織自我評價的流程 以自我評價為槓桿：後續(xù)跟催的重要性實施ISO9000，Baldrige，和六標準差對未來的觀點品質(zhì)實務(wù)：Eastman的方式品質(zhì)實務(wù)：Honeywell合併分歧的品質(zhì)系統(tǒng)個案： GreenLawn的寓言通往品質(zhì)的黃磚路Westerfield營造公司品質(zhì)管理與管制3本章結(jié)束THANKS!品質(zhì)管理與管制4品質(zhì)管理與管制5Chapter9–Buildingand

SustainingTotalQuality

OrganizationsSellingTQ,Corporateculture,Baldrigecorevalues,TQvs.traditionalmanagement,Implementationmistakes,Bestpractices,SustainingTQ品質(zhì)管理與管制6WhyAdoptTQPhilosophy?ReactiontocompetitivethreattoprofitablesurvivalAnopportunitytoimprove7SellingtheTQConceptLearntothinkliketopexecutivesPositionqualityasawaytoaddressprioritiesofstakeholdersAlignobjectiveswiththoseofseniormanagementMakeargumentsquantitativeMakethefirstpitchtosomeonelikelytobesympatheticFocusongettinganearlywin,evenifitissmallEnsurethateffortswon’tbeundercutbycorporateaccountingprinciplesDevelopallies,bothinternalandexternalDevelopmetricsforreturnonqualityNeverstopsellingqualityTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制8CorporateCultureandChangeCorporatecultureisacompany’svaluesystemanditscollectionofguidingprinciplesCulturalvaluesoftenseeninmissionandvisionstatementsCulturereflectedbymanagementpoliciesandactionsTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制9BaldrigeCoreValues

andConceptsVisionaryleadershipCustomer-drivenexcellenceOrganizationalandpersonallearningValuingemployeesandpartnersAgilityManagingforinnovationFocusonthefutureManagementbyfactPublicresponsibilityandcitizenshipFocusonresultsandcreatingvalueSystemsperspectiveTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制10TQvs.TraditionalManagementOrganizationalstructuresRoleofpeopleDefinitionofqualityGoalsandobjectivesKnowledgeManagementsystemsRewardsystemsManagement’sroleUnion-managementrelationsTeamworkSupplierrelationshipsControlCustomersResponsibilityMotivationCompetitionTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制11CulturalChangeChangecanbeaccomplished,butitisdifficultImposedchangewillberesistedFullcooperation,commitment,andparticipationbyalllevelsofmanagementisessentialChangetakestimeYoumightnotgetpositiveresultsatfirstChangemightgoinunintendeddirectionsTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制12BuildingonBestPracticesUniversalbestpracticesCycletimeanalysisProcessvalueanalysisProcesssimplificationStrategicplanningFormalsuppliercertificationprogramsTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制13BestPractices:

InfrastructureDesign(1of3)LowperformersProcessmanagementfundamentalsCustomerresponseTrainingandteamworkBenchmarkingcompetitorsCostreductionRewardsforteamworkandqualityTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制14BestPractices:

InfrastructureDesign

(2of3)MediumperformersUsecustomerinputandmarketresearchSelectsuppliersbyqualityFlexibilityandcycletimereductionCompensationtiedtoqualityandteamworkTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制15BestPractices:

InfrastructureDesign

(3of3)HighperformersSelf-managedandcross-functionalteamsStrategicpartnershipsBenchmarkingworld-classcompaniesSeniormanagementcompensationtiedtoqualityRapidresponseTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制16ImplementingTotalQuality:

KeyPlayersSeniormanagementMiddlemanagementWorkforce17Strategicvs.ProcessChangeStrategicchangeisbroadinscopeand

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

dealswiththeoperationsofanorganization.Anaccumulationofcontinuouslyimprovingprocesschangescanleadtoapositiveandsustainableculturechange.品質(zhì)管理與管制18Strategicvs.ProcessChangeStrategicchangeBroadinscopeStemsfromstrategicobjectivesGenerallyexternallyfocusedProcesschangeNarrowinscopeDealswithinternaloperationsCanleadtopositive,sustainableculturechangeTHEMANAGEMENTANDCONTROLOFQUALITY,6e,?2005South-Western/ThomsonLearningTM04/16/0619SJSUBus.142-DavidBentleyCommonMistakes

inTQImplementation(1of4)TQregardedasa“program”Short-termresultsarenotobtainedProcessnotdrivenbyfocusoncustomer,connectiontostrategicbusinessissues,andsupportfromseniormanagementStructuralelementsblockchangeTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTMRev.04/16/0620SJSUBus.142-DavidBentleyCommonMistakes

inTQImplementation(2of4)Goalssettoolow“Commandandcontrol”organizationalcultureTrainingnotproperlyaddressedFocusonproducts,notprocessesLittlerealempowermentisgivenTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制21CommonMistakes

inTQImplementation

(3of4)OrganizationtoosuccessfulandcomplacentOrganizationfailstoaddressfundamentalquestionsSeniormanagementnotpersonallyandvisiblycommittedOveremphasisonteamsforcross-functionalproblemsTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTMRev.04/16/0622SJSUBus.142-DavidBentleyCommonMistakes

inTQImplementation

(4of4)EmployeesoperateunderbeliefthatmoredataarealwaysdesirableManagementfailstorecognizethatqualityimprovementispersonalresponsibilityOrganizationdoesnotseeitselfascollectionofinterrelatedprocessesTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTMRev.04/16/0623SJSUBus.142-DavidBentleySustainingtheQuality

Organization(1of2)Viewqualityasajourney(“Racewithoutafinishline”)RecognizethatsuccesstakestimeCreatea“l(fā)earningorganization”PlanningExecutionofplansAssessmentofprogressRevisionofplansbasedonassessmentfindingsTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制24SustainingtheQuality

Organization(2of2)UseBaldrigeassessmentandfeedbackShareinternalbestpractices(internalbenchmarking)THEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制25KeyActivitiesofLearningOrganizationsSystematicproblemsolvingExperimentationwithnewapproachesLearningfromtheirownexperiencesandhistoryLearningfromtheexperiencesandbestpracticesofothersTransferringknowledgequicklyandefficientlythroughouttheorganizationTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM04/16/0626SJSUBus.142-DavidBentleySelfAssessment:

BasicElementsManagementinvolvementandleadershipProductandprocessdesignProductcontrolCustomerandsuppliercommunicationsQualityimprovementEmployeeparticipationEducationandtrainingQualityinformationTHEMANAGEMENTANDCONTROLOFQUALITY,5e,?2002South-Western/ThomsonLearningTM品質(zhì)管理與管制27ImportanceofFollow-UpofSelf-AssessmentResultsManyorganizationsderivelittlebenefitfromconductingself-assessmentandachievefewoftheprocessimprovementssuggestedbyself-studyReasons:ManagersdonotsenseaproblemManagersreactnegativelyorbydenialManagersdon’tknowwhattodowiththeinformationTHEMANAGEMENTANDCONTROLOFQUALITY,6e,?2005South-Western/ThomsonLearningTM04/16/0628SJSUBus.142-DavidBentleyLeveragingSelf-AssessmentFindingsPreparetobehumbledTalkthroughthefindingsRecognizeinstitutionalinfluencesGrindoutthefollow-upTHEMANAGEMENTANDCONTROLOFQUALITY,6e,?2005South-Western/ThomsonLearningTM04/16/0629SJSUBus.142-DavidBentleyImplementingISO9000StartwithaqualitypolicythatidentifieskeyobjectivesandbasicproceduresDevelopaqualitymanualtodocumenttheproceduresUseinternalauditstomaintainproceduresProvideadequateresourcesTHEMANAGEMENTANDCONTROLOFQUALITY,6e,?2005South-Western/ThomsonLearningTM04/16/0630SJSUBus.142-DavidBentleyImplementingSixSigma6

CommittedleadershipIntegrationwithexistinginitiatives,businessstrategy,andperformancemeasurementProcessthinkingDisciplinedcustomerandmarketintelligencegatheringTHEMANAGEMENTANDCONTROLOFQUALITY,6e,?2005South-Western/ThomsonLearningTM04/16/0631SJSUBus.142-DavidBentleyImplementingSixSigma6

AbottomlineorientationLeadershipinthetrenchesTrainingContinuousreinforcementandrewardsTHEMANAGEMENTANDCONTROLOFQUALITY,6e,?2005South-Western/ThomsonLearningTM04/16/0632SJSUBus.142-DavidBentley品質(zhì)管理與管制33BaldrigeCoreValues

andConceptsVisionaryleadershipCustomer-drivenexcellenceOrganizationalandpersonallearningValuingemployeesandpartnersAgilityManagingforinnovationFocusonthefutureManagementbyfactPublicresponsibilityandcitizenshipFocusonresultsandcreatingvalueSystemsperspective品質(zhì)管理與管制34品質(zhì)管理與管制35KeyIdeaBuildingandsustainingaTQorganizationrequiresareadinessforchange,theadoptionofsoundpracticesandimplementationstrategies,andaneffectiveorganizationalinfrastructure.品質(zhì)管理與管制36KeyIdeaCultureisreflectedbythemanagementpoliciesandactionsthatacompanypractices.Therefore,organizationsthatbelieveintheprinciplesoftotalqualityaremorelikelytoimplementthepracticessuccessfully.Conversely,actionssetcultureinmotion.Astotalqualitypracticesareusedroutinelywithinanorganization,itspeoplelearntobelieveintheprinciples,andculturalchangescanoccur.品質(zhì)管理與管制37KeyIdeaImpatientmanagersoftenseekimmediateculturalchangebyadoptingoff-the-shelfqualityprogramsandpractices,orbyimitatingothersuccessfulorganizations.Inmostcases,thisapproachissettingthemselvesupforfailure.品質(zhì)管理與管制38KeyIdeaOrganizationscontemplatingchangemustanswersometoughquestions,suchas,Whyisthechangenecessary?Whatwillitdotomyorganization(department,job)?WhatproblemswillIencounter